Delegation of The European Union To Egypt

1. EU Profile Describing an organization can be done by discussing individual features of a financial, legal, or institutional perspective. However, in this paper, describing the EU delegation emerges from the cultural perspective depicted symbols, 1. 1 Symbols1 1. 1. 1 Flag The European flag is a symbol of Europe’s unity and identity. The circle of gold stars represents solidarity and harmony between the peoples of Europe. The number of stars is always twelve regardless of the number of the member states as the number twelve is traditionally the symbol of perfection, completeness and unity. 1. 1. 2 Slogan.

THE MOTTO “UNITED IN DIVERSITY” MEANS THAT EUROPEANS ARE UNITED IN WORKING TOGETHER FOR PEACE AND PROSPERITY, AND THAT THE MANY DIFFERENT CULTURES, TRADITIONS AND LANGUAGES IN EUROPE ARE A POSITIVE ASSET FOR THE CONTINENT. 1. 1. 3 Anthem THE POEM “ODE TO JOY”, WRITTEN IN 1785 BY FRIEDRICH VON SCHILLER, EXPRESSES SCHILLER’S IDEALISTIC VISION OF THE HUMAN RACE TO BECOME BROTHERS;

A VISION LUDWIG VAN BEETHOVEN SHARED WHO USED IT IN COMPOSING HIS NINTH SYMPHONY. IN 1972, THE COUNCIL OF EUROPE FOUND THAT THE TRANSLATION OF THE EU MOTTO “UNITED IN DIVERSITY” IS BEST MATERIALIZED IN BEETHOVEN’S “ODE TO JOY” THEME AND ADOPTED IT AS ITS ANTHEM THAT EXPRESSES THE IDEALS OF FREEDOM, PEACE, AND SOLIDARITY – FOR WHICH EUROPE STANDS – IN THE UNIVERSAL LANGUAGE OF MUSIC.

1. 1. 4 Europe Day Europe Day celebrated on the 9th of May is the occasion for activities and FESTIVITIES THAT BRING EUROPE CLOSER TO ITS CITIZENS AND PEOPLES OF THE UNION CLOSER TO ONE ANOTHER. THE DATE MARKS THE ANNIVERSARY OF A SPEECH GIVEN BY THE FRENCH FOREIGN MINISTER, ROBERT SCHUMAN, IN PARIS IN 1950. SCHUMAN SET OUT HIS IDEA FOR A 1 EU delegation to Egypt web site: http://eeas. europa. eu/delegations/egypt/what_eu/european_symbols/index _en. htm Prepared by: Peter Mokhles Maher.

Page No. 2 of 8 Delegation of the European Union To Egypt Integration of Organizational Values into HR Systems & Tools NEW FORM OF POLITICAL COOPERATION IN EUROPE, WHICH WOULD MAKE WAR BETWEEN EUROPE’S NATIONS UNTHINKABLE. SCHUMAN’S PROPOSAL IS CONSIDERED TO BE THE BEGINNING OF WHAT IS NOW THE EUROPEAN UNION 1. 2 Establishment in Egypt The diplomatic representation of the EU in Egypt came into existence by virtue of the agreement signed on October 26, 1979 with the government of Egypt on the establishment of a delegation and on privileges and immunities accorded to members of the delegation.

1. 3 Role a- implementation and monitoring of the European Neighbourhood Action Plan ENPI with Egypt. b- management of the projects portfolio of over €1 billion in many areas such as: health, education, economic development, trade, water, transport, science, research and innovation, human rights, energy, environment and culture. 1. 4 Staff 66 staff work in the delegation who can be categorized into expatriates from member states and local agents. 1. 5 Contact Address: 37 Gamaet El Dowal El Arabeya St. , El Fouad Office Building . 11th Floor, Mohandessin, Giza, Cairo, Egypt Main Telephone: + 20. 2. 3749 46 80 Main Fax: + 20. 2.

