Have you ever felt the need for more time: time to recover from physical workload and psychological stress, time for your family and the hobbies you once used to have? In an increasingly competitive world, balancing personal and professional life has become more of a race for self-performance. It is not only about the workload and time distribution, but also repetition, routine and pressure that become highly important risk factors in managing an organization’s performance based culture.
In Juran’s opinion, organizations need to ask themselves what their competitors do in order to perform at a high level. To find out the difference between performance results, companies introduce benchmarking as an approach for organizations that have adopted total quality management (TQM).
“To foster a dynamic, visionary and knowledge-based Civil Service, which delivers quality service to the community through a clean, trusted, respectable and fulfilled workforce.” This is the Civil Service Bureau’s vision, established in order to contribute to the development of a performant, engaging administration.
Competencies and behaviors are different concepts, yet one can influence the other and vice-versa. However, they are to be analyzed separately when they represent decisional factors for an employee’s performance.
If anyone should ask us to take the bus to work instead of our car, we would, most probably, refuse them. The first question to pop into our mind would be: “Where would I buy a ticket from?” What if the solution would be as easy as reaching into our pockets and grabbing our phone? Would we reconsider our options, then?
