WG Chair:
Members:
Date:
Table of contents
Table of contents .......................................................................................................................................... 2
Acknowledgements....................................................................................................................................... 4
List of tables and figures ............................................................................................................................... 5
Preamble ....................................................................................................................................................... 6
Key definitions .............................................................................................................................................. 7
Chapter 1: Precarious employment and social mobility ............................................................................... 8
General features of the talent pool .......................................................................................................... 8
Gender disparities ................................................................................................................................... 11
Precarious employment .......................................................................................................................... 12
Declining employee productivity ............................................................................................................ 12
Informal employment ............................................................................................................................. 13
Youth unemployment ............................................................................................................................. 16
Child labour ............................................................................................................................................. 16
Policy recommendations ........................................................................................................................ 17
Chapter 2: Independent thought and governance ..................................................................................... 20
Dependency ............................................................................................................................................ 20
Policy recommendations ........................................................................................................................ 20
Chapter 3: Cultural values and practices .................................................................................................... 22
Post-colonial value system...................................................................................................................... 22
Policy recommendations ........................................................................................................................ 27
Chapter 4: Interpersonal relationships ....................................................................................................... 30
Personal sensitivities............................................................................................................................... 30
Social networks ....................................................................................................................................... 31
Employer-employee relations ................................................................................................................. 31
Theoretical perspectives on building trust ............................................................................................. 32
Policy recommendations ........................................................................................................................ 33
Chapter 5: The leadership challenge .......................................................................................................... 35
Challenges with leadership ..................................................................................................................... 35
Theoretical perspectives ......................................................................................................................... 35
Policy recommendations ........................................................................................................................ 38
Chapter 6: Training in human resource development ................................................................................ 40
3
Lack of training opportunities ................................................................................................................. 40
Theoretical perspectives ......................................................................................................................... 40
Policy recommendations ........................................................................................................................ 40
Chapter 7: Paucity of human factors data .................................................................................................. 42
Lack of human factors indicators nationally ......................................................................................... 42
Theoretical perspectives ......................................................................................................................... 42
Policy recommendations ........................................................................................................................ 42
Chapter 8: Learning organization approach ............................................................................................... 43
Learning organization model .................................................................................................................. 43
Chapter 9: Social affirmation ...................................................................................................................... 44
Barriers to collective efficacy .................................................................................................................. 44
Theoretical perspectives ......................................................................................................................... 45
Policy recommendation .......................................................................................................................... 45
Appendix 1 ............................................................................................................................................... 47
Workshop Proposal ................................................................................................................................. 47
Appendix 2 ............................................................................................................................................... 51
Compendium of Workshops ................................................................................................................... 51
1. Radical Collaboration ........................................................................................................................ 51
2. Exploring Applied Creativity Workshop ............................................................................................ 53
3. CEO Roundtable .................................................................................................................................. 55
Appendix 3 ............................................................................................................................................... 56
Potential measures/scales for HF module .............................................................................................. 56
Acknowledgements
This report was made possible through the rich deliberations among the members of the Technology,
Innovation and Productivity Committee, comments from the Labour Market Reform Commission, and
the combined efforts of the members of the Human Factors Working Group. We are honoured to
contribute to national development, and look forward to the ensuing dialogue.
Preamble1
The ultimate goal of national initiatives like the Reform of the countrys Labour Market is always to
achieve positive change at the broadest level. The vision presented in the Vision 2030 Labour Market
and Productivity Task Force section, is to revamp the labour market such that it contributes significantly
national prosperity, and it specifies criteria for success at the firm, leadership, mind-set, workplace,
workforce and technology levels. To achieve this reform, it is prudent to consider the major, longstanding obstacles. The greatest challenges are not usually in figuring out what to do to achieve these
goals, but how to do it (implementation), part of which is generating enough commitment and will
from power-brokers, both in the leadership and the collective. A disproportionate amount of time and
effort is spent on getting the what to do right (if it can ever be gotten right in such a dynamic world),
through reviews, analysis and report writing, compared to the how to do. The guidelines to the
Technology Innovation & Productivity Committee (TIPC) from the Labour Market Reform Commission
(LMRC) clearly indicate that the Commissioners are all too aware of this risk; they have asked that each
Working Group chair of the TIPC identify key players, mechanisms and action items for immediate
implementation of the whats.
The current report of the Human Factors Working Group (HFWG) of the TIPC attempts to adhere to
these guidelines. The recommendations in the report are mandated to be sustainable, evidence-based,
implementable and dynamic. All recommendations are also aligned with Vision 2030, which is used as a
basis for guiding principles: Jamaicas transformation must have people at the centre of its
development and have equity, social cohesion and partnership at its foundation (E. Emmanuel,
NEPA). Developing human resources is the nations first priority. The ethical imperative also cannot be
ignored as an underpinning theme of this report. Additionally, the current report does not use the terms
labour or its derivatives, except when referencing other documents. A paradigm shift is needed in
how the Government speaks and thinks about citizens and their productivity. We instead use the terms
employee and its derivatives and the talent pool, to describe individuals who engage in producing.
Before many of the more specific hows from the TIPC can be put into action, a strategy for creating a
shared vision that things can be and must be better must be devised. Cynicism, mistrust, hopelessness,
helplessness, individual self-seeking etc. must all be dealt with upfront and directly. An infection of
positivity in attitude and approach to national development and productivity is urgently needed.
Additionally, resources, especially dedicated talent, must be identified to implement the hows. Giving
persons additional work without resources will not bring the desired results. This current HFWG report
also recognizes that change agents and champions must be identified and empowered to lead the
charge for each initiative. These agents must be competent in their fields of expertise, but also skilled in
collaborating, visioning, coordinating, planning, analysis, team building, problem solving and should be
trustworthy, with high levels of integrity. They must also be skilled at monitoring and evaluation of
programmes. Successes, failures and areas for improvement must be systematically traceable.
Finally, the current report is incomplete. The work presented here must be reviewed and developed, in
as wide a forum as possible. Dedicated resources, including time, are also needed.
1
Key definitions
i.
Human factors are broadly defined as psychological, social-psychological and cultural factors at
the individual, group, organizational and national levels of analysis.
ii.
Human Resource Development (HRD) is defined as the organized learning activities arranged
within an organization in order to improve performance and/or personal growth for the purpose
of improving the job, the individual, and/or the organization. HRD includes the areas of training
and development, career development, and organization development (Singh, 20122).
iii.
Talent pool, broadly defined, refers to all persons who have talents which can potentially be
applied productively.
Singh, 2012
i.
MALE
324,600
169,800
127,100
201,300
172,800
149,600
97,800
103,700
1,347,000
FEMALE
314,700
163,500
126,300
216,600
189,400
150,100
95,500
119,800
1,375,900
TOTAL
639,300
333,300
253,400
417,900
362,200
300,000
193,300
223,500
2,722,900
STATIN Labour Force Survey Annual Report, 2014. Tables 1 to 12 are based on data from this report.
AGE GROUP
14 - 19
20 - 24
25 - 34
35 - 44
45 - 54
55 - 64
65 and over
TOTAL
MALE
20,600
92,700
181,800
160,800
137,100
79,800
44,200
717,000
FEMALE
14,300
68,900
166,900
154,500
115,800
54,100
19,200
593,700
Males outnumber
females in all age
categories of the
labour force,
especially 14-19
yrs (~60%), 55-64
(~60%) and over
65 yrs (~70%)
TOTAL
34,900
161,600
348,700
315,900
252,900
133,900
63,400
1,310,700
MALE
502,500
9,700
19,900
33,500
33,600
1,000
2,600
62,300
18,100
33,800
717,000
FEMALE
318,500
13,700
22,600
40,100
44,600
2,300
3,500
106,300
20,900
21,200
593,700
TOTAL
821,000
23,400
42,500
73,600
76,500
3,300
6,100
168,600
39,000
55,000
1,310,700
Males 65 yrs. and older in the maledominated informal sector are not
required to retire and may continue to
work, (self-employed, owners, family
business etc.)
