Motivating performance through organizational culture
Culture can be defined as the shared beliefs, thoughts, morals, beliefs, prospects, attitudes, and norms that interweave a community together. Organizational culture is common beliefs and practices in the organization about how they should operate and interact within the organization (Prajogo et al., 2010). Organizational culture is a driver of organizational innovation and accomplishment (Ceausu, et al., 2017). What motivates employees are organizational behaviour which is based on organizational culture (Kanfer et al., 2016).
Previous studies have suggested
that there exists a relationship between organizational culture and its
performance (performance is the ability (both physical & psychological) to
carry out a particular task in a particular manner that can be measured as low,
medium or high in scale. Uddin et al., (2013) debated on this point that
organizational culture is essentially connected to company practices;
therefore, organizational performance is dependent on organizational culture.
According to Fareed et al., (2016), organizational culture can improve
performance in a substantial scale if it can be realized, what sustains a
culture. According to these commentators, the culture of a firm enables the
workers to be familiar with the organization’s history as well as its current
methods of operation and this particular knowledge provides the workers with
direction about envisaged and admissible future organizational norms and
behaviours. Certain theoretical models state that the effectual human resource
system of a company is based on supporting values and then these systems, in
turn, produce a positive effect on worker behaviour and attitudes, which
improves organization’s performance (Fareed et al., 2016).
Ogbonna et al., 2000) also
identified the correlation between organizational culture and workers’
performance; and this workers’ performance then translated into organizational
results such as consumer satisfaction. Results of research conducted by Lim
(1995) reveal a conceptual connection between organizational culture and
employee performance. Most companies
state that its performance is a dependent variable which seeks to recognize
other independent variables that produce differences in its performance (Awad
et al., 2013). Abu-Jarad et al., (2010)
debate that organizational culture is theoretically linked to performance and
do have a positive impact on it. The role of culture is very important in
fostering, sustaining and improving the performance of companies.
Furthermore, Lopez-Cabrales et al. (2006) explained that the cultural system of any company contributes to the coordination of assignments and diminishes inefficiency in employee and company resources. In order to meet the company goals and attain competitive advantages, all companies are striving to enroll high performing people. However, people need supportive organizational culture to assist them reach individual goals. Therefore, a company is a discreet, coordinated system where attributes and traits of individuals, groups and companies interact with each other and effectual interaction among them highly relies on organizational culture that forms individual performance (Awad et al., 2013) and in most instances high performers are more valued and promoted than low performers (Fareed et al., 2016). As an outcome, assessment of employee performance fundamentally relies on the factors like performance appraisals, worker motivation, training and development, flexible time system, company structure, worker satisfaction, worker recognition, etc. However, organizational culture remains as the core element or the root of all the above traits (Uddin et al., 2013).
For instance, Seylan Bank PLC especially during the COVID crisis created an organizational culture of well-being to emphasize focus on health and safety of all stakeholders involved including employees and customers. Through this, the bank motivated its employees to perform amidst crisis by providing an environment that was safer to work.
Figure 01: Safety measures taken in Seylan bank
Hence, it is evident that the company culture motivates employees to perform better.
References
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Yes Sathaharan, if the employees of an organization are aligned with the values, norms and beliefs which reflects the organizational culture and are committed they can increase the performance to achieve the overall goals and objectives of the organization (Shahzad et al., 2012).
ReplyDeleteYes Sathaharan, further to Denison (1996) believed that culture refers to the deep structure of organizations, which is rooted in the values, beliefs and assumptions held by organizational members.
ReplyDeleteI agree with you. Highly motivated employees concentrate their attempts on accomplishing particular intentions. Therefore, the top management's responsibility is to create an organizational culture to promote employees' motivation. A motivated workforce is more productive and always share positive thoughts with clients and subordinates (Medoc, 2007)
ReplyDeleteYes,Corporate sectors are working now for Employee Motivation that is a widely practice exercise now in the all corporate sectors irrespective of organization size, the concept of motivation is derived from a Latin word “movere” which means “to move”(Mohsan et al., 2004).
ReplyDeleteAgreed with you, Motivation one of key according to your explanation, Motivation theories more important to make the motivation in a proper schedule. Motivation is one of the most necessary factors in affecting human behavior and performance. The level of motivation of an individual or team exerted in their work task will have an effect on all aspects of organizational performance (Yusoff et at., 2013).
ReplyDeleteAgree with you. Corporate culture is a shared values among the group that exist even the members left from the group (Kotter, 2008). These values have great impact on the performance of its workforce.
ReplyDeleteAgree, a high-performing culture maximizes the play, purpose, and potential felt by its people, and minimizes the emotional pressure, economic pressure, and inertia. This is known as creating total motivation (McGregor and Doshi, 2015).
ReplyDelete