In the first part of this article we dealt with the issue of the alleged victimization of staff through the premature and arbitrary termination of employment. It goes without saying that victimization of this nature has long term social and psychological effects on the ego of the individual who is ultimately left with a sense of failure and guilt. The organization can also lose out in the process because of the unjustified brain drain.

Our experience also suggests that the widespread allegation of victimisation in any organization has the effect of dampening the morale of the remaining staff. This in turn negatively affects the level of employee engagement in the company and often results a reduction in productivity. This phenomenon comes about because of the feeling that “today, it is so and so who has been unfairly treated but I am probably next in line”. This state of affairs is guaranteed to affect employees emotionally and psychologically.

It is also high time that organisations realise that institutions like churches, communities and even families which once provided an individual with a sense of identity, meaning and support have been eroded. The work place which happens to be the place where one spends most of his or her working life is now bearing the responsibility for an employee’s personal fulfilment. Such recognition requires that organisations must create a work environment which provides a link between the company and each individual employee and move away from the traditional notion that employees are a cost to be managed but rather an asset to be developed. The benefits of such a philosophical shift in management thinking will come in the form of increasing staff engagement which in return leads to productivity improvement.

This shift requires that all allegations of victimization in the organization should be taken seriously and must be investigated in accordance with the company’s industrial relations or ethical policy. Where there is evidence to confirm the evidence of victimization, this should be corrected immediately.

What should organisations do in order to manage acts and perceptions of victimization in the workplace? At the heart of the desired remedial action planning is the need for organisations to invest in “soft skills” training for staff in leadership positions. Such skills are now a must to leaders if organisationss are to realise the full potential in people through a reduction in turnover rates and providing a sense of security amongst employees. Organisations today are thriving because of transformational labour relations which are now focusing on co-operation between employees and management. Studies done to this effect have demonstrated that there is a positive correlation between Human resources Practices and a firm’s results.

Where conflict occurs it is important for leaders to learn to handle it directly and not use it as an excuse to victimize an employee. As leaders we need to understand that employees are very quick to recognize empty public relations gestures or attempts at manipulation. Nowadays there is a clarion call for organisations to brace up for diverse views, embrace trial and error and promote new thinking. Embracing this reality enables an organization to benefit from the results of diversity and employees emotional energy which ultimately makes the company more effective and competitive.

We also recommend that the leadership in organisations should promote a culture of compliance and avoid circumventing processes.When leadership action is perceived to be “dubious” this affects the level of alignment betweenthe individual and organisational goals. Any considered acts of disrespect to employees tend to dilute employee motivation and commitment. It is these small acts that contribute to or affect the bottom line.

What the human capital of today wants are those interventions that restore organisations to their required agility and keep them in good health. What is required is for the leadership to start learning to lead from a different perspective, so as to maintain employees’ involvement which will instill the needed discipline and dissuading employees from seeing disagreements as victimization.

Doing these soft issues well will create a shift in an organisation’s culture by significantly altering the way people experience their own power and identify the way they deal with the conflict.

Our view is that the soft skills approach is a new mandate for organisational leadership which forces Managers to understand the interdependence that exists between systems in an organization. This is precisely the reason why Physicians do not just treat symptoms; they look for vital signs before starting to treat. Vital signs in an organization can include the following: High labour turnover, absenteeism, employees not contributing in meetings, poor staff morale and staff playing the blame game. Continual treatment of employees as a thing or a cost leads them to lose their sense of alignment and teamwork.

One key performance indicator which we recommend should be regularly monitored by the Chief Executive Officer is the issue of exit interviews. If people are given a chance to explain reasons for their departure they will, more often than not, articulate issues fairly and objectively. Organisations can use the exit interview system to gauge the prevailing industrial relations climate including the prevalence of unfair labour practices.

In conclusion, creative abrasion is deadly for organisations and must not be encouraged. Organisational leadership must learn to appreciate that the differences amongst people are a learning opportunity. Where conflict occurs the leadership should not smooth it over but rather learn from those jurisdictions that make use of Ombudsmen to resolve conflict.

Organisations are encouraged to set up their own Ombudsmen systems since there are many benefits to be derived from replicating this model of conflict and impasse resolution. Leaders who internalize these new sets of principles will go a long way in changing the way people think, act and interact which in turn enhances organisational effectiveness and productivity.

Emmanuel Jinda is the Managing Consultant of PROSERVE Consulting Group, a leading supplier of Professional Human Resources and Management services locally, regionally and internationally. He can be contacted at This email address is being protected from spambots. You need JavaScript enabled to view it.tel: 263 773004143 or 263 4 772778