MALE
6,700
64,500
3,800
64,800
2,800
34,600
535,500
4,300
717,000
FEMALE
10,200
81,700
5,300
113,500
600*
22,100
355,600
4,700
593,700
TOTAL
16,900
146,200
9,100
178,300
3,400
56,700
891,100
9,000
1,310,700
10
MALE
108,400
30,600
96,400
172,400
142,600
62, 200
85,300
600*
698,500
18,500
717,000
FEMALE
158,100
92,900
162,000
39,500
9,900
4,400
90,600
1,100
558,500
53,200
593,700
TOTAL
266,500
123,500
258,400
211,900
152,500
66,600
175,900
1,700
1,257,600
53,700
1,310,700
Females are
heavily represented
in prof., senior
officials, clerks,
finance, service,
shop and market
workers; more
males are found in
agri., craft/trade,
plant, machinery
operations
MALE
171,700
6,400
53,800
5,800
100,500
110,600
37,000
63,900
9,000
38,400
29,200
20,200
7,600
28,900
13,100
1,800
698,500
18,500
717,000
FEMALE
43,000
1,600
27,100
2,800
4,500
138,400
64,500
17,900
16,100
32,500
31,200
59,700
27,100
36,300
56,200
2,300
558,500
35,200
593,700
TOTAL
214,700
8,000
80,900
8,600
105,000
249,000
102,100
81,800
25,100
69,600
59,000
79,900
34,700
65,200
69,300
4,100
1,257,000
53,700
1,310,700
11
1970
1980
1990
2000
2011
2014
18.9
19.2
18.2
19.7
18.9
17.6
7.9
14
7.4
11.7
14.2
13.15
9.5
8.5
9.9
9.3
12.2
10.74
3.5
4.8
6.8
10.2
11.05
5.5
5.1
8.4
10.7
9.7
10.99
Manufacturing
15.8
16.6
16.9
10.5
9.2
8.46
Construction
13.3
5.8
7.2
7.6
7.3
7.12
Other Services
5.6
4.3
6.6
6.7
6.9
6.4
8.2
6.8
6.5
6.98
1.6
0.9
6.1
5.1
4.3
5.55
1.6
2.2
3.2
3.6
3.16
12.7
14.2
7.8
4.2
1.5
2.32
Less: FISM
1.7
3.3
3.7
4.6
4.3
4.02
100
100
100
100
100
100
Gender disparities
i.
ii.
iii.
iv.
v.
vi.
vii.
12
Precarious employment
viii.
ix.
x.
xii.
xiii.
13
xiv.
xv.
xvi.
Informal employment
xvii.
There seems to be a
heavy reliance on
remittances for
basic living by both
employed and
unemployed
persons.
Jamaica has to
move to a transition
stage before it can
be classified as
innovation-driven.
The data suggests
that education is
necessary to
advance to higher
stages.
Male
205, 700
255,200
169,000
0
9,600
639,500
Informality in
employment
supports the notion
of precarious
employment in
Jamaica.
Female
237,000
170,000
38,800
32,100
4,800
483,500
TOTAL
443,300
425,400
207,800
32,100
14,400
1,123,000
%age
39.47
37.85
18.50
2.90
1.28
100
Males outnumber
females in all age
groups in the
informal sector,
especially 20-24
year olds.
14
INFORMAL SECTOR
Male
Female
Total
6,600
3,600
10,200
26,100
12,000
38,100
65,500
42,300 107,800
67,400
45,200 112,600
53,500
37,000
90,500
25,000
20,700
45,700
11,100
9,400
20,500
255,200 170,200 425,400
Total
Formal
5,000
56,300
142,100
113,900
80,200
39,000
6,800
443,300
INFORMAL SECTOR
Male
Female
Total
209,300 126,900 336,200
2,500
3,200
5,700
6,000
5,300
11,300
7,600
8,600
16,200
5,800
6,600
12,400
200
500
600
500
600
1,100
8,400
6,500
14,900
4,700
5,900
10,600
10,200
6,100
16,300
255,200 170,200 425,400
Total
Formal
150,000
8,600
15,300
34,500
44,500
1,600
4,800
134,000
20,000
29,500
443,300
Under-education of
persons within the
informal sector will
restrict their
chances for upward
mobility through the
formal sector.
15
Informal Sector
Female
Total
0
0
0
25,800
11,300
37,100
0
0
0
67,300
0
68,100
71,000
86,000 157,000
10,600
21,800
32,400
40,200
1,600
41,800
10,800
6,400
17,200
1,000
3,400
4,400
17,100
26,500
43,600
10,100
11,800
21,900
0
0
0
255,200 170,200 425,400
Male
xviii.
xix.
xx.
xxi.
xxii.
Formal
Sector
5,400
34,000
7,900
10,100
63,700
46,200
32,200
73,600
122,200
44,100
1,400
2,000
443,000
16
Youth unemployment
xxiii.
xxiv.
Child labour
xxv.
xxvi.
12
13
17
xxvii.
xxviii.
compensated or not, but which implies exploitation and interferes with optimal development
including education14.
Four major baseline studies were conducted in Negril, Montego Bay, Spanish Town, Rocky Point
and Old Harbour Bay as part of Jamaicas involvement in the International Programme on the
Elimination of Child Labour (IPEC). In Spanish Town, 1,220 children were estimated to be
workers, with 41% being agriculture/domestic helpers. About 22% both lived and worked on the
street, while 25% worked on the street and lived elsewhere, 4% were sexually exploited and 8%
were commercial/industrial employees. Most children begun work/street life at age 10; 11.3%
begun at age 6 and 6.6% at age 5. Boys were twice as likely to be involved in commercial and
industrial establishments or living/working on the streets while more girls were involved in
domestic and agricultural labour. Only about 13% of the sexually exploited children were male.
There were 800 children estimated to be child labourers in Montego Bay and Negril, 450 of
which were female. Most of the males were street vendors, while 100 of the girls were in the
sex industry. There were also reports of 6-8 year old children transporting drugs and 11-12 year
olds transporting guns. In Rocky Point and Old Harbour Bay, absenteeism in school was used to
estimate that about 2,000 students were street/working children.
Policy recommendations
Strategies
1- Employee and talent pool data
should be analysed by gender, age,
education level, location (rural
versus urban) and formal versus
informal sectors etc. to complement
economic analysis of productivity
and innovation
14
Proposed
responsibility
Led by JPC
Charles
Douglas
Collaborators:
STATIN
Carol Coy, PIOJ
Colin Bullock,
chair of HFWG,
JEF Brenda
Cuthbert, PSOJ
Janet
Morrison,
MLSS
Minister and
PS, UWI
specifically
Heather
Ricketts as
Think tank
15
support
Expected outcomes
The impact of the social environment on Early Childhood Development and Survival , FINAL REPORT, Dudley
Grant Memorial Trust Resource Center Upgrading Project, M. Ramkissoon, October 2005
15
The idea of having a think tank to support each initiative is based on the fact that some persons contribute
effectively based on their knowledge base and analytical/critical thinking skills, while others are better at
implementation of ideas and coordinating efforts
18
Strategies
Proposed
responsibility
head of
16
SPSW
Think tank
15
support
Led by MOE
Minister of
Education and
PS
Collaborators:
LMRC
Marshall Hall,
HEART/NTA
Wayne
Wesley, MLSS
Minister and
PS, LMIS TIPC
chair, National
Youth Service,
MYC
Minister and
PS
Expected outcomes
are the aspirations analysed by
same variables?
- What are the psychological
effects of precarious
employment on talent pool
members?
- What are the differences in
views on entrepreneurship
analysed by these variables?
