HFWG Draft Report v1.3 Feb. 14 2016

7/26/2019 HFWG Draft Report v1.3 Feb. 14 2016

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Labour Market Reform Commission

Technology, Innovation and Productivity Committee

Human Factors Working Group

Human Factors Affecting Productivity in Jamaica

Technical Report on Preliminary Findings

WG Chair: Dr. Marina Ramkissoon

Members: Ms. Sonia Jackson (Co-Chair)

Dr. Vanessa Tennant (Co-Chair)

Ms. Tashana Briscoe

Commissioner Silburn Clarke

Date: February 14, 2016


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Table of contentsTable of contents .......................................................................................................................................... 2

Acknowledgements ....................................................................................................................................... 4

List of tables and figures ............................................................................................................................... 5

Preamble ....................................................................................................................................................... 6

Key definitions .............................................................................................................................................. 7

Chapter 1: Precarious employment and social mobility ............................................................................... 8

General features of the talent pool .......................................................................................................... 8

Gender disparities ................................................................................................................................... 11

Precarious employment .......................................................................................................................... 12

Declining employee productivity ............................................................................................................ 12

Informal employment ............................................................................................................................. 13Youth unemployment ............................................................................................................................. 16

Child labour ............................................................................................................................................. 16

Policy recommendations ........................................................................................................................ 17

Chapter 2: Independent thought and governance ..................................................................................... 20

Dependency ............................................................................................................................................ 20


Chapter 3: Cultural values and practices .................................................................................................... 22

Post-colonial value system ...................................................................................................................... 22


Chapter 4: Interpersonal relationships ....................................................................................................... 30

Personal sensitivities ............................................................................................................................... 30

Social networks ....................................................................................................................................... 31

Employer-employee relations ................................................................................................................. 31

Theoretical perspectives on building trust ............................................................................................. 32


Chapter 5: The leadership challenge .......................................................................................................... 35

Challenges with leadership ..................................................................................................................... 35

Theoretical perspectives ......................................................................................................................... 35


Chapter 6: Training in human resource development ................................................................................ 40


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Lack of training opportunities ................................................................................................................. 40



Chapter 7: Paucity of human factors data .................................................................................................. 42

Lack of human factors indicators nationally......................................................................................... 42



Chapter 8: Learning organization approach ............................................................................................... 43

Learning organization model .................................................................................................................. 43

Chapter 9: Social affirmation ...................................................................................................................... 44

Barriers to collective efficacy .................................................................................................................. 44


Policy recommendation .......................................................................................................................... 45

Appendix 1 ............................................................................................................................................... 47

Workshop Proposal ................................................................................................................................. 47

Appendix 2 ............................................................................................................................................... 51

Compendium of Workshops ................................................................................................................... 51

1. Radical Collaboration ........................................................................................................................ 51

2. Exploring Applied Creativity Workshop ............................................................................................ 53

3. CEO Roundtable .................................................................................................................................. 55

Appendix 3 ............................................................................................................................................... 56

Potential measures/scales for HF module .............................................................................................. 56


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Acknowledgements

This report was made possible through the rich deliberations among the members of the Technology,

Innovation and Productivity Committee, comments from the Labour Market Reform Commission, and

the combined efforts of the members of the Human Factors Working Group. We are honoured tocontribute to national development, and look forward to the ensuing dialogue.


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List of tables and figures

Table 1Main Labour Force Indicators........................................................................................................ 8

Table 2Population by Age Group .............................................................................................................. 8

Table 3Labour Force by Age Group ........................................................................................................... 9

Table 4 - Labour Force by Examination Passed ............................................................................................. 9

Table 5Labour Force by Training Received ............................................................................................... 9

Table 6Labour Force by Occupation Groups ........................................................................................... 10

Table 7Labour Force by Industry Group.................................................................................................. 10

Table 8 - Changing Structure of the Economy - Percentage Contribution ................................................. 11

Table 9 - Informal Sector Employment ....................................................................................................... 13

Table 10Informal Sector by Age Group ................................................................................................... 14

Table 11Educational Qualification by Highest Exam ............................................................................... 14

Table 12Employment by Industry Group ................................................................................................ 15

Table 13 - Management versus Leadership ................................................................................................ 36

Table 14: Servant Leadership Attributes .................................................................................................... 37

Figure 1: Servant Leadership Model .......................................................................................................... 37

Table 15Leadership Styles and Action Logics .......................................................................................... 38

Figure 2 Voter participation in Jamaica, 1949-2011 ................................................................................... 44


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Preamble1The ultimate goal of national initiatives like the Reform of the countrys Labour Market is always to

achieve positive change at the broadest level. The vision presented in the Vision 2030 Labour Market

and Productivity Task Force section, is to revamp the labour market such that it contributes significantly

national prosperity, and it specifies criteria for success at the firm, leadership, mind-set, workplace,

workforce and technology levels. To achieve this reform, it is prudent to consider the major, long-

standing obstacles. The greatest challenges are not usually in figuring out what to do to achieve these

goals, but how to do it (implementation), part of which is generating enough commitment and will

from power-brokers, both in the leadership and the collective. A disproportionate amount of time and

effort is spent on getting the what to do right (if it can ever be gotten right in such a dynamic world),

through reviews, analysis and report writing, compared to the how to do. The guidelines to the

Technology Innovation & Productivity Committee (TIPC) from the Labour Market Reform Commission

(LMRC) clearly indicate that the Commissioners are all too aware of this risk; they have asked that each

Working Group chair of the TIPC identify key players, mechanisms and action items for immediate

implementation of the whats.

The current report of the Human Factors Working Group (HFWG) of the TIPC attempts to adhere to

these guidelines. The recommendations in the report are mandated to be sustainable, evidence-based,

implementable and dynamic. All recommendations are also aligned with Vision 2030, which is used as a

basis for guiding principles: Jamaicas transformation must have people at the centre of its

development and have equity, social cohesion and partnership at its foundation (E. Emmanuel,

NEPA). Developing human resources is the nations first priority. The ethical imperative also cannot be

ignored as an underpinning theme of this report. Additionally, the current report does not use the terms

labouror its derivatives, except when referencing other documents. A paradigm shift is needed in

how the Government speaks and thinks about citizens and their productivity. We instead use the terms

employeeand its derivatives and the talent pool, to describe individuals who engage in producing.

Before many of the more specific hows from the TIPC can be put into action, a strategy for creating a

shared vision that things can be and must be better must be devised. Cynicism, mistrust, hopelessness,

helplessness, individual self-seeking etc. must all be dealt with upfront and directly. An infection of

positivity in attitude and approach to national development and productivity is urgently needed.

Additionally, resources, especially dedicated talent, must be identified to implement the hows. Giving

persons additional work without resources will not bring the desired results. This current HFWG report

also recognizes that change agents and champions must be identified and empowered to lead the

charge for each initiative. These agents must be competent in their fields of expertise, but also skilled in

collaborating, visioning, coordinating, planning, analysis, team building, problem solving and should betrustworthy, with high levels of integrity. They must also be skilled at monitoring and evaluation of

programmes. Successes, failures and areas for improvement must be systematically traceable.

Finally, the current report is incomplete. The work presented here must be reviewed and developed, in

as wide a forum as possible. Dedicated resources, including time, are also needed.

1Marina Ramkissoon, HFWG chair


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Key definitions

i. Human factorsare broadly defined as psychological, social-psychological and cultural factors at

the individual, group, organizational and national levels of analysis.

ii.

Human Resource Development (HRD) is defined as the organized learning activities arranged

within an organization in order to improve performance and/or personal growth for the purpose

of improving the job, the individual, and/or the organization. HRD includes the areasof training

and development, career development, and organization development (Singh, 20122).

iii. Talent pool, broadly defined, refers to all persons who have talents which can potentially be

applied productively.

2Singh, 2012


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Chapter 1: Precarious employment and social mobility

General features of the talent pool

i. Considerations for increasing productivity must take stock of the features of the talent pool3.

