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THE METHODS USED FOR IMPROVING EMPLOYEES PERFORMANCE
IN A COMPANY
INTRODUCTION.
One desirable goal of any industrial organization is to break even at the end of each
financial year with respect to income and expenditure, stay within the budget and
make profits that may lead to expansion into greater heights as well as cater for the
improved status of employees as indication of good business.
However, nothing could be more pleasing to an entrepreneur at the end of the year
than the joy owing to the fact that expenditure has been lower than budgeted while
production and sales went up much higher than expected.
Increased profitability, rise in production, employee retention, customer metrics and
safety levels are factors associated with high levels or employee engagement on the
job in any organization with superior business performance.
Superior business performance as a product of good employee performance in any
Agro-industrial complex is associated with a well-organizedhierarchical structure
made up of a Board of Directors, General Management, Departments of Production,
Finance, Payroll, Sales and marketing, Purchasing, Human Resources, Research and
Development, Technical Services, Health care, Estates, Internal Audit and Control,
Information services and Archives, etc.
Managers by definition work with and get things done through other people.
Successful managers have learned from experience that people are generally
veryresponsive to praise and encouragement, expressed not only in words but also in
actions. Furthermore, employees need to feel successful in their work in order to give
their best effort to the organization.
Increase in performance on the part of the workers as increased output will lead to
good profitability for the company.
Motivation amongst staff for instance or the enthusiasm for doing something isone
managerial tool with so much value.
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THE METHODS USED FOR IMPROVING EMPLOYEES PERFORMANCE
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Delegation on the other hand is a good means to increase performance because it does
not simply covey confidence that boosts an employee’s personality but also serves as
an opportunity for the manifestation of talents and a springboard for growth on the job.
Thus the provision of educational and learning opportunities, cross training, job
coaching or similar interactions support employees’ personal development that will
lead to profitability.
‘The methods used for improving employees’ performance in a company’ isan
internship program designed to under study workers’ performance on the job in the
CDC Banana Expansion Project with respect to the effects of operational changes,
motivating factors for instance, welfare, improvements in human relations and
working facilities as well as the negative factors that kill the enthusiasm to perform.
The program was carried out by practical involvement in administrative, financial and
field operations in a move to experience the pros and cons of good performance and
profitability.
Some solutions to problems have been proposed and recommendations made based on
fieldexperience and interactions with the employees.
Particular note has been made for strict adherence to the ETI Base Code or Ethical
Trading Initiative laid down by the International Labour Organization (ILO) as
guidelines for working conditions good agricultural practice in agricultural institutions.
These solutions and recommendationsbring to light and clearly point out the
overlooked or not easily noticed setbacks to increased profitability as well as the
importance of the study from an ‘independent observer’ to the company. The benefits
of improved performance which may easily be realized by any company on
implementation of the recommendations also indicate the necessity and importance of
such a program.
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OBJECTIVES OF THE STUDY
-
To know when the company was created, location and the mission.
-
To understand the organizational structure and management of the company.
-
To practically interact, experience and have a mastery of the company’s
operations.
-
To bring out the various techniques used for improving employees’
performance.
-
To indicate he setbacks detrimental to good performance.
-
To make in my opinion proposals and recommendations in circumstances of
short comings contrary to factors that will improve employees’ performance.
CONTEXT
In relation to the training of the students in the Higher National Diploma
(HND) Cycle of the InstituteUniversitaire du Golfe de Guinée (ESG-ISTA-ISA), it is
compulsory for the students to carry out at least a two months internship program in an
enterprise of their choice. Students are expected to write and defend a related report at
the end of the second year course for the award of the HND.
The main aim is to enable the students experience and practice in the field, the
related courses taught in school. This practically exposes the student to the acquisition
of professional skills and the opportunity to merge theoretical and practical
experiences.
For this reason, two months of internship were spent at BEP, CDC TIKO.
METHODOLOGY OF STUDY
1. Meeting with the Training Manager at CDC Training Centre in Moliwe for
briefing on the structural organization of the CDC, training and the CDC
contribution towards Nation Building by offering internship facilities to young
Cameroonians.
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2. Meeting with the Group Banana Manager for briefing on BEP as the
organization under internship. Discussions on the chronogram of activities and
designation of a Company Staff as Supervisor
3. Meeting with the various Managers, Service and Sectional Heads for an exposé
in the respective services.
4. Work attendance follow up of the chronogram of activities and data collection
from week 25 to week 31as practical experience and full participation like the
employees in designated services.
5. Discussion of findings with the respective personnel concerned and in particular,
the Human Resource Department, Research Department, Farm Management,
Management Control and the Professional Supervisor.
6. Write up of the Internship study, discussion with the Academic Supervisor and
presentation to CDC Training Manager, BEP, and IUG-ESG.
STRUCTURE IN PARTS
This report is structured in TWO parts. Each part has two chapters. Each chapter has
two sections.
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PART ONE
THE INTERNSHIP ENVIRONMENT
Chapter one: - The history and evolution ofThe Cameroon Development Corporation
(CDC).
- The organization and its operations.
Chapter two: -The evolution of the internship.
- The reception at Banana Expansion Project (BEP).
- Chronology of activities done and justification of the topic.
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CHAPTER ONE
GENERAL PRESENTATION OF THE COMPANY
SECTION ONE:HISTORY/CREATIONAND EVOLUTION
(The birth and development of the CDC).
1.1.1 HISTORY, CREATION AND ESTABLISHMENT.
According to Hasselo (1961), The Cameroon Development Corporation was
