Power to People Management

Jul 24, 2014 Letters

DEAR EDITOR,
According to the June 2014 edition of People Management, one third of 2500 employees polled in a survey conducted by the Chartered Institute of Personnel and Development (CIPD), in the United Kingdom, feel that performance appraisal systems are ‘unfair’.
The short, but informative article, left me wondering whether, and how many, formal employees in Guyana would countenance such a survey amongst their employees, assuming of course that this vital component of the human resources management function is at all practised in their organisations.
The topic poses substantive questions about organisational culture, best practices, core values, so far as they relate to people development, particularly in an environment of reportedly depreciating skills and competencies.
Of the latter it focuses importantly on not only the status of the HR Management Function in the organisation, but also on the sapiential authority of the specialist incumbent who should advise the directorate on the advantages or disadvantage of polling employee opinion (on any topic for that matter).
One can hazard the suspicion that employer reaction would, more or less, reflect the general societal mode of being committed to one’s own opinion, while being even moreso to an aversion of the facts, or at least the views of others.
On the other hand, in a reorganisably restrictive communication (forget the ICT) environment, affected parties are disinclined to express their feelings, certainly in situations where they do not enjoy union protection – a condition which leaves even the upper echelons of the organisational hierarchy vulnerable to manipulation. In this connection, one hesitates to reference public (semi) autonomous organisations, as examples in which the matter of performance and its evaluation has increasingly withered away – in adherence to the heresy of across-the-board increases. In some, the principle of compensating performance (?) by seniority of service is very much alive. In others it is totally ignored in favour of what some refer to as Einstein’s theory of ‘relativity’: ‘looking after one’s relatives’.
So that we come round full circle: Do there in fact exist performance appraisal systems which can be deemed ‘unfair’? Are there adequately qualified HR Management practitioners who can step up to the plate and make even a ‘qualified’ pronouncement?
But then we don’t have a viable collective of HRM practitioners! This is perhaps a desperate, however long-winded call, for such a collective to be established. Power to People Management.
E.B. John

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