Based on this realization, it would be safe to conclude that the nature of the emotional bank account is relatively poor. In essence, it is characterized by the following:
A restricted ability to understand the individual
The limited focus on the completion of the smaller task and a restricted emphasis on details
Commitments are kept only as long as they are desirable and in the interest of the public agency, and this has sometimes created frustrations for the employees who were promised a certain benefit, which was then retracted
The expectations are seldom clarified. The goals are not clearly mentioned. Expectations are high, but unclear. Employees are expected to do more than their assigned task, yet opportunities to develop are not offered
Personal integrity is often preserved, and last,
Apologies are seldom formulated when withdrawals are made.
The realization of these problems by the managerial team at the public organization represents the first step in the transformation of the P. problems into PC opportunities.
The managers should for instance focus more on effective communication and on rewarding and motivating the staff members — through not only financial, but also non-financial incentives — and this would in turn materialize in high quality public services and an enhanced ability for the agency to accomplish its goals.
Covey, S.R., the 7 habits of highly effective people. Powerful lessons in personal change, Simon & Schuster
Mayo, a., 2001, the human value of the enterprise: valuing people as assets: monitoring, measuring,.