- What are the variations in
productivity profiles of
employees at the intersection
of these variables? E.g., males
in the informal sector with a
degree versus females with
CXCs in administrative jobs?
- Are persons with postgraduate degrees absorbed
into the formal or informal
sectors and what is their
transition story?
Collaborations should result in:
- males performing better in
examinations
- females being encouraged to
explore entrepreneurship
- males being educated about
risks of informal employment
- males being encouraged to
seek education and training for
formal sector jobs and skilled
work
- more opportunities for youth
transitioning from school to
work
- strengthening of approaches
to prevent child labour and
education of child labourers
19
Strategies
Proposed
responsibility
Think tank
15
support
Expected outcomes
20
ii.
iii.
iv.
Speaking about post-emancipation society and the imperative to develop independence and
freedom for development, Lloyd Best wrote: How could we, in defense and defiance, not have
assumed a whole new identity? How could we, on that basis alone, not have become
entrepreneurs in human development, innovating and creating anew, in the mere act of
survival?17. Overall, Best proposed an ideology of self-responsibility and independent thought
as a means through which Caribbean states could attain freedom, charting a course of individual
self-determination and emancipation from other-determined behaviours. Without individual
ambition, drive and self-determination, any environment which is pregnant with opportunities
for self-development and personal growth would not be exploited.18
Development as freedom requires removal of major sources of unfreedom: poverty as well as
tyranny, poor economic opportunities as well as systematic social deprivation, neglect of public
facilitates as well as intolerance of over-activity of repressive states19
New World thinkers argued that the root of the Caribbean development problmatique lay in
epistemic dependence, the reliance of regional elites on imported concepts and theories of
limited relevance to actual conditions in the region. They proposed the creation of a Caribbeancentred cosmology and theory of society derived from historical study: the epistemic
decolonization of the region.20
You cant lead your country to Independence wearing a waistcoat (Lloyd Best)
Policy recommendations
Strategies
1- Independent thought, selfresponsibility, integrity and freedom
should be considered for addition to
the list of core values for Jamaicans
in Vision 2030 if consultations deem
22
them applicable .
1a- Consultations should be held
with a wide cross-section of
Jamaicans.
1b- Definitions of these terms should
17
Proposed
responsibility
Led by PIOJ
Colin Bullock
(then
approved by
Cabinet)
Collaborators:
Min. of Youth
and Culture
Minister and
PS
Think tank
21
support
Expected outcomes
Brian Meeks,
Denis Benn,
Edwin Jones,
Center for
Caribbean
Thought,
conscious
reggae artistes,
Bob Marley
Foundation
Best (1967)
Silburn Clarke, (November, 1995). Jamaican Constitutional Reform Issues.
19
Sen (1999). Development as freedom
20
Norma Girvan, Caribbean dependency thought, revisited
21
The idea of having a think tank to support each initiative is based on the fact that some persons contribute
effectively based on their knowledge base and analytical/critical thinking skills, while others are better at
implementation of ideas and coordinating efforts
22
Honesty may be subsumed under integrity
18
21
Strategies
be generated using the references
cited above and other global sources
and meanings.
2- The teaching of civics in primary
schools should be extended into
secondary schools and reinforced
throughout the curriculum.
Proposed
responsibility
Led by MOE
Minister and
PS, amina
blackwood
meeks
Think tank
21
support
Expected outcomes
representatives
Same
22
ii.
Carl Stones analysis of Jamaican society23 paints a dismal picture in relation to cultivating
productivity values. He stated that for each historical period, we need to identify how far the
core values are reinforcing the existing power structure and how far core values critique or
challenge that power structure to reform or change it (pg. 6)
The core values characterizing post-emancipation Jamaica are as follows, (excerpts from Stone)
a.
b.
c.
d.
e.
f.
g.
The newer core values and features of Jamaican society which he identified are as follows
(excerpt from Stone):
a. Paternalism and deference to superiors have declined as all groups now compete for
social space in this more open and competitive social order.
b. Strong strivings for upward social mobility and improved life chances have replaced
acceptance by the poor of their poverty
c. Large scale upward social mobility has resulted in blacks constituting a majority of the
countrys upper middle professional, technical and managerial class. But these upwardly
mobile blacks have yet to behave with the authority and confidence of the traditional
white and light skinned elite or to gain full legitimacy or acceptance of their authority by
the more disadvantaged black majority.
23
23
d. Black self-esteem has grown and the lower classes have begun to display greater selfacceptance, confidence and aggression in their dealings with the upper and middle
classes
e. In sports and entertainment there has been a flowering of creative talent reflecting a
new sense of self-acceptance, confidence and positive self-images at the base of the
society. Entertainers, artistes, sportsmen and sportswomen come increasingly from
lower income households. Forms of creative expression increasingly reflect local culture,
values and styles rather than imitation of foreigners. This new self-confidence is
expressed in the creative outpourings of popular drama, reggae music and new dance
forms
f. There is a massive demand for expanded training and educational opportunities that
runs far ahead of the growth of the expanded education system leading to a deep sense
of frustration
g. Behaviour styles of deference and docility have been replaced by aggression,
assertiveness and competitiveness (added emphasis)
h. Rampant individualism has replaced and weakened the strong family bonds and
community ties of the past, thereby weakening the traditional mechanisms of social
control (added emphasis)
i. Exposure to new ideas and modes of behaviour through new exposure to mass
communication media and large scale foreign travel have undermined the rigidly
conformist behaviour patterns and have created a social climate supportive of a greater
diversity in styles and modes of behaviour
j. New notions of egalitarianism have challenged the traditional master-servant ideology
and modified relations between the classes and ethnic groups
k. The majority strives after more power and to unburden itself of the legacy of being
marginalised and strongly identifies with political parties, leaders and political
personalities supportive of that aspiration.
l. Violence and aggression are increasingly justified as legitimate responses to injustice
and social oppression, resulting in increased social violence.
m. Rigid behaviour codes give way to a great diversity of behaviour modes and styles and
a tendency towards experimentation and deviant behaviour. Taken to extremes this
syndrome manifests itself in a drift towards lawlessness and indiscipline and a refusal
to conform to rigid standards and rules of behaviour. (added emphasis)
n. Status respectability based on speech patterns, modes of dress, old school ties from
high status high schools, light skin colour and high educational attainment have declined
in importance as money has become the dominant currency defining social rank and
status (added emphasis)
o. New sources of wealth and income have opened up the rigid and closed class and racial
structure of the past and created more diverse middle and affluent classes with very
pluralistic values, norms, behaviour styles among the lower classes
24
p. In the past the lower classes invariably tried to imitate the upper classes to get
recognition and status. In this new social order the younger generation among the elite
and the middle class are imitating behaviour styles among the lower classes
q. As competing old and new values create a climate of social disequilibrium and
weakened authority systems, violence and capacity for violence has emerged as a major
mode of articulating power, hence the power, influence and prestige of inner-city dons
and drug dealers
r. Overall, goal fulfilment at the base of the society has declined as aspirations for a better
life have run far ahead of the social and economic opportunities, leading to increased
political and social disaffection and a view of the new social order as promoting social
injustice and oppression combined with resentment against those who visibly display
symbols of success and affluence
s. This has been compounded by the failure of the economy to grow over the past 20
years and the failure of both government and corporate private sector to expand fast
enough to accommodate the employment, income and welfare needs of the majority.
As a result, a huge underground economy based on drugs, contraband imports, buying
and selling and self-employed occupations has emerged as the major growth sector of
the economy and it thrives on corruption, lawlessness and illegality, creating serious
problems for law and order and efforts to regulate behaviour in the society (added
emphasis)
t. Strong institutions, the enforcement of rules of behaviour, sanctions against rule
breakers, strong leadership and the strengthening of authority systems in all domains
and social space are required to stabilize the new social order but they are
conspicuously absent in most areas of social space from schools, to sports, to politics,
to entertainment, to law enforcement and to religion, community affairs and the
workplace environment.
