Interesting and at the same time, confusing reading

Dec 23, 2009 Letters

Dear Editor,
Peeping Tom’s column (Kaieteur News, December 20, 2009) makes interesting and at the same time, confusing reading.
Following, however empathetically, the tunnelled retrospective of the ‘acquisition’ of the sugar industry, one got detoured into a disjointed discourse about the current value of managers to the sugar industry, and its relationship or otherwise to the reported financial crisis faced by GuySuCo – a subject which would better be disaggregated from the ramifications of the recent Arbitration Award.
Careful examination will reveal gaps in such expressions as “skilled persons should be paid salaries that are commensurate and competitive” (with what?). “… and thus the managers of GuySuCo deserve to be paid for their services, but must be held accountable for their performance”.
The appropriate interpretation of the latter part of the quote must be that each manager in being accountable should be rewarded in relation to his/her assessed performance.
The implementation of an across-the-board increase would therefore appear counter-productive in the circumstances.
Additionally, if salaries are to be ‘commensurate and competitive’ it seems not unreasonable to query the rationale for the recommendation to reduce benefits, e.g. transportation for children of management and, incidentally, of supervisors (that is unless the long established decision regarding the latter’s inclusion has been reversed). How ‘commensurate’ is this provision with that of duty free transport conceded to less competitive producers in the public service who scarcely have to account for their performances?
In any case one must assume that the vaunted ‘turnaround plan’ addressed such basic financial and economic issues. The only reason therefore for revisiting this critical human resources component would be that it was (surprisingly) overlooked in the Plan. What, however, is interesting about the observation regarding the need for “a strong group of financial experts…to examine how to put the corporation on a sure footing.” is that not only did the Arbitration Tribunal consist of such relevant expertise, but also the Chief Executive and Deputy Chief Executive of GuySuCo are highly qualified financial experts, who are further supported by a Finance Director. Any more financial experts would certainly be superfluous.
The concern which is being repeated here is, that at least equal emphasis needs to be placed on the human resources component of the ‘turnaround plan’. The behaviour of the workers, who have forced the representative Union/s into certain assertive postures in recent times, may well be indicative of more deep-seated disconnections.
One, of several instances, is the reduction in medical attention as evidenced in the contraction of services which were substantially provided at what used to be known as the Ogle Diagnostic Centre. Not to mention the recently publicised intention to cut costs further by ‘outsourcing’ the estate medical services to the national health system.
Who has troubled to discuss with workers the implications of this prospect for their loyalty to an organisation perceived as committed to distancing them. Meanwhile, there can be no dispute that worker output is a consequence of the quality of management.
There is, however, evidence to suggest that morale amongst too many, if not all, managers, desperately needs to be bolstered. Published indicators of declining industry fortunes can hardly improve self-confidence.
Nor does the incidence of non-formal interventions assure consistency amongst decision-making relationships.
Importantly across-the-board increases in recent years have only served to reflect the lack of observed differentiation in performance standards, which to an extent reduces the demand for effective performance appraisals, and in turn can raise legitimate doubts about succession and careers.
These are managers who witness the persistent turnover amongst their ranks, leaving their relative inexperience exposed, in the absence of a dynamic human resources development (‘turnaround’) plan.
If any of the above is true then the question arises regarding GuySuCo’s attractiveness as a leading employer.
The punitive approach being bandied of reducing existing conditions of service can hardly achieve the positive results which every stakeholder anxiously seeks.
E. B. John

Latest News

Interesting and at the same time, confusing reading

Related

Similar Articles

The Glenn Lall Show | November, 20th, 2024

Follow on Tik Tok @Glennlall

THE BLUNT OF THE DAY

Sports

Rutherford gets big payday from Gujarat Titans at IPL 2025 Mega...

Roach and Seales star as West Indies close in on...

Delroy Tyrrell continues to excel at Oneonta...

Ramdass Royals Crowned Champions of the Inaugural...

KFC Guyana distance self from delayed payment of...

Ravens and Royals ready for epic Elite 16 final...

Features/Columnists

A call for more cultural centres

Rising Gun Crimes in the Caribbean: Urgent Action required by all

Political constants: opportunism, ambition or betrayal

Publisher’s Note

Weekend Cartoon

Bridge Watch

Demerara Harbour Bridge

> Berbice Bridge […]

Interesting and at the same time, confusing reading

Share this:

Related

Similar Articles

The Glenn Lall Show | November, 20th, 2024

Follow on Tik Tok @Glennlall

THE BLUNT OF THE DAY

Sports

Features/Columnists

Publisher’s Note

Weekend Cartoon

Bridge Watch

Demerara Harbour Bridge

> Berbice Bridge […]