Table 1 Main Labour Force Indicators

ITEM MALE FEMALE TOTAL

Total Population as 31/12/2013 Estimates 1,347,000 1,375,900 2,722,900

Population 14 years and over 1,022,400 1,061,200 2,083,600

Labour Force 717,000 593,700 1,310,700

Employed Labour Force 645,900 478,600 1,124,500

Unemployed Labour Force 71,100 115,100 186,200

Outside the Labour Force 305,400 467,500 772,900

Employment Rate 90.1 80.6 85.8

Unemployment Rate 9.9 19.4 14.2

Job Seeking Rate 7.1 12.1 9.3

%age of population under 14 years 24.1 22.9 23.5

%age of population 14 years and over 75.9 77.1 76.5

%age of population 14+ - outside the LF 29.9 44.1 37.1

LF as %age of total population 53.2 55.9 48.1

LF as %age of population 14+ 70.1 55.8 62.9

Table 2 Population by Age Group

AGE GROUP MALE FEMALE TOTAL

Under 14 324,600 314,700 639,300

14 - 19 169,800 163,500 333,300

20 - 24 127,100 126,300 253,400

25 - 34 201,300 216,600 417,900

35 - 44 172,800 189,400 362,20045 - 54 149,600 150,100 300,000

55 - 64 97,800 95,500 193,300

65 and over 103,700 119,800 223,500

TOTAL 1,347,000 1,375,900 2,722,900

3STATIN Labour Force Survey Annual Report, 2014. Tables 1 to 12 are based on data from this report.

For females, the

unemployment and

job-seeking rates are

almost doubled that

of males. Possible

drivers of these rates

may be that more

females are seeking

employment in theformal sector and

are enrolled in

education

institutions.


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Table 3 Labour Force by Age Group

AGE GROUP MALE FEMALE TOTAL

14 - 19 20,600 14,300 34,90020 - 24 92,700 68,900 161,600

25 - 34 181,800 166,900 348,700

35 - 44 160,800 154,500 315,900

45 - 54 137,100 115,800 252,900

55 - 64 79,800 54,100 133,900

65 and over 44,200 19,200 63,400

TOTAL 717,000 593,700 1,310,700

Table 4 - Labour Force by Examination Passed

Highest Exam Passed MALE FEMALE TOTAL

None 502,500 318,500 821,000

CXC Basic, J.S.C., etc. 9,700 13,700 23,400

1 to 2 G.C.E. O 19,900 22,600 42,500

3 to 4 G.C.E. O 33,500 40,100 73,600

5+ G.C.E. O 33,600 44,600 76,500

1 to 2 G.C.E. A 1,000 2,300 3,300

3 or more G.C.E. A 2,600 3,500 6,100

Degree 62,300 106,300 168,600

Other 18,100 20,900 39,000Not Stated 33,800 21,200 55,000

Total 717,000 593,700 1,310,700

Table 5 Labour Force by Training Received

Training Received MALE FEMALE TOTAL

Vocational Without Certificate 6,700 10,200 16,900

Vocational With Certificate 64,500 81,700 146,200

Professional without degree or diploma 3,800 5,300 9,100Professional with degree or diploma 64,800 113,500 178,300

Apprenticeship 2,800 600* 3,400

On-the-job Training (OJT) 34,600 22,100 56,700

None 535,500 355,600 891,100

Not Stated 4,300 4,700 9,000

TOTAL 717,000 593,700 1,310,700

Males outnumber

females in all age

categories of the

labour force,

especially 14-19

yrs (~60%), 55-64

(~60%) and over

65 yrs (~70%)

Females out-performed males in

highest exam passed, esp. 1-2 GCE A

levels (~70%) and degrees (~63%).

Of those who did not pass any exams,

61% were male.

Data suggests that males will have

less opportunity to be in formal sector

jobs

More females had

prof. degrees and

diplomas; moremales had

apprenticeship

experiences and

OJT

14-19 yr. old males

may be taking

informal and/or

non-skilled jobs,

while 14-19 yr. old

females may be

doing housework

or are still in

school

Males 65 yrs. and older in the male-

dominated informal sector are not

required to retire and may continue to

work, (self-employed, owners, family

business etc.)


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Table 6 Labour Force by Occupation Groups

Occupation Groups MALE FEMALE TOTAL

Professionals, Senior Officials & Technicians 108,400 158,100 266,500

Clerks 30,600 92,900 123,500Service Workers and Shop & Market Workers 96,400 162,000 258,400

Skilled Agricultural & Fishery Workers 172,400 39,500 211,900

Craft and Related Traded Workers 142,600 9,900 152,500

Plant & Machine Operators & Assemblers 62, 200 4,400 66,600

Elementary Occupations 85,300 90,600 175,900

Occupation not Specified 600* 1,100 1,700

CLASSIFIABLE LABOUR FORCE 698,500 558,500 1,257,600

NO PREVIOUS OCCUPATION 18,500 53,200 53,700

TOTAL LABOUR FORCE 717,000 593,700 1,310,700

Table 7 Labour Force by Industry Group

INDUSTRY MALE FEMALE TOTALAgriculture, hunting, forestry & fishing 171,700 43,000 214,700

Mining & Quarrying 6,400 1,600 8,000

Manufacturing 53,800 27,100 80,900

Electricity, Gas & Water Supply 5,800 2,800 8,600

Construction 100,500 4,500 105,000

Wholesale & Retail, Repairs of M/Vehicles & Equip. 110,600 138,400 249,000

Hotels & Restaurant Services 37,000 64,500 102,100

Transport, Storage & Communication 63,900 17,900 81,800

Financial Intermediation 9,000 16,100 25,100

Real Estate, Renting & Business Activities 38,400 32,500 69,600

Public Administration, Defence, etc 29,200 31,200 59,000

Education 20,200 59,700 79,900Health & Social Work 7,600 27,100 34,700

Other Community, Social & Personal Services 28,900 36,300 65,200

Private Households with Employed Persons 13,100 56,200 69,300

Industry not specified 1,800 2,300 4,100

TOTAL CLASSIFIABLE LABOUR FORCE 698,500 558,500 1,257,000

NO PREVIOUS INDUSTRY 18,500 35,200 53,700

TOTAL LABOUR FORCE 717,000 593,700 1,310,700

Females are

heavily representedin prof., senior

officials, clerks,

finance, service,

shop and market

workers; more

males are found in

agri., craft/trade,

plant, machinery

operations

Women are more

represented in

education, health,

social work,

community/social

and personal

services, and

private household

employment

Data supports the

gender disparities

in education and

job opportunities,

and possible

implications for

social mobility.


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Table 8 - Changing Structure of the Economy - Percentage Contribution

INDUSTRIES 1970 1980 1990 2000 2011 2014

Wholesale, Retail; Repairs; Install. 18.9 19.2 18.2 19.7 18.9 17.6

Producers of Government Service 7.9 14 7.4 11.7 14.2 13.15

Real Estate, Renting ,etc. 9.5 8.5 9.9 9.3 12.2 10.74

Financial & Insurance Services 3.5 4.8 6.8 9 10.2 11.05

Transport, Storage & Commun. 5.5 5.1 8.4 10.7 9.7 10.99

Manufacturing 15.8 16.6 16.9 10.5 9.2 8.46

Construction 13.3 5.8 7.2 7.6 7.3 7.12

Other Services 5.6 4.3 6 6.6 6.7 6.9

Agriculture Forestry & Fishing 6.4 8.2 6.8 7 6.5 6.98

Hotels & Restaurants 1.6 0.9 6.1 5.1 4.3 5.55

Electricity & Water Supply 1 1.6 2.2 3.2 3.6 3.16

Mining & Quarrying 12.7 14.2 7.8 4.2 1.5 2.32

Less: FISM 1.7 3.3 3.7 4.6 4.3 4.02

Total Value Added 100 100 100 100 100 100

Gender disparities

i. There are approximately 1,310,700 persons in the talent pool.

ii. Women represent 50.53 % of the total population (Table 2) but are

disproportionately represented in the total labour force, being only

45.30 % of the total labour force (Table 3).iii.

