Application of a Four-Step Organizational Culture Development Intervention for Excellence in Human Resource Performance in a Frontline Service Government Office
Keywords:Organizational Development, Organizational Values, Mission-Vision Statement, Employee Performance.
Every organization, whether it be a global corporation, a government agency, or a private business, wants to be sure that the improvement and effectiveness of common business procedures and administrative tasks will be carried out at their highest level. An organization is a dynamic system of people and operations. Any social institution must grow and refine organizational duties to meet current demands. Ironically, despite the honest desire to provide the best possible services to the public, the growth of the departments has resulted in an excessive number of bureaucratic channels and functional overlap. This study looked for answers to staffing issues, business process flow issues, and organizational development direction issues that could arise in organizational roles. The Organizational Culture Development Intervention is the author's four-step process to ensure excellence in delivering business processes and services by systematizing a process of reaffirming individual employees' values with institutional values, redefining the Mission and Vision of every department/office, formulating key performance Indicators of every individual, rationalizing staffing needs and job rotation schedules, and by retooling the employees with observed and perceived appropriate training needs. This paper will serve as a guide to the methods and approaches for every step in the organizational business process. Organizational culture development is ensured when all levels of the organizational structure follow the procedures and techniques of the Intervention Program described in this paper. This study also demonstrates that, even with small sample size, when the relevant questions are asked and the replies are properly analyzed, organizational policies will be created and accepted by the human resource since they were a part of the process.
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