Lawlessness and the tendencies towards anarchy,
indiscipline and weak control of behaviour plague organizational performance,
productivity, resource use and efficiency in virtually all domains of social space.
(added emphasis)
u. Large scale emigration has weakened the traditionally strong family bonds between
mothers and children and has undermined the nurturing and parenting associated with
family life, leading to the emergence of more aggressive, violent and criminal tendencies
throughout the society.
v. The dominance of money as the single most important currency of influence, power and
status and the decline of respectability as a status defining factor have promoted
increased and rampant corruption both in government and in the private sector
corporate world.
w. These profound changes in values, norms and modes of behaviour in all domains of
social space have undermined the old authority systems without giving birth to a strong
new and legitimate social order. The old order is still crumbling but new and coherent
authority systems have not emerged to replace it.
25
x. The masses or majority classes feel marginalised by the evident concentration of wealth
and economic power in the hands of the dominant elite families and ethnic minorities.
y. The undeveloped new social order is laying to waste most of the enormous talent and
creative energies that are abundant at the base of the society among the majority
classes because it has failed to expand opportunities for human development and to
harness and make use of this talent in the building of a stronger nation and more
viable economic base. (added emphasis)
z. The new social order increased the flow of information to people and stimulated a
heightened and keen interest in public affairs. This increased the potential to develop
greater and deeper channels for democratic participation but there has been a
reluctance by the elite and the political powerbrokers to undertake far reaching
democratic political reforms to facilitate this. (added emphasis)
iv.
v.
vi.
vii.
viii.
ix.
24
There is a tension between African and European cultural norms and value systems in todays
society which is the product of slavery and colonialism.24 This duality and ambivalence
reinforced the historical African fictional character Anancy who used methods like play acting,
joking and trickery to achieve his goals.25
As a consequence of the double bind, Jamaican society is also described as striving to hold itself
together or to complete its creation and to push past its debilitating history through strengths
forged out of constant struggle (Brathwaite, 1974).
The structural/ functional instability of the society, the ambiguities introduced into it through
the plural framework and the persistent poverty and low status of the overwhelming majority of
is numbers, led/leads, according to most of those who have written on this, to social and
individual disnomia: inhibiting growth, change and the realization of identity. (p. 6)
todays disorder [is not] channelled through political processes informed by a vision of the
future which is collectively shared. Rather, it is the spontaneous result of individualistic antisocial behaviour sanctioned by the morality of the free market that is more aptly described as a
social implosion (Witter and Lindsay, 1996, xxii, in Weis, 2005)26
Jamaican post-colonial society has strong individualism that contributes more to clashes of
interest in interpersonal relations than to co-operative activity; the exploitative tradition that
prevents cooperative decision-making and associative productive effort, and the tendency for
the masses to emulate the ethics of this higher in the social order and aspire to a great house
lifestyle with characteristic high propensities to consume imported luxuries and to invest in nonproductive assets (Beckford, 1972, 216-17, in Weis 2005, pg. 131).
Jamaican society is characterized as having crisis management mode of economic planning,
the hardening and atomisation of social ethics; the factorialization of ghetto communities by
Brathwaite, E. K. (1974). Caribbean man in space and time: A bibliographic and conceptual approach. Austin,
Texas: Savacou Publications.
25
Marshall, E. Z. (2012). Anansi's journey: A story of Jamaican cultural resistance. University of the West Indies
Press.
26
Weis, T. (2005). A precarious balance: Neoliberalism, crisis management, and the social implosion in
Jamaica. Capital & Class, 29(1), 115-147.
26
x.
xi.
xii.
xiii.
xiv.
xv.
xvi.
xvii.
27
both politics and the drug trade; the rise of a security complex (i.e. the militarization of police
forces and the proliferation of private security enterprises); and the derogatory, migrationaspiring youth culture (Weis, 2005, pg. 117)
Patterson (2000) also states that Jamaican youth are foreign-minded and are influenced by
American media (in Weis, 2005)
In a case study of Jamaica, Jones (2015) describes the public service culture as essentially
conservative, more committed to gradualism in politico-administrative action and with a strong
predilection to bureaucracy.27
National values impact the extent to which CEOs have control over actions in their firms. CEOs in
America have more impact on their firms performance than those in Japan and Germany
(Crossland and Hambrick, 2007). The US cultural value system has a more individualism and less
uncertainty avoidance compared to the other two countries.
Data collected from the late 60s to early 70s28 showed that Jamaica was low on power distance:
(score of 45) which means that the following characterised the Jamaican style29: Being
independent, hierarchy for convenience only, equal rights, superiors accessible, coaching leader,
management facilitates and empowers. The interpretation is that power is decentralized,
managers count on the experience of their team members and employees expect to be
consulted. Control is disliked and attitude towards managers are informal and on first name
basis. Communication is direct and participative. Some of these results may not be applicable
for contemporary Jamaican society.
Jamaica had a low preference for avoiding uncertainty. In other words, people believe there
should be no more rules than are necessary and if they are ambiguous or do not work they
should be abandoned or changed. Schedules are flexible, hard work is undertaken when
necessary but not for its own sake, precision and punctuality do not come naturally, innovation
is not seen as threatening.
The LMRC process positions Cultural Change as the first action item in its Path to Labour
Market Reform.
Vision 2030 (pg. 89, chapter 3) states that we recognize that a positive sense of self and prosocial and transformative values such as respect for others and their rights, punctuality, honesty
and tolerance for the differences between us are essential to the maintenance of harmony and
a productive environment. It also notes that values are learnt, taught, enduring, morally
desirable, and a basis for action (pg. 89)
The Values and Attitudes Secretariat (2002) advocated the following core values:
n. Respect
o. Honesty and truthfulness
p. Forgiveness and tolerance
q. Fairness
Edwin Jones, (2015). Contending with Administrivia: Competition for Space, Benefits and Power. Kingston:
Arawak Publications.
28
Geert Hofstede, Cultures consequences: International differences in work-related values.
Beverly Hills, CA: Sage, 1980.
29
http://geert-hofstede.com/jamaica.html
27
xviii.
xix.
xx.
xxi.
xxii.
r. Discipline
s. Responsibility
t. National pride
u. Love/ compassion
v. Cooperation
w. Punctuality
x. Good work ethic
The National Transformation Programme (NTP), branded as Fresh Start Jamaica, was launched
in 2009 and aimed to mobilise, co-ordinate and energise a process of positive renewal for the
Jamaican people, by the Jamaican people. It was designed to be a non-partisan initiative with
collaborators from the state, church, private sector and civil society. The NTPs focus was on
moral, social and economic interventions and inculcating the 12 select national core values and
attitudes necessary for individual prosperity, community development and sustainable growth
of the national economy.30
The NTP should have involved a communication programme, technology-based coordination,
and appropriate monitoring and evaluation strategies. In the Medium Term Social Policy
Framework 2009-2012 (PIOJ), no estimated cost or completion date were identified to
determine how core values should be communicated or inculcated (pg. 135)
The Students for Transformation Jamaica Facebook page, which was launched in 2008 as the
youth outreach arm of the National Transformation Programme, made its last post on May 4,
2014. It announced that a new project was coming soon in April 2013, but no further details
were shared. There appeared to be more activity on the page in 2012.
A 2006 case study of Jamaicas Values and Attitudes campaign concluded that barriers to the
success of the programme included lack of visibility of the programme, insufficient funding, and
negative perceptions of political leadership31
A disproportionate amount of effort has been allocated to cultural heritage, Brand Jamaica and
sport, compared to promoting core/transformative values and family in Jamaica.
