MINISTRY OF SOCIAL DEVELOPMENT
THE RETENTION AND MOTIVATION STRATEGY (Final)
FEBRUARY 2015
This Retention & Motivation Strategy was made possible with support from the American people delivered
through USAID. The contents are the responsibility of HRAA project and do not necessarily reflect the opinion of
USAID or the US Government.
ii
Funding for this Retention & Motivation Strategy was provided by the US Agency for International Development under the grant assistance agreement between the United States of America and the East, Central and Southern
Africa Health Community (ECSA-HC), award number 690-0020.
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Table of Contents Funding clause…………………………………………………………………………………………………………………..…ii
Table of Contents………………………………………………………………………………………………………….……..iii
Acronyms and Word List……………………………………………………………………………………………………….iv
Foreword……………………………………………………………………………………………………………………………….v
1.0 Introduction........................................................................................................................... 1
2.0 Existing Situation ................................................................................................................... 2
2.1 The Pattern of Responses ........................................................................................... 3
2.2.1 Working Conditions ............................................................................................. 3
2.2.2 Management and Leadership Style ..................................................................... 3
2.3 Weighted Issues on Research Responses ................................................................... 4
2.3.1 Weighted Priorities by Geographic Area ........................................................................... 4
2.4. Establishing of Gaps ............................................................................................................. 4
3.0 Strategy Development ......................................................................................................... 5
3.1 Framework ............................................................................................................................ 5
3.2 Overall Goal of the Retention & motivation Strategy ........................................................... 6
3.2.2 Broad Activities ................................................................................................................. 7
3.2.3 Role of line management in motivation and retention ..................................................... 9
3.3 Important Quick Wins ................................................................................................. 9
3.4 Performance Indicators ............................................................................................. 10
3.5 Implementation framework for the strategy ............................................................ 10
4.0 The Implementation Framework ...................................................................................... 11
Acronyms’ and Word Lists
ASW Auxiliary Social Workers
ABO Accounting and Bursaries Officer
EIF Enhanced Integrated Framework
FM Financial Management
GDP Gross Domestic Product
HR Human Resources
HRAA Human Resources Alliance for Africa
MDG Millennium Development Goal
MOSD Ministry of Social Development
MOP Ministry of Public Services
MOU Memorandum of Understanding
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v
Foreword It is incumbent upon the current generation to make life better for the next generation. In
the words of former American President Quincy Adams, “leaders inspire others to dream
more, learn more, do more, and become more."
It is my sincere hope that in spearheading the Retention & Motivation Strategy, our
leadership team will be remembered as the team which dared the entire Ministry of Social
Development to dream more and become more. The development of this Retention &
Motivation Strategy for Ministry of Social Development was very strategic in nature and
futuristic in thinking. Mostly Retention and Motivational strategies are done as a reactive
measure, done with a view to curb employee migration and/or brain drain. This one is
unique in that it is proactive in nature.
This strategy is aimed to motivate all employees of the Ministry of Social Development who
are at the heart of service delivery in the Ministry. At the heart of the strategy are some
quick wins and non-financial incentives which when coupled with some capacity building,
will move our Ministry from good to great.
We are grateful to our strategic partners, Human Resources Alliance for Africa, who made
this strategy to be possible due to their technical and financial commitment; they funded
the Consultant’s fees and offered logistical support services.
Mrs.L.Chisepo
November 2014
Principal Secretary - Ministry of Social Development
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1.0 Introduction
This Retention and Motivation Strategy is aimed at ensuring that staff members at
Ministry of Social Development stay motivated and enhance their service delivery. It
is also aimed at helping leaders within the Ministry to understand issues which are
important to staff motivation and retention in the various workstations. The
document is inclusive for all staff members at the Ministry of Social Development.
The document is organized in a cohesive nature. It will present a summary of current
scenario, the gap analysis, Strategic Objectives and implementation based on the
Research done within the Ministry of Social Development. It will also focus on
strategic development, as well as the final conclusions. It also offers
recommendations and quick wins for the Ministry.
It is also hoped that this Retention and Motivation Strategy will be able to influence
Staff Motivation in other ministries. This is particularly due to the fact that the
strategy findings offer an incisive approach to what was covered in the research.
These findings zeroed in on Working Conditions, Psychological Contracts, Personal
Development, Leadership and Management. It also focused on the pattern of
responses based on gender disposition, as well as geographical considerations and
weighted priorities.
The methodology included issuing questionnaires to staff members of Ministry of
Social Development, with a view to establishing what would keep them motivated.
The framework for analysis is based mainly on the Abraham Maslow Model and the
Herzberg model. The research had one limitation, the quality of responses by some
low level employees. The quality of their responses can have a bearing on the final
outcomes.
Ninety four employees of the Ministry of Social Development were interviewed
throughout the ten districts of Lesotho.
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2.0 Existing Situation
This section presents a summary of the prevailing situation at the Ministry of Social
Development and the extent to which there is job satisfaction arising from implementation
of current Working Conditions, Leadership and Management Practices, Personal
Development Issues, Job Design, and other Non Financial Incentives. According to (Weiss:
2002) Job satisfaction can be defined as the level of contentment someone feels regarding
their work. It is a result of the interplay between an employee’s positive and negative
feelings towards their work.
The study sought to establish the extent to which there is job satisfaction in the Ministry.
The submissions were aimed at informing what enhances job satisfaction in MOSD.
The discussions were guided by the Maslow and Herzberg models .Maslow’s theory focuses
on the pyramid of hierarchy of needs, while Herzberg’s two factor theory focuses on
satisfiers and dissatisfiers.
The major findings were based on the foundation of major issues, whose definitions and
scope are outlined below:
Working Conditions; in this context, refers to the level of safety at workplace,
quality of office accommodation, operational procedures, remuneration packages,
perception on office conditions and, operational resources such as the availability of
computers.
Leadership and Management, focused on components such as supervision,
feedback, availability of information, awareness to public service act, leaders
capacity to provide access to computers and internet as well as career progression
opportunities for staff members.
Personal Development is focused on personal opportunities of growth afforded to
employees by the Ministry of Social Development. In a simple set up, personal development
will look at what the Ministry offers its staff members as opportunities for personal growth.
Psychological Contract focused on the unwritten expectations of the employees,
awareness to expectations, the availability of school facilities for their children,
provision of entertainment centres, and deployment to rural centres. It is important
to note that even employers may have psychological contracts, implying that they
can expect certain behaviours from their employees. This usually comes in the form
of basic etiquette and related factors.
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2.1 The Pattern of Responses
The outcomes of the research can be grouped into two major areas, these being by
geographical location and weighted issues. This pattern showed clearly throughout the
research.
Geographical location is in two major groups, the urban and rural. The urban includes
Maseru, Mafeteng, Mohaleshoek, Leribe, Teyateyaneng and Botha Bothe. The rural consists
of Thaba Tseka, Mokhotlong, Quthing and Qachas Nek.
Overally this study has established a job satisfaction rate of 52% among district personnel.
On this basis it is evident that there are more people dissatisfied with leadership and
management than other factors.
2.2.1 Working Conditions
Working conditions are part of the maintenance factors and are therefore very important
towards the retention of staff members, particularly the social workers who form the
fulcrum of the MOSD. When the working conditions are conducive, Herzberg submits that
they are in the elementary form of staying in the Ministry .It is therefore important to have
the working conditions improved in order for retention to be a reality and be a sustainable
feature of the Ministry in the long run.
The issue of working conditions on the part of MOSD employees produced a series of
responses, out of 752 responses, 405 were in the affirmative, while 347 were objecting to
the availability and existence of conducive working conditions. This translates to 54%
affirmative and 46% dissatisfaction levels.