Notwithstanding the disproportionate representation, the women are

availing themselves of better educational opportunities as shown in the

exams passed (Table 4) and the training received (Table 5).

iv. The structure of the labour force by Occupation Groups (Table 6)

indicates that there are still traditional male and female dominated

occupational groups.

v. The changing structure of the economy (Table 8) from a production/manufacturing to a

service economy requires more persons who are educated and trained above the basic levels

hence the higher levels of females employed in these sectors (Table 7).

vi.

Of the labour force total, 14.2% are unemployed, of which 38% are malesand 62% are females.

vii. All persons 14 years and older who were not classified as employed or

unemployed, are considered to be outside the labour force. Included in

this category are full-time students, persons engaged in home duties,

persons incapable of working, and persons not wanting work or not

available for work.

There are still

traditional male-

and female-

dominated

occupational

groups.

The changing

structure of theeconomyrequires

more persons who

are educated and

trained above the

basic levels.

Given the down-

turn in

manufacturing,

mining and

construction, it is

possible that more

males are shunted

to the informal

sector.

If formal jobs are

created in these

industries, perhaps

males would be

more inclined to

get training in the

skills required,

and join the formal

sector.


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Precarious employment

viii. The employment situation in Jamaica is described as precarious4,

especially in the public sector. Precarious work refers to forms of work

characterised by atypical employment contracts, limited or no social

benefits and statutory entitlements, high degrees of job insecurity, low

job tenure, low wages and high risks of occupational injury and disease.

From a workers point of view, precarious work is related to uncertain,

unpredictable and risky employment5.

ix. The relationship between employee and organization in the Jamaican context has largely been

reorganized into contractual relationships and freelance work. The LMRC called for a framework

that allows for organizational flexibility but which also protects Jamaican human resources that

need stability in order to increase their levels of productivity.

x. the disguised employee, labouring under a contract of service, is bereft of access to the

range of protections and benefits provided under various Jamaican statutes. This is a growing

source of discontent within the labour force and the labour movement. He is generally placed in

a precarious position because he, being unprotected, cannot enforce an inquiry into his contract

to determine whether he is a worker and entitled to the full range of entitlements prescribed for

workers.6,7

Declining employee productivity

xi. Labour productivity or output per worker has been declining at an average

annual rate of 1.3 per cent over the past thirty six years (1973-2007). For

the past five years (2003-2007) this decline has increased to 1.8 per cent

per annumIn 1997 the average worker in Trinidad was 3 times more

productive than the average Jamaican worker. However the gap widened

to over 5 times by 2007.8

xii. The four sectors with the lowest productivity levels in 2007 were

construction and installation, wholesale and retail, hotels and restaurant

services, and agriculture, forestry and fishing.

xiii. The contraction of the manufacturing, mining and construction industries eliminated many jobs

which were popular for males. Even though these industries have contracted, their potential for

employing large volumes of the talent pool is greater than the growing formal sector industries.

Perhaps if these industries were grown, males would be more inclined to pursue training in

appropriate skills and to join the formal sector. More skilled-labour opportunities are needed,

especially for males.

4LMRC document (2015)

5Moving from Precarious Employment to Decent Work, John Evans & Euan Gibb, Global Union Research Network,

ILO, 20096Orville Taylor (2001), p. 7

7Orville Taylor, (2014). Broken promises, hearts and pockets: a century of betrayal of the Jamaican working class.

Kingston: Arawak publications.8Productivity Summary Report 19722007, (2010), Charles Douglas, Jamaica Productivity Center (p. v)

The employment

situation in Jamaica

is described as

precarious,

especially in the

public sector.

Output per worker

has been declining

at an average

annual rate of 1.3

per cent over the

past 36 years

(1973-2007).


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xiv. In a 2010 survey of 2,000 remittance recipients in Jamaica9:

a. 75.2% were female

b. 63% had education up to the secondary level; 27.5% up to tertiary

level

c. 38% were employed full-time; 11% were self-employed full-time

d.

24% were unemployed; 13% were not seeking a job; this is a total

of 37%

e. 20% were working in an unclassified industry; 17% in other

category; this is a total of 37%

f. Approximately 60% receive money between once per week and once

per month

xv. Jamaicas Human Development Index (HDI) for 2014 is 0.719. However, when

the value is discounted for inequality, the HDI falls to 0.593, a loss of 17.5 per

cent due to inequality in the distribution of the HDI dimension indices 10

xvi. Jamaica is described as being in an efficiency-driven stage of development. It

therefore has to move to a transition stage before it can be classified as

innovation-driven11.

Informal employment

xvii. Informality in employment supports the notion of precarious employment in

Jamaica.

Table 9 - Informal Sector Employment

Year 2014 Male Female TOTAL %ageFormal 205, 700 237,000 443,300 39.47

Informal 255,200 170,000 425,400 37.85

Agriculture 169,000 38,800 207,800 18.50

Domestic Worker 0 32,100 32,100 2.90

Unclassified 9,600 4,800 14,400 1.28

TOTAL 639,500 483,500 1,123,000 100

9Remittance Survey 2010, E.G. Ramocan, Bank of Jamaica

10HDI Report, 2015 (Briefing Note, Jamaica)

11Global Competitiveness Report, 2015-16

Informality in

employment

supports the notion

of precarious

employment in

Jamaica.

Males outnumber

females in all age

groups in the

informal sector,

especially 20-24

year olds.

There seems to be a

heavy reliance on

remittances for

basic living by both

employed and

unemployed

persons.

Jamaica has to

move to a transition

stage before it can

be classified as

innovation-driven.

The data suggeststhat education is

necessary to

advance to higher

stages.

The formal and informal

sectors employ almost the same

percentage of persons.

About 60% of those in informal

sector are male.


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Table 10 Informal Sector by Age Group

Age Group INFORMAL SECTOR Total

FormalMale Female Total

1419 6,600 3,600 10,200 5,0002024 26,100 12,000 38,100 56,300

2534 65,500 42,300 107,800 142,100

3544 67,400 45,200 112,600 113,900

45 - 54 53,500 37,000 90,500 80,200

5564 25,000 20,700 45,700 39,000

65 and over 11,100 9,400 20,500 6,800

TOTAL 255,200 170,200 425,400 443,300

Table 11 Educational Qualification by Highest Exam

Highest Exam Passed INFORMAL SECTOR Total

FormalMale Female Total

None 209,300 126,900 336,200 150,000

CXC Basic, J.S.C., etc. 2,500 3,200 5,700 8,600

1 to 2 G.C.E. O 6,000 5,300 11,300 15,300

3 to 4 G.C.E. O 7,600 8,600 16,200 34,500

5+ G.C.E. O 5,800 6,600 12,400 44,500

1 to 2 G.C.E. A 200 500 600 1,600

3 or more G.C.E. A 500 600 1,100 4,800

Degree 8,400 6,500 14,900 134,000

Other 4,700 5,900 10,600 20,000

Not Stated 10,200 6,100 16,300 29,500

Total 255,200 170,200 425,400 443,300

For the same certification

categories, there are more

persons employed formally

than informally, especially

persons with degrees.Yet of

the persons with degrees

working informall y, more

are male.

Of the males in the

informal sector,

~82% did not pass

any exams

compared to 74%

of the females.

Data suggests that

lack of certification

keeps males in the

informal sector

indefinitely.

As expected, more persons with

passes are absorbed into the formalsector than the informal sector.

This suggests that males may be

more risk-taking and

entrepreneurial than females or

cannot enter the formal sector

because they lack certification.

Under-education of

persons within theinformal sector will

restrict their

chances for upward

mobility through the

formal sector.


