27 Apr Sundry Market Joins TAMS


Sundry Markets, Nigeria’s emerging grocery retailer and owners cum operators of MarketSquare Suparmarkets has deployed the TAMS brand of workplace technologies.

TAMS as a time-management based human resource solution that helps organizations get more productivity for less in terms of cost. The award-winning integrated HRM solution is designed to help organisations of all sizes and in all sectors transit from manual systems and spreadsheets to a web-based, automated and customizable human resource information system.

With over 1,000 clients in different parts of Nigeria and West Africa, TAMS is renowned for its affordability and ease of use. It is interesting to note that attributes such as these have made it a workplace solution of choice for small, medium and large organizations.

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  • More than 1.2 million people die in road traffic crashes every year
  • As many as 50 million people are injured or disabled by road traffic crashes every year
  • Half of all crash victims are vulnerable road users such as pedestrians, cyclists, and motorcyclists
  • Road traffic crashes cost countries up to 4% of their Gross National Product
  • Correctly used seat-belts reduce the risk of death in a crash by 61%
  • Mandatory use of child restraints can reduce child deaths by 35%
  • Helmets reduce fatal and serious head injuries by up to 45%
  • Enforcing a drinking and driving law around the world could reduce alcohol-related crashes by 20%
  • For every 1km/h reduction in average speed, there is a 2% reduction in the number of crashes
  • Simple low-cost engineering measures are saving thousands of lives


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27 Apr ORGANIZATIONAL CULTURE: What it is and what it is not

In the corporate world, organizational culture is an integral part of workplace situations with basic pattern of shared assumptions, values and beliefs that govern behavior within a particular organization.

You might want to ask further, why Organizational Culture? Well, that is because it is pervasive and powerful; being a two side of the coin for both employer and employee alike. For corporate leaders, it is either a force for change or an insurmountable barrier to it.

For employees, it is either the glue that bonds people together or the force that drives them away from the organization. In short, culture is a set of values and beliefs for which individuals are equipped with cultural tools to understand, interpret, and utilize the cultural symbols they are presented with in the everyday world.

While the employee will tend towards the sociability function of organizational culture, the employer tilts more to solidarity function. Both ways, balancing the solidarity and sociability function of organizational culture help to create a robust and result oriented culture around the workplace situation

If  you’ve  ever read  the book Good  to Great:  Why  Some Companies  Make the Leap…and  Others Don’t – by Jim Collins,  then  you know  there are plenty  of good companies, but  there are very few great  companies. When it comes down to  it, there are actually only a few  key characteristics that take a company  from good to great, but those characteristics make  all the difference.

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Twenty years ago no HR practitioner would have ever thought that human capital management will be as easy as it is today with the aid of technology. No HR at that period in time would ever believe it possible to manage and recruit employee remotely from one central location.

Mrs. Dada was an HR practitioner in the early 80’s, she worked and retired as the HR manager of one of the then leading old generation banks. In her words “I worked with one of the old generation banks, technology has really made the job of HR easy, i couldn’t imagine 30 years ago that managing employing will be so easy today. I could remember how we recruited those days, to drop an ordinary CV you need to travel all the way from Kafanchan to Lagos and you are not even sure you will be called for interview talk less of getting the Job. Even seaving preferred candidates you need to start checking through all submitted hard copy CV, but today I understand with a click on your fingertip with the aid of the internet you can post jobs online, seave your preferred candidates and invite them for the job”.

As the saying goes “Change is constant”, the face of human resources management is changing, Today’s HR is undergoing a great disruption, forcing businesses to reprioritize human capital management. The cloud based HR system is a term that refers to HR applications, services or resources made available to users on demand via the Internet from a cloud computing provider’s servers which enable HR’s easily centrally carry out activities as regards to human capital management even when on vacation.

Using the cloud, organizations can see structural benefits that lie beyond technology advantages. The centralized model makes it possible to connect various HR initiatives and technology across the enterprise, so that design, portals, and the nature of service delivery itself are consistent and appropriate. This can help HR look and work more effectively at the most critical point of change — the interaction between end users and HR services, such as recruitment, screening, predictive analytics, performance management, payroll, time and attendance, or workforce management.

There are various cloud based human resources application out there, one of them is TAMS, TAMS is a web based human resources solution that enables you manage your human capital from recruitment to retirement, the solution has in its module, time management, leave management, appraisal management, shift management, direct remittance payroll management amongst many other modules.

Contact us today at www.tams.com.ng for free consultation on a solution that best suit your organization needs.

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20 Apr Exemplifying the Double ‘S’ of Organizational Culture


Organizational culture remains and will continue to remain a very essential part of workplace productivity. We previously shared two major factors that can be found in the culture of an organization which we called the Double S – meaning Solidarity and Sociability. Justified enough, the blend of the two in appropriate proportion is what seem to give a robust and flexible workplace culture.

In this article, you will be seeing some examples of solidarity and sociability functions of organizational culture. For a refresher though, sociability tends toward friendliness and also fosters a sense of belonging to a community; bringing about interactions and close level relationships.

Startup companies with fewer than fifty employees usually have a culture of minimal bureaucracy, relatively egalitarian relationships, an environment that loves creativity and talented people. These organizations tend to be ambitious with members that are about the same age, and sharing the same attitudes. They may talk and joke a lot, but they are deathly serious about their work. Such a friendly atmosphere often times extends outside the office. They often spend weekends together, participating in the winter and summer activities.

Washington DC area once had its entire group participate in a 10K race for the Whittman Aids Clinic. When one of the members developed a knee problem about 3 kilometers to the finish line, those colleagues who witnessed the incident stopped to attend to her. After resting, they all walked with her for the remaining 3 kilometers to the finish line. This is what sociability in-builds in an environment where it is prevalent.