3749 53 63 Email: [email protected] europa. eu 1. 6 Member States Austria Belgiu m Bulgaria Croatia Cyprus Czech Republic Denmar k Estonia Finland France Germany Greece Hungary Ireland Italy Latvia Lithuan ia Luxembo urg Malta Netherla nds Poland Portuga l Romania Slovaki a Slovenia Prepared by: Peter Mokhles Maher Page No. 3 of 8 Delegation of the European Union To Egypt Integration of Organizational Values into HR Systems & Tools Spain Sweden United Kingdom Prepared by: Peter Mokhles Maher Page No. 4 of 8 Delegation of the European Union To Egypt Integration of Organizational Values into HR Systems & Tools 2.

Organizational Values 2. 1 Unity in Diversity. Staff employed by the EU Delegation come from different member states including Belgium, France, Germany, Spain, Italy, etc in addition to Egyptian local agents. The multi cultural environment we’re working in enriches work practices 2. 2 Respect Hierarchical Structure The organizational structure of the EU delegation is a multi-layer one that starts with the Head of delegation to whom head of sections report. Under head of sections are different departments fill with staff graded from five to one. In the administration section for example, the payment files has to be signed by five staff each is in a higher organizational level than the predecessor in order to get a dully signed cheque or a transfer letter.

Still at that stage neither the cheque nor the transfer letter can be released till receiving a mail from the head quarter allowing the actual execution. Head quarter designed web-based applications for budgeting and processing payments (ABAC), following suppliers contracts (ABAC Contract), tracing inventory (ABAC Assets), recruitment and personnel Management (E-Del HRM), controlling car movement (Drivers), archiving (Ares). All these applications are used by staff through usernames that have different access, authority, and jobs depending on their hierarchical level.

2. 3 Respect Rules. The more any organization expand, the higher the need for rules to guarantee control over invested resources. Having a network of 140 2 delegations all over the world, the EU head quarter in Brussels sets extremely complicated rules for almost all practices in the delegations. These rules can be found in the vade mecum, circulars, notes that govern financial, administrative, political, and developmental activities of the EU delegation. 2 EU delegation to Egypt web site http://eeas. europa. eu/delegations/egypt/what_eu/what_we_do/index_en. ht m Prepared by: Peter Mokhles Maher Page No.

5 of 8 Delegation of the European Union To Egypt Integration of Organizational Values into HR Systems & Tools The rules are incorporated in the applications referred to in item 2. 2. For example, ABAC will refuse processing a payment on a budget line that doesn’t have enough credit or above the ceiling of local payments. 2. 4 Risk Avoidance The major cause of the costly decision of moving the premises of the delegation from Mohandessin to Nile city tower in Boulaque is safety measure.

The current premises isn’t complying with the safety measure of the EU especially that of fire abatement. The new premises is better equipped with fire alarm and abatement systems. The delegation developed an emergency telephone list of all staff to communicate when delegation is closed. The delegation inform staff on a daily basis with traffic blocks, accidents, and hot spots by mails and sms. 2. 5 Strengthen Staff Social Relations The delegation organizes annually a Christmas party at the residence of the head of delegation to celebrate the new year. Only delegation staff are invited to the party.

The cost of the party is fully covered by the delegation as there is a line in our budget on which we receive credit for this purpose is called “Strengthening social relations”. Usually we make farewell parties for colleagues leaving the delegation or exercising rotation. 3. Survey Results 3. 1 Methodology The number of staff surveyed is 25. The points assigned by staff for each question are listed in annex No. 2. Then an average score is calculated by summing all the points assigned by all staff to each specific question and dividing the result by the number of staff answered that question.

The average score of each specific question is the basis of the below analysis. Prepared by: Peter Mokhles Maher Page No. 6 of 8 Delegation of the European Union To Egypt Integration of Organizational Values into HR Systems & Tools 3. 2 Categorizing Questions Category .Measures Questions Average Score A RELATIONSHIP BETWEEN 1. HOW GOOD DO YOU UNDERSTAND YOUR ORGANIZATIONAL VALUES 7 EMPLOYEES AND ORGANIZATIONAL 2. HOW MUCH DO YOU PRACTICE THE VALUES IN YOUR DAILY WORK 7 VALUES 10. HOW MUCH ARE THE ORGANIZATIONAL VALUES RELATED TO YOUR PERSONAL VALUES IN YOUR SOCIAL LIFE ?

5 B VALUES GENERAL INTEGRATION IN MANAGEMENT 3. ACCORDING TO YOU HOW MUCH DOES MANAGEMENT PRACTICE THE VALUES IN THEIR DAILY MANAGEMENT ACTIVITIES 5 PRACTICES 7. ACCORDING TO YOU, HOW MUCH DOES MANAGEMENT “WALK THE TALK” CONCERNING THE ORGANIZATIONAL VALUES 5 8. ACCORDING TO YOU HOW MUCH DOES MANAGEMENT ADVOCATE, SELL, PROMOTE THE ORGANIZATIONAL VALUES AMONG EMPLOYEES? 5 Prepared by: Peter Mokhles Maher Page No. 7 of 8 Delegation of the European Union To Egypt Integration of Organizational Values into HR Systems & Tools 9. ACCORDING TO YOU, HOW MUCH EXPLANATION IS GIVEN BY MANAGEMENT IN WRITTEN OR ORAL FOR EACH OF ORGANIZATIONAL VALUES?

5 C VALUES SPECIFIC INTEGRATION IN HRM PRACTICES 4.

ACCORDING TO YOU HOW MUCH IS THE JUDGMENT ON YOUR PERFORMANCE BASED ON YOUR ACHIEVEMENTS WITHIN THE ORGANIZATIONAL VALUES 6 5. ACCORDING TO YOU HOW MUCH WAS THE SELECTION PROCESS OF HIRING YOU AS AN EMPLOYEE BASED ON THE VALUES OF THE ORGANIZATION 7 6. ACCORDING TO YOU, HOW MUCH IS THE DECISION PROCESS ON PROMOTION OF EMPLOYEES WITHIN YOUR ORGANIZATION, BASED ON ACHIEVEMENTS WITHIN THE ORGANIZATION`S VALUES? 4 3. 3 Comment and Advice 3. 3. 1 Category A: Relationship between employees and organizational values questions number 1 and 2 assess how far the EU values are perceived and practiced by staff and the average score 7

indicates that both are clear in the mind of the staff although the values are not formally written in a document. Question number 10 assess how correlated are the organizational values to the staff personal values and the average score of 5 indicates that they are related to a certain extent but not as strong as it’s clearly perceived and practiced. I think that this relationship could be better fostered by integrating the EU values in the recruitment process including job description, job specification, behavior based interviews, and induction training.

This can be attained by clearly listing the EU values in the job description instead of the current practice of just mentioning that the applicant should know and respect the values. Also the interviewing panel should examine the interviewees value and choose those who are best fit to the EU values on the assumption that the EU values is already clear in the panel members’ mind. Prepared by: Peter Mokhles Maher Page No. 8 of 8 Delegation of the European Union To Egypt Integration of Organizational Values into HR Systems & Tools Still I think that the above deduction is questionable when compared with question 5 assessing how far values are integrated in the recruitment process.

Question 5 average score of 7 indicates that the HR is doing a good job most of the time in selecting the best fit recruits in terms of values. The abstract, reemphasizing the vales by listing them in the job description would be of some benefit to eliminate the gap between personal and organizational values variance. 3. 3. 2 Category B: Values general integration in management practices Four questions fall in this category and surprisingly all have an average score of 5. The score doesn’t indicate a serious flow however it’s an area that needs improvements.

I think that my colleagues gave management this score because they see management practices don’t go always in conformity with the EU rules and hierarchy by taking actions or making decisions that are exceptionally against the rules and skip the hierarchy. My advise is that management should consistently disclose to staff either directly or indirectly through the staff representatives the reasons, circumstances, and factors influenced their decision that is perceived by staff to be breaching a rule or skipping the hierarchy. This will enhance the staff image about how management is coherent and consistent in implementing rules.

3. 3. 3 Category C: Values specific integration in HRM practices 3. 3. 3. 1 Performance Measurement Question number 4 assess how correlated is the performance measures to achievements within the organizational values and the average score of 6 indicates that staff see most of the time that it’s related. However the limitation to giving a higher score is that performance measure is either positively or negatively influenced by the personal relationship between the manger and his subordinates in spit of the availability of a guiding standard form for measuring different factors including commitment, accuracy, meeting deadlines, attendance, social relation, etc.