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Table 12 Employment by Industry Group

Industry Informal Sector Formal

SectorMale Female Total

Mining & Quarrying 0 0 0 5,400

Manufacturing 25,800 11,300 37,100 34,000Elec., Gas & Water 0 0 0 7,900

Construction 67,300 0 68,100 10,100

Wholesale, Retail & Repairs 71,000 86,000 157,000 63,700

Hotels & Restaurants 10,600 21,800 32,400 46,200

Transport & Storage 40,200 1,600 41,800 32,200

Real estates, Business Act & finance 10,800 6,400 17,200 73,600

Public Admin., Education & Defence 1,000 3,400 4,400 122,200

Health, Social work & Personal Services 17,100 26,500 43,600 44,100

Private Household employee 10,100 11,800 21,900 1,400

Not Stated 0 0 0 2,000

TOTAL 255,200 170,200 425,400 443,000

xviii. The definition of Informal Sector being used by STATIN in the Labour

Force

Survey (LFS) is in accordance with the international definition being used

by the ILO:

a. All own-account workers and employers who own informal

enterprises

b. Employees working in enterprises with less than 10 employees

c. All contributing family members

d.

All employees in jobs where NIS contributions are not deducted from the wages.

xix. It is to be noted that the definition does not include workers in the agricultural sector

(207,800 in 2014; 18.5% of the LFS) and household domestic workers (32,100 in 2014; 2.9% of

the LFS)

xx. Social welfare benefits such as National Insurance (NIS) and pensions are not available to

persons in the informal sector. The comparative ages of the persons employed in the formal and

informal sector (Table 10) indicates that more persons remain employed in the informal sector

after the usual retirement age of 65. In addition there are a higher number of persons in the 54-

65 age group, who are approaching their pensionable age without the necessary securities for

retirement.

xxi.

The Labour Force Survey statistics indicate the overall under-education of the informal sector

(Table 11). This under-education of persons within the informal sector will restrict their chances

of upward mobility through transferring to jobs which require higher levels of skills and

competencies, particularly within the formal sector.

xxii. Formal employment dominates only for real estate, business and finance, public administration,

education and hotel/restaurants. All other sectors are either equivalent with or surpassed by

numbers in the informal sector.

The services and

other professional

industries cannot

absorb as many

employees as the

manufacturing,

mining and

construction

industries.

Social Welfare

benefits such as NIS

and pensions are

not available to

persons in the

informal sector.


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Youth unemployment

xxiii. Youth employment (15-29 years of age) has its own challenges.

a. Unemployment rate among youth (14-24 years) was 36.0 %12

b. More young females than males are expected to complete

university/tertiary level education (62% versus 55%)

c.

More females are expected to complete post-graduate studies than

males (25% versus 18%)

d. Only 50.1% of the respondents stated that they were better educated

than their fathers

e. Youth were working mainly in the informal sector (42%) and in informal employment

outside the informal sector (33.2%)

f. 38% of unemployed youth were seeking employment for over 2

years

g.

For females, 31.5% cited family responsibility or housework as the

reason for not being in school or seeking work; 20.2% cited

pregnancy; 20.3% cited illness, injury or disability

h. 38.7% had spells of unemployment with or without spells of employment or inactivity in

their transition from school to satisfactory employment

i. Youths who were still in transition were largely unemployed (78.6%) or inactive, non-

students with future aspirations (10.7%). Disaggregated by wealth

quintiles, the data shows that in-transition youths from the

poorest two quintiles had the longest current duration of

transition. The current duration of transition declines from 73

months for the poorest quintile to 50 months for the wealthiest

quintile.

xxiv. Youth are the largest subgroup (15-24 years) involved as both the

primary victims and perpetrators of violent crimes and murder in

particular.13

Child labour

xxv.

Many Jamaicans believe that children are the property of their

parents/ caregivers and that children dont have rights of their

own until they are older, or out from under their parents roof.

These beliefs underpin child labour and other forms of child

exploitation.

xxvi. Article 32 of the Convention on the Rights of the Child defines

child labour as any activity engaged in by children,

12School-to-Work Transition Survey results, 2013

13Vision 2030, pg. 104

The data shows that

in-transition youth

from the poorest

two quintiles had

the longest current

duration oftransition.

38% of unemployed

youth were seeking

employment for

over 2 years

Only 50.1% of the

respondents stated

that they werebetter educated

than their fathers

22% both lived and worked on

the street; 25% worked on the

street and lived elsewhere; 4%

were sexually exploited; 8%

were commercial/industrial

employees.

Most children begun

work/street life at age 10;

11.3% begun at age 6 and

6.6% at age 5.


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17

compensated or not, but which implies exploitation and interferes with optimal development

including education14.

xxvii. Four major baseline studies were conducted in Negril, Montego Bay, Spanish Town, Rocky Point

and Old Harbour Bay as part of Jamaicas involvement in the International Programme on the

Elimination of Child Labour (IPEC). In Spanish Town, 1,220 children were estimated to be

workers, with 41% being agriculture/domestic helpers. About 22% both lived and worked on the

street, while 25% worked on the street and lived elsewhere, 4% were sexually exploited and 8%

were commercial/industrial employees. Most children begun work/street life at age 10; 11.3%

begun at age 6 and 6.6% at age 5. Boys were twice as likely to be involved in commercial and

industrial establishments or living/working on the streets while more girls were involved in

domestic and agricultural labour. Only about 13% of the sexually exploited children were male.

xxviii. There were 800 children estimated to be child labourers in Montego Bay and Negril, 450 of

which were female. Most of the males were street vendors, while 100 of the girls were in the

sex industry. There were also reports of 6-8 year old children transporting drugs and 11-12 year

olds transporting guns. In Rocky Point and Old Harbour Bay, absenteeism in school was used to

estimate that about 2,000 students were street/working children.

Policy recommendations

Strategies Proposed

responsibility

Think tank

support15

Expected outcomes

1- Employee and talent pool data

should be analysed by gender, age,

education level, location (rural

versus urban) and formal versus

informal sectors etc. to complementeconomic analysis of productivity

and innovation

Led by JPC

Charles

Douglas

Collaborators:STATIN

Carol Coy, PIOJ

Colin Bullock,

chair of HFWG,

JEFBrenda

Cuthbert, PSOJ

Janet

Morrison,

MLSS

Minister and

PS, UWI

specifically

Heather

Ricketts as

TIPCesp. all

members of

HFWG, LMRC,

UWIesp.

Orville Taylor,

Edwin Jones,

Clement

Branche,

Silburn Clarke,

Danny Roberts,

UTECH,

ResearchGate

community,

Barrington

RobinsonHR

consultant,CAPRI,

Results should fill gaps in

knowledge for use in solutions,

such as:

- What are the relationships

between attitudes towardsproductivity, performance and

organizational productivity

levels (non-economic

measures) analysed by age,

gender, sector, location,

education level etc.?

- What are the perceived pros

and cons and attitudes towards

formal and informal

employment, child labour and

youth employment analyses by

the same variables?

- How is success and

productivity defined and what

14The impact of the social environment on Early Childhood Development and Survival , FINAL REPORT, Dudley

Grant Memorial Trust Resource Center Upgrading Project, M. Ramkissoon, October 200515

The idea of having a think tank to support each initiative is based on the fact that some persons contribute

effectively based on their knowledge base and analytical/critical thinking skills, while others are better at

implementation of ideas and coordinating efforts


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18

Strategies Proposed

responsibility

Think tank

support15

Expected outcomes

head of

SPSW16

are the aspirations analysed by

same variables?

- What are the psychological

effects of precarious

employment on talent poolmembers?

- What are the differences in

views on entrepreneurship

analysed by these variables?

- What are the variations in

productivity profiles of

employees at the intersection

of these variables? E.g., males

in the informal sector with a

degree versus females with

CXCs in administrative jobs?

- Are persons with post-

graduate degrees absorbed

into the formal or informal

sectors and what is their

transition story?

2-The talent pool is severely under-

educated; reform the education

system in general, but at least to

educate and train the talent pool

based on findings of the consultants

report.