Most people are dissatisfied with the remuneration package; however this is outside the
ministry’s control. Major dissatisfiers include safety at the workplace and non
implementation of staff rotation policy. It is important that the Ministry moves quickly to
address the outstanding issues.
2.2.2 Management and Leadership Style 1Management is the art of doing work through others and leadership is the ability to
influence the strategic direction of an organization. Management focuses on operational
efficiency and leadership focuses on human resources effectiveness. The effectiveness of
managers and leaders to a large extent depends on their leadership style. Leadership and
management are crucial to the success of staff retention at MOSD. How the management
team responds to employee management related issues has a bearing on the staff morale
and motivation.
1 R F Stoner-Principles of Management.
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2.3 Weighted Issues on Research Responses
These are issues which showed up as key priority areas for the various workstations
throughout the country.The major or weighted issues were put as part of the questionnaire
and as they came back as feedback,they were ranked in order of importance based on a
scale of 1 to 7. With one being the highest and seven being the lowest in priority. These
weighted issues were therefore further summarised into two major areas, these being
Urban and Rural .This then created the basis of what is a major priority in the Urban and a
major priority in the Rural.
2.3.1 Weighted Priorities by Geographic Area
The rural geographical area represents districts which are in the mountain areas of Lesotho,
Thaba Tseka, Quthing, Mokhotlong and Qachas Nek.
The urban represents the towns which are not in the mountains.These are
Berea(Teyateyaneng), Botha Bothe, Leribe,Maseru ,Mafeteng and Mohaleshoek.
Based on the feedback from both the rural and urban ,the key priorities in both
geographical locations could be ascertained.The top three priorities for the rural are good
remuneration package, effective communication, effective leadership and staff recognition
for good performances.These could also be checked against the top three priorities of staff
in the urban which are availability of resources ,capacity building and staff recognition for
good performance.
2.4. Establishing of Gaps
The outcomes of the research can now assist MOSD with the strategies they should put in
place. Emerging issues, ranked according to the highest number of responses were as follows:
1) Need for office resources such as computers, office furniture and space,
2) Good remuneration package,
3) Staff recognition for good performance,
4) Capacity building through courses and other initiatives,
5) Effective Communication and leadership,
6) Career and academic development opportunities, and
7) Medical assistance.
Based on the above priority ratings, the top three are the most important components and
are bound to have the greatest impact on retention and motivation. It has to be reiterated
that good remuneration is outside the control of the Ministry. The Ministry can work out
means to ensure that adequate facilities are provided, and staff development and
communication are improved alongside leadership.
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The priorities have been clearly articulated, it is therefore important that the Ministry is able
to recognise the order of importance and apply urgency so as to fulfil the expectations of
the staff members. There is an urgent need for office space to be made available both in the
rural and urban areas
3.0 Strategy Development
3.1 Framework
The strategy is developed on the basis of the framework of the works of Abraham Maslow
and Alfred Herzberg. Herzberg (1978), in his two factor theory stated that there are
maintainance factors (basic essentials) which need to be in place as a prelude to motivation.
These include good working conditions and environment, a market related remuneration ,
availability of working tools such as computers and office space. He further cited factors
such as self esteem, promotion, recognition and job satisfaction, as satisfiers or motivational
factors.
Dr. Abraham Maslow’s pyramid of needs theory states that staff motivation can be grouped
in five broad categories and these are Physiological, Security, Social, Esteem and
Actualisation Needs.The theory further assumes that motivation is a logical process which
flows through the categories.
Herzberg’s maintenance factors are closely related to Maslow’s first two layers of the
pyramid of needs, these being Physiological Needs and Security Needs. The satisfiers are
closely related to the top three layers of Maslow’s hierarchy of needs. Social Needs, Self
Esteem and Self Actualization compare favourably with Herzberg’s satisfiers such as
Promotion, Growth, Achievement and Recognition.
