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An alarming 38.10% of the respondents reported that their employees from all levels are not involved in the design of the idea generation system. A further 28.57% of the respondents were unsure; therefore two thirds (66.67%) of their organisation's employees are excluded in the basic design of what could be a possible cost saving or a possible labour turnover decrease. Only a third (33.33%) of the respondents is sure that their employees are involved and contribute positively to possible cost saving or attaining of their competitive advantage.
Suggestion system
Initiative and Idea Generating Programs
Communication methods used to generate &
promote ideas
Pre-employment briefing
Induction Union Meetings
Notice Boards Staff Meetings
Briefing Sessions
Suggestion boxes
Rewards
Admin process
Implementation of useable ideas and suggestions from employees
Explanation of
suggestion programs and incentives
Feedback to all stakeholders
Awareness and Publicity Program
FIGURE 1: FLOW CHART FOR HRM AND MANAGERS TO USE IN THEIR SUGGESTION SYSTEMS (Source: Developed by the authors)
Awards
Managers have to ensure that their employees are aware that there is an award system for accepted suggestions. Only 38.09% of the respondents agreed that they make it worthwhile for their employees to share their new ideas with the manager. It can be deduced that managers will have to adapt an attitude that they are not the “mister know all” in the world and if they are prepared to reward their employees they might just get more usable ideas.
Do employees know what to do to get the award?
Only 4.76% of the respondents reported that they know exactly what to do to get any award for their suggestions. The fact that 19.05% of the respondents agree that their suggestion evaluators haven't received proper training for the programme and evaluation techniques, proves a serious
SUGGESTION SYSTEM AS AN HRM TOOL TO BE SUCCESSFUL IN ORGANISATIONS: SOME EMPIRICAL EVIDENCE IN NEW ZEALAND 562