2a- Conduct separate focus groups

discussions with boys and girls inschools, 10-13 years old, on career

options in formal and informal

sectors

2b- Create an effective strategy to

increase collaboration between

employers and schools to improve

school-work transition rates such as

internship programmes

2c- Create an effective strategy to

increase collaboration between

Child Development Agency (CDA)

and schools etc. to manage

exploitation of children and child

labour

2d- Community outreach

programmes should be funded by

the government to encourage out of

school males to get certified and

Led by MOE

Minister of

Education and

PS

Collaborators:

LMRC

Marshall Hall,

HEART/NTAWayne

Wesley, MLSS

Minister and

PS, LMIS TIPC

chair, National

Youth Service,

MYC

Minister and

PS

LMRC, TIPC esp.

HFWG and LMIS

WG, HEART/NTA,

UWISchool of

Education, and

SPSW, CDA,

Caribbean Child

Development

Center, UN Envoyto Jamaica

Collaborations should result in:

- males performing better in

examinations

- females being encouraged to

explore entrepreneurship

- males being educated about

risks of informal employment

- males being encouraged to

seek education and training forformal sector jobs and skilled

work

- more opportunities for youth

transitioning from school to

work

- strengthening of approaches

to prevent child labour and

education of child labourers

16Sociology, Psychology and Social Work


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19

Strategies Proposed

responsibility

Think tank

support15

Expected outcomes

trained, and to educate them about

some of the negative effects of

informality as a value on which to

base their livelihood

3- Government needs to create

more and better jobs especially in

manufacturing, construction and

mining

3a- More opportunities for youth

employment should be created as

well

All of the above


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20

Chapter 2: Independent thought and governance

Dependency

i. Speaking about post-emancipation society and the imperative to develop independence and

freedom for development, Lloyd Best wrote: How could we, in defense and defiance, not have

assumed a whole new identity? How could we, on that basis alone, not have become

entrepreneurs in human development, innovating and creating anew, in the mere act of

survival?17. Overall, Best proposed an ideology of self-responsibility and independent thought

as a means through which Caribbean states could attain freedom, charting a course of individual

self-determination and emancipation from other-determined behaviours. Without individual

ambition, drive and self-determination, any environment which is pregnant with opportunities

for self-development and personal growth would not be exploited.18

ii. Development as freedom requires removal of major sources of unfreedom: poverty as well as

tyranny, poor economic opportunities as well as systematic social deprivation, neglect of public

facilitates as well as intolerance of over-activity of repressive states19

iii. New World thinkers argued that the root of the Caribbean development problmatique lay in

epistemic dependence, the reliance of regional elites on imported concepts and theories of

limited relevance to actual conditions in the region. They proposed the creation of a Caribbean-

centred cosmology and theory of society derived from histor ical study: the epistemic

decolonizationof the region.20

iv. You cant lead your country to Independence wearing a waistcoat (Lloyd Best)


Strategies Proposed

responsibility

Think tank

support21

Expected outcomes

1- Independent thought, self-

responsibility, integrity and freedom

should be considered for addition to

the list of core values for Jamaicans

in Vision 2030 if consultations deem

them applicable22

.

1a- Consultations should be held

with a wide cross-section of

Jamaicans.

1b- Definitions of these terms should

Led by PIOJ

Colin Bullock

(then

approved by

Cabinet)

Collaborators:

Min. of Youth

and Culture

Minister and

PS

Brian Meeks,

Denis Benn,

Edwin Jones,

Center for

Caribbean

Thought,

conscious

reggae artistes,

Bob Marley

Foundation

Any campaigns promoting

national values and positive

attitudes will include

promotions of these additional

values, which may then have a

positive impact to reduce

foreign-mindedness, brain-

drain, civic disengagement,

increase calls for greater

transparency and reduced

corruption, greater collective

17Best (1967)

18Silburn Clarke, (November, 1995). Jamaican Constitutional Reform Issues.

19Sen (1999). Development as freedom

20Norma Girvan, Caribbean dependency thought, revisited

21The idea of having a think tank to support each initiative is based on the fact that some persons contribute

effectively based on their knowledge base and analytical/critical thinking skills, while others are better at

implementation of ideas and coordinating efforts22

Honesty may be subsumed under integrity


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21

Strategies Proposed

responsibility

Think tank

support21

Expected outcomes

be generated using the references

cited above and other global sources

and meanings.

representatives participation in nation buildinginitiatives etc.

2- The teaching of civics in primary

schools should be extended intosecondary schools and reinforced

throughout the curriculum.

Led by MOE

Minister andPS, amina

blackwood

meeks

Same


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22

Chapter 3: Cultural values and practices

Post-colonial value system

i. Carl Stones analysis of Jamaican society23 paints a dismal picture in relation to cultivating

productivity values. He stated that for each historical period, we need to identify how far the

core values are reinforcing the existing power structure and how far core values critique or

challenge that power structure to reform or change it (pg. 6)

ii. The core values characterizing post-emancipation Jamaica are as follows, (excerpts from Stone)

a. Low self esteem among blacks

b. Deference to superiors

c. Conformist behaviour

d. Status and worth being defined mainly by ascribed rather than achievement values

e. Rigid moral and behaviour codes that attached a stigma to deviant behaviour

f. A pre-occupation with social status and recognition

g.

Eurocentric values and strong psychological identity with Britain and colonial authority

symbols reinforced by belief systems that associated civilisation and refined culture with

things European

h. Acceptance of the authority and power of whites [Euro-centric Jamaicans] and light-

skinned persons and their natural right to be dominant

i. Acceptance of inegalitarian values derived from a strong master-servant social ideology

j. A strong sense of everyones entitlement to social justice derived from religious ethics

and morality and justification of defiant and rebellious behaviour where social justice is

defined.

k. Strong identity with family and community

l.

Admiration for the brave few who beat the system of this rigid social order by being

clever, cunning and street wise in finding loopholes in and around the system

m. Great admiration for education and educators but tempered by the notion that only a

few blacks had the brains to assimilate much of it

iii. The newer core values and features of Jamaican society which he identified are as follows

(excerpt from Stone):

a.

Paternalism and deference to superiors have declined as all groups now compete for

social space in this more open and competitive social order.

b. Strong strivings for upward social mobility and improved life chances have replaced

acceptance by the poor of their povertyc. Large scale upward social mobility has resulted in blacks constituting a majority of the

countrys upper middle professional, technical and managerial class. But these upwardly

mobile blacks have yet to behave with the authority and confidence of the traditional

white and light skinned elite or to gain full legitimacy or acceptance of their authority by

the more disadvantaged black majority.

23Stone, C. (1992). Values, norms and personality development in Jamaica.


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d. Black self-esteem has grown and the lower classes have begun to display greater self-

acceptance, confidence and aggression in their dealings with the upper and middle

classes

e. In sports and entertainment there has been a flowering of creative talent reflecting a

new sense of self-acceptance, confidence and positive self-images at the base of the

society. Entertainers, artistes, sportsmen and sportswomen come increasingly from

lower income households. Forms of creative expression increasingly reflect local culture,

values and styles rather than imitation of foreigners. This new self-confidence is

expressed in the creative outpourings of popular drama, reggae music and new dance

forms

f. There is a massive demand for expanded training and educational opportunities that

runs far ahead of the growth of the expanded education system leading to a deep sense

of frustration

g. Behaviour styles of deference and docility have been replaced by aggression,

assertiveness and competitiveness (added emphasis)

h.

Rampant individualism has replaced and weakened the strong family bonds and

community ties of the past, thereby weakening the traditional mechanisms of social

control (added emphasis)

i. Exposure to new ideas and modes of behaviour through new exposure to mass

communication media and large scale foreign travel have undermined the rigidly

conformist behaviour patterns and have created a social climate supportive of a greater

diversity in styles and modes of behaviour

j. New notions of egalitarianism have challenged the traditional master-servant ideology

and modified relations between the classes and ethnic groups

k.

