a new innings: competitiveness through global value chains, clustering and innovation work attitude,...

A NEW INNINGS: Competitiveness through Global Value Chains, Clustering and Innovation

Work attitude, work culture and foreign investment in the 21st Century Jamaican

Workplace

Anne P. Crick & Noel M. Cowell Mona School of Business & Management,

UWI


Introduction

• Opportunity of a lifetime• Little discussion on the human side

– Focus on up-skilling the workforce a vital consideration• Missing is discussion of “work attitudes” and the

socio-cultural factors that drive attitude• This discussion is vital because skill without the

pre-disposition to engage that skill is meaningless.


Attitudes and behaviour

• The relationship between attitudes and behaviour is controversial

• However it would be unwise to suggest that attitudes towards work (broadly defined to include the job and the work organisation) are irrelevant to work behaviours, and work outcomes,


The research

• There has been no consistent research on attitudes and work behaviours in Jamaica– Stone 1976 and 1982, – Carter (1997) based on research done over 1974-

88. – Cowell (1989)


5

Stone

• The majority of workers were dissatisfied with their jobs

• Workers did not see their workplace as a good place to get ahead

• Workers were unhappy with the level of consultation


Overview of Carter’s Findings• Work attitude is major problem!• Work behaviours are not consistent with productive

efficiency?• Workers are de-motivated• Workers don’t like jobs• Workers lack confidence in Management• These problems are connected to poor

communication between workers and management.

A NEW INNINGS: Competitiveness through Global Value Chains, Clustering and InnovationDo workers trust

management?

A majority of workers do not appear to trust management . . .

A high proportion of managers do not appear to realise that workers don’t trust them.

Workers do not really trust managementWorkers' Percent

Employers' Percent

Disagree 29.7 48.7Neither agree nor disagree 17.5 27.5Agree 52.7 24.0Total 100.0 100.0

Source: Cowell, 1999 7


In Jamaica

• There is no “glue” to hold Jamaican organisations together, little foundation for the building of ‘social capital’.

• Question: What happens when new stakeholders are introduced into the Jamaican workplace?

9


Contemporary Issues

• Between the 70s and now the Jamaican economy has increasingly onto the global stage

• Globalization– integrated global economy – free trade, free flow of capital, – tapping of cheap labour markets – free flow of information – integration of culture


Foreign Direct Investment• Jamaica’s thrust to increase foreign investment (in this context

of economic liberalisation) means that the Jamaican workplace will become increasingly integrated.

• This means marrying the Jamaican work culture with that of foreign nationals – who will be managers but it also appears technical and non-technical workers.

• This process must be managed – particularly since some of the investing countries are not exemplars of world class HRM practices.


The potential of the Jamaican workforce

• If the tone of our discourse has been a little pessimistic consider this: There is clear, if anecdotal evidence, that Jamaicans are highly industrious and are capable of working at world class standards when they are challenged and motivated to do so. – E.g. The Ritz Carlton – The Sandals Hotel Brand – GKCo breaking into international markets– Sagicor – strong focused HRM programme– JMMB – Strong culture & HRD programme


Commonalities

• These firms have succeeded because they effectively channelled worker energy and loyalty to their firm. It cannot be taken for granted that workers come to the firm with that loyalty intact. To the contrary, they have learned to distrust, and firms have to earn their trust


The Ritz

• Ladies and Gentlemen serving ladies and gentlemen – Spoke to the dignity of the Jamaican worker– When backed up with fair and decent treatment

created a feeling of being ‘smaddy’– Tapped into the feeling of being valued and as

important as ‘the other’


Sandals

• Massive investment in training and development aimed at all their 10,000 staff members – The SCU will certify staff members without formal

academic qualifications, and provide eligible team members with an avenue to advance their education.

– Tapping into the need for development and mobility


Digicel and GKCO• Talent & performance developed through

investment in training • Talent & performance rewarded through

promotions and postings anywhere in the world


Organizational Culture

• Focused on people in word and in deed • Focused on empowerment • Recognizing the needs of the workforce

– Milennials – Women in the workforce


What is to be done

• Firms need to tap into the commitment of the Jamaican worker by recognizing their needs and values and also by understanding the psyche

• No organization will become world class by failing to invest in human capital


What is to be done

• Human resource management must be approached in a conscious, systematic, and studied manner

• It is e.g. clear that management and workers do not always see eye to eye on issues – the extent of difference and alignment matters and can only be understood from ongoing research.


Conclusion• Jamaica is anticipating profound changes in its workplace

relationship• If those changes are to proceed smoothly, there needs to be a

focus on many human issues that can be easily overlooked.• It is hard enough to manage the merger of (even small)

organisations or departments within organisations – consider the implications of merging over 2000 years of Chinese “work culture” with that of a 200 year old post colonial society, only 50 years into independence.

a new innings: competitiveness through global value chains, clustering and innovation work attitude,...

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