Published on February 23, 2016
1. MaheshkumarDMohite,MBA 2015-16 SampleHRArticle Sample Article on ‘Organization Culture Aary Infoline Organization
2. Page 2 of 33 In research Paper with title “Organizational Culture and Organizational Performance” Published Malaysia International Journal of Business and Social Science Vol. 1 No. 3; Author- Davoud Nikbin, December 2010. This review paper focuses on the definition and measurement of organizational culture and sheds the light on the important studies on the topic. It also sheