YOU AND ME: RIGHT ASSESSMENT

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A Integration Paper Presented to Mr. Ringo Badilla, M.A. Theology Department Ateneo de Naga University

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In Partial Fulfilment of the Major Subject Requirements: VEDM002: WORK ETHICS AND COMMUNITY SERVICE: COMMITMENT TO SOCIAL RESPONSIBILITY AND ACCOUNTABILITY

By Nicomedes L. Sirios III AB Religious Education February 2014

Religious Education Majors has its own culture especially in dealing with co-students and teachers. You cannot acquire or work to be able to have an Organizational Culture it is eminent that the said culture is a part of a group ambiance. Organizational cultures that are consistently high performing and values-aligned do not happen casually they happen intentionally. The leaders of these organizations understand that they must effectively manage employees heads, hearts and hands not just one of those three. Leaders that focus on performance alone typically see their role as managing employees hands, not employees heads and hearts, as well. These are certainly important metrics; all organizations need to meet or exceed performance standards. And research indicates that these, alone, are not the strongest drivers of desirable outcomes such as consistent performance, terrific customer service or engaged employees. I realize that senior leaders (of the organization/department/team) must champion the culture change. The responsibility for proactive management of team culture cannot be delegated to any other player or role. Only senior leaders can change expectations, structure, policies and procedures to support the desired culture. Defining what a good citizen looks, acts and sounds like down to specific and observable behaviors, describing how leaders and staff treat each other and customers set a clear standard for how leaders and staff are to behave day to day. Senior leaders also hold themselves and all staff accountable for both performance standards and values expectations. Once valued behaviors are published, leaders at all levels are under the microscope. Employees will be observing leaders plans, decisions and actions closely to see if they walk the values talk. Only when leaders demonstrate desired valued behaviors will the employee population embrace those behaviors. Workplaces can either accidentally wind up with a culture, the normal way a work group behaves, or workplaces can be intentional about building a culture that truly represents who they are and aspire to be. It also provides practical suggestions for ways to introduce a more participatory and cooperative culture at your workplace. This guide illustrates best practice when it comes to consultation and cooperation in the workplace. Companies sink or swim based on their internal culture. One bad hire can have a huge effect on morale, productivity, and ultimately, the bottom line. "Many people default into choosing people who have high competence but a low cultural fit," he writes. "This is a deadly mistake in a start up, as this is exactly the wrong person to hire. Instead, leaders should hire people who see the much bigger picture, and can truly help a company thrive by aligning their career goals with a company's values and mission. Best practice workplace consultation involves developing and implementing effective consultation mechanisms which encourage cooperation and the engagement of employees and management across the workplace. Employee involvement in decision-making regularly leads to benefits such as increased productivity and greater collaboration. Employers have to consult with employees who are, or are likely to be, directly affected by any matter which may impact their health, safety and welfare. 'Employees' includes independent contractors engaged by an employer, and any employees of independent contractors including labour-hire staff. If employees are represented by a health and safety representative (HSR), the HSR must be involved in all consultation, with or without the direct involvement of the employees. The employer's duty to consult does not apply to volunteers. The evaluation process also nips a lot of employment problems in the bud. Performance evaluations can keep you out of legal trouble by helping you track and document your employees' problems. If you ever need to fire or discipline a worker, you will have written

proof that you gave the employee notice and a chance to correct the problem, which will go a long way towards convincing a jury or judge that you acted fairly. If an employee does an especially wonderful job on a project or really fouls something up, consider giving immediate feedback. Orally or in writing, let the employee know that you noticed and appreciate the extra effort -- or that you are concerned about the employee's performance. If you choose to give this kind of feedback orally, make a written note of the conversation for the employee's personnel file. At least once a year, formally evaluate each employee by writing a performance appraisal and holding a meeting with the employee. To prepare, gather and review all of the documents and records relating to the employee's performance, productivity, and behavior. Review your log and the employee's personnel file. You might also want to take a look at other company records relating to the worker, including sales records, call reports, productivity records, time cards, or budget reports. Employees should thoroughly understand how to perform their duties and demonstrate knowledge of departmental policies and procedures. Note if an employee regularly needs help performing any aspect of her job due to a lack of training or knowledge. Review her ability to use office equipment correctly and safely. Depending on the position, you might evaluate the employees ability to research and find solutions to any problems encountered. The willingness to attend training programs to further knowledge of department procedures or to learn new techniques can also be evaluated. Your employees attitude can affect her overall performance. Evaluate your employees enthusiasm for the job. If she must work with difficult customers, evaluate her ability to handle customers without becoming angry or upset. Review her ability to work cooperatively with co-workers and other departments. Take a look at attendance issues, including punctuality and informing her supervisor if she will be taking a sick day. Tally the number of days she was absent and note if the total was within the permitted range. Note any ongoing problems, such as taking excessively long lunches or breaks. Ezekiel 18 is more than a set of rules for living in exile; it is an answer to the despair the exiles feel, expressed in the Ezek. 18:2 proverb, "The parents have eaten sour grapes and the children's teeth are set on edge." The argument of chapter 18 refutes the proverb, not by eliminating transgenerational retribution altogether. Instead, the lesson of personal moral responsibility replies to exilic despair (see Psalm 137) and to questions of theodicy seen in the refrain, "The way of the Lord is unfair" (Ezek. 18:25, 29). In response to the exiles' question "If we are God's people, why are we in exile?" "Why are we suffering?" "Does God care?" The Lord rebuts not with an answer, but with a call to live justly. The marks of righteousness in Ezekiel 18 provide a representative sample of life in the new covenant when the community is characterized by "lawful" ethics (Ezek.18:5, 19, 21, 27). The reader is challenged to live the new covenant life now as a means to secure hope for the future. In our day, Christians are members of the new covenant with the same call inMatthew 5:1720; 22:37-40. In this way, Ezekiel 18 is surprisingly instructional and transferable to our own lives in the workplace, no matter the venue. Living out this personal righteousness in our professional pursuits adds life and meaning to our present circumstances because it assumes a better tomorrow, ushers the future kingdom of God into the present, and provides a glimpse of what God anticipates from his people as a whole. God rewards such behavior, the type of which is possible only by means of new hearts and spirits (Ezek. 18:31-32; 2 Corinthians 3:26). Here in school, although we are not yet professional we can practice this kind of mentality so that we can be easily apply this in our future profession.