Cycle of mediocrity in developing countries, why does it exists and how to overcome it. 

*Many organizations continue to perform in unforeseen ways, despite their own plans and efforts that tout the virtues of aspiring to excellence. Why does mediocre performance persist? Why the cycle of mediocrity prevails in public sector organizations? ...we clearly need a better understanding of the barriers to performance improvement, and, in this regard, mediocre management is a plausible factor worth examining. Indeed, this literature shows that managerial mediocrity is both widespread especially in developing countries, and associated with decreased performance.

*In recent years, talking about many government failures, such as those concerning the war against terrorism, the Columbia space shuttle disaster, and environmental mismanagement (Fink, 2003; Parachini, 2003), managerial mediocrity has been named as a contributing or principal cause. Managerial mediocrity has been blamed in these instances for preventing organizations from making a timely evaluation of their vulnerabilities and implementing constructive, innovative, and effective responses, although it is a well-known dilemma that has its irritating consequences

There are many images of managerial mediocrity that include managers passing the

buck, dodging responsibility, and artfully avoiding blame by hiding behind rules,

policies, and perceived misunderstandings, these images also include managers exercising persistent misjudgment, such as those who implement the letter of the law but habitually misconstrue the big picture, thus causing problems and missed opportunities for the organization. In other instances, mediocre managers are seen as people-pleasers and compromisers with little task-orientation and few extraordinary accomplishments. Ashworth, ( 2001).

they seldom take initiative, and they often drive outstanding employees away through

their lack of support or understanding of outstanding performance. Finally, and curiously paradoxical given the above images, mediocre managers are often also seen as performing just well enough to be kept around, and occasionally even well enough to be promoted; they are exceedingly good at keeping their jobs, too. Cohen and Eimicke,(1995).

*. Features among mediocre organizations;

·                     Business development executives aren't aware of the organization's mission.

·                  The success of the rival is more alarming than the loss of consumers, while             workers of the front office rely more on the external appearance more than on competence. 

·                     There is an immense turnover of high/good performers. 

·                     Making workers log in for a whole Day with long working hours doing pointless work and that is when high performers leave the company. At the same time, high-performers are not allowed to Determine & have no power at all; inevitably they will collapse into mediocrity ,in addition some companies are forcefully turning successful performers into poor ones by not motivating them, and these managers ultimately don’t have essential skills and lack improvements. The tactic is aiming to retain workers as organizations are making them unusable elsewhere. Raju,( 2011).

 

*. Cycle of mediocrity, how it occurs:

A vicious employment cycle is the ‘Cycle of Mediocrity’ (Figure1). It’s most likely to be found in large, bureaucratic organizations, often typified by state monopolies, industrial cartels or regulated oligopolies where there is little incentive to improve performance and where fear of entrenched unions may discourage management from adopting more innovative labor prac­tices. Lovelock & Wirtz,( 2011).

Source: Christopher Lovelock,“Managing Services: The Human Factor” in Understanding Service Management, ed. W.J. Glynn and J.G. Barnes (Chichester, UK John Wiley, 1995),page  228.

 

In such settings, service delivery requirements tend to be laid out in rigid rules which are geared towards uniform service, operational efficiencies, and the prevention of both employee deceit and consumer preferences. Job duties tend to be loosely and unimaginatively defined, tightly classified by rank and scope of duties, and further stiffened by union labor laws. Salary raises and promotions are focused primarily on longevity. Achieving success at work is often calculated by a lack of errors rather than high efficiency or excellent customer service. Education focuses on understanding the rules and technological aspects of the job, not on enhancing human experiences with clients and colleagues. Heidrich and Réthi ,(2012).

Worth noticing that when there is a substantial lack of competition in some markets, which ensures that businesses do not suffer badly from consumer turnover. This primarily refers to state-provided services such as education & infrastructure such as electric, gas, rail, and telecommunications. Whether deregulated or not, If consumers are disappointed, they do not have a rival to turn to. They can also conclude other players on the market to the list which are not really distinguished by their service levels, In other words, each supplier is as bad as the rest. The result is inertia. Robos,(2008).

 

 

In the system of the government to be governed by men over men, the great obstacle lies in this: first, you must allow the government to regulate the government, for the next position obliges it to regulate itself.— Madison,( 1788).

To have a solid, efficient organization means having systems and processes structured to fulfill its core tasks. This ensures that powerful personalities, pet projects, and professional interests (and jealousy) are unable to distract people from their core tasks. Emphasis, attention, and money must be geared towards these core tasks, not towards self-improvement or self-improvement of colleagues. ( furnham,2008).

