click here to download - UniKL MIMET Official Website
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Figure 1. <strong>UniKL</strong> transforming its traditional culture <strong>to</strong> a per‐<br />
formance‐driven culture<br />
formance culture organization is the transforma‐<br />
tion from its traditional culture <strong>to</strong>wards a per‐<br />
formance‐driven culture organization as charac‐<br />
terized by the following Figure 1.<br />
Looking at the attributes of a performance–<br />
driven culture a critical point that can be ob‐<br />
served is the focus on the external. Focusing on<br />
the external includes external stakeholders such<br />
as the cus<strong>to</strong>mers as well as own family mem‐<br />
bers. <strong>UniKL</strong>’s most important cus<strong>to</strong>mer, namely<br />
the students, is the actual drivers who drive or‐<br />
ganizational members <strong>to</strong> become high perform‐<br />
ance workers through the embrace of a positive<br />
work culture.<br />
The role of high‐performance workers would not<br />
be sustainable without balancing work and fam‐<br />
ily lives. Proper balancing of work and family<br />
lives by organizational members that is well sup‐<br />
ported by management helps sustain high per‐<br />
formance‐driven culture in the organization. On<br />
<strong>MIMET</strong> Technical Bulletin Volume 1 (2) 2010<br />
the contrary, traditional organizational work cul‐<br />
ture would have focused on the internal, which<br />
is directed more <strong>to</strong>wards own self, while neglect‐<br />
ing important external stakeholders.<br />
Sourcing on issues concerning balancing work<br />
and family (Peter Berg et al., 2003) revealed that<br />
the culture of the workplace can have a signifi‐<br />
cant impact on the ability of workers <strong>to</strong> balance<br />
their work and family lives. The article further<br />
examined the effects of high‐performance work<br />
practices on workers’ views about whether the<br />
company helps them balance work and family.<br />
Based on previous surveys the article managed<br />
<strong>to</strong> show that a high‐commitment work environ‐<br />
ment characterized by high‐performance work<br />
practices and intrinsically rewarding jobs posi‐<br />
tively influences workers’ perceptions that the<br />
organization is helping them achieve this work<br />
and family balance. This finding is in line with<br />
what exists at <strong>UniKL</strong> with regards <strong>to</strong> work life<br />
balance, rewards and recognition.<br />
Like in any other organizational culture, making<br />
it succeed and maintaining its success would<br />
| MARINE FRONTIER @ <strong>UniKL</strong><br />
104