In relation to the outcomes of the study there is a correlation between what has been found
to be maintainance and motivation factors in Working Conditions, Leadership and
Management Practices in the Ministry, since it is the leadership which enables staff
members to function properly through the creation of an enabling environment.
It is therefore important for management to recognise the importance of how different
employee levels are motivated. The availability of maintainance factors is crucial for the
lower level employees such as drivers and office and clerical assistants. They feel motivated
by a good salary, job security and availability of operational resources, such as computers
and related equipment. Middle level or professional employees are motivated by belonging
and social affiliations, over and above the basic working conditions.They will appreciate
delegation of work by their superiors and some devolution. The top level managers are no
longer motivated by security and other lower level needs,they thrive on power and
influence. They are more interested in building a legacy of great leadership and project
accomplishment. Factors such as a sense of superiority, self actualisation, valuable team
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leader and others are crucial in motivating them. The Ministry should therefore ensure that
these staff members are motivated at the appropriate level. This will make the motivation
proposal relevant and effective thereby enabling it to succeed.The successful
implementation of the strategy will enable the Ministry to be an employer of choice,whose
staff members are highly motivated and excited with their work. These motivated
employees will feel attracted to MOSD and be retained in the Ministry for a long time.
Therefore it is important for the leadership at the Ministry to deal with maintainance factors
such as availing of office furniture and computers while at the same dealing with high level
motivation issues such as staff recognition. However all issues which made it into the top
seven are key to motivation and retention for all staff at the Ministry. They will have to be
dealt with as soon as is practical. It is also prudent for the Ministry to deal with the issues as
prioritised by the regions. The absence of a satifier means there is no motivation but does
not translate to a dissatisfaction. The absence of a dissatisifier can lead to the
demoralisation of staff, this is why it is important for dissatisfiers or maintainance factors to
be dealt with in the Ministry. The most pronounced dissatisfier currently affecting the
Ministry of Social Development is lack of office space.
3.2 Overall Goal of the Retention & Motivation Strategy
According to the strategic plan of the Ministry of Social Development, the Ministry seeks
‘’To ensure we have a workforce who feel: valued and supported to undertake their roles
effectively, rewarded appropriately and enabled to develop their careers.’’ (MOSD Strategic
Plan: 2014)
The idea is not only to retain the staff members but it is to retain motivated staff members
who are willing to give their best to the ministry in the form of excellent service delivery.
The overall goal of the Retention and Motivation strategy is to retain 97% of the staff
members at MOSD for the period (2015 to 2018)
3.2.1 Outcome Objectives
The retention and motivation strategy envisages the following outcome objectives to
be fulfilled in order for staff members to consider the Ministry as the employer of
choice.
Objective #1
To improve the working environment and working conditions of 2MOSD workers, in
order to improve job satisfaction and staff morale
Objective #2
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To encourage the implementation of a performance management system, in order
to improve staff motivation and satisfaction
Objective #3
To enhance high leadership standards, focusing on interpersonal effectiveness of all
managers and supervisors
Objective #4
To increase access for MOSD employees to personal development opportunities,
including skill building and in-service training
Objective #5
To improve sources of support towards realization of the goals of the motivation and
retention strategy
3.2.2 Broad Activities
The objectives are expanded below to show the specific actions which will lead to goal attainment and staff motivation. Objective #1 To improve the working environment and working conditions of MOSD workers, in order to improve job satisfaction and staff morale In order for the above strategic objective to be fulfilled the following interventions need to
be in place.
Office accommodation needs to be secured for all departments of the Ministry,
particularly in the districts.
Office furniture need to be procured in line with MOSD budgets
Telecommunications and information technology issues need to be in place.
Staff to be familiarized with flexi-time concepts.
Wellness programs need to be introduced
Recruit competent people for all positions in conjunction with Ministry of Public
Service
Job rotation within the Ministry of Social Development
Offer merit awards for outstanding performances
Create a clear cut career path for the social and other cadres
Objective #2
To encourage the implementation of a performance management system in order to
improve staff motivation and satisfaction
The following interventions need to be in place in order for a performance management
system to work properly.