Solidarity focuses on adherence to work goals and to treat workplace affairs with strict focus on achieving organizational goals. An investor would rather invest the money in a company where meetings are fixated on goals and competitive growth strategies instead of one where meetings deviate into friendly banter about basketball.

Blending solidarity and sociability function of organizational culture helps to cut down on the excesses of strictness to work processes as well as close relationship that leads to deviation of the job tasks and delivery. Having to mix the both in appropriate doze ensures employee productivity at its premium.

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Group of business people discussing at city view reflected onto table with document.

Let us dive in deeper on the duo concepts of Sociability and Solidarity that forms the basis of an organizational culture looking at the benefits and drawbacks from both concepts.

For sociability function of organizational culture, it promotes an environment with high morale and a common spirit of enthusiasm and devotion to duty. It also allows for creativity because of its promotion of teamwork, information sharing, and receptiveness to new ideas A healthy sociability environment creates an atmosphere in which people are more likely to go beyond the formal requirements of their jobs. They simply work harder than technically necessary, helping their colleagues to get the job done.

Just as there are several benefits of high sociability, many drawbacks abound. For one thing, it can breed poor performance and mediocrity. Since there is a prevalence of friendships, poor performing members may be tolerated, as no one would like to rebuke or fire a friend. In addition, such an environment is often characterized by an exaggerated concern for consensus (Goffee & Jones, 1998). In other words, people are reluctant to disagree with or criticize one another because they do not want to jeopardize their friendships.

One of the hallmarks of high solidarity relationships is the ruthlessness and piercing focus they display. Organizations characterized by high solidarity relationships are deathly focused on their goals. If the goal is to win, then everything they do is geared towards that. Solidaristic behaviors can be bad for the organization as well. Some of the relations that characterize solidarity could be detrimental to the organization. Organizations with high-solidarity cultures can have the same do-or-die philosophy which often times lead to high staff turnover and a possible loss of great potentials who could have been better managed to become star performers.

The understanding of the benefits and drawbacks of solidarity and sociability function in organizational culture will best know how to mix the Double S to turn employees to star performers.   

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13 Apr TAMS Testimonials



When we were having issues managing staff attendance and heard about TAMS,  I googled it and I also checked other sites, other companies that profer the same solution but I found that TAMS is more detailed and they were very established already. and I opted for it with my boss and to be frank with you, its been a good deal.

VON Automobiles

Sometimes around 2012, I saw a leaflet, a flier one of the SB Telecoms flier and then I looked at it and put a call through to their office and I was also privileged to speak to a guy then – Kazeem – asking him to also come to tell me more about it and when h came, we had a discussion and also a presentation on how we can manage employee efficiencies and then the time management for staffs, and I was very impressed.


We have a colleague who has worked with them before, and we were having issues with our former biometric system and so he recommended them and we called them in nd told them our problems and we were able to work out a solution.

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06 Apr WAEC Adds 14 Branches to TAMS


Africa’s foremost examining body, the West African Examination Council has expanded its usage of the TAMS web application by adding fourteen (14) more locations nationwide to the time management human resource solution.

The council which conducts international and national examinations in order to provide qualitative and reliable educational assessment, encouraging academic and moral excellence, WAEc has over the years developed a team of well trained and highly motivated staff; whose productivity has been enhanced by the TAMS application.

With over 1,000 clients in different parts of Nigeria and West Africa, TAMS is renowned for its affordability and ease of use; attributes that have made it a workplace solution of choice for small, medium and large organizations.

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Organizational culture remains one of the important topic discussed by business owners, employers and employees alike; and it has been a hard concept to define. Organizational culture evolves from the social practices of members of the organization, therefore, it’s a socially created reality that exists in the heads and minds of members of the organization as well as in the formal rules, policies, and procedures of organizational structures.

In the weeks to come, we will be focusing on understanding what organizational culture is, what are the elements that it has and how it best works to foster productivity from employers and employee alike.

The Double S Framework  stands for the Sociability and Solidarity aspects of an organizational culture, with the focus of helping to build a workable organizational culture and alter them when necessary.

For an efficient organizational culture, it requires having the ‘Double S’ when featured in the mix. So what is Sociability and Solidarity elements of the organizational culture? According to Goffee & Jones “Sociability is a measure of the degree of friendliness among members of a community”. This implies that Sociability engenders interactions and close level relationships.

Solidarity is about having a united voice, common interests and sympathies with a group.  In contrast to sociability, solidarity is based not so much in the heart as in the mind. According to (Goffee & Jones, 1998), solidarity is based on common tasks, mutual interests, and clearly understood shared goals that benefit all the involved parties, whether they personally like each other or not.

By now, you probably have an understanding of what these two stands for. In our next article, we will be looking how these two affects the whole processes and implementation of organizational culture to bring about a workplace of optimal productivity.

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23 Mar Does Motivating Employees Encourage Individuality or Teamwork?


Last week, we looked at how employees transform hard work into productive inputs beyond routine deliverables.

Over the years, business owners and human resources managers have paid close attention to how compensation and benefits boost employee performance, seeing that in any workplace, employees perform at different levels of productivity. For instance, there are employees who go the extra mile to get things done beyond expectations or organizational capability, sometimes even at the expense of immediate personal comfort or resources.

Expectedly, such star performers are given due recognition and awards. However, questions have been asked about how singling out individual performers would impact on organizational morale, vis-à-vis teamwork or team spirit.

Thus, we will like you to weigh in on this issue: What is the impact of recognition and celebration of individual employees on organizational cohesion?

Please send your responses to info@tams-ng.com

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