Strategies for improving productivity
The study examined strategies for improving productivity within the Central Transport Organization (CTO). This study was conducted in Gaborone at the Central Transport Organization (CTO) department in the Ministry of Works, Transport and Communication of Botswana. It was based on a probability sample of five CIQ workshops selected through a simple random sample design, with additional units purposively chosen namely, the Gaborone Regional workshop, Police and Pool vehicle workshops, Sebele and Franscistown Auto/Plant workshops. The sample was based on a target population of II 0 study elements comprising Senior, middle workshop managers, including the general staff. The CTO was established as a fully-fledged department in 1972 when the Public Works Department (PWD) was expanded to become the Ministry of Works Transport and Communication (MWTC). It was mandated to provide transport services to various government departments/ministries through its different divisions. The divisions are: Fleet, Mechanical, Supplies, Management Information Systems (MIS), Accounts and Administration. The Departments operate on a commercial basis and levies charges for services provided to all users. However, the organization has never been able to cope with the ever-growing demand for goods and services from its government sister agencies and other stakeholders. This challenge is increasingly compounded by a fast-growing economy, increased social activities and the HIV/AIDS epidemic. All these issues have created a need for the CTO to improve quality and productivity of its services to meet these customer demands. To achieve this end, the management of the organization will have to make a set of informed choices on strategies and measurement techniques to monitor and improve productivity levels. To measure productivity, an approach based on capital, labour productivity and human resource skill and capacity will be employed. Consequently, efficient and effective performance will be measured by, among others, the existence and the level of implementation of Performance Management Systems, a Performance Based Reward System, and Work Improvement Teams. Therefore, the methodology adopted will be comprehensively qualitative and analytically descriptive. In this case, both primary and secondary sources of data were employed. Structured data collection instruments were used to gauge perceptions on availability and accessibility of resources to support technical and management processes in their pursuit for excellent performance. The Republic Of Singapore has been acknowledged worldwide for the successful implementation of productivity initiatives. In this paper there will be substantial reference to the models used in Singapore as a· learning process and sharing of ideas from best practise.