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have become a major issue without manage‐
ment’s commitment with regards to rewards
and recognition, and UniKL is no exception. Con‐
versely, high performance culture comes with a
conviction that without management’s commit‐
ment with regards to rewards and recognition
UniKL may not be able to sustain its high per‐
formance‐driven culture.
Evaluation of organizational members’ core val‐
ues and overall performance measurements as
translated through the organizational KPI results
in the following rewards and benefits;
�� Annual Increment
�� Promotion
�� Recognition & Awards
�� Merit Increment
�� Merit Performance Reward/Bonus
�� Special Incentives , that include Umrah,
Vacation, Training
�� Retirement Benefits, that include golden
handshake, gratuity, higher employer
contribution of EPF
CONCLUSION
�� The change from UniKL’s traditional organ‐
izational culture to a performance ‐ driven
culture helps transform the university to be‐
come a high performance culture organiza‐
tion within a short period of time since in‐
ception in 2002.
�� Organizational sharing of shared values held
by members helps distinguish it from other
similar organizations that offer a wide range
of engineering technology courses in the
higher education sector.
�� High performance culture of UniKL is made
possible by a strong commitment by mem‐
bers to excel in whatever they aspire to
achieve. Strong commitment is reinforced
through effective and transparent evaluation
of organizational members’ core values and
MIMET Technical Bulletin Volume 1 (2) 2010
overall performance measurements as trans‐
lated through annual organizational KPI that
results in fair rewards and benefits.
�� Within the context of UniKL’s organizational
members who extol the virtues of “al‐ihsan”
which means “to do something as though
you see Allah, and since you cannot see Al‐
lah, know that He sees you” it implies that
they are taking their commitment towards
their work to a spiritual level beyond nor‐
mal ethical dimensions.
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2. Dimitrov, D. (2005). Cultural Differences for Organizational
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CA: Sage
4. Robbins, S.P and Judge, T.A.(2009). Organizational Behav‐
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