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Encourage the utilization of a results based performance management system which
has role, performance and reward clarity.
Put in place controls for the performance management system including monitoring
and evaluation.
Facilitate performance reviews on a timely basis.
Objective #3 To enhance high leadership standards focusing on interpersonal effectiveness of all managers and supervisors The success of the Retention and Motivation Strategy hinges on the effectiveness of the
leaders within MOSD. The following interventions will be important towards its being
attained.
Identify training needs for managers on interpersonal interaction and mentoring.
Organize in-service trainings and workshops on leadership and management skills.
Send managers for long and short term trainings.
Hold change management and attitude adjustment seminars
Encourage Managers, supervisors and team leaders to practice effective delegation
Objective #4 To increase access for MOSD employees to personal development opportunities, including skill building and in-service training The issue of development opportunities is very important in that it builds capacity in staff and also motivates them as they feel valued. The following interventions will bring success to same.
Develop customized competency based programs for staff members
Encourage staff participation in fields of specialization –such as gerontology and others.
Promote a culture of personal development at the work place by encouraging peer learning groups.
Encourage staff to utilize internet for education purposes
Identify and train certain staff as peer educators.
Introduce facility and district unit trainings
Introduce CPD programs for social and other workers.
Do a training needs analysis for all professional workers and other workers
Develop a training plan
Approach strategic partners for funding
Objective #5 To improve sources of support towards realisation of the goals of the Retention and Motivation strategy
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The following interventions will enable the Ministry to source strategic funding:
Identify non financial incentives for possible cooperation with other stakeholders
Identify potential technical partners
Submit a proposal to selected technical partners
Sign a memorandum of understanding with technical partners
Commit funds to the incentive packages
3.2.3 Role of line management in motivation and retention
It is important that this strategy is viewed in line with the changing role of managers in the
modern organizations. Managers, particularly line managers are crucial in driving motivation
in the MOSD.
The managers are key to staff motivation. Their interactions with team members may
positively or negatively impact on motivation. . They are with the team members on a daily
basis. The team leaders should move away from expecting the Human Resources
Department to be the one to deal with all staff motivation issues.
All the team leaders and managers should make it their responsibility to ensure that their
teams are motivated. Motivation is therefore the responsibility of all line managers and
leaders across the Ministry and not that of the Human Resources Department.
3.3 Important Quick Wins
There are certain things which do not need to await the approval of a budget, a donor or
some other external authority. These can become a part of how staff is motivated at MOSD
with immediate effect.
1. The most important role of a leader is to offer coaching and mentoring to their
subordinates. It is important for every leader to coach the person next in line so that
they also feel that they are an important member of the team.
2. Emotional deposits arise as and when team members appreciate each other. People
need to acknowledge each other and complement one another at the work place on
a daily basis; this creates a pleasant atmosphere which will keep staff motivated.
3. Effective delegation by all line managers, supervisors and team leaders.
4. The rules and regulations governing employees are there at the office, it is
important that quick meetings are called to share the contents of such policy
documents. A star or hero status should be conferred on those who know the
regulations by heart. A sector knowledge activity seminar should be available.
5. Personal wellness is very important, people do not have to wait for the gym to start
losing weight, they can start running at homes to lose weight, and alternatively they
can start aerobics classes.
6. Job modification is another quick win; the team will not need approval from Ministry
of Public Service.
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7. The creation of an internal newsletter can be done using internal resources which
are already there but the impact will be massive.
8. Experience sharing between different district, quick exchange of notes, and the use
of such media as WhatsApp to relay important communication.
3.4 Performance Indicators
All the above objectives will be monitored using a set of performance indicators as shown
below.