established by Ordinance (No.39 of 1946) in 1947 to operate 250,000 hectares of
plantations formerly belonging to German owners. The estates consisted of banana,
rubber, oil palm, cocoa and tea plantations, situated around the Cameroon Mountain
range.
Presently, the CDC is incorporated under decree No. 82/038 of 22nd. January 1982
with a State owned share capital of 15.6 billion CFA.
The duties of the Corporation were to develop the lands placed under its control to
carry out such works and conduct such undertakings as may be necessary for the
Corporation’s business, to provide for social and other welfare facilities for the
employeesthat are incidental and conducive to the good and proper discharge of the
functions of the Corporation.
Under the 1946 ordinance, the Corporation established a Research Division in 1955
followed by soil studies, land suitability and cropping in the following areas:-
The Tiko plain where part of the Banana Expansion Project, the Tiko Banana
Project / Del Monte, Benoe Palms estate and Rubber plantations exist today.
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The Mungo area where part of the Banana Expansion Project,Tiko Banana
Project /Del Monte, Rubber plantations and Mondoni Palms estate exist today.
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The Mpundu-Meanja area where Ekona Banana Project, Rubber and Palms
plantations exist.
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The Bota, Idenau and Debundscha area of Palms plantations.
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The Buea-Sasse-Saxenhoff area where Tea was planted at Tole.
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The Tombel area where Cocoa was planted.
The soils and climate were generally found suitable for cropping to date. This was
based on soil-crop relationships, climatic conditions and economic factors.
The soil fertility with respect to crop requirements and productivity determined which
crop to be cultivated in any one of the three main soils (the young volcanic, the old
volcanic and the marine alluvial). The Research Division also carried out an aerial
survey to ensure that the Corporation’s lands were put in the best and most economic
use.
The following map indicates Crop Distribution on CDC Estates (1996) in areas of
operation according to Annual Reports and Accounts for the 12 months ended 30th.
June, 1996. Banana areas are indicated in Yellow (third column).
The second and third maps were extracted from soil and land suitability studies done
by IRAD-Ekona in 2008 and 2009 for Banana cultivation in BEP in selected areas of
the former Benoe Palms estate (now Ndongo&Holtfoth farms) and the MondoniPalms
Estate (now Moquo-1, Moquo-2 &Modeka farms).
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1.1.1. EVOLUTION.
THE NEW GROUP BANANA DEPARTMENT
Before the end of this internship program in August 2013, the General Manager of
CDC merged all the banana projects into one crop group headed by the Group Banana
Manager who reports directly to the General Manager. Thus BEP and Tiko Banana
Project/Del Monte became one department made up of five Estates to become
effective on 1st January 2014. The Del Monte partnership was designed to end on 31st
December 2013.
The transition period for all arrangements to be put in place was scheduled between
August and December 2013.
BEP has a task to ensure that all transactions based on budget must be budgeted before
any monetary transaction takes place. Each operation carried out is being recorded and
booked in a registry for an eventual reference in future if need be. In the Management
control department in BEP, the filing of documents and consumption of materials is
being done to ease references at a later period.
BEP also ensures export sales of desert bananas safe for human consumption in
Europe in compliance with international rules and regulations governing Good
Agricultural Practice (GAP).
Verification for compliance is done annually by any international Global GAP
certification audit body and a certificate issued before any fruit is accepted in the
European banana market. The CDC has always complied each year with this condition
by scoring during the external audit 100% for all the ‘major musts’ and over 95% for
all the ‘minor musts’.
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SECTION TWO: THE ORGANISATION AND OPERATIONS
(The structureBEP and the various activities carried out in the organization)
ORGANISATIONAL STRUCTURE OFBEP-CDC.
The CDC uses a direct organizational structure where there is a direct chain of
authority from the top to the bottom of the management. The flow authority in
theBEP-CDC also follows a similar pattern.
BEP CDC ORGANIGRAM (Adopted from GlobalGAP Standard Manual-BEP. 2010)
Group Banana Manager
Logistic
Banana
Manager
Marketing
Manager
Project
Medical
Doctor
Project
Engineer
Project Accountant
Ndongo
Farm
Holtfoth Farm
Ekona
Banana
Estate
Manager
Project
Manager
Senior Field Assistant
Moquo-1 Farm
Moquo-2 Farm
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Management
Research
Manager
Controller
Human Resource
Officer
Modeka Farm
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1.1.2.1. THE BOARD OF DIRECTORS
This is the topmost organ representing the Government of the Republic of Cameroon
and her interest in the CDC.
The Board is made up of a Chairman with members usually including The South West
and North West Regional Governors, Top Ranking Government officials notably The
Secretaries General, Directors or Technical Advisers of the Ministries of Agriculture,
Employment, Labour and Social Insurance, Economy and Finance, Technical
Committee for the Rehabilitation of State Enterprises, a Parliamentarian and the
Government Commissioner.
The Board is in charge of governing the CDC through the General Manager, making
sure that decisions arrived at during the Board meetings are respected and
implemented.
1.1.2.2 THE EXECUTIVES OR MANAGERS OF BEP.
This organ is in charge of managing the daily operations of the organization in
BEP. The managers are notably the Group Banana Manager, Project Manager,Estate
Manager, Research Manager,Logistics Manager,Management Controller, Human
Resource Manager,Project Engineer, Banana Marketing Managerand Crop Group
Accountant.
1.1.2.3 OPERATIONS
Below are the respective BEP managers and their functions:
Group Banana Manager:
 Reports to the General Manager of CDC. He is in charge of the Banana
Expansion Project and supervises all the managers and all operations.
Project Manager:
 Reports to the Group Manager. Administers the whole of BEP. He is in charge
of production in all the farms and assisted by a Senior Field Assistant.
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Research Manager:
 Reports to the Group Manager. He is in charge of Soils and plant nutrition
(Agronomy) of the plantation as well as recommendations in Agrochemicals,
fertilizers, pest & disease control.
Management Controller:
 Reports to the Group Manager. An internal auditor who ensures the annual
budget is strictly executed and adhered to. Ensures all purchases, salaries,
expenditures and consumptions are in order according to management policy.