Policy recommendations
1) Research on contemporary values is required to better understand the cultural landscape, and how
this relates to productivity and performance. The JPC, in collaboration with research institutions,
STATIN, and PIOJ should commission a study of national values and attitudes, especially as they
relate to productivity and performance at the individual, firm and community levels.
2) The JPC should create a post for an Industrial/Organizational Psychologist or Organizational
Behaviour Specialist who can use the psycho-socio-cultural framework to conduct analyses into
human factors affecting productivity, complementing the current work of the JPC. The JPC should
adopt such a framework into their analysis of productivity and output. Without this complementary
paradigm addition, the JPCs stated priority objectives of promoting a national productivity30
http://jis.gov.jm/transformation-programme-introduces-fresh-start-jamaica/
Grey, Sandra Melissa Nicola. "Social capital formation: A case study of the Jamaican values and attitudes
campaign." Social and Economic Studies (2008): 149-170.
31
28
conscious culture and building productivity-driven private and public sector organizations may only
be partially achieved.
3) Re-visit Vision 2030: the government should increase support for the following Vision 2030
strategies:
a) Infuse the teaching of core values in all areas of the education system
b) Use media to promote core values through programming
c) Facilitate psychosocial healing in communities
d) Build parenting capacity
4) A. Success with integrity media campaign this initiative should be funded by the government to
empower the following groups/agents to promote productivity and integrity, as well as other
positive national values. The Ministry of Youth and Culture should be the governments
representative on this project. Change agents would serve as ambassadors. They should be initially
identified by the LMRC, but then be subject to popular election using a highly transparent system to
identify voters and evaluate ambassadors. Ambassadors may include but are not limited to:
Sportsmen and women (e.g., Bolt, Fraser)
Media personalities community leaders and organizations (e.g., Smile Jamaica hosts,
radio DJs, Rotary clubs, churches)
Youth and children
NGOs (especially related to youth development)
Successful entrepreneurs in the public and private sector (e.g., Yaneek Page, Gary
Matalon, Silburn Clarke, Trevor Munroe, Deane Shepherd)
Educators and advocates (e.g., Prof. Verene Shepherd, Prof. Elsa Leo Rhynie)
Successful professionals in the diaspora
Professional and technical societies and associations
The concept is that with the currently diminished perception of political leadership and general
societal distrust, the campaign has a better chance of being impactful if led by change leaders in
other sectors of the society, but funded by the government. The media campaign needs to also
take full advantage of all social media outlets and ICT. A coordinator to manage the
collaborations is needed. Integrity is the primary value underpinning this campaign. All
ambassadors should have publicly recognized and trusted reputations of integrity. A significant
aspect of the campaign will highlight positive stories of success through integrity and other
values to combat the negative myths, perceptions and values.
Examine the Digicel be extraordinary brand for ideas on promoting integrity-related
values.
Put out a tender for private contractors of campaign development and implementation.
B. Creative fund raising i. The Ministry of Youth and Culture should fund a representative to attend the Bahamas Social
Media Summit 2016 scheduled to take place April 5th, 2016 at Grand Lucayan in Freeport, Grand
Bahama Island (or a similar event). The theme is Maximizing profits through Social Media, will
feature New York Times Best-selling author Joel Comm who will address internet fund-raising
29
through New Media, Twitter and Periscope. John Cornetta, who has been named one of the top 12
Internet marketers in the world, speak about generating profits through Facebook while Jocelyn
Jones will present on creative ways to earn money through Instagram. LinkedIn expert Gary Kissel
will talk on how to optimize your LinkedIn profile for success and Mitch Carson and David Mackey
will present on video marketing through YouTube and how to produce for YouTube. Attending this
event should generate ideas and contacts for creating effective campaigns that can be financially
self-sustaining.
ii. Options like Mobile Money, WhatsApp commerce should be explored to fund the Success with
integrity campaign
iii. The campaign managers should seek to collaborate with Digicel, Scotia Bank and International
Finance Corporation (World Bank Group) to determine if the Tcho Tcho Mobile service can be used
in the campaign. This m-banking service operates in Haiti, and recently won the 2011 Consumer
Service Innovation Award from Global Telecoms Business Magazine.
iv. The LMRC should consider the potential of crowdfunding for the campaign. According to a
Forbes.com contributor, crowdfunding websites promoting crowdfunding campaigns of all types
raised $US 5.1 billion dollars in 2013. However, crowdfunding depends a great deal on established
trust.
v. Volunteer programme: the idea here is that talent is underutilized because of general apathy,
despair and disengagement in the population32, 33. A state-of-the-art volunteer campaign and
programme can provide talent at low or no cost for the campaign. CUSO International should be
examined as a volunteer programme model. A coordinator to manage the collaborations is needed.
vi. There is also the potential for a small portion of remittances to go towards the campaign.
5) Non-governmental support
A. Youth and child-based change programmes these programmes can be quite persuasive and
should also assist with guiding future generations.
B. Grass-roots initiatives community-based initiatives for productivity may reach more members of
the talent pool who are in precarious positions, rather than formal or organization-based initiatives.
6) Models of campaigns for examination
A. Respect Jamaica
B. Yes we can
C. Man in the mirror
D. Top 15 media campaigns of the 21st Century (http://adage.com/lp/top15/#intro)
32
30
ii.
iii.
iv.
v.
vi.
34
Caribbean people pay more attention to the interpersonal relationships in the workplace than
the work itself. Interpersonal relationships are the basis of the organizing experience. People
engage in micro-plays of power. Institutions and formal structures are constantly disrupted by
the personal and interpersonal challenges (Branche, n.d.).
There is both psychological and cultural informalism in Jamaican workplaces (Branche, n.d.)
In the colonial world, the emotional sensitivity of the native is kept on the surface of the skin
like an open sore which flinches from the caustic agent; and the psyche shrinks back, obliterates
itself and finds outlet in muscular demonstrations which have caused certain very wise men to
say that the native is a hysterical type.34
the colonization of the body and of the material world is also always, the colonization of
psychic space35. What this means is that we are particularly prone to taking things personally,
recognition and respect are extremely significant to our sense of self, and that power-over is
desired, rather than power-with
In a study of 351 individuals diagnosed as having a personality disorder who visited a
psychiatrist in Jamaica (47.3% male and 53.7% female), (83.5% born and raised in Jamaica),
(mean age of 33.92 years), results of factor analysis of phenomenological features of the
disorders identified five components: psychosis, major depression, power management
problems, psychosexual issues, and physiological dependency.36 The authors propose a novel
Axis I unitary concept of problems with impulse control and authority and conflict management
as its replacement (p. 260)
Based on a study of employees at a large institution of higher education in Jamaica:37
a. Perceptions of defensive culture environment negatively impact feelings of
psychological safety in the workplace
b. Employees who display more self-serving defensive behaviours have less of a desire to
share knowledge with their colleagues; employees with an adaptive ego defense style
have a stronger desire to share knowledge
c. Employees with stronger maladaptive defense styles exhibit more self-serving defensive
behaviours
d. Employees who dealt with conflicts, stresses and anxiety in a more positive way
engaged in more innovation at work
31
Social networks
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
ix.
x.
The AmericasBarometer 2014 survey shows that for Jamaica, levels of interpersonal trust
have been somewhat stable, with changes statistically insignificant over all periods, except for a
decline between 2012 and 2014 (pg. 154)38. Average score on interpersonal trust from 2006 to
2014 was 58.4 out of 100 points (a little more than half).
However, results showed a negative and statistically significant relationship between citizens
level of trust in one another and perception of insecurity. On the other hand, neighbours
willingness to help, getting along with neighbours, wealth and age were positively related to
interpersonal trust.
The results also showed that 73% of Jamaicans believed that most people would try to take
advantage of you if they got the chance (pg. 204)
Approximately 90% say that you can never be too careful in dealing with people in the
government (pg. 205)
Nearly two thirds of Jamaicans (61.7%) say their lived experience is a you-or-me one,
implying that the dominant mode of perception for them most of the time is a zero-sum one.