3.4.1 Rate of vacant posts The number of unoccupied positions will give clarity on staff mobility outwards for all cadres. Vacancy rate is the extent to which the MOSD has unfilled positions. 3.4.2 Turnover rates This represents staff leaving over a period of time usually a year; it is the percentage of professional employees’ workers who have left the service over a certain period of time. 3.4.3 Annual rate of retention This considers the number of staff whom MOSD started the year with and those whom MOSD ended it with. Annual rate of retention of employees, particularly the professionals such as Social Workers, HR Practitioners, IT experts and others, helps us establish how comfortable staff is with our organisation. 3.4.4 The individual performance rating Staff members who perform above average in performance appraisal 3.4.5 Reason for leaving It is recommended that exit interviews are conducted, whereby reasons for leaving are
given and documented for periodic analysis. It will be important to have this information in
order to check the real cause of leaving so that MOSD managers are able to diagnose the
real reasons behind the exodus as and when it starts to happen.
3.5 Implementation framework for the strategy
This Retention and Motivation Strategy can be a success story, provided the following are in
place.
1. The implementation plan of the strategy is followed to the letter.
2. There is a buy in from all the internal and external stakeholders
3. Monitoring and evaluation becomes a part and parcel of this strategy
4. The availability of funding for some components
5. A positive attitude of all the staff members in the MOSD towards work and each
other.
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4.0 The Implementation Framework
RETENTION & MOTIVATION STRATEGY 3 YEAR IMPLEMENTATION FRAMEWORK
GOAL To improve staff motivation ,retention and performance levels to 97%
Objectives Activities Indicators Target /Timeframe
Responsibility
Objective #1 To improve the working environment and working conditions of MOSD workers, in order to improve job satisfaction and staff morale.
1. Secure/procure office accommodation for concerned agencies.
1.Signed Lease Agreements/Completed Buildings/MOUs
October 2015 Principal Secretary Legal Services Manager Procurement Manager.
2.Procure office furniture
2. Authorised Vote allocation /Status of funds Report.
July 2015 Principal Secretary Financial Controller
3. Implement flexi-time staff scheduling.
3. Report/Authorised flexitime vouchers.
June2015 Director HR
4. Telecommunications and information technology issues need to be in place.
4. No. of sites fully networked with computers/Asset Register Reports.
June 2015 Principal Secretary Director HR Legal Services Manager ICT Manager Financial Controller
5.Introduce wellness programs/Goodwill offs
5. Wellness Report/Absenteeism Report
April 2015 Director HR Manager HR
6. Introduce job rotation within MOSD.
6. Rotation Reports /Leadership Rotation Guidelines.
May 2015 Principal Secretary Director HR
7. Offer merit awards for
7. Merit awards Register/Merit
July 2015 Principal Secretary
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outstanding performers.
Awards Reports. Merit Awards Meetings.
Director HR Financial Controller
8. Create a functional organizational structure for the ministry.
Approved organizational structure.
May 2015 Principal Secretary Director HR.
Objective # 2. To encourage the implementation of a performance management system in order to improve staff motivation and satisfaction.
1. Utilise a results
based
performance
management
system which has
role, performance,
and reward
clarity.(Training in
Performance
Management
system for team
leaders)
1. No of people appraised under the system. (100%)/No. of people trained in PMS. 2.Quarterly turnover/Annual turnover Reports
June 2015 June 2015
Principal Secretary Director HR
2. Invite all
stakeholders on
board concerning
the importance of
such a sound
performance
management
system and how it
will offer
improved service
delivery.
3. No of stakeholder meetings /Frequency levels of Monthly sick leaves.
June 2015 Quarterly
Public Relations Officer Director HR Manager HR
3. Put in place
controls for the
performance
management
system including
4.Performance
Review Reports/HR
Scorecards
Quarterly ½ Yearly
Principal Secretary Monitoring
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monitoring and
evaluation.(Trainin
g in Monitoring &
Evaluation of HR)
Yearly
& Evaluation Specialists Human Resource Manager.