The majority strives after more power and to unburden itself of the legacy of being

marginalised and strongly identifies with political parties, leaders and political

personalities supportive of that aspiration.

l. Violence and aggression are increasingly justified as legitimate responses to injustice

and social oppression, resulting in increased social violence.

m. Rigid behaviour codes give way to a great diversity of behaviour modes and styles and

a tendency towards experimentation and deviant behaviour. Taken to extremes this

syndrome manifests itself in a drift towards lawlessness and indiscipline and a refusal

to conform to rigid standards and rules of behaviour. (added emphasis)

n. Status respectability based on speech patterns, modes of dress, old school ties from

high status high schools, light skin colour and high educational attainment have declined

in importance as money has become the dominant currency defining social rank and

status (added emphasis)

o. New sources of wealth and income have opened up the rigid and closed class and racial

structure of the past and created more diverse middle and affluent classes with very

pluralistic values, norms, behaviour styles among the lower classes


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p. In the past the lower classes invariably tried to imitate the upper classes to get

recognition and status. In this new social order the younger generation among the elite

and the middle class are imitating behaviour styles among the lower classes

q. As competing old and new values create a climate of social disequilibrium and

weakened authority systems, violence and capacity for violence has emerged as a major

mode of articulating power, hence the power, influence and prestige of inner-city dons

and drug dealers

r. Overall, goal fulfilment at the base of the society has declined as aspirations for a better

life have run far ahead of the social and economic opportunities, leading to increased

political and social disaffection and a view of the new social order as promoting social

injustice and oppression combined with resentment against those who visibly display

symbols of success and affluence

s.

This has been compounded by the failure of the economy to grow over the past 20

years and the failure of both government and corporate private sector to expand fast

enough to accommodate the employment, income and welfare needs of the majority.

As a result, a huge underground economy based on drugs, contraband imports, buying

and selling and self-employed occupations has emerged as the major growth sector of

the economy and it thrives on corruption, lawlessness and illegality, creating serious

problems for law and order and efforts to regulate behaviour in the society (added

emphasis)

t. Strong institutions, the enforcement of rules of behaviour, sanctions against rule

breakers, strong leadership and the strengthening of authority systems in all domains

and social space are required to stabilize the new social order but they are

conspicuously absent in most areas of social space from schools, to sports, to politics,

to entertainment, to law enforcement and to religion, community affairs and the

workplace environment. Lawlessness and the tendencies towards anarchy,

indiscipline and weak control of behaviour plague organizational performance,

productivity, resource use and efficiency in virtually all domains of social space.

(added emphasis)

u. Large scale emigration has weakened the traditionally strong family bonds between

mothers and children and has undermined the nurturing and parenting associated with

family life, leading to the emergence of more aggressive, violent and criminal tendencies

throughout the society.

v. The dominance of money as the single most important currency of influence, power and

status and the decline of respectability as a status defining factor have promoted

increased and rampant corruption both in government and in the private sector

corporate world.

w. These profound changes in values, norms and modes of behaviour in all domains of

social space have undermined the old authority systems without giving birth to a strong

new and legitimate social order. The old order is still crumbling but new and coherent

authority systems have not emerged to replace it.


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x. The masses or majority classes feel marginalised by the evident concentration of wealth

and economic power in the hands of the dominant elite families and ethnic minorities.

y.

The undeveloped new social order is laying to waste most of the enormous talent and

creative energies that are abundant at the base of the society among the majority

classes because it has failed to expand opportunities for human development and to

harness and make use of this talent in the building of a stronger nation and more

viable economic base. (added emphasis)

z. The new social order increased the flow of information to people and stimulated a

heightened and keen interest in public affairs. This increased the potential to develop

greater and deeper channels for democratic participation but there has been a

reluctance by the elite and the political powerbrokers to undertake far reaching

democratic political reforms to facilitate this. (added emphasis)

iv. There is a tension between African and European cultural norms and value systems in todays

society which is the product of slavery and colonialism.24 This duality and ambivalence

reinforced the historical African fictional character Anancy who used methods like play acting,

joking and trickery to achieve his goals.25

v. As a consequence of the double bind, Jamaican society is also described as striving to hold itself

together or to complete its creation and to push past its debilitating history through strengths

forged out of constant struggle (Brathwaite, 1974).

vi.

The structural/ functional instability of the society, the ambiguities introduced into it through

the plural framework and the persistent poverty and low status of the overwhelming majority of

is numbers, led/leads, according to most of those who have written on this, to social and

individual disnomia: inhibiting growth, change and the realization of identity. (p. 6)

vii. todays disorder [is not] channelled through political processes informed by a vision of the

future which is collectively shared. Rather, it is the spontaneous result of individualistic anti-

social behaviour sanctioned by the morality of the free market that is more aptly described as a

social implosion (Witter and Lindsay, 1996, xxii, in Weis, 2005)26

viii.

Jamaican post-colonial society has strong individualism that contributes more to clashes of

interest in interpersonal relations than to co-operative activity; the exploitative tradition that

prevents cooperative decision-making and associative productive effort, and the tendency for

the masses to emulate the ethics of this higher in the social order and a spire to a great house

lifestyle with characteristic high propensities to consume imported luxuries and to invest in non-

productive assets (Beckford, 1972, 216-17, in Weis 2005, pg. 131).

ix.

Jamaican society is characterized as having crisis management mode of economic planning,the hardening and atomisation of social ethics; the factorialization of ghetto communities by

24Brathwaite, E. K. (1974). Caribbean man in space and time: A bibliographic and conceptual approach. Austin,

Texas: Savacou Publications.25

Marshall, E. Z. (2012).Anansi's journey: A story of Jamaican cultural resistance. University of the West Indies

Press.26

Weis, T. (2005). A precarious balance: Neoliberalism, crisis management, and the social implosion in

Jamaica. Capital & Class, 29(1), 115-147.


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both politics and the drug trade; the rise of a security complex (i.e. the militarization of police

forces and the proliferation of private security enterprises); and the derogatory, migration-

aspiring youth culture (Weis, 2005, pg. 117)

x. Patterson (2000) also states that Jamaican youth are foreign-minded and are influenced by

American media (in Weis, 2005)

xi.

In a case study of Jamaica, Jones (2015) describes the public service culture as essentially

conservative, more committed to gradualism in politico-administrative action and with a strong

predilection to bureaucracy.27

xii. National values impact the extent to which CEOs have control over actions in their firms. CEOs in

America have more impact on their firms performance than those in Japan and Germany

(Crossland and Hambrick, 2007). The US cultural value system has a more individualism and less

uncertainty avoidance compared to the other two countries.

xiii.

Data collected from the late 60s to early 70s28showed that Jamaica was low on power distance:

(score of 45) which means that the following characterised the Jamaican style29: Being

independent, hierarchy for convenience only, equal rights, superiors accessible, coaching leader,

management facilitates and empowers. The interpretation is that power is decentralized,

managers count on the experience of their team members and employees expect to be

consulted. Control is disliked and attitude towards managers are informal and on first name

basis. Communication is direct and participative. Some of these results may not be applicable

for contemporary Jamaican society.

xiv.

Jamaica had a low preference for avoiding uncertainty. In other words, people believe there

should be no more rules than are necessary and if they are ambiguous or do not work they

should be abandoned or changed. Schedules are flexible, hard work is undertaken when

necessary but not for its own sake, precision and punctuality do not come naturally, innovation

is not seen as threatening.

xv.

The LMRC process positions Cultural Change as the first action item in its Path to Labour

Market Reform.

xvi. Vision 2030 (pg. 89, chapter 3) states that we recognize that a positive sense of self and pro-

social and transformative values such as respect for others and their rights, punctuality, honesty

and tolerance for the differences between us are essential to the maintenance of harmony and

a productive environment. It also notes that values are learnt, taught, enduring, morally

desirable, and a basis for action (pg. 89)

xvii. The Values and Attitudes Secretariat (2002) advocated the following core values:

n. Respect

o. Honesty and truthfulness

p. Forgiveness and tolerance

q.

Fairness

27Edwin Jones, (2015). Contending with Administrivia: Competition for Space, Benefits and Power. Kingston:

Arawak Publications.28

Geert Hofstede, Cultures consequences: International differences in work-related values.

Beverly Hills, CA: Sage, 1980.29

http://geert-hofstede.com/jamaica.html


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r. Discipline

s. Responsibility

t. National pride

u. Love/ compassion

v. Cooperation

w.

