By: Simão Djedje
The phrase, “Will they need me?” frequently resonates on social media, reflecting a common reality in many professional environments—the discrepancy between being physically present at work and truly contributing to results. In Mozambique, as in many other countries, this issue goes beyond semantics, touching on cultural, organizational, and even legal aspects.
The distinction between “Going to Work” and “Working”
Understanding the difference between “going to work” and “working” is key to grasping how companies can balance productivity with compliance to labor standards. While the former refers to merely being physically present in the workplace, the latter involves dedication to tasks and the delivery of results.
Organizational and legal challenges
In Mozambique, as in many African contexts, performance evaluation in many organizations still hinges on attendance and punctuality, with less emphasis on actual results. This approach can lead to situations where physical presence is valued, even when there is no productive contribution.
From a legal perspective, the Labor Law in force in the country, specifically Article 84, outlines obligations for both employers and employees. While adherence to working hours is mandatory, the law also requires employees to perform their duties with diligence and efficiency. On the other hand, employers are obliged to provide adequate conditions for employees to effectively carry out their tasks.
Reflecting on organizational culture
This issue is largely cultural. The lack of clear goals, effective supervision, and evaluation tools contributes to the confusion between physical presence and productivity. Moreover, the absence of a robust Key Performance Indicator (KPI) system makes it harder for organizations to objectively and fairly measure performance.
Teleworking as a potential solution
The telework model, introduced in many countries in response to the pandemic, holds potential to address part of this problem. This approach shifts the focus from physical presence to delivered results, promoting flexibility and autonomy for workers.
In Mozambique, the implementation of teleworking faces specific challenges, such as inadequate technological infrastructure in many regions and limited internet access. However, where applicable, teleworking could help companies adopt a more results-oriented culture, reduce costs, and improve employee motivation.
Aligning Presence and Productivity
To strike a balance between physical presence and tangible results, organizations should:
- Define Goals and Indicators: Each employee should have clear objectives and measurable targets aligned with the organization’s expected outcomes.
- Promote Dialogue: Open communication between employers and employees is crucial to aligning expectations and emphasizing the importance of productivity.
- Invest in Training: Continuous training can improve employee competence and increase their effective contribution.
- Create a Motivating Environment: Demotivation often stems from unsatisfactory working conditions. Improving the organizational environment can boost results.
Final reflection
The difference between “going to work” and “working” goes beyond semantics—it’s a matter of mindset and organizational practices. The challenge for Mozambican companies lies in creating systems that value productivity without disregarding the importance of presence.
Teleworking, combined with good management practices and aligned with local labor laws, could be a viable path to promoting results, particularly in sectors where mobility and technology already play a key role. However, it will require a concerted effort by employers, employees, and lawmakers to ensure that changes are inclusive, effective, and sustainable in the long term.
