Paternalism In Libya

1.2.1.36 In general, the ownership of industrial firms in Libya is likely to be the same as in developed countries but the concept of using ‘People’s Committees’ as a selection tool, is unique to Libya . This is in contrast to other developing countries, which in many cases, firms are owned, managed, and supervised by Government bodies. However, it is evident that the Libyan Government has a considerable influence on most organisations, and this in turn, partly answers the question why those who are well connected to the government have the majority of the top jobs. Paternalism, in Libyan society, leaves the recruitment process open to patronage and relationships. Libyan society is highly collectivist and those who hold power see it as their

Instead, they rely on formal rules, informal norms, and assistance from their peers. Since Libya is a collectivist country, most managers are aware of prospective personnel and where they can be found. Managers will often seek consultations with general managers and work colleagues in order to have an informed opinion about a potential candidate. In doing so, the consultation is perceived as a test to examine indirectly whether there is an agreement on the desirability of the potential candidate prior to final approval.

1.2.1.37 Performance assessment in Libya. Subsequent to the steps of selection is the need to evaluate or appraise an employee’s work performance. This is aimed at monitoring and improving employees’ effectiveness as well as providing feedback about their progress. In general, performance appraisal problems exist in all organizations but this is particularly so in the manufacturing organisations. It commences with the preparation of a performance appraisal which is completed in consultation with the concerned employee and held at least three months before the employee’s contract completion date. This is considered a part of the appraisal system and the supervisor is responsible for ensuring that

Thus, the employee’s performance assessment is a shared responsibility between the supervisor and HR department. The director of the HR department processes the final approval. Such assessment is generally performed on a yearly basis. This procedure is aimed at identifying an employee’s strengths and weaknesses in a particular job and improving the current situation and specifying development needs. The consultation between supervisor and his/her subordinate is expected to take place during the performance assessment. This is in line with Islamic values where consultation at all levels of decision making are encouraged (Latifi, 1997). Libyan organisations claim to follow the Islamic faith in the conducting of their business, therefore, performance assessments mainly focus on the totality of personality and are related to personal qualities rather than task performance ability. The reliance upon this informal control mechanism is widespread. It is a difficult task to change this procedure to a fairer model o f employee involvement. The essence of the quality improvement process, which requires involving every employee to