Punctuality

x.

Good work ethic

xviii. The National Transformation Programme (NTP), branded as Fresh Start Jamaica, was launched

in 2009 and aimed to mobilise, co-ordinate and energise a process of positive renewal for the

Jamaican people, by the Jamaican people. It was designed to be a non-partisan initiative with

collaborators from the state, church, private sector and civil society. The NTPs focus was on

moral, social and economic interventions and inculcating the 12 select national core values and

attitudes necessary for individual prosperity, community development and sustainable growth

of the national economy.30

xix. The NTP should have involved a communication programme, technology-based coordination,

and appropriate monitoring and evaluation strategies. In the Medium Term Social Policy

Framework 2009-2012 (PIOJ), no estimated cost or completion date were identified to

determine how core values should be communicated or inculcated (pg. 135)

xx. The Students for Transformation Jamaica Facebook page, which was launched in 2008 as the

youth outreach arm of the National Transformation Programme, made its last post on May 4,

2014. It announced that a new project was coming soon in April 2013, but no further details

were shared. There appeared to be more activity on the page in 2012.

xxi. A 2006 case study of Jamaicas Values and Attitudes campaign concluded that barriers to the

success of the programme included lack of visibility of the programme, insufficient funding, and

negative perceptions of political leadership31

xxii.

A disproportionate amount of effort has been allocated to cultural heritage, Brand Jamaica and

sport, compared to promoting core/transformative values and family in Jamaica.


1) Research on contemporary values is required to better understand the cultural landscape, and how

this relates to productivity and performance. The JPC, in collaboration with research institutions,

STATIN, and PIOJ should commission a study of national values and attitudes, especially as they

relate to productivity and performance at the individual, firm and community levels.

2)

The JPC should create a post for an Industrial/Organizational Psychologist or Organizational

Behaviour Specialist who can use the psycho-socio-cultural framework to conduct analyses into

human factors affecting productivity, complementing the current work of the JPC. The JPC should

adopt such a framework into their analysis of productivity and output. Without this complementary

paradigm addition, the JPCs stated priority objectives of promoting a national productivity-

30

http://jis.gov.jm/transformation-programme-introduces-fresh-start-jamaica/31

Grey, Sandra Melissa Nicola. "Social capital formation: A case study of the Jamaican values and attitudes

campaign." Social and Economic Studies (2008): 149-170.


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conscious culture and building productivity-driven private and public sector organizations may only

be partially achieved.

3) Re-visit Vision 2030: the government should increase support for the following Vision 2030

strategies:

a) Infuse the teaching of core values in all areas of the education system

b)

Use media to promote core values through programming

c)

Facilitate psychosocial healing in communities

d) Build parenting capacity

4) A. Success with integrity media campaign this initiative should be funded by the government to

empower the following groups/agents to promote productivity and integrity, as well as other

positive national values. The Ministry of Youth and Culture should be the governments

representative on this project. Change agents would serve as ambassadors. They should be initially

identified by the LMRC, but then be subject to popular election using a highly transparent system to

identify voters and evaluate ambassadors. Ambassadors may include but are not limited to:

Sportsmen and women (e.g., Bolt, Fraser)

Media personalities community leaders and organizations (e.g., Smile Jamaica hosts,

radio DJs, Rotary clubs, churches)

Youth and children

NGOs (especially related to youth development)

Successful entrepreneurs in the public and private sector (e.g., Yaneek Page, Gary

Matalon, Silburn Clarke, Trevor Munroe, Deane Shepherd)

Educators and advocates (e.g., Prof. Verene Shepherd, Prof. Elsa Leo Rhynie)

Successful professionals in the diaspora

Professional and technical societies and associations

The concept is that with the currently diminished perception of political leadership and generalsocietal distrust, the campaign has a better chance of being impactful if led by change leaders in

other sectors of the society, but funded by the government. The media campaign needs to also

take full advantage of all social media outlets and ICT. A coordinator to manage the

collaborations is needed. Integrity is the primary value underpinning this campaign. All

ambassadors should have publicly recognized and trusted reputations of integrity. A significant

aspect of the campaign will highlight positive stories of success through integrity and other

values to combat the negative myths, perceptions and values.

Examine the Digicel be extraordinary brand for ideas on promoting integrity-related

values.

Put out a tender for private contractors of campaign development and implementation.

B. Creative fund raising -

i. The Ministry of Youth and Culture should fund a representative to attend the Bahamas Social

Media Summit 2016 scheduled to take place April 5th, 2016 at Grand Lucayan in Freeport, Grand

Bahama Island (or a similar event). The theme is Maximizing profits through Social Media, will

feature New York Times Best-selling author Joel Comm who will address internet fund-raising


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through New Media, Twitter and Periscope. John Cornetta, who has been named one of the top 12

Internet marketers in the world, speak about generating profits through Facebook while Jocelyn

Jones will present on creative ways to earn money through Instagram. LinkedIn expert Gary Kissel

will talk on how to optimize your LinkedIn profile for success and Mitch Carson and David Mackey

will present on video marketing through YouTube and how to produce for YouTube. Attending this

event should generate ideas and contacts for creating effective campaigns that can be financially

self-sustaining.

ii. Options like Mobile Money, WhatsApp commerce should be explored to fund the Success with

integrity campaign

iii. The campaign managers should seek to collaborate with Digicel, Scotia Bank and International

Finance Corporation (World Bank Group) to determine if the Tcho Tcho Mobile service can be used

in the campaign. This m-banking service operates in Haiti, and recently won the 2011 Consumer

Service Innovation Award from Global Telecoms Business Magazine.

iv. The LMRC should consider the potential of crowdfunding for the campaign. According to a

Forbes.com contributor, crowdfunding websites promoting crowdfunding campaigns of all types

raised $US 5.1 billion dollars in 2013. However, crowdfunding depends a great deal on established

trust.

v. Volunteer programme: the idea here is that talent is underutilized because of general apathy,

despair and disengagement in the population32, 33. A state-of-the-art volunteer campaign and

programme can provide talent at low or no cost for the campaign. CUSO International should be

examined as a volunteer programme model. A coordinator to manage the collaborations is needed.

vi. There is also the potential for a small portion of remittances to go towards the campaign.

5) Non-governmental support

A. Youth and child-based change programmes these programmes can be quite persuasive and

should also assist with guiding future generations.

B. Grass-roots initiativescommunity-based initiatives for productivity may reach more members of

the talent pool who are in precarious positions, rather than formal or organization-based initiatives.

6) Models of campaigns for examination

A. Respect Jamaica

B. Yes we can

C. Man in the mirror

D. Top 15 media campaigns of the 21stCentury (http://adage.com/lp/top15/#intro )

32Silburn Clarke, (November, 1995). Jamaican Constitutional Reform Issues.

33Views recently echoed in newspaper articles: The joke is on us Empty promises and pathetic, outdated antics

Adiel Thomas, Thursday, February 11, 2016, Jamaica Observer; Ian Boyne: Roll Call For The Uncommitted, February

14, 2016, The Gleaner
http://adage.com/lp/top15/#introhttp://adage.com/lp/top15/#introhttp://adage.com/lp/top15/#introhttp://adage.com/lp/top15/#intro


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Chapter 4: Interpersonal relationships

Personal sensitivities

i. Caribbean people pay more attention to the interpersonal relationships in the workplace than

the work itself. Interpersonal relationships are the basis of the organizing experience. People

engage in micro-plays of power. Institutions and formal structures are constantly disrupted by

the personal and interpersonal challenges (Branche, n.d.).

ii. There is both psychological and cultural informalism in Jamaican workplaces (Branche, n.d.)

iii. Inthe colonial world, the emotional sensitivity of the native is kept on the surface of the skin

like an open sore which flinches from the caustic agent; and the psyche shrinks back, obliterates

itself and finds outlet in muscular demonstrations which have caused certain very wise men to

say that the native is a hysterical type.34

iv. the colonization of the body and of the material world is also always, the colonization of

psychic space35. What this means is that we are particularly prone to taking things personally,

recognition and respect are extremely significant to our sense of self, and that power-over is

desired, rather than power-with

v. In a study of 351 individuals diagnosed as having a personality disorder who visited a

psychiatrist in Jamaica (47.3% male and 53.7% female), (83.5% born and raised in Jamaica),

(mean age of 33.92 years), results of factor analysis of phenomenological features of the

disorders identified five components: psychosis, major depression, power management

problems, psychosexual issues, and physiological dependency.36 The authors propose a novel

Axis I unitary concept of problems with impulse control and authority and conflict management

as its replacement (p. 260)

vi. Based on a study of employees at a large institution of higher education in Jamaica:37

a.