Human Resource Officer:
 Takescharge of all matters in human or personnel resources including workers
welfare, industrial safety, security and working conditions.
Project Engineer:
 Reports to the Group Manager. He is In charge of all engineering services in
mechanical, civil and electrical works in the Project.
Logistics Manager:
 Reports to the Group Manager. He is In charge of purchasing and procurement
of operational materials.
Crop Group Accountant:
 Reports to the Group Manager. He is in charge of all the accountants in the
Project, accounting services, stock taking, salaries and wages and records of
expenditure in the Project.
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CHAPTER TWO
EVOLUTION OF THE INTERNSHIP
(The arrival and reception at BEP, CDC Tiko and the various activities carried
out during the internship period).
SECTION ONE: RECEPTION
On my arrival at BEP I was given a warm welcome by the staff of the
organization. The internship period was officially launched during a meeting with the
GBM (Group Banana Manager). I was briefed on the important issues concerning the
organization. I was also briefed on the need to be punctual, dressing code at work and
the fact that I must endeavor to complete all the assignments given. After the meeting I
visited the various departments and service heads and was briefed on all the respective
functionsand operations as mentioned above.
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SECTION TWO: THE INTERNSHIP ACTIVITIES
In this section I will highlight the various activities carried out during my
internship period. The chronology of activities on weekly basiswhich justifies the
choice of topic is shown on the table below.
1.2.2.1CHRONOGRAM OF THE ACTIVTIES AND OUTCOME
WEEK
ACTIVITIES
DISCRIPTION OF THE ACTIVITIES
WEEK 25
Orientation on the General presentation of the organization, its
Banana Expansion creation, the various departments, its objectives,
Group
and
its and the products offered by BEP.
management
structure
and
departments in the
Group
Banana
Office.
WEEK 26
Human Resources
Management
Recruitment procedures, training and development
activities in the programs. The appraisal of workers.Workers
Human Resources performance, participation, healthand safety.
Office.
The
Service
Medical This service is well organized with qualified
medical personnel in a cottage hospital and central
clinic as well as aid posts for each farm.
WEEK
28 Field
operations Practical experience in cultural practices in field
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and 29
and methods of operations-Exposé
cost allocation.
on
field
operations
and
planting. Field procedures in pest and disease
control against insects, birds, rodents, snails,
caterpillars, and moulds. The importance of tree
bags in protecting the fruits.
Other field operations including, de-flowering,
bagging and propping, harvesting, pruning and
sucker selection, fruit processing in pack house.
These independent support departments provide
The
support
services
of vital services in the cultivation of bananas
Research
and
notably: feasibility studies and land suitability,
Engineering
land preparation, nursery operations, Standard
Operating
Procedures
for
field
operations,
Agronomy-Soil management and plant nutrition,
agrochemical recommendations, pest and disease
control, aerial spray irrigation and field drainage,
building construction, industrial maintenance and
all the electrical, civil and mechanical works.
WEEK 30
Financial
Receiving and disbursement of cash. Keeping of
Accounting BEP.
financial records for the company. The auditing of
all accounts.
WEEK 31
Management
The
importance
of
management
control.
Control operations Coordination with Head Office Management
in BEP.
Controller and Financial Director. Participation in
the annual budget, execution and control. Weekly
and monthly checks on purchases, contracts and
material consumption according to management
policy. Book keeping of documents.
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OUTCOME
The internship period presented an opportunity to master the good professional
qualities and interactions with people regardless of their nature or character trait.
During the working study, the importance of employee’s performance was exemplified
as a manifestation of greater outputs.
1.2.2.2:JUSTIFICATION OF THE TOPIC
Despite the fact that BEP has firm financial footing with respect to and backed by the
mother CDC in general, there were problems noted during preliminary investigations
and discussions with employees such as:
-
Low wages which the workers find difficult to cope with good living standards.
Better scales and more incentives or bonuses will lead to greater outputs.
-
Low level of educational background of many workers, making that
groupdifficult to understand and master the system properly and in particular
the changes of modern times. In service training and education need more effort
for better job performance of the employees.
-
Insufficient logistics. Workers need more transportation facilities to and from
work at all times as well as the ease of movement of working materials.
-
Slow procurement of working materials. Too many administrative procedures
and bottlenecks slow down the system. The banana crop is system that needs
fast and immediate action in all activities.
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Insufficient communication in terms of recognition of good performance that
needs commendation or motivation as all efforts are focused on production.
-
On the other hand, there is lack of good communication such as differing
perception whereby people with different backgrounds of knowledge and
experience often absorb the same information from different perspectives.
-
Language differences are also closely related to differences in individual
perceptions.
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Emotional reactionsfrom the average human being such as anger, love,
defensiveness, hate, jealously, fear and embarrassment present in all
establishments influence the manner in which employees understand messages
from others.
-
Insufficient social and recreational facilities such as for sports and relaxation
out of work.
Thesenegative factors in BEP as a case study towards increased production and good
quality justify the need for investigation and solutions in the topic:“THEMETHODS USED FOR IMPROVING EMPLOYEES’ PERFORMANCE
IN A COMPANY”.
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PART TWO
PRACTICUM/FIELDWORK
This part of the report is divided into two chapters- chapter three and four. Chapter
three is the practical phase which is made up of job placement, tools used and
outcome. Chapter four is the critical approach which highlights the insufficiencies and
difficulties encountered suggestions and recommendations. Each of these chapters is
further divided into sections.
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CHAPTER THREE
PRACTICAL PHASE
SECTION ONE. JOB PLACEMENT (CONTEXT AND OBJECTIVES)
2.3.1.1 CONTEXT
A job placement entails the tasks assigned while going through the various
departments of BEP CDC.
At the management control office:

