themselves. A man wants to stay with
the firm with which he can reach his
greatest efficiency. And where these
relations exist, the employee never
leaves to seek a better place if he is the
right kind.
Occasionally a firm may have a man
who will reach his limit; he only has a
certain capacity and certain restricted
capabilities.
When he reaches this stage he will
remain stationary. The head of a
concern often talks to his men about
the methods they use. Yet methods
are minor considerations. It is the sum
total - the actual results - that we want
in business.
I do not care what method a man uses
in any department of a business so
long as he “makes good.” The matter of
success should be put up to the pride
of the individual. He should be made
to understand that his development
depends upon himself and the quality
of his work.
If a salesman can show an increase
of three per cent in the sales of
his territory or department in a
given period he has proved his
right to remain a part of a business
organization regardless of his methods
for achieving these results.
I believe that too many instructions to
employees are often fatal. Don’t be too
specific; such an attitude makes a man
into a machine.
When sending a man on a certain
duty it is never best to say, “do exactly
this,” or “don’t do that.”
The proper course is to say “go and
look into this matter to the best of
your ability.” The employee, if he is the
right kind, will then, as a matter of
course, do his best. Our firm has never
had any specific rule for employees,
but has made the business and
personal conduct of each individual a
matter for each to look after.
We never use verbal praise with
employees, nor reprimand. We often
tell a man that he is working too hard
or that he is underpaid; but in this
case we add that he is being paid the
limit that his position is worth and
that he will be advanced as soon as an
opening offers itself, if he is capable.
The raise in salary or the promotion
always comes to the individual
without asking.
Not that it would be very proper
for the employee to ask for a raise,
but, basing our attitude toward
employees upon these principles, we
soon discover whether a man is doing
more than he is paid for and reward
him because it pays us as a matter of
business.
It is the man who, in the position
that he holds temporarily, does more
than is expected of him, that gets
the increase in salary or the higher
position. Anything like special
rewards, presents or bonuses are
wholly out of place in a system of
handling employees such as this.
Men working on this basis would
consider anything of the kind an
insult. It would imply that they were
not doing their best - it would be in
the nature of a bribe.
The giving of prizes for special effort,
which is considered so effective in
‘‘Mistakes help people grow. Men learn only
by the mistakes they make. An employer
should expect and indeed encourage his
men to take the initiative and go on ahead
and make mistakes. Only in this way can they
gain the requisite experience to help in real
company growth.’’
28 MAL 11/16 ISSUE
‘‘Allow
empowerment and
self-mastery. The
surest way to gain the
unswerving loyalty
of employees is to
show them from the
start that they will be
allowed to make the
most of themselves.
A man wants to
stay with the firm
with which he can
reach his greatest
efficiency. And
where these relations
exist, the employee
never leaves to seek
a better place if he is
the right kind.’’
enthusing men in some organization,
would fail to have the desired effect
in an organization where every man is
given free reign.
This method of handling subordinates
accomplishes all the usual results
of the most highly developed
system of choosing, training and
retaining employees. It tries them out
thoroughly - it finds the right man for
the right place, and the right place for
the right man. In enthuses the worker
and inspires in him loyalty to the firm.
Dr. Kellen Kiambati holds an MBA in
Strategic Management from the Kenya
Methodist University and a PhD in
Business Administration with a focus in
Strategic Management from JKUAT. She
is a member of the Institute of Human
Resource Management of Kenya. She can
be reached via: Kellenkiambati@gmail.
com.