Perceptions of defensive culture environment negatively impact feelings of

psychological safety in the workplace

b. Employees who display more self-serving defensive behaviours have less of a desire to

share knowledge with their colleagues; employees with an adaptive ego defense style

have a stronger desire to share knowledge

c.

Employees with stronger maladaptive defense styles exhibit more self-serving defensive

behaviours

d.

Employees who dealt with conflicts, stresses and anxiety in a more positive way

engaged in more innovation at work

34Fanon (1968), Wretched of the Earth, pg. 56

35Kelly Oliver (), The Colonization of Psychic Space: a psychoanalytic social theory of oppression

36Hickling FW, Paisley V. Redefining personality disorder: a Jamaican perspective. Rev Panam Salud

Publica. 2011;30(3):25561.37

Ramkissoon, M. Doctoral dissertation, 2014: Exploring individual defensiveness, psychological safety and

employee learning activities at a university in Jamaica


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Social networks

i. The AmericasBarometer 2014 survey shows that for Jamaica, levels of interpersonal trust

have been somewhat stable, with changes statistically insignificant over all periods, except for a

decline between 2012 and 2014 (pg. 154)38. Average score on interpersonal trust from 2006 to

2014 was 58.4 out of 100 points (a little more than half).

ii.

However, results showed a negative and statistically significant relationship between citizens

level of trust in one another and perception of insecurity. On the other hand, neighbours

willingness to help, getting along with neighbours, wealth and age were positively related to

interpersonal trust.

iii. The results also showed that 73% of Jamaicans believed that most people would try to take

advantage of you if they got the chance (pg. 204)

iv. Approximately 90% say that you can never be too careful in dealing with people in the

government (pg. 205)

v.

Nearly two thirds of Jamaicans (61.7%) say their lived experience is a you-or-me one,

implying that the dominant mode of perception for them most of the time is a zero-sum one.

Only about a third (38.3%) indicates that they perceive the social world to be a cooperative

you-and-me one (pg. 208). The authors argue that this context is hostile to building social

capital and trust in Jamaican society between citizens and government, labour and management

etc.

vi. Malaysias Prosper Thy Neighbour campaign is credited with aiding social transformation and

supporting that societys present cohesiveness and economic success39. Successes of the

campaign and policies include increased efficiency and competitiveness generally.

vii. Currently, lack of collaboration among institutions is hindering attempts of TIPC sub-groups

(LMIS) to achieve their goals

viii. The national MSME Entrepreneurship policy (2013) noted that there needs to be greater

collaboration among all the key stakeholders at all levels nationwide for the provision of training

and development services for MSMEs.

ix. Despite numerous calls for increased collaboration and despite numerous meetings, individuals

and organizations continue to operate in silos because they lack collaborative skills and

intentions

x. The impact of the LMRC may be significantly diminished if lack of collaboration results in its

policy recommendations not being implemented in a coherent manner across all relevant

organizations.

Employer-employee relations

Based on the Global Competitiveness Report for 2015-16:

38Harriott, Lewis and Zechmeister (2015)

39Yean, T. S., & Teng, K. K. (2007). Prosper-Thy-Neighbour Policies: Malaysia's Contributions after the Asian

Financial Crisis.ASEAN Economic Bulletin, 24(1), 72-97.


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i. Cooperation in labour-employer relations was identified as a significant problem with a global

rating in the 6thdecile (global ranking of 75 out of 140), although it is important to point out that

data came from executives rather than employees. Executives were asked In your country, how

do you characterize labour-employer relations? where 1 = generally confrontational to 7 =

generally cooperative. The score was 4.3.

ii.

Reliance on professional management was seen as a competitive advantage. Executives were

asked, In your country, who holds senior management positions? where 1 = usually relatives

or friends without regard to merit to 7 = mostly professional managers chosen for merits and

qualifications. The score was 4.6

iii. Pay and productivity is viewed as a major detractor to competitiveness. Executives were asked

In your country, to what extent is pay related to employee productivity? where 1 = not at all

to 7 = to a great extent. The score was 3.4

iv.

Data also indicate some degree of brain drain. Executives were asked To what extent does your

country retain talent? where 1 = not at all the best and brightest leave to pursue

opportunities abroad to 7 = to a great extent the best and brightest stay and pursue

opportunities in the country. The score was 2.9.

v. In a Jamaican study based on data from several sectors including manufacturing, banking and

finance, health, education, transportation, utilities, services, agriculture and tourism conducted

in 1974 to 1988, 24% of the employees (N = ~10,800) described themselves as motivated, 3% as

highly motivated, 76% to be generally demotivated, 40% of whom were considered to be

marginally or irretrievably demotivated; reasons which workers cited as the source of their lack

of motivation included: lack of respect an recognition for workers by management, poor

communication, top-down decision making, poor opportunities for professional development,

and lack of trust in management.

vi. In a national sample of 1,026 private sector workers from various industries including mining,

manufacturing, wholesale and retail, hotels/ restaurants, financial services and

communications/IT, only about 15% had negative attitudes towards working; 65.7% saw their

job as central to their lives; 49.3% were satisfied with opportunities for growth and

development on the job; 71.2% were satisfied with how they were treated by their supervisors;

and 62.8% were satisfied overall with their jobs; 36.9% agreed that management does not

really trust workers (30.6% were neutral on this question); 50.8% agreed that management has

a real interest in the welfare and happiness of employees.

vii. In a sample of 150 private sector employees, autonomy-supportive work climate positively

predicted autonomous motivation40

Theoretical perspectives on building trusti. The community level is likely to transfer to the organizational level, and therefore affect the

workplace

ii. Social capital is in the general sense, a measure for an actor of the value of his social

connections41

40Briscoe, T., Masters research paper: Work Climate and Motivation in a Corporate Organization in Jamaica


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iii. Creating networks which tie organizations together can be useful for sharing information and

building social capital which leads to other benefits

iv. Organizations in innovation networks form ties with new organizations rather than only

maintain ties with prior alliances so that they can benefit from diversity42

v. Social networks and social capital are difficult to build in low trust societies

vi.

Effective collaboration is not only necessary in order to thrive, it has become essential even to

survive, because organizations cannot compete externally if they cant first collaborate

internally.

vii. Effective collaboration has become the fastest, easiest, most cost effective way to become more

competitive in the market place.

viii. FIRO theory (Will Schutz) states that all individuals want to feel significant, liked and competent

in their relationships. Fulfilment of these needs is the basis of healthy relationships and

collaborations.

ix.

Psychological safety must be fostered in the workplace to ensure that employees concerns are

heard.


1. Conduct training workshops to build collaborative skills with key stakeholders from organizations

including but not limited to: Statistical Institute of Jamaica (STATIN), Planning Institute of Jamaica

(PIOJ), Ministry of Labour and Social Security, Private Sector Organization of Jamaica, Jamaica

Productivity Center, HEART/NTA, leading institutions of higher education, Ministry of Youth and

Culture, Ministry of Education, LMRC, and trade unions (See appendix for detailed proposal).

2. Exploiting Caribbeanness in behaviour change programmes: change programmes that follow a

strictly formal approach are unlikely to be successful in changing the masses. Clement Branche

suggests that change agents work within the constraints of cultural and psychological informalism

Documents

HFWG Draft Report v1.3 Feb. 14 2016