Only about a third (38.3%) indicates that they perceive the social world to be a cooperative
you-and-me one (pg. 208). The authors argue that this context is hostile to building social
capital and trust in Jamaican society between citizens and government, labour and management
etc.
Malaysias Prosper Thy Neighbour campaign is credited with aiding social transformation and
supporting that societys present cohesiveness and economic success39. Successes of the
campaign and policies include increased efficiency and competitiveness generally.
Currently, lack of collaboration among institutions is hindering attempts of TIPC sub-groups
(LMIS) to achieve their goals
The national MSME Entrepreneurship policy (2013) noted that there needs to be greater
collaboration among all the key stakeholders at all levels nationwide for the provision of training
and development services for MSMEs.
Despite numerous calls for increased collaboration and despite numerous meetings, individuals
and organizations continue to operate in silos because they lack collaborative skills and
intentions
The impact of the LMRC may be significantly diminished if lack of collaboration results in its
policy recommendations not being implemented in a coherent manner across all relevant
organizations.
Employer-employee relations
Based on the Global Competitiveness Report for 2015-16:
38
32
i.
ii.
iii.
iv.
v.
vi.
vii.
40
The community level is likely to transfer to the organizational level, and therefore affect the
workplace
Social capital is in the general sense, a measure for an actor of the value of his social
connections41
Briscoe, T., Masters research paper: Work Climate and Motivation in a Corporate Organization in Jamaica
33
iii.
iv.
v.
vi.
vii.
viii.
ix.
Creating networks which tie organizations together can be useful for sharing information and
building social capital which leads to other benefits
Organizations in innovation networks form ties with new organizations rather than only
maintain ties with prior alliances so that they can benefit from diversity42
Social networks and social capital are difficult to build in low trust societies
Effective collaboration is not only necessary in order to thrive, it has become essential even to
survive, because organizations cannot compete externally if they cant first collaborate
internally.
Effective collaboration has become the fastest, easiest, most cost effective way to become more
competitive in the market place.
FIRO theory (Will Schutz) states that all individuals want to feel significant, liked and competent
in their relationships. Fulfilment of these needs is the basis of healthy relationships and
collaborations.
Psychological safety must be fostered in the workplace to ensure that employees concerns are
heard.
Policy recommendations
1. Conduct training workshops to build collaborative skills with key stakeholders from organizations
including but not limited to: Statistical Institute of Jamaica (STATIN), Planning Institute of Jamaica
(PIOJ), Ministry of Labour and Social Security, Private Sector Organization of Jamaica, Jamaica
Productivity Center, HEART/NTA, leading institutions of higher education, Ministry of Youth and
Culture, Ministry of Education, LMRC, and trade unions (See appendix for detailed proposal).
2. Exploiting Caribbeanness in behaviour change programmes: change programmes that follow a
strictly formal approach are unlikely to be successful in changing the masses. Clement Branche
suggests that change agents work within the constraints of cultural and psychological informalism to
achieve buy-in for change. Jamaicans want a sense of ownership, empowerment and autonomy and
a sense that their self-interests will be served in any change programme. Giving a sense of power,
control and gain, while also promoting collective productivity and integrity may be more successful
than telling approaches from above. With respect to organization culture transformation, Edwin
Jones states that the ascendancy of a hybridized and ambivalent administrative culture is explained
as the product of contradictory socio-historical, organisational and contemporary interaction of
political and structural forces. In consequence, a highly sophisticated and modern wing of this
culture has been operating side by side with, but often separately from the colonial oriented
section. This operating cultural system accounts for various patterns of tensions, conflicts and other
bureaupathologies that create overarching problems for programmes of change and reform. The
nature of such overarching problems resides in cultural practices and legacies of direct and indirect
41
42
34
3.
4.
5.
6.
7.
8.
43
Edwin Jones, (2015). Contending with Administrivia: Competition for Space, Benefits and Power. Kingston:
Arawak Publications
35
ii.
iii.
Columbia, Argentina, Guyana and Jamaica all have levels of reported corruption victimization
that are below the hemisphere average, but rank in the top seven countries where citizens
perceive that corruption is common among government officials44
a. Canada was lowest in perceived corruption victimization with 61.8%
b. Jamaica was in-between with 78.1%
c. Venezuela was the highest with 80.0%
the sense of trust in public institutions among Jamaicans is generally low The army and the
mass media enjoy the highest level of trust, scoring approximately 66 and 61 points respectively.
Other institutions receiving marginally above 50 points were the Electoral Office and Supreme
Court. The institutions in which citizens expressed the least trust were the Police and Political
Parties, having received mean scores of about 33 and 34 respectively45
Public trust in politicians, and favouritism in decisions of governmental officials were seen as
major detractors to building strong institutions for competitiveness on a global level46
Theoretical perspectives
iv.
v.
44
Leadership is less about managing and more about inspiring, coaching and guiding. Leadership is
creating the guiding vision and direction, communicating and sharing the vision in a manner that
all the stakeholders will see it, buy into it and mobilise the staff to deliver.
Northhouse (1997) (in Russell and Stone, 2002) says that integrity incorporates honesty and
trustworthiness while Clawson (1999) (in Russell and Stone, 2002) states that the moral
foundation of leadership are essential values: truth-telling, promise-keeping, fairness and
respect for the individual.
Harriott, Lewis and Zechmeister, 2015, AmericasBarometer 2014 study. (p. 60)
LAPOP study, 2010. (p. 129)
46
Global Competitiveness Report, 2015-16
45
36
47
LEADERSHIP
Establishing Directions:
Developing a vision of the future- often the
distant future and the strategies for
producing the changes needed to achieve
the vision.
Aligning People:
Communicating directions in words and
deeds to all those whose cooperation may
be needed so as to create teams of coalition
that understand the vision and strategies
and accept their validity.
37
48
48
Russell, R. F., & Gregory Stone, A. (2002). A review of servant leadership attributes: Developing a practical
model. Leadership & Organization Development Journal, 23(3), 145-157.
49
Russell, R. F., & Gregory Stone, A. (2002). A review of servant leadership attributes: Developing a practical
model. Leadership & Organization Development Journal, 23(3), 145-157.
38
Policy recommendations
1. Leadership training: leaders in both the public and private sector, but especially the public sector,
should be selected based on perceived and demonstrated reputations of integrity, in addition to the
other meritocratic principles. The Cabinet, PSOJ and Unions should be responsible for participation
and funding. Additionally, leaders should be measured on their leadership maturity levels and
receive coaching to develop their levels of maturity in leadership. The Leadership Development
Profile provides a detailed assessment and can categorize leadership style and behaviour as50:
Opportunist
Diplomat
Avoids overt
conflict. Wants to
belong; obeys
group norm;
rarely rocks the
boat.
Expert
50
http://www.clevelandconsultinggroup.com/articles/leadership-development-profile.php
39
Achiever
Meets strategic
goals. Delivery of
results by most
effective means.
Success focused.
Individualist
Innovates
processes.
Relativistic
position with
fewer fixed
truths. Self,
relationships and
interaction with
the system.
Strategist
Creates personal
and
organizational
transformations.
Links between
principles,
contracts,
theories and
judgment.
Strategists have been shown to have excellent leadership records and impact on organizational
performance. Notably, three types of leaders were associated with below-average corporate
performance (Opportunists, Diplomats, and Experts) accounted for 55% of a sample of CEOs. They were
significantly less effective at implementing organizational strategies than the 30% of the sample who
measured as Achievers. Moreover, only 15% of managers in the sample (Individualists, Strategists, and
Alchemists) showed the consistent capacity to innovate and to successfully transform their
organizations.51
51
40
Theoretical perspectives
i.
ii.
iii.