To arrange the files in the office.

To register all incoming and outgoing documents.

General internal control and budget execution.
At the Human resources department,

Howsocialization is carried out.

Howperformance appraisals is done.

How the recruitment of workers is done.
At the logistics department,

Coordinate the activities of the purchasing and suppliers.

To make sure that materials for weekly consumption are available.

To follow up the purchasing ordersin collaboration with Head Office
Management Controller, Contract Officer and the Financial Director.
At the field operations sector (The farms),

To plant, grow, harvest process and pack bananas.

To prevent the bananas from pests and other infections.
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
How to do bagging and propping, de-leafing, de-flowering, chemical
weeding, harvesting, and packing.
MORE ON THE FARM;
Bagging and propping; i) to ensure that all shot plants conforming to bagging
Specifications are bagged to enhance fruit development and propped to reducetoppling
of the developing fruit that builds up weight
ii) To optimize the use of all bagging materials and reduce waste. This applies to
all banana plants with baggable bunches.
De-Leafing; The objective of this exercise is to re-train to perfection, all the workers
carrying out the de-leafing operation in the field. I.e. to remove and deviate all leaves
touching the fruit and also minimize the spread of Sigatoka disease by manual deleafing as an IPM approach.
During de-leafing, followers with leaves touching bunches are deviated in a process
called FOR (Fruit Obstacle Removal) by the de-leafer so as to prevent dark spot burns
on the fruit due to leaf friction that will reduce the OCA (overall cosmetic
appearance).
Any snails found on the fruit or around the plants are picked and put in the bag
provided to be crushed at the end of the day.
Harvesting; The objectivehere is to ensure that all harvesting bunches meet the
specifications for processing indicated in the harvesting order.This is applicable to all
harvesting related operations.
Packing; The objective here is train, improve on workers’ skills with respect to all
Packinghouse operations and also to ensure a good Hygiene control.This is applicable
to all workersoperating in the packinghouses.
At the Research Service.

Feasibility and land suitability studies for banana cultivation. Agronomic
operational procedures and recommendations in fertilizer application and other inputs,
pest and disease control.
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At the Engineering Service.

Land preparation, building construction, drainage and irrigation, general
maintenance, vehicle fleet control and maintenance etc.
At the Clinic.

