The forgotten Human Resources!

Leading organizations in today’s economic climate require a different mindset and new insights on how to get the most of their people. Without any doubt, a productive and engaged workforce provides the single greatest competitive advantage and as such, it is critical that managers find ways to optimize their workforce, implement the right employee engagement and development strategies, and make the best human capital investments

“Tough times can bring out the worst or the best in people and leaders can play a critical role in helping people see change from a positive, developmental perspective,” said Brian Willman, Director of leadership development programs at London Business School.

Organizational climate refers to a set of work environment attributes, which can be perceived by the members of the organization. The attributes may be induced from the way the organization deals with its members and its environment or from the interaction between the members. An organization consists of related jobs. However, we cannot see or feel what the job is like; whether it is a complex interrelationship of tasks, roles, responsibilities, interactions, incentives, and rewards. Thus, in order to understand employees’ attitudes and behavior on their jobs, it is necessary to analyze and categorize the complex interrelationships in terms of their constituent factors. Job performance is an extremely important criterion that relates to organizational outcomes and success. Organizational climate can influence both job performance and employee satisfaction. Because climate is best described as employee perceptions of the organization, it follows that the measurement of climate will be a function of employee attitudes and values.

Total Quality Management (TQM) focuses the efforts of all members of the organization to continuously improve all organizational processes and increase value to customers, while relying upon a clear vision of the organization’s purpose. This depends on the removal of barriers both within the organization and between the organization and its various stakeholders. The management process in an organization can be described as the application of certain principles and techniques to achieve organizational objectives. The task of management can therefore be conceptualized as the achievement of specified objectives by utilizing the three basic resources of money, capital and people.

It should be noted that Egyptian workers have a high potential to acquire new skills in their jobs. The common misconception that Egyptian workers are principally motivated by monetary incentives thus needs questioning. The political and economic hardships over the last few decades have led them, in some cases, to become frustrated with the status quo. Lack of opportunities has forced some to manifest a less-than-ideal work ethic in some cases, but this is not unique to the Egyptians. Egyptians have developed a sturdy forbearance to difficulties, without compromising their yearning for increased prosperity and accomplishment. 

Interaction of organizational culture, the human aspect of the organization creates a climate that should be suitable for the organization to perform in accordance with the acceptable performance standards, that is why we need to Compose a general frame to create a role of the organizational climate to realize the standard performance’ employees.

And according to m my position in the Egyptian Petroleum Sector I observed the following:
No clear short, medium and long term strategic plan in the most petroleum companies
Despite the availability of forms of modern technology, but the organizational structure was tainted by many of the bureaucratic and official procedures
Increase in conflicts, whether horizontal or plotter, which led to an increase in complaints from workers
A decrease in participation by decision-makers by workers
The existence of patterns of leadership depends on the completion of work in a traditional bureaucratic
There is no real concept of task forces and no support from the Top Management

So, I address my window to our Excellency Eng Abdallah Ghorab Egyptian Minister of Petroleum to pay more attention to human resources specially the middle managers and to train them with different culture atmosphere in order to increase their ability to adapt to a new generation of high potential management in Egyptian petroleum sector.

By Hanan Abdel Moneim, Assistant General Manager for Business Development, PMS

Hanan Abdel Moneim has long years of experience in the Egyptian petroleum sector as she worked in GUPCO, Midor and PMS. Abdel Moneim has a B.A in Comparing Literature from Sorbonne and received two diplomas, HR Management and Total Quality Management from the American University in Cairo (AUC). In the coming month of November, she will be discussing her PhD thesis about Effect of stable organizational climate on employees’ performance and quality standard at the Timisoria University in Romania.


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