 

*. Mediocrity in the developing countries" Darker views of public sector leadership;

 

Government agencies tend to be vulnerable towards top-down, autocratic, and have a sense of didactic leadership. Management's emphasis on performance, productivity, and adherence to logical control systems is reflected in micromanagement and lack of learning-oriented leadership, the creation of negative behaviors punishes errors and leaves little space for learning, creativity, and growth. Public sector leadership studies frequently concentrate on job success or values like accountability rather than longer-term staff growth, where a climate of mediocrity prevailing in many public organizations representing weak leadership. – (Franken and Plimmer,2019)

 

  And for the organization progressing where mediocrity exists, real cultural advancement is impossible because it requires provisions that are dissonant with obligations to egalitarianism. Genuine cultural innovators have no chances. (Chouia Mouhcine,2020).

 

The process of administrative reform in Arab countries has not achieved its objectives for many reasons, the crucial ones are: Focusing on building official structures and systems, technical and procedural aspects, and neglecting behavioral and environmental aspects(Culture), lack of adoption & participation as patterns in the process of development and administrative change and the deficiencies of the societal strategy for political development.( Ellhamli,2013).

 

 

*.1Choosing the right employee for the right place:

As for the organization, we can't put aside the Human Resources role as a crucial partner in choosing qualified employees with analyzing job methods, personal planning for available vacancies also with using selection tools by interviews and tests, deciding which one to make an offer, reaching to orient, train and develop employees besides enhancing their skills for more productivity then appraising and rewarding them to keep their motivation. (Dessler, 2015).

 

 

*.2.Engaging employees into organizational objectives with followed   techniques:

1. Goal setting;

 Is an effective method to attract employee motivation.There are two essential objectives for organizations to direct the actions of individuals and to inspire them to perform at higher levels of performance (Richards, 1978) . Notice that the specific objectives are more successful than the general objectives, as the difficult objectives lead to greater success than the easy objectives, as long as the objectives are agreed upon (Erez et al, 1985) that regular, appropriate feedback is necessary for the goal-setting of effectiveness (Latham and Yukl, 1975), successful strategies with the above features are likely to encourage a higher level of working style behaviors. They help create dedication, both to the goals and to the company, which results in people doing more than they need to do. (Morrisey, 1977).

 

2. Performance feedback;

Is a method of knowledge sharing and dispute resolution between employee and executive While the superintendent gives his / her feedback and requirements, the employee can give his / her feedback on his / her requirements, each employee has a role to play in the organization. These functions are clarified in the form of Job Descriptions formally. The duties and tasks of employees should be assigned uniformly by the superintendent, which is described as a congruity of duties.(Chandrasekar, 2011).

 

3. Defined Processes;

It is the duty of the company to clarify the workflow through documentation and communication. The company should define resources that inspire its workers and set up formal and informal systems to reward employees who act in the manner necessary. Rewards can consist of a combination of internal rewards, such as difficult assignments, and external rewards, such as higher pay and peer recognition.

(Chandrasekar, 2011).

 

4. Supervisor support;

as workers obligate to complete their jobs. The interpersonal function of supervisors is important to promote positive relationships and increase employee self-confidence.

(Chandrasekar, 2011).Professional and valued people are available to workers to help them work better in their current position and to help them further develop a potential role that can be described as mentoring / coaching. (Massoudi & Hamdi,2017)

 

 

Conclusion:

Mediocrity as a lifecycle needs to be more revised as a fairly new area of study by taking into consideration every aspect that leads to the diffusion of this phenomenon especially in the developing countries which have many negative consequences.

                                                                                      

This research provides much awareness about this dilemma focusing on and the necessary requirements to move beyond odds, good/bad, excellent/poor and other disruptions that negatively affect efforts to move forward, that’s only can be done by defining things as it seems, understanding the chain which internally circulates between employee, work environment and how it eventually relates to client's satisfaction /discontent which leads us to this vicious circle.

 

Also addressing organization objectives that go in parallel with approaches that were mentioned in this study will definitely raise the standards to take the essential leap towards excellence, eventually, mediocrity as a pattern will be extinct as it has nothing to offer but a definition that shall be averted.

 

14.References:

 

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       The current issue and full text archive of this journal is available on Emerald    Insight at:www.emeraldinsight.com/2056-4929.htm

 

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Definition, Prevalence, and Negative Impact (Part 1),pages 1,2,7,8,24

 

 

* Jochen Wirtz,(2018).Winning in Service Markets Series: Vol. 9, Managing People for Service Advantage,pages72,73,74.

 

 

For the full study you can contact author at :

w.vwmar@gmail.com

walaa wagdy(vicky omar)

20/5/2022