Prepared by: Peter Mokhles Maher Page No. 9 of 8 Delegation of the European Union To Egypt Integration of Organizational Values into HR Systems & Tools My advice is that head quarter should implement training courses to educate mangers to be objective in measuring performance. Management should also take into consideration the staff feedback on his performance appraisal and to effectively inter into a discussion with the manger to judge on whether his appraisal to the staff is fair or not. Currently, the staff feedback is just done as a step completing the performance appraisal process. 3. 3. 3. 2 Recruitment.

Question number 5 assess how far organizational values are integrated in the recruitment process and the average score of 7 indicates that staff see most of the time that the HR is doing a good job in selecting the best fit recruits in terms of values as mentioned above in item 3. 3. 1 3. 3. 3. 3 Promotion Question number 6 assess how correlated is promotion to achievements within the organizational values and the average score of 4 indicates that staff see only a little that application.

This score indicates a serious problem that management should overcome. For the second time, I think that my colleagues gave management this score because they see management practices don’t go always in conformity with the EU rules and hierarchy in making promotions that are related to achievement. 3. 3. 4 Category B and C: Statistically have consistent average score Categories B and C are related in the way that B encompass C. In more details, category B assess how far management practices in general reflect organizational values while category C assess how far HRM practices specifically reflects organizational values. As mentioned in item 3. 3. 2, all the four questions falling in category B have surprisingly an average score of 5.

When calculating the average score of the three questions falling in group C, we get 5. 6 which is very close the average score of category B. This supports the consistent logic used by staff in answering the questions which is management practices reflects to some extent the EU values and HRM does at the same level. Prepared by: Peter Mokhles Maher Page No. 10 of 8 Delegation of the European Union To Egypt Integration of Organizational Values into HR Systems & Tools Annexes: 1- 25 survey standard questionnaires. 2- statistical analysis of results. Prepared by: Peter Mokhles Maher Page No. 11 of 8.

1. EU Profile Describing an organization can be done by discussing individual features of a financial, legal, or institutional perspective. However, in this paper, describing the EU delegation emerges from the cultural perspective depicted symbols, 1. 1 Symbols1 1. 1. 1 Flag The European flag is a symbol of Europe’s unity and identity. The circle of gold stars represents solidarity and harmony between the peoples of Europe. The number of stars is always twelve regardless of the number of the member states as the number twelve is traditionally the symbol of perfection, completeness and unity. 1. 1. 2 Slogan.

THE MOTTO “UNITED IN DIVERSITY” MEANS THAT EUROPEANS ARE UNITED IN WORKING TOGETHER FOR PEACE AND PROSPERITY, AND THAT THE MANY DIFFERENT CULTURES, TRADITIONS AND LANGUAGES IN EUROPE ARE A POSITIVE ASSET FOR THE CONTINENT. 1. 1. 3 Anthem THE POEM “ODE TO JOY”, WRITTEN IN 1785 BY FRIEDRICH VON SCHILLER, EXPRESSES SCHILLER’S IDEALISTIC VISION OF THE HUMAN RACE TO BECOME BROTHERS; A VISION LUDWIG VAN BEETHOVEN SHARED WHO USED IT IN COMPOSING HIS NINTH SYMPHONY. IN 1972, THE COUNCIL OF EUROPE FOUND THAT THE TRANSLATION OF THE EU MOTTO “UNITED IN DIVERSITY” IS BEST MATERIALIZED IN BEETHOVEN’S “ODE TO JOY” THEME AND ADOPTED IT AS ITS.

