Uganda’s banking sector has undergone several policy, legal and regulatory reforms
that have seen the adoption of classical management practices through the entire
sector (Bategeka and Okumu, 2010, p.10). My major context in which there is tangible
manifestation of the classical approach to management is the selection, training and
compensation process in the Ugandan banking industry as described by Frederick
Taylor.
There is concentrated tendency to maintain high performing staff majorly through
attractive remuneration and continuous trainings which equips and beefs up the
productivity and performance of the employee both on personal and organizational
level. This on the other hand has seen several detached and low performing employees
laid off due to management’s desire to retain only high performers.
The classical paradigm focuses on an individual’s performance and contribution to the
accomplishment of the assigned tasks. This is described by Fredrick Taylor as the
“differential piece rate. “This made it easy for well-trained workers to see the results of
their discipline translated into their paychecks. In this concept, managers were mainly
tasked with designing the job, training of workers and supervision.
This approach in management is to a high extent appropriate as it stimulates and
encourages dynamic growth of the organization and its employees on a personal level.
Employees who would bring negative vibrations/ attitudes within the work organization
are discouraged as this system aims at allocation of employees in roles that they have
strengths.
References
Bategeka L,Okumu LJ (2010) Banking Sector Liberalization in Uganda. Economic
Policy Research Centre, Uganda
