Enablers and inhibitors of high performance of semi- skilled employees

Abstract

It has been shown that high performance employees make a significant and positive contribution towards companies becoming high performance organisations as well as towards their future sustainability. However, while the literature shows that there is a plethora of factors perceived to drive employee performance, the studies reviewed offered very little clarity on the extent to which these enabling or inhibiting factors influence the performance of semi-skilled employees. The primary objective of this research study was to empirically determine the factors that semi-skilled employees, perceive to enable and inhibit their performance and secondly to compare these findings with the views held by the managers of these semi-skilled employees. Data was collected from participants using the nominal group technique, from 6 focus group discussions, comprising of 38 semi-skilled employees and 16 managers of semi-skilled employees, in a single organisation but across two business units, which are situated in different geographies. The primary results of the study identified the enablers of semi-skilled employee performance to be that of fair pay followed by recognition & appreciation, teamwork, training & development and good leadership. The inhibitors of semi-skilled employee performance were identified to be inequality & unfairness followed by working under pressure, low pay, poor leadership and lack of communication. There were some clear differences of opinion between the semi-skilled employees and their managers which have important ramifications. The study produces a force field model that managers can use as a guideline, towards improving semi-skilled employee performance. This study offers clear insights into the factors impacting on semi-skilled employee performance, which are poorly represented in existing literature.