ANTHEM THAT EXPRESSES THE IDEALS OF FREEDOM, PEACE, AND SOLIDARITY – FOR WHICH EUROPE STANDS – IN THE UNIVERSAL LANGUAGE OF MUSIC. 1. 1. 4 Europe Day Europe Day celebrated on the 9th of May is the occasion for activities and FESTIVITIES THAT BRING EUROPE CLOSER TO ITS CITIZENS AND PEOPLES OF THE UNION CLOSER TO ONE ANOTHER. THE DATE MARKS THE ANNIVERSARY OF A SPEECH GIVEN BY THE FRENCH FOREIGN MINISTER, ROBERT SCHUMAN, IN PARIS IN 1950. SCHUMAN SET OUT HIS IDEA FOR A 1 EU delegation to Egypt web site: http://eeas. europa. eu/delegations/egypt/what_eu/european_symbols/index _en. htm Prepared by: Peter Mokhles Maher.

Page No. 2 of 8 Delegation of the European Union To Egypt Integration of Organizational Values into HR Systems & Tools NEW FORM OF POLITICAL COOPERATION IN EUROPE, WHICH WOULD MAKE WAR BETWEEN EUROPE’S NATIONS UNTHINKABLE. SCHUMAN’S PROPOSAL IS CONSIDERED TO BE THE BEGINNING OF WHAT IS NOW THE EUROPEAN UNION 1. 2 Establishment in Egypt The diplomatic representation of the EU in Egypt came into existence by virtue of the agreement signed on October 26, 1979 with the government of Egypt on the establishment of a delegation and on privileges and immunities accorded to members of the delegation. 1. 3 Role.

a- implementation and monitoring of the European Neighbourhood Action Plan ENPI with Egypt. b- management of the projects portfolio of over €1 billion in many areas such as: health, education, economic development, trade, water, transport, science, research and innovation, human rights, energy, environment and culture. 1. 4 Staff 66 staff work in the delegation who can be categorized into expatriates from member states and local agents. 1. 5 Contact Address: 37 Gamaet El Dowal El Arabeya St. , El Fouad Office Building . 11th Floor, Mohandessin, Giza, Cairo, Egypt Main Telephone: + 20. 2. 3749 46 80 Main Fax: + 20. 2.

3749 53 63 Email: [email protected] europa. eu 1. 6 Member States Austria Belgiu m Bulgaria Croatia Cyprus Czech Republic Denmar k Estonia Finland France Germany Greece Hungary Ireland Italy Latvia Lithuan ia Luxembo urg Malta Netherla nds Poland Portuga l Romania Slovaki a Slovenia Prepared by: Peter Mokhles Maher Page No. 3 of 8 Delegation of the European Union To Egypt Integration of Organizational Values into HR Systems & Tools Spain Sweden United Kingdom Prepared by: Peter Mokhles Maher Page No. 4 of 8 Delegation of the European Union To Egypt Integration of Organizational Values into HR Systems & Tools 2.

Organizational Values 2. 1 Unity in Diversity. Staff employed by the EU Delegation come from different member states including Belgium, France, Germany, Spain, Italy, etc in addition to Egyptian local agents. The multi cultural environment we’re working in enriches work practices 2. 2 Respect Hierarchical Structure The organizational structure of the EU delegation is a multi-layer one that starts with the Head of delegation to whom head of sections report.

Under head of sections are different departments fill with staff graded from five to one. In the administration section for example, the payment files has to be signed by five staff each is in a higher organizational level than the predecessor in order to get a dully signed cheque or a transfer letter.

Still at that stage neither the cheque nor the transfer letter can be released till receiving a mail from the head quarter allowing the actual execution. Head quarter designed web-based applications for budgeting and processing payments (ABAC), following suppliers contracts (ABAC Contract), tracing inventory (ABAC Assets), recruitment and personnel Management (E-Del HRM), controlling car movement (Drivers), archiving (Ares). All these applications are used by staff through usernames that have different access, authority, and jobs depending on their hierarchical level. 2. 3 Respect Rules.

The more any organization expand, the higher the need for rules to guarantee control over invested resources. Having a network of 140 2 delegations all over the world, the EU head quarter in Brussels sets extremely complicated rules for almost all practices in the delegations. These rules can be found in the vade mecum, circulars, notes that govern financial, administrative, political, and developmental activities of the EU delegation.