Medical health care services.
2.3.1.2 OBJECTIVES
The objective here is to know what improving employees performance is all
about, bringing out the best practices that an organization can use on the aspect of
improving performance, the ways that it can follow to ensure effective
performanceand how the lack of good performance can be detrimental in an
organization.
Furthermore, employees’ performance is important to managers because it helps them
to be able to ensure higher efficiency and also to ensure the smooth running or flow of
activities in the organization.
PERFORMANCEAPPRAISAL.
a. Identify the positive behavior that you want your subordinates to use as goals. It
does a little good to be subjective and suggest that you’re doing fine, but could
do better. Be as specific as possible.
b. Identify the criteria you will use to evaluate an employee and compare his or her
work with that of others.
c. Maintain a balance between positive and negative performance appraisal. Don’t
just focus on the negative.
d. Don’t gunnysack problems, saving them up for the periodic review. Bring up
your concerns as problems develop with an employee’s performance.
e. Distinguish between an employee who won’t work and an employee who can’t
work. It’s the difference between ability and motivation, and it is vitally
important to communication.
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2.3.1.3. IMPACT OF IMPROVING EMPLOYEES PERFORMANCE
1. Good Human Relations:
Besides improving performance of operations, coordination improves the morale and
job satisfaction of employees. Composite and orderly effort established through team
spirit and executive leadership enables employees to derive a sense of security and
personal contentment from their job. A well-controlledorganization can attract, retain
and utilize better personnel. Control improves human relations by reconciling
individual and organizational objectives.
2. Organizational Effectiveness:
Control fosters loyalty and commitment among employees. This enhances the
effectiveness and stability of the organization. According to McFarland, "if job
satisfactions are present, executives will tend to remain longer with the company. They
will feel that they have a place in the organization. They will feel that they have earned
that place. The presence of control becomes part of their job experience and hence can
form a very useful part of their training." Thus, control is the sine qua non of effective
management.
2.3.1.4. METHODS OF IMPROVING EMPLOYEES PERFORMANCE
Communication is one key pointto effective performance. The greater the uncertainty
of a task to be co-ordinated the greater the information needed. The responsibilities,
authority and duty of all must be clearly defined, particularly in relation to the line of
demarcation.
Specific procedures should be laid down where possible to deal with routine and nonroutine activities. Here are some methods or techniques of achieving effective
performance. They are:
1. BASIC MANAGEMENT TECHNIQUES
The problem of organization with relative modest control requirements can often be
resolved through the use of basic management mechanism for achieving employee’s
performance. These mechanisms include:
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a)
The managerial or organizational hierarchy. Within an organization there is
a chain of command which links the lowest levels in the organization with the highest.
Each person in the structure is responsible to a superior whose responsibility is to coordinate the activity of the other subordinates. The organizational hierarchy can also
be used to reconcile disagreements between two individuals or even departments. The
problem will be referred to a superior who will take action of decision.
b)
Rules and procedures. The rules and procedures of an organization are
designed to handle routine events before they arise
c)
Plans and goals. Plans and goals achieve performance by assuring that all
departments or units direct their efforts towards the same targets.
d)
There are always training and re-training programs for employees when
assigned to new duties.
e)
Provision for change of status and increments are always given by management
to employees for good work done.
f)
The CDC has also given room for workers unions where their problems are
looked upon.
g)
The provision of transport facilities to and from work has been realized to
improve work attendance and production as a whole.
h)
The provision of annual vacation gives room for workers to have enough rest
and return fresh and ready for work in order to perform well.
i)
Provision of good working materials and tools has been realized to lead to good
working conditions and performance as there will be no lazy carpenter to complain of
his tools.
j)
Provision of personal protective equipment (PPE) such as overalls, boots or
industrial shoes, goggles, nose masks and gloves for workers dealing with chemicals
has been realized as a show of concern by management for their safety.
k)
The working atmosphere looks healthy each time annual bonuses are paid,
which is a good booster to employee performance.
l)
Timely and regular payment of salaries is also a booster to better performance.
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m)
Increments and promotions by Management due to good work encourage
employees to perform better than before.
n)
The task in some field operations such as de-leafing is reduced during a flare up
of leaf spot disease. This has always led to very good quality work.
o)
Tasks are generally reduced and more employees engaged during a force
majeure such as flooding and blow down due to storm damage.
p)
There are harvesting and pack house incentives during production peaks. This
has always led to more performance from employees.
1. MAKING THE BEST USE OF BODY LANGUAGE.
1. Remember that only a small fraction of the total message being
communicated between two persons is carried by meanings of the words the
person used. Watch for and begin to interpret the nonverbal or body
messages that are being communicated and develop sensitivity for the
messages that you may be inadvertently sending to others.
2. When we interview others, we can help them feel comfortable and thereby,
improve the quality of information we’re getting by learning forward, using
good eye contacts, and generally giving the other person the feeling that we
really care about his or her point of view.
3. Touching messages often carry relationship overtones. When working with
employees especially, watch to see if your usual touching messages may be
having an adverse effect on your verbal communications and on your
relationship with those employees. Some people are torchers and like such
contacts. Others are no torchers and resent intrusions by their superiors,
especially when they can’t retreat.
4. When dressing, choose styles, colors and patterns or combinations that help
you present the kind of image you want to present. Use clothing as an
adaptive tool by selecting those outfits that best match the dress of those
with whom you’re communicating. You’ll be more successful as a
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communicator if you can minimize the obvious differences in clothing
between yourself and the other person.
2. The ETI BASE CODE.
The ETI Base Code is founded on the conventions of the International Labour
Organization (ILO) and is an internationally recognized code of labour practice
1. Employment is freely chosen
1.1 There is no forced, bonded or involuntary prison labour.
1.2 Workers are not required to lodge "deposits" or their identity papers with their
employer and are free to leave their employer after reasonable notice.
2. Freedom of association and the right to collective bargaining are respected
2.1 Workers, without distinction, have the right to join or form trade unions of their
own choosing and to bargain collectively.
2.2 The employer adopts an open attitude towards the activities of trade unions and
their organizational activities.
2.3 Workers representatives are not discriminated against and have access to carry out
their representative functions in the workplace.
2.4 Where the right to freedom of association and collective bargaining is restricted
under law, the employer facilitates, and does not hinder, the development of parallel
means for independent and free association and bargaining.
3. Working conditions are safe and hygienic
3.1 A safe and hygienic working environment shall be provided, bearing in mind the
prevailing knowledge of the industry and of any specific hazards. Adequate steps shall
be taken to prevent accidents and injury to health arising out of, associated with, or
occurring in the course of work, by minimizing, so far as is reasonably practicable, the
causes of hazards inherent in the working environment.
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3.2 Workers shall receive regular and recorded health and safety training, and such
training shall be repeated for new or reassigned workers.
3.3 Access to clean toilet facilities and to potable water, and, if appropriate, sanitary
facilities for food storage shall be provided.
3.4 Accommodation, where provided, shall be clean, safe, and meet the basic needs of
the workers.
3.5 The company observing the code shall assign responsibility for health and safety to
a senior management representative.
4. Child labour shall not be used
4.1 There shall be no new recruitment of child labour.
4.2 Companies shall develop or participate in and contribute to policies and programs
which provide for the transition of any child found to be performing child labour to
enable her or him to attend and remain in quality education until no longer a child;
"child" and "child labour" being defined in the appendices.
4.3 Children and young persons under 18 shall not be employed at night or in
hazardous conditions.
4.4 These policies and procedures shall conform to the provisions of the relevant ILO
standards.
5. Living wages are paid
5.1 Wages and benefits paid for a standard working week meet, at a minimum,
national legal standards or industry benchmark standards, whichever is higher. In any
event wages should always be enough to meet basic needs and to provide some
discretionary income.
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5.2 All workers shall be provided with written and understandable information about
their employment conditions in respect to wages before they enter employment and
about the particulars of their wages for the pay period concerned each time that they
are paid.
5.3 Deductions from wages as a disciplinary measure shall not be permitted nor shall
