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mutually exclusive, but rather compatible and
dependent on one another. Changes occur, as do
positive results.
Playing to people's strengths:
Leaders know their people and effectively match
talent and task. Matching talent and task helps
reduce wasted talent. Overly talented people
may however complement those less talented to
help in the smooth running of departments
within UniKL. Leaders understand their people's
strengths and how best to elicit these strengths
from them. These organizational members focus
more on building synergies, learning and build‐
ing on strengths and opportunities that help re‐
duce internal weaknesses and neutralizing exter‐
nal threats rather than on merely closing gaps
that may only help address current problems,
not potential or future problems.
CORE VALUES AND STANDARDS BEHAVIOR OF
EXCELLENCE (SBE)
Core values are the primary or dominant
values that are accepted throughout the organi‐
zation. In striving for high performance culture,
UniKL had chosen a strong culture that has a
greater impact on employee behavior. It is ob‐
served that UniKL’s strong culture results in the
organization’s core values being both intensely
held and widely shared by organizational mem‐
bers. Consistently, a strong culture can have a
great influence on the behavior of its members
because its high degree of sharing and intensity
creates an internal climate of high behavioral
control.
The five (5) primary or dominant core values that
are intensely held and widely shared by organ‐
izational members throughout the organization
are identified as commitment, integrity, team‐
work, innovation and excellence. These core val‐
ues form the basis for the performance appraisal
MIMET Technical Bulletin Volume 1 (2) 2010
of organizational members with respect to the
Key Performance Index (KPI) of UniKL. Under
each core value UniKL further itemizes three (3)
sub‐performance dimensions known as Stan‐
dards Behavior of Excellence (SBE) that provides
a measurement on a Scale of 1 to 5. Thus, the
performance of every organizational member of
UniKL can be measured and weaknesses cor‐
rected to ensure that UniKL’s quest for high per‐
formance culture organization can be achieved
and maintained by its organizational members.
The core values and their sub‐performance di‐
mensions are as listed below;
�� Commitment
�� Punctual.
�� Gets things done
�� Delivers results
�� Integrity
�� Honest.
�� Honors promises.
�� Complies with rules and regula‐
tions.
�� Teamwork
�� Cooperative.
�� Provides support.
�� Puts organization first
�� Innovation
�� Competitive.
�� Generates and shares ideas.
�� Makes things better
�� Excellence
�� Passionate.
�� Performs beyond expectation.
�� Strives to be the best
| MARINE FRONTIER @ UniKL
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