2 EU delegation to Egypt web site http://eeas. europa. eu/delegations/egypt/what_eu/what_we_do/index_en. ht m Prepared by: Peter Mokhles Maher Page No. 5 of 8 Delegation of the European Union To Egypt Integration of Organizational Values into HR Systems & Tools The rules are incorporated in the applications referred to in item 2. 2. For example, ABAC will refuse processing a payment on a budget line that doesn’t have enough credit or above the ceiling of local payments. 2. 4 Risk Avoidance The major cause of the costly decision of moving the premises of the delegation from Mohandessin to Nile city tower in Boulaque is safety measure.

The current premises isn’t complying with the safety measure of the EU especially that of fire abatement. The new premises is better equipped with fire alarm and abatement systems. The delegation developed an emergency telephone list of all staff to communicate when delegation is closed. The delegation inform staff on a daily basis with traffic blocks, accidents, and hot spots by mails and sms. 2. 5 Strengthen Staff Social Relations The delegation organizes annually a Christmas party at the residence of the head of delegation to celebrate the new year. Only delegation staff are invited to the party.

The cost of the party is fully covered by the delegation as there is a line in our budget on which we receive credit for this purpose is called “Strengthening social relations”. Usually we make farewell parties for colleagues leaving the delegation or exercising rotation. 3. Survey Results 3. 1 Methodology The number of staff surveyed is 25. The points assigned by staff for each question are listed in annex No. 2. Then an average score is calculated by summing all the points assigned by all staff to each specific question and dividing the result by the number of staff answered that question.

The average score of each specific question is the basis of the below analysis. Prepared by: Peter Mokhles Maher Page No. 6 of 8 Delegation of the European Union To Egypt Integration of Organizational Values into HR Systems & Tools 3. 2 Categorizing Questions Category .Measures Questions Average Score A RELATIONSHIP BETWEEN 1. HOW GOOD DO YOU UNDERSTAND YOUR ORGANIZATIONAL VALUES 7 EMPLOYEES AND ORGANIZATIONAL 2. HOW MUCH DO YOU PRACTICE THE VALUES IN YOUR DAILY WORK 7 VALUES 10. HOW MUCH ARE THE ORGANIZATIONAL VALUES RELATED TO YOUR PERSONAL VALUES IN YOUR SOCIAL LIFE ?

5 B VALUES GENERAL INTEGRATION IN MANAGEMENT 3. ACCORDING TO YOU HOW MUCH DOES MANAGEMENT PRACTICE THE VALUES IN THEIR DAILY MANAGEMENT ACTIVITIES 5 PRACTICES 7. ACCORDING TO YOU, HOW MUCH DOES MANAGEMENT “WALK THE TALK” CONCERNING THE ORGANIZATIONAL VALUES 5 8. ACCORDING TO YOU HOW MUCH DOES MANAGEMENT ADVOCATE, SELL, PROMOTE THE ORGANIZATIONAL VALUES AMONG EMPLOYEES? 5 Prepared by: Peter Mokhles Maher Page No.

7 of 8 Delegation of the European Union To Egypt Integration of Organizational Values into HR Systems & Tools 9. ACCORDING TO YOU, HOW MUCH EXPLANATION IS GIVEN BY MANAGEMENT IN WRITTEN OR ORAL FOR EACH OF ORGANIZATIONAL VALUES? 5 C VALUES SPECIFIC INTEGRATION IN HRM PRACTICES 4.

ACCORDING TO YOU HOW MUCH IS THE JUDGMENT ON YOUR PERFORMANCE BASED ON YOUR ACHIEVEMENTS WITHIN THE ORGANIZATIONAL VALUES 6 5. ACCORDING TO YOU HOW MUCH WAS THE SELECTION PROCESS OF HIRING YOU AS AN EMPLOYEE BASED ON THE VALUES OF THE ORGANIZATION 7 6. ACCORDING TO YOU, HOW MUCH IS THE DECISION PROCESS ON PROMOTION OF EMPLOYEES WITHIN YOUR ORGANIZATION, BASED ON ACHIEVEMENTS WITHIN THE ORGANIZATION`S VALUES? 4 3. 3 Comment and Advice 3.

