Monthly Archives: February 2020
ZIMBABWE 2019: NATIONAL EMPLOYEE ENGAGEMENT BENCHMARKING REPORT
Employee Engagement is defined as a heightened emotional connection that an employee feels for his or her organisation that influences him or her to exert greater discretionary effort to his or her work. A study conducted by Gallup, Inc. in the 1990s identified Employee Engagement as the most important factor in helping companies grow. Several, […]
How to make the workplace less stressful and more engaging
We all know that excessive stress is a health hazard. The effects of employee burnout in the workplace have been seen to affect business performance. Workplace stress has been seen to make people nearly three times as likely to leave their jobs, temporarily impairs strategic thinking and dulls creative thinking. Research has therefore shown that […]
These Are The Exciting Facts About Nudging In The Digital Era
Decision making is influenced by heuristics and biases. Heuristics are commonly known as “rules of thumb”. Heuristics influence how people make decisions by lowering the amount of information to be processed when dealing with recurring issues. One example of a heuristic is the status quo bias. This explains why people are more willing to favour […]
Board Performance Evaluation
Good corporate governance now calls on Boards to look at their own performance. I have perused a number of corporate governance codes and practices across the globe and all of them now encourage board performance evaluations. There are two main reasons why these evaluations are crucial: It gives the board an opportunity to reflect on […]
Collective Bargaining in the current volatile environment – Part 2
Last week I shared the challenges related to collective bargaining. This week I will focus on the strategies that can be used to deal with some of the challenges. Collective Bargaining is supposed to contribute to productive, stable and sustainable commercial operations. Collective Bargaining at the NEC level sometimes takes too long. Bargain at the […]
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