Virtudes del florecimiento como razonador práctico independiente

Municipal officials need to be held accountable when spending money allocated for budget expenses such as salary and overtime remuneration. The existence of control measures within the Salary and Human Resources Departments gives an indication of whether preventative expenditure processes have been introduced.

Respondents indicated by means of question 1 - with 52,56% - that ample measures were in place to verify employee’s attendance. A further suggestion has been made by a respondent to request regular feedback from supervisors concerning employee attendance patterns. The indicated percentage of respondents confirmed the existence of processes, as well as the ignorance to adhere to it by the guidelines laid down.

Confirmation has been received from the respondents in question 2 whereby 50%

confirmed that proper control was exercised by supervisors in management of the manual attendance register. The other 50% disagreed with the management of the manual attendance register. It became apparent that respondents found it difficult to give a clear indication on the conduct of their respective supervisors in critically analysing their management style. This can also be an indication of the absence of any strategy in the management of subordinates. Previous responses confirmed the conduct of supervisors on the contrary, namely – that during the responses of the driving forces theme under question 9, the respondents revealed the following:

Supervisors were viewed as an important role player in the management of the manual attendance register; clarity did not exist where supervisors were compelled to manage the movement of employees during working hours; the accountability of supervisors was not clear or not fully understood by the incumbents. The responses revealed the following while examining the Human capital theme revealed in question 1: - that employee attendance monitoring was a priority and that supervisors needed to lead-by-example; absenteeism was not well managed by supervisors; employees were receiving pay for poor services rendered; employees were stealing from the taxpayers. The following revelations were made as responses to question 2 whereby supervisors should set an example and not arrive late at work and leave early. Further responses indicated the misuse of authority as a concern.

In the responses received on question 6 of the same theme, respondents confirmed - with 79,49% - that the manual attendance register could not exist without the intervention of the relevant supervisor; the overspending of the salary and overtime budget showed another viewpoint on the responses received. Furthermore, confirmation had been received to the effect that employees were not disciplined for absence without leave; or leaving the premises without permission or the absence of instituting penalties for deductions which should be made regarding absence without leave.

Question 3 revealed a firm approach towards employees with incomplete attendance registers - 53,85% of the respondents requested that the employee in question needed to be addressed in public meetings. The aggressive stance of respondents reflected on improper management of employee conduct while addressing

related to generalised approaches when employees needed to be addressed for not completing the attendance register on time.

Respondents confirmed in question 4 about the accuracy of the biometric time and attendance system, as well as the prevention of human error. Human interaction is an important factor while managing subordinates. The majority of the respondents confirmed the existence of discussions on the biometric time and attendance system during its pilot stage. Although some respondents welcomed the immediate implementation of the biometric time and attendance system, supervisors acted as the extension of management’s vision and mission by applying check and control measures on biometric time and attendance reports and sustainable administration depended on the degree of supervisory action applied with regard to subordinate conduct. Furthermore, respondents confirmed that the precise indication of time by means of the biometric time and attendance system addressed accountability. The exact indication of reporting times provided clear guidelines and supervisors were required to comply in a responsible manner.

Respondents confirmed in question 5 that 43,59% were exposed to discussions of supervisors pertaining to the biometric time and attendance system and its impact on Stellenbosch Municipality. The low percentage of exposure points to a gap in communication between supervisors and subordinates because the project was started in the Ecclesia building and later expanded to the Main building. Employees who were entering or leaving these buildings during the morning or afternoon reporting were exposed to the clocking actions of fellow colleagues. In the event that they were not included in discussions on the use of the biometric time and attendance system indeed reflected on poor supervision.

Respondents indicated - with 52,56% - in question 6 that absenteeism matters were discussed in their presence during the past year. In two instances, punitive measures such as a verbal and a written warning were instituted to address the misconduct of employees while absent without supervisor approval.

Respondents confirmed - with 78,21% - in question 7 that their accountability would

indication was provided to strengthen their view on the importance of a people management system that could work in the interest of all employees.

Respondents indicated in question 8 that 69,23% became aware of complaints against the biometric time and attendance system. The complaints raised were from union representatives and expressed in a generalised manner – these included employees that felt threatened and under scrutiny; individuals that did not wish to comply; no training was a reason mentioned in defence for not using the system;

claims that there was no consultation and communication on the new biometric time and attendance system were raised and biometrics to the employees.

A confirmation of 93,59% in question 10 indicated that respondents would take responsibility of the time and attendance system if it was approved as the official attendance register. The question revealed that employees were looking for guidance from the employer regarding the implementation of the biometric time and attendance system.

Respondents indicated in question 11 - with 61,54% - that they were aware of the employers’ responsibility pertaining to the monitoring of employee attendance. They declared that the completion of an attendance register was part of their responsibility although it was not captured in their job descriptions. Communication plays an enormous role in the management of any organisation. The respondents indicated that the responsibilities of the employer were not always understood by the employees, because:

 All were not informed about the role of the employer;

 Employees were not aware of the administrative disorder surrounding the management of the manual attendance register as a result of no corrective measures being imposed;

 The responsibilities of the employer must be shared with all employees in order to reach a common understanding.