3. 1 Category A: Relationship between employees and organizational values questions number 1 and 2 assess how far the EU values are perceived and practiced by staff and the average score 7 indicates that both are clear in the mind of the staff although the values are not formally written in a document. Question number 10 assess how correlated are the organizational values to the staff personal values and the average score of 5 indicates that they are related to a certain extent but not as strong as it’s clearly perceived and practiced. I think that this relationship could be better fostered by integrating the EU values in the recruitment process including job description, job specification, behavior based interviews, and induction training.

This can be attained by clearly listing the EUvalues  in the job description instead of the current practice of just mentioning that the applicant should know and respect the values. Also the interviewing panel should examine the interviewees value and choose those who are best fit to the EU values on the assumption that the EU values is already clear in the panel members’ mind. Prepared by: Peter Mokhles Maher Page No. 8 of 8 Delegation of the European Union To Egypt Integration of Organizational Values into HR Systems & Tools Still I think that the above deduction is questionable when compared with question 5 assessing how far values are integrated in the recruitment process.

Question 5 average score of 7 indicates that the HR is doing a good job most of the time in selecting the best fit recruits in terms of values. The abstract, reemphasizing the vales by listing them in the job description would be of some benefit to eliminate the gap between personal and organizational values variance. 3. 3. 2 Category B: Values general integration in management practices Four questions fall in this category and surprisingly all have an average score of 5. The score doesn’t indicate a serious flow however it’s an area that needs improvements.

I think that my colleagues gave management this score because they see management practices don’t go always in conformity with the EU rules and hierarchy by taking actions or making decisions that are exceptionally against the rules and skip the hierarchy. My advise is that management should consistently disclose to staff either directly or indirectly through the staff representatives the reasons, circumstances, and factors influenced their decision that is perceived by staff to be breaching a rule or skipping the hierarchy. This will enhance the staff image about how management is coherent and consistent in implementing rules. 3. 3. 3 Category C:

Values specific integration in HRM practices 3. 3. 3. 1 Performance Measurement Question number 4 assess how correlated is the performance measures to achievements within the organizational values and the average score of 6 indicates that staff see most of the time that it’s related. However the limitation to giving a higher score is that performance measure is either positively or negatively influenced by the personal relationship between the manger and his subordinates in spit of the availability of a guiding standard form for measuring different factors including commitment, accuracy, meeting deadlines, attendance, social relation, etc.

Prepared by: Peter Mokhles Maher Page No. 9 of 8 Delegation of the European Union To Egypt Integration of Organizational Values into HR Systems & Tools My advice is that head quarter should implement training courses to educate mangers to be objective in measuring performance. Management should also take into consideration the staff feedback on his performance appraisal and to effectively inter into a discussion with the manger to judge on whether his appraisal to the staff is fair or not. Currently, the staff feedback is just done as a step completing the performance appraisal process. 3. 3. 3. 2 Recruitment.

Question number 5 assess how far organizational values are integrated in the recruitment process and the average score of 7 indicates that staff see most of the time that the HR is doing a good job in selecting the best fit recruits in terms of values as mentioned above in item 3. 3. 1 3. 3. 3. 3 Promotion Question number 6 assess how correlated is promotion to achievements within the organizational values and the average score of 4 indicates that staff see only a little that application.

This score indicates a serious problem that management should overcome. For the second time, I think that my colleagues gave management this score because they see management practices don’t go always in conformity with the EU rules and hierarchy in making promotions that are related to achievement. 3. 3. 4 Category B and C: Statistically have consistent average score Categories B and C are related in the way that B encompass C. In more details, category B assess how far management practices in general reflect organizational values while category C assess how far HRM practices specifically reflects organizational values. As mentioned in item 3. 3. 2, all the four questions falling in category B have surprisingly an average score of 5.

When calculating the average score of the three questions falling in group C, we get 5. 6 which is very close the average score of category B. This supports the consistent logic used by staff in answering the questions which is management practices reflects to some extent the EU values and HRM does at the same level. Prepared by: Peter Mokhles Maher Page No. 10 of 8 Delegation of the European Union To Egypt Integration of Organizational Values into HR Systems & Tools Annexes: 1- 25 survey standard questionnaires. 2- statistical analysis of results. Prepared by: Peter Mokhles Maher Page No. 11 of 8.