This will make them feel that they are valuable assets for the organization and will increase their morale. However, to ensure that the staff members increase their performances as well, the leaders at the CAB have to offer them a wide series of incentives. These could include (but are not limited to): wage increases, premiums and bonuses, more flexible schedules, more extensive benefit plans, opportunities for promotions, training and professional development programs, day care centers for their children or more holydays and personal days
5. Changes in the Managerial Style and the Organizational Culture
Following the 1980s, the business community and the public sector have been struggling with reduced levels of quality, high employee turnover rates and absenteeism. "These weaknesses are associated with the most common organizational cultures and leadership styles. The premise for change is that such styles alienate the workforce, through failing to provide a genuine sense of involvement in and commitment to corporate goals. The basic challenge, then, is to find ways of 'power sharing' in the interests of productivity gains. The proposed approach is through participation and involvement" (Rickards and Clark, 2006)
All of the strategies proposed to resolve the issues of recruitment, retention, dissatisfactions and absenteeism revolve around the strategic concepts of change. And this change refers to features in both organizational culture, as well as managerial style. In terms of organizational culture, the managers at the Citizens Advice Bureau have to implement an opened culture, based on clear and direct communications. They must encourage the staff members to address any claim or dissatisfaction and stress on the need for a resolution. This process is a complex one and must commence with a change in mentality.
In terms of managerial style, the leaders at the CAB have generally implemented an autocratic stand, in which all decisions would be made by the manager and the sole task of the employee would be to blindly execute. The autocratic leadership style should be replaced with a democratic one, in which the decisions are made after consultations and are aimed to satisfy all parties involved. This would further increase the satisfaction and morale of the staff members, who would feel cherished and valued by the institution.
6. Final Remarks
The contemporaneous society needs public services more than ever, but the employees in the public sector are generally discontented with their jobs, leading to high levels of absenteeism, high turnover rates, lack of motivation and difficulties in recruiting....
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Notes On Public Sector Reform and Performance Managementa Australia 1997. Sector Management Act Review Report, viewed 2 October 2005. http://www.dpc.wa.gov.au/psmd/pubs/exec/machgovt/kelly/summary.pdf] Organisation for Economic Cooperation and Development (OECD) 2001, Publlic sector leadership for the 21st Century, OECD, Paris. Pollitt, C 2003, The essential public manager, Open University Press, Maidenhead. Shergold, Peter 2004, Australian Public Sector Governance: Speech at CCH Manual Launch. Viewed 2 October 2005. http://www.pmc.gov.au/speeches/shergold/public_sector_governance_2004-08-05.cfm Sethi, D 1999, 'leading from the middle', Human Resource
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