any deductions from wages not provided for by national law be permitted without the
expressed permission of the worker concerned. All disciplinary measures should be
recorded.
6. Working hours are not excessive
6.1 Working hours comply with national laws and benchmark industry standards,
whichever affords greater protection.
6.2 In any event, workers shall not on a regular basis be required to work in excess of
48 hours per week and shall be provided with at least one day off for every 7 day
period on average. Overtime shall be voluntary, shall not exceed 12 hours per week,
shall not be demanded on a regular basis and shall always be compensated at a
premium rate.
7. No discrimination is practiced
7.1 There is no discrimination in hiring, compensation, access to training, promotion,
termination or retirement based on race, caste, national origin, religion, age, disability,
gender, marital status, sexual orientation, union membership or political affiliation.
8. Regular employment is provided
8.1 To every extent possible work performed must be on the basis of recognised
employment relationship established through national law and practice.
8.2 Obligations to employees under labour or social security laws and regulations
arising from the regular employment relationship shall not be avoided through the use
of labour-only contracting, sub-contracting, or home-working arrangements, or
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through apprenticeship schemes where there is no real intent to impart skills or provide
regular employment, nor shall any such obligations be avoided through the excessive
use of fixed-term contracts of employment.
9. No harsh or inhumane treatment is allowed
9.1 Physical abuse or discipline, the threat of physical abuse, sexual or other
harassment and verbal abuse or other forms of intimidation shall be prohibited.
The provisions of this code constitute minimum and not maximum standards, and this
code should not be used to prevent companies from exceeding these standards.
Companies applying this code are expected to comply with national and other
applicable law and, where the provisions of law and this Base Code address the same
subject, to apply that provision which affords the greater protection.
MORE
ON
TECHNIQUES
WHICH
MAY
IMPROVE
EMPLOYEES
PERFORMANCE;
Several other factors besides and in support of motivation should not be overlooked.
Thus the following human resources / personnel management outline is an expression
of simple or basic managerial guideline techniques which may improve employees’
performance.
-
Communication of clear goals and expectations to employees.The majority
of employees want to be a part of a compelling future, want to know what is
most important at work and what excellence looks like. For targets to be
meaningful and effective in motivating employees, they must be tied to larger
organizational ambitions.
-
Encouragement of open communication. Insight could be obtained from
what things are important to the employee by using surveys, suggestion boxes
and team meetings. Open-mindedness will encourage them to express their
ideas and perspectives without criticism. This puts into practice the benefits of
effective listening. Their concerns need the best way of expression possible.
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THE METHODS USED FOR IMPROVING EMPLOYEES PERFORMANCE
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-
Sharing information and numbers.Let them in on what is going on within the
company as well as how their jobs contribute to the big picture. When
employees are kept informed, they tend to feel a greater sense of worth. Keep
communication hopeful and truthful. Management should not be afraid to share
bad news. Strategies should be used to deliver them. ‘Improve performance
through transparencyby sharing numbers with employees’ to increase
employees’ sense of ownership.
-
Not communicating or communicating late can damage engagement on the
job.Hearing about an important update from media, colleagues or family and
friends can have a negative impact on employee engagement. Ensure
employees hear these messages from the business as soon as possible.
-
Specialization: Specialization in job assignments in labour intensive operations
instead of too many things at the same time will lead to mastery of the job,
better performance and increased output from the employees. However, there
should be provision for changing of task jobs to avoid boredom doing one thing
for too long.
-
Provision for Task reduction during a force majeure, bad weather conditions or
unforeseen circumstances will lead to good quality work from employees.
-
Actively promote organizational effectiveness, reputation, values and
ethics.
-
Employees want to feel good about their leaders, where they work, the products
they sell and the reputation of their company.
-
Culture.Encourage employees to find a personal fit with the company culture.
-
Let staff tell their own stories.Encourage them to tell their own stories about
what they are doing to support company strategies or embody organizational
values.
-
Trust and confidence.Employees need to trust each other as well as their
leadership. Employees are constantly watching leadership to see how their
decisions affect the strategic direction of the organization and if their behaviors
reflect what they say.
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THE METHODS USED FOR IMPROVING EMPLOYEES PERFORMANCE
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-
Build engagement.Show that you’re genuinely concerned about employees’
opinions and use social media as a communications tool to build engagement.
-
Encourage innovation.Engaged employees are innovative. They’re always
looking for a better way.
-
Create a strong team environment.Strong employee engagement is dependent
on how well employees get along, interact with each other and participate in a
team environment.
-
Sense of belonging.Non-work activities that foster relationships increase
employee engagement.
-
Provide constant feedback on the positives.When people know what they’re
doing well, they’ll keep doing it – or, even better, do more of it. Providing
someone with a little recognition on what they’re doing well can go a long way
toward boosting morale. This should not “ignore the weaknesses”. Weaknesses
may not be the only focus area of feedback. There must always
beaccountability, however. Note has been taken of the fact that too much
criticism actually makes employees learn how to hide their mistakes or shift
blame.
-
Give immediate feedback and show how feedback is being used.Feedback
is a two way communication. It is the opportunity to share opinions and find
solutions. Many managers think feedback should be the ‘province of the annual
personnel revue’. It should be a daily occurrence. Demonstrate to staff how
their feedback is being used.
-
Support employees in their work and growth.Success begets success. You
can support employee growth by providing education and learning
opportunities, cross training, coaching, and any other interactions that support
employees’ personal development.
-
Collaborate and share on problem-solving.When employees get the idea that
their manager or leader is the one who has to solve all the problems, it takes
away from their sense of empowerment, and ultimately is likely to decrease
engagement over time. Encourage team members to take responsibility, and
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THE METHODS USED FOR IMPROVING EMPLOYEES PERFORMANCE
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work through problems or issues on their own, or collaboratively. It’s not the
manager’s job to fix everyone else’s problems.
-
Delegation.Delegation is good because it expands the managerial span of
control. It is good for employees because it is a growth opportunity for them. It
demonstrates the confidence in them to do the job correctly and increases their
ownership of the task.
-
Incentives matched to accountability and results.Managers who want
employees to be engaged recognize that incentives must be allocated based on
objective criteria and that different employees are motivated by different things.
SECTION TWO: TOOLS USED AND RESULTS
This concerns the various means or equipment’s that will be used to achieve
effective employee performance. Below are some of the tools used
2.3.2.1TOOLS USED
Financial tools
The CDC provides sufficient financing to cater for the procurement and purchasing of
all working materials in the various farms and fields, whereby the bagging, propping,
De-leafing, De-flowering, chemical weeding,selection, eradication, distribution and
harvesting are carried out during the year without the stress of material shortage. This
aspect unfortunately has not been 100% successful as material shortage in BEP results
to poor performance and low output. Some operations have provision for financial
incentives.
The company also provides for regularmonthly salaries.
Human means
This refers to the competent employees who carry out the day to day transaction or
activities of the organization to ensure that the objectives are achieved effectively.
Each and every employee has the required educational back up and training required
for the various positions occupied. If not, then the provision for training becomes
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THE METHODS USED FOR IMPROVING EMPLOYEES PERFORMANCE
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effective. Those at the top of the hierarchy ensure that the employees are always
present at work. There are many competent workers due to in-service training who are
present in the organization and are carrying out their activities effectively.
Material means
BEP CDC possesses the required equipment, machinery and materials that permit the
employees to carry out their daily obligations effectively and efficiently, which include
all office, transportation and field working requirements in banana cultivation. The
materials of equipment range from working tools and machines, personal equipment,
computers, office paraphernalia and other systems.
Workers’ Union
BEP like all CDC institutions has provision for Staff Representatives elected by the
workers themselves and Trade Unions through which problems especially those of
working conditions are channeled to Management. This gives the employees some
peace of mind with the assurance that problems are always looked into for solutions.
FINANCE
This refers to the ways through which an organization raises funds to carry out its
activities. Export banana sales in Europe especially in France by BEP on behalf of the
CDC for instance is a source of money.

Aids and financial assistance
This is the source of finance obtained from grants and organizations such as ATF
(Assistance Technique Financier) of the European Union and the Government through
tax reduction in the importation of agricultural entities for instance.

Revenue
This is the finance of the CDC that results from sales of the agricultural products
notably processed rubber in the foreign market, palm oil locally, the export banana
market and charges paid for the services rendered in some areas such as the medical
department to non CDC employees.
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THE METHODS USED FOR IMPROVING EMPLOYEES PERFORMANCE
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OTHERS TOOLS
TEXTBOOKS, BULLETINS AND MANUALS
Textbooks,bulletins, training and operational manuals were used during the internship
to support information I used in this report.
INTERNET
This is one secondary source used as a means to carry out the research on the
topic, providing a wide variety of information about Employee Performance and a
background on efforts made by some companies.
NOTEBOOKS
Notebooks were also used to gather relevant information about what
management is all about from the work done in class with lecturers.
2.3.2.2: RESULTS OR OUTCOMES
The benefits or results derived from the various methods used above to carry my
studies made me to come out with this result;
Through this study, I could merge theory, practical and dialogue in the study of
management which is a great achievement to me as a management student.
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THE METHODS USED FOR IMPROVING EMPLOYEES PERFORMANCE
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CHAPTER FOUR
THE CRITICAL APPROACH
In this chapter, the different difficulties and insufficiencies have been examined, as
well as the recommendations and suggestions especially the case of BEP CDC.
SECTION ONE: DIFFICULTIES AND INSUFFICIENCIES
This section considers the possible difficulties faced in the organization as a
result of lack of communication, team work and the insufficiencies.
2.4.1.1 DIFFICULTIES.
In spite of the good activities inthe BEP communications system as one mode
towards the achievement of the mission, this company faces some difficulties.
1.
Low levels of education: Most individuals in the society operating in the fields
are not very educated or not educated. This poses the problem not being able to
understand some of the master systems that are required when dealing with such field
work especially the very technical issues on the job. Such circumstances call for much
effort by the company in training.
2. Organizational behaviors:It has been observed that the notion of organizational
behavior is not 100% applied in the organization. It is necessary for managers to make
correction on such tense atmosphere and enhance a calm social climate.
2.4.1.2 INSUFFICIENCIES.
There are a number of insufficiencies in the case of BEP indicatedbelow.
1. Limited machinery and materials: There are limited machines for efficient
duty performances. In the offices for instance, not all the necessary
paraphernalia and accessories are readily available for work to be carried out
efficiently. This takes down performance.
Similarly in the field, heavy machinery such as diesel powered generators are
absent. In case of electricity power failure, irrigation pumpscannot operate and
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THE METHODS USED FOR IMPROVING EMPLOYEES PERFORMANCE
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so irrigation operations cannot take place. This is bad for plant growth and
production.
Pack house work also becomes very difficult in the absence of water.
The supply of field and packing materials like tree bags, propping twine,
fertilizers and other agrochemicals is frequently delayed and out of time
because of contract supply procedures, lengthy Tenders, administrative
procedures in Local Purchase Ordersetc. etc. This takes down the zeal for
workers to perform at the appropriate time.
2. Insufficient technicians: There are cases of limited technicians in the
organization. Technicians are very important in the organization. The company
needs to engage more to cope with the requirements of banana cultivation
rather than stretch the available few.
3. Insufficient cars: There are just too limited vehicles to make work easy and
effective. Sometimes vehicles are not available to move down to the field for
supervision work and the transportation of products or movement of workers.
4.
Too much bureaucracy: Documents take too long between offices including
the Head Office in Bota for action. This is not good for banana cultivation
where nothing waits.
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THE METHODS USED FOR IMPROVING EMPLOYEES PERFORMANCE
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SECTION TWO: RECOMMENDATIONS / SUGGESTIONS.
The internship program has exposed and provided a venue at BEP-CDC Tiko for the
practical application of some management courses taught at ESG.
Despite the negative setbacks or problems identified in the organization there are
positive hopes that BEP (now grouped with the former CDC-TBP/Del Monte
plantations) shall stand renowned for its credibility and effectiveness in performance
once the new partnership in technical assistance with PHP has put into place all the
necessary requirements, operational modifications and the appropriate working
conditions in banana cultivation.
Following a flash back at the justification of the topic ‘The Methods Used For
Improving Employees’ Performance in a Company’, the chronogram of activities, field
work, interaction with employees, basic management techniques, the ETI base code,
financial tools, human and material means, workers’ union, motivating factors etc. the
following suggestions and recommendations have been made.
2.4.2.1: RECOMMENDATIONS
 The management of this organization should carry out more regular checks to
avoid errors on the activities of the workers to ensure that work goes according
to plan.
 BEP has need for the SWOT analysis (Strength, Weakness, Opportunity and
Threats) to know the company standing and what has to be done at all times.