Objective # 3. To maintain high leadership standards focusing on interpersonal effectiveness of all Managers and supervisors.
1. Identify training
needs for
managers on
interpersonal
interaction and
mentoring.
1a.Training needs analysis report.
1b.Training requests approved.
March 2015
July 2015
Training Manager
2. Solicit funding
for such trainings.
2.Signed Memorandum of Understanding/Status of Funds Report
April 2015
June 2015
Financial Controller
3. Organize in-
service trainings
and workshops on
leadership
management
skills.
3. No of Training Reports from in-house workshops/Approved training requisitions.
August 2015 Training Manager HR Manager
4. Send managers
for long and short
term trainings.
4. Reports from
Trained
Delegates/End of
course evaluation
Reports/Certificates
of attendance or
awarded.
Quarterly Annually
Director HR
5. Hold change
management and
attitude
adjustment
5. No. of trained staff
members/Trainers
Report/Participants
feedback/Certificate
October 2015 Quarterly.
Director HR Training Manager
14
seminars
of attendance.
Objective # 4. To increase access for MOSD employees to personal development and multiskilling.
1.Develop
customized
competency based
programs for staff
members
1. No. of Competency based programs operational. /Coaching and Mentoring Progress Reports. Mentee Feedback Report/
Dec 2016 HR Manager
2. Encourage staff
participation in
fields of
specialization –
such as
gerontology and
others.
2. No of staff members engaged in specialist learning/Short-term/long training
December
2016(Quarterl
y)
Principal Secretary Director Elderly Services Director HR
3 Promote a
culture of personal
development at
the work place by
encouraging peer
learning groups.
3. No. of peer learning groups established/Study Groups/membership of a professional body attained /No. of quick wins generated in period.
November
2015
(Quarterly)
Principal Secretary Director HR
4. Encourage staff
members to use
internet as an
educational or
developmental
resource.
4.Number of staff on online learner ship/Improved quality of workmanship
November
2015
(Quarterly )
ICT Manager
5. Identify and
train certain staff
5.No. of peer
educators
trained/TOT
December 2015
Training Manager
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as peer educators.
programs ( Quarterly)
6. Introduce facility and district unit trainings.
6.Training Reports /Staff Feedback Reports
March 2016 Half Yearly
Training Manager
7. Develop and distribute training manuals and bulletins.
7. No. of manuals developed/No. of staff in receipt of Manuals/No. of manuals approved by management.
December 2016 Quarterly
Training Manager
Objective #5
To improve
sources of
support
towards
realization of
the goals of
the
motivation
and retention
strategy.
1.Select a list of
potential non-
financial
incentives to be
used
2.Identify a
potential technical
partner and
Submit a proposal
to them
3.Launch a
professional
Social& Allied
Workers
Association
1. List of non-financial incentives compiled. 2.Signed Memorandum of Agreement 3.Professional Social Workers association operational
Annually Quarterly Annually
Human Resource Officer HR Manager Public Relations Officer
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1. Brinckerhoff, P. (2000) The Art of Mission – Based Venture Development, Hoboken, NJ: Wiley. 2. Bolton, B. & Thompson, J. (2000) Entrepreneurship: Talents, Temperament, Techniques, Oxford: Butterworth – Heinemann 3. Covey, S. R. (2004). Seven habits of highly successful people. New York: Free Press 4. Staw, B.M (1991). Psychological Dimensions of Organizational Behaviour. New Jersey: Prentice Hall. 5. Kenneth T & R Waterhouse (2000). Intrinsic Motivation at Work—Building Energy and Commitment. San Francisco: Berrett-Koehler. 6. Harrison T, M& Beyer, Janice M. (1993). The Cultures of Work Organizations. New Jersey: Prentice Hall 7. Stoner, R. F (1999) a Textbook of Management: London: McGraw-Hill 8. Draft Strategic Plan for MOSD-For the period 2014-2017