Policy recommendations
Strategies
Proposed
responsibility
Expected outcomes
Led by JPC
Charles
Douglas
- Management philosophies
of organizational leaders will
incorporate the well-being
and development of
employees
Collaborators:
Olivene
Thomas and
41
Strategies
Proposed
responsibility
Expected outcomes
Clement
Branche (UWI
Mona), JEF,
PSOJ, MSEC
reduced
42
Labour Force Survey traditionally focused on underemployment although it has included the
informal sector recently.
JSLC focuses mostly on households and emphasizes poverty assessment.
Data on innovation and knowledge use are sometimes measured in terms of patents generated or
literacy rates rather than in terms of individual behaviour.
Lack of empirical support for the impact of human factor variables on productivity and innovation
result in these factors being neglected in planning and design of strategies to increase productivity
and innovation at the national level. Productivity continues to be viewed in mostly economic terms.
ii.
iii.
iv.
Theoretical perspectives
i.
Policy recommendations
1. STATIN needs to include human factor variables in data collection procedures in surveys at the
national level in a regular and systematic manner. The JPC should collaborate with STATIN to design and
execute an annual survey on human factors which impact innovation and productivity. Both
organizations should consult with an HRD expert to inform the content of the survey. See Appendix 2 for
suggested human factor variables and items for the surveys.
2. Qualitative studies must also be extensively conducted using the critical incidents approach to create
and examine profiles of typical employees in various organizational contexts.52
52
McDonald, S. (2005). Studying actions in context: a qualitative shadowing method for organizational
research. Qualitative research, 5(4), 455-473.
43
ii.
53
Firms in turnaround situations need appropriate managerial cognition to build and deploy
competitive resources profitably to recover from decline. The cognition is intensely
entrepreneurial to figure out ways to reverse decline and sustain recovery. (p. 30)
A firms ordinary capabilities are high-level organizational routines for deploying resources to
produce and sell goods and services. These capabilities become dynamic when firms
purposefully reconfigure and redeploy resources by sensing threats, seizing opportunities and
transforming organizational behaviour to cope with environmental changes. (p. 27)
44
ii.
iii.
Most citizens report that they feel relatively powerless to affect outcomes or to make a political
difference. When asked if the average Jamaican citizen can have an influence on government
decisions or theres not much that people like you can do about how the country is run, 74%
of Jamaicans choose the latter (LAPOP study? Pg. 190).
64% feel that no matter which party you vote for, it wont make any difference in what
happens.
49% did however feel that by taking an active part in political and social affairs, the people can
influence events (pg. 191)
Percentage
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
1949 1955 1959 1962 1967 1972 1976 1980 1983 1989 1993 1997 2002 2007 2011
Voter Turn-out 65.16 65.12 66.07 72.88 82.24 78.88 85.21 86.91 2.73% 78.38 67.68 65.42 59.06 60.40 53.17
VAP Turn-out 66.78 61.82 74.18 73.65 54.86 57.27 84.83 74.74 2.14% 58.96 44.67 48.77 50.89 49.56 46.18
54
Data from International Institute for Democracy and Electoral Assistance (International IDEA),
http://www.idea.int/vt/countryview.cfm?CountryCode=JM. Voter Turn-out = The voter turnout as defined as the
percentage of registered voters who actually voted. VAP Turn-out = the voter turnout as defined as the percentage
of the voting age population that actually voted.
45
iv.
v.
vi.
vii.
viii.
ix.
In terms of perceived barriers to doing business, respondents saw the following as important in
descending order: inefficient government bureaucracy (16.4), corruption (10.5) and poor work
ethic in labour force (6.9)55.
Labour comes from the Latin word Laborem or Labor which means toil, trouble, hardship,
pain, fatigue. Late 14th century use of the word labor was associated with trouble, difficulty and
hardship. It is also associated with the word travail which means to endure pain and to suffer.
Labour is also originally associated with physical work, sometimes unskilled.
Labour is also used to represent a class of persons, and in this case, the antonym is
management. Labourers have less power and status in this usage, implicitly.
From a Hegelian philosophical perspective, although labouring can be self-defining and
liberating, it is enmeshed in a superordinate-subordinate relationship between a Lord and a
bondsman.
Modern trends tend to favour terms like Work (workers, workplace) and Employment
(employee, employers)
Australias Ministry was once named the Department of Employment and Workplace
Relations (currently dropped workplace relations in the title)
Theoretical perspectives
i.
ii.
iii.
iv.
v.
Social affirmation is a framework for Caribbean studies that emphasizes the process of positive
psycho-socio-cultural adaptation in the context of historical, structural and everyday challenges.
Social affirmation looks at a wide range of popular expressions and culture, as a fundamental
feature of the social affirmation process56 (pg. 3)
Social affirmation shifts the focus from distributive to collective power but maintains the
important of the two forms of power and of the interaction between them (pg. 3)
Promoting social affirmation strategies would be difficult in an environment of low trust.
Positive impact can result from name and label changes. Dignity is returned to individuals with
intellectual disabilities by discontinuing the labels retarded and handicapped. Using talent
management versus personnel management connotes attention to development and growth
and can publicly demonstrate a companys human resource philosophy.
"[A name change] sets the tone for a company as they evolve," (Brian White). "You wouldn't
make a change like that unless you were very confident in the strategy and where the company
was headed."
Policy recommendation
1. The title of the Ministry of Labour and Social Security should be changed to reflect a more positive
human growth and development orientation with respect to employees and their workplaces. The
55
56
46
LMRC should lead the dialogue with the Ministry about the name change. HRD consultants should
be consulted to advise on the name change as well.
47
Appendix 1
Workshop Proposal
Value of collaboration
As the worlds economies have become both more interdependent and more fragile, industry leaders are
recognizing that effective collaboration is not only necessary in order to thrive, it has become essential
even to survive, because organizations cannot compete externally if they cant first collaborate internally.
Effective collaboration has become the fastest, easiest, most cost effective way to become more
competitive in the market place.
Enhancing Cultures
(Green Zone)
756%
901%
682%
282%
Non-enhancing Cultures
(Red Zone)
__________
1%
74%
166%
36%
48
While the Kotter & Heskett research is the most dramatic, the bottom line is that, generally speaking,
over time, companies skilled at collaboration outperform companies which are not skilled at
collaboration. Of course there are always exceptions to every general rule, but they are exceptions.
Analysis of post-workshop outcomes which was done by Professor Mayte Barba in 1999, focused on the
impact of open enrollment (RC) workshops over a 6 year period with participants from 9 different
countries. By focusing on learning the five key skills of Radical Collaboration, participants reported, on
average, the following gains:
Programme content
The five skills of Radical Collaboration can be easily learned, practiced and make a big difference to any
organization in a very short period of time. This Radical Collaboration workshop is specifically focused
upon the concepts and five skills as outlined in the book Radical Collaboration: Five Essential Skills to
Overcome Defensiveness and Build Successful Relationships:
Learning objectives
This programme is focused on collaborative skill building. The specific objectives are to help participants:
Pedagogical approach
49
Participants learn best through active participation regarding issues that have direct relevance to their
lives, rather than listening to lectures. This workshop will be very experiential and hands-on with a direct
link back to the participants own lives. While there will be a few short presentations, most of the learning
will come from exercises, case simulations, interactions among participants, psychometric instruments,
and skillful debriefing sessions conducted by the trainers.
Trainers
Jim Tamm
Jim Tamm is a former judge and an expert in building collaborative workplace environments, with 40
years of experience in the field of alliance building and conflict resolution. As a Senior Administrative Law
Judge for the State of California for 25 years Jim mediated almost 2,000 employment disputes. His legal
decisions have impacted national labour policy and he has authored training materials that have been
published in twelve languages.
