BSI Luxembourg ASBL
Château de Wiltz
Founder of CECOS Consultancy Firm in Burundi and SALMON Consultancy Firm in Geneva.
Supervisor: Maurice Thévenet
Study on the impact of team management practices on skills development and the performance of employees in Burundian public organisations.
As part of the doctorate program in Business Administration at the Business Science Institute Luxemburg (BSI) and the University Jean Moulin-Lyon 3, a study was carried out on the impact of team management practices on skills development and the performance of employees in Burundian public organizations, trying to answer the question of how Burundian managers think of developing competent and efficient teams. The results of the quantitative analyzis of the survey data of thirty-seven (37) team managers, have shown that, on the one hand, management practices and their context influence the development of skills and team effectiveness.
On the other hand, skills development practices have a direct impact on team effectiveness. Firstly, the vast majority of managers practice a "less structured" management approach (lack of training, recruitment and career plans, little emphasis on listening, fewer than 5 people). For managers who are in organizations with no training plans, the effectiveness of their teams has not changed or deteriorated; the majority of managers are not satisfied with the local supply of skills and training programs; they also argue that there are essentially political and hierarchical pressures whose impact is very negative. Secondly, managers who are subject to strong political pressure explain the insufficient impact of recruitments and training due to "poorly defined criteria", the "Non-respect of selection criteria". Managers whose skill needs have not been solved are neither satisfied nor dissatisfied with the effectiveness of their teams; they have no plan for recruitment and training, they have experienced conflicts or disputes related to ethnic, political, or other influences.
Thirdly, managers who report team effectiveness against the level of achievement of objectives, meeting mission requirements, the cost of completing the task, adherence to allocated budgets, and the established organization, consult their collaborators very often, generally have management tools; evaluation results influence training and recruitment plans; have never experienced conflicts or disputes; have experienced employee departures due to lack of fairness. Managers whose team effectiveness has not changed and is distributed in a heterogeneous way, have no training plans; have not been involved in the definition of job descriptions, the training acquired has not been evaluated, the evaluation results never influence the review of job descriptions; they have been recruited and promoted on the basis of political, ethnic and relational criteria; skills needs have not been solved by recruitment and training.
Keywords: Team management, Human Resource Management, Skill development, Recruitment, Training, Competency evaluation, Efficiency.