The rules and procedures put in place should be designed ahead of time before
the activities take place. They should be regularly followed up as the task progresses.

Goals in the organization should start from the lowest level to the highest level.
Thus every employee should have an individual goal or plan that is directed towards
the benefit of the organization.
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THE METHODS USED FOR IMPROVING EMPLOYEES PERFORMANCE
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
BEP should provide resources that give each department the headway in
meeting with assigned tasks.

BEP should improve upon is the number of technicians by recruiting new
individuals who are technically able to assist the other technicians.
1. SUGGESTIONS

BEP also needs to provide services like that of canteens to the workersfor their
social wellbeing. A happy worker does a good job.

BEPshould improve on the working machines and maintenance.

The organization should improve on justified disciplinary measuresto curb
laxity, insubordination and absenteeism.

BEP should improve on incentives in all operations and not on a selected few as
well on bonuses.

BEP should endeavor to do banana operations on time.

The CDC should remove all the bottle necks on the procurement of materials.
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CONCLUSION
The academic internship carried out in BEP CDC helped the intern to acquire a skillful
knowledge in the professional domain. This I will always remain greater full for.
During my two months of internship at BEP I learned a lot from my professional
trainees, which I am grateful for. Also during these periods I had my observations
which prompted me to formulate the “THE METHODS USED FOR IMPROVING
EMPLOYEES PERFORMANCE IN A COMPANY”, I am hoping that the
organization will look at the suggestions and try to improve on its communication and
team work needs.
Given that communication and team work is an important factor in the Management
of any organization, most or betters still all organizations work hard to improve on it in
order to ensure effectiveness and efficiency. Without effective team work alongside
other important functions like planning, organizing and communication, the aims or
objectives of the organization cannot be effectively achieved.
Nevertheless thank BEPfor their efforts which has help to achieve the company
up to this present moment, and for granting me the intern the opportunity to acquire
the required professional skills. Being what it is now is thanks to the high team spirit
exercised by its warm workers and personnel relationship that gives a good appraisal
to success. Then we are hoping that the proposed suggestions will go a long way to
foster its activities from strength to strength.
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BIBLIOGRAPHY

G.NUNVI PATRICK, Business Organization and Management.
Fifth edition.2006

GARETH.R. JONES AND JEBBIFER .M, contemporary management.
Fourth edition.

HASSELO H.N. The soils of the lower eastern slopes of the Cameroon
Mountain and their suitability for various perennial crops. H.Veenman en
Zonen N.V. Wageningen 1961.

PHILIP KOTTER, Marketing management, Ninth edition.
OTHERS;
 CDC Annual Reports and Accounts for the Year Ended 30th. June
1996.
 Internet.
 Class notes.
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THE METHODS USED FOR IMPROVING EMPLOYEES PERFORMANCE
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APPENDICES
-
CROP DISTRIBUTION IN THE CDC
- Location in the Tiko Plain of BEP farms
-
LES CHIFFRES CLES DE LA FILIERE BANANIERE DU CAMEROUN (Annee 2009)
by
ASSOBACAM (Association Bananiere du Cameroun)
-
ORGANISATIONAL STRUCTURE OF THE CDC.
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