50
The California Senate, the California Assembly and the California Public Employment Relations Board have
all recognized Jim for his work building more collaborative employment environments. His most recent
book, Radical Collaboration was on Amazon's top seller lists for workplace and negotiations books for
over a year.
He is a former law professor and is currently on the faculty of the International Management Program of
the Stockholm School of Economics, the Management Education Program at NASA, and the Leadership
Academy of the University of California, Santa Cruz. Jim has a diverse client base of international
organizations ranging from the United Nations, NASA, Toyota and Boeing, to universities and toy
companies.
Jim is one of the designers and original faculty members of a highly successful training program designed
to enhance collaborative work environments; a program that was underwritten by the Hewlett
Foundation and the State of California.
Jim is President of RC Group and is a senior consultant with the international consulting firm Business
Consultants Network with training partners in 18 countries. He specializes in building cultures of
collaboration within organizations and training other consultants and trainers how to teach collaborative
skills.
Marina Ramkissoon
Marina Ramkissoon was recently certified to deliver Radical Collaboration training (2015). She has
contributed to the UWI Monas Employee Engagement Initiative at the departmental, faculty, campus
and center levels. She has also volunteered her services to provide workshops to the UWI Mona
community through the HRMD Leadership Development programme and the Mona Change Makers
project. Marina teaches work motivation and organizational learning at the graduate level, as a member
of the Department of Sociology, Psychology and Social Work. Her experience and training at Mona spans
over 15 years. She is the Chair of the Human Factors Working Group, which is a sub-group of the TIPC.
51
Appendix 2
Compendium of Workshops
1. Radical Collaboration
Objectives:
This programme is focused on collaborative skill building. The specific objectives are to help participants:
Gain understanding of the elements of building and maintaining long-term climates of trust
52
The California Senate, the California Assembly and the California Public Employment Relations Board
have all recognized Jim for his work building more collaborative employment environments. His most
recent book, Radical Collaboration was on Amazon's top seller lists for workplace and negotiations
books for over a year.
He is a former law professor and is currently on the faculty of the International Management Program of
the Stockholm School of Economics, the Management Education Program at NASA, and the Leadership
Academy of the University of California, Santa Cruz. Jim has a diverse client base of international
organizations ranging from the United Nations, NASA, Toyota and Boeing, to universities and toy
companies.
Jim is one of the designers and original faculty members of a highly successful training program designed
to enhance collaborative work environments; a program that was underwritten by the Hewlett
Foundation and the State of California.
Jim is President of RC Group and is a senior consultant with the international consulting firm Business
Consultants Network with training partners in 18 countries. He specializes in building cultures of
collaboration within organizations and training other consultants and trainers how to teach
collaborative skills.
Follow-up training in this area:
1. The TLT Collaborative Skills Climate Survey can diagnose the strengths and weaknesses of
collaborative skills within your organization. The survey measures five skills found to be essential
in building and maintaining collaborative environments and relationships.
2. RC Training Certification Program
Contact information:
jimtamm@radicalcollaboration.com
R C Group LLC
James W. Tamm
401 Marina Blvd, South San Francisco, CA, United States 94080
Tel: 650-504-4559
JimTamm@RadicalCollaboration.com
www.RadicalCollaboration.com
Skype: jimtamm.rcgroup
http://www.radicalcollaboration.com/
53
54
People who work in organizations are constantly faced with change issues and ill-structured problems.
This workshop builds skills in proactively seeking out problems and opportunities and implementing
creative solutions on the job.
Level II: Leading Applied Creativity Workshop
Participants build skills in facilitating small groups through the Simplexity Thinking process and gain a
deeper grasp of the Simplexity Thinking system, preconsulting, meeting roles, phases, group dynamics
and debriefing.
Level I & II: Using and Leading Applied Creativity Workshop
This special workshop combines all aspects of Simplexity Thinking Level I and Level II outlined above.
This five-day workshop first builds individuals skills in proactively seeking out problems and
opportunities and implementing creative solutions on the job.
Accelerated Intensive Level I & II: Using and Leading Applied Creativity Workshop
This special workshop is especially designed for smaller groups and combines all aspects of Simplexity
Thinking Level I and Level II outlined above. This three-day workshop first builds individuals skills in
proactively seeking out problems and opportunities and implementing creative solutions on the job.
Level III: Integrating Applied Creativity
Deepen your skills in using Simplexity Thinking to permanently change how you and others think and
behave on a daily basis. Supporting and inducing new innovative skills is a critical role for thought
leaders at every level.
Online Simplexity Thinking Level I e-Workshop
Our online Simplexity Thinking E-Learning workshop is the equivalent to our Level I: Using Applied
Creativity workshop. Although the online version of the workshop does not provide the same level of
real-time involvement and interaction with fellow participants it makes up for it through the detailed
feedback provided by our expert coaches.
The Basadur Creative Problem Solving Profile Inventory (CPSP) Certification Workshop
Certified users are trained and authorized to purchase and administer the Basadur Creative Problem
Solving Profile Inventory as both a training and development device, and a research instrument.
Contact information:
Basadur Applied Creativity
1850 Old Waterdown Road
Burlington, ON Canada
L7P 0T2
Phone: 1-905-690-4903, Toll Free: 1-888-88SOLVE, Fax: 1-905-689-7510, http://www.basadur.com/
55
3. CEO Roundtable
Objectives:
Our mission is to harness the power of the private sector, leveraging local resources and capabilities to
drive economic growth and working with businesses that are capable of creating real change in their
industry and their economy.
Outline:
Within these two areas of specialization, we help CEOs develop strategies to improve their business and
create market connections. We encourage clients who are seeking investment to complement this
pursuit with internal business and marketing strategies to bolster operations, efficiency and
transparency. We also help our clients look outside their business to build important partnerships, enter
new markets, make new relationships, and punch above their weight within their industry.
Designed for:
The CEO Roundtable is searching for business leaders and CEOs who are progressive, innovative
and agile.
Facilitator/Creator:
Julie Kennedy, CEO
Julie started her career as an entrepreneur, founding and leading AMERICA SCORES, a US-based
educational non-profit organization. She has since built her career managing international projects in
two spheres: those that support the role of the private sector and local markets in fostering sustainable
economic growth, and those that addressed populations living in extreme poverty across the developing
world.
Julie specializes in offering strategic support for firms undergoing reorganization, launching new
products, entering new markets, and seeking external sources of financing for stabilization, expansion,
and growth. She also specializes in helping her clients build robust relationships with external partners.
A native of Canada, Julie speaks French and Spanish.
Contact information:
info@kinesisconnect.com
New York City, USA
+1 646-590-3903
http://www.kinesisconnect.com/
56
Appendix 3
Potential measures/scales for HF module
(Note that some items will have to be reverse-coded)
Construct
Item
Definition
Collaboration
Collaboration
Collaboration
Communication is characterized by
mutual trust
Collaboration
Horizontal
individualism
Horizontal
individualism
Horizontal
individualism
Horizontal
collectivism
Horizontal
57
collectivism
important to me
10
Horizontal
collectivism
11
Adaptive
defense style
12
Adaptive
defense style
13
Adaptive
defense style
14
Proactive
personality
style
15
Proactive
personality
style
16
Proactive
personality
style
17
Proactive
personality
style
18
Proactive
personality
style
19
External
regulation
58
20
Identified
regulation
21
Intrinsic
motivation
22
Integrated
motivation
23
Intrinsic
motivation
24
Intrinsic
motivation
25
Traditional org
climate
26
Traditional org
climate
27
Traditional org
climate
28
Traditional org
climate
29
Clarity of org
goals (climate)
30
Clarity of org
goals (climate)
31
Clarity of org
goals (climate)
32
Integration
(climate)
33
Integration
(climate)
34
Integration
(climate)
35
Employability
59
these.
36
Employability
37
Employability