Summary: Many managers are sticklers for the sign-in times of worker attendance, but indifferent to unpaid overtime. This inconsistence can cause dysfunction since workers no longer fit the ‘too stupid to think’ image.
Many, if not most managers in Asia are sticklers for time. Not time management, but the in time of attendance at work.
Work by the clock
In many places, the manual register is still in use.
Especially in bureaucratic institutions, signing in and out are strictly by the clock. Staying beyond the stipulated time brings overtime pay – twice normal so people appreciate the added income.
But late arrival is underlined in red; three reds in a row mean losing a day of paid leave. Does that instill discipline? Not really. The common joke is that -
The late arrival prepares for an early departure. When asked why, replies: I sure wouldn’t want to be late twice in a day!
Inhouse training?
Private companies, owner-driven firms or corporate bodies, too have rules. The difference is that there generally are no money rewards for overtime on work distributed late – sometimes deliberately.
Following the tacit norm, many employees are at the office about twelve hours each day, with or without genuine job tasks. Some bosses consider this the inhouse training in handling pressure!
The dissatisfiers
Does this time spent at the office enhance performance or organizational commitment? On the contrary, in the Herzberg theory, hygiene factors (like work conditions) are the dissatisfiers at work.
Managers, deliberately putting pressure on employees in their charge, should be careful. They may simply be causing dysfunction - creating stress, encouraging attrition, or facilitating poor performances.
No longer stupid
Workers no longer fit the ‘too stupid to think’ image reminiscent of the industrial age. Today’s workforce is largely literate, may even be educated and tech-savvy.
Especially in Asian countries like India and China, the entry-level applicant could be a graduate with at least a Bachelor’s degree, if not more e.g., with a business degree!
Respect contributions
Change in the quality requires a change in thinking in their management. In fact, the younger generations are far more aggressive go-getters than many of the older generations have been, and far more aware of their own value.
In situations not conducive they tend to vote with their feet, having as they say, “no time to be intimidated”. Should the idea of individualization take hold and spawn a global trend, workers everywhere could take the initiative to negotiate their own work schedules!
Managers and supervisors need to change their working theories, i.e., shift to ‘theory y’ from ‘theory x’. That means especially to respect others’ contributions to organizational goals, and include their inputs in work decisions.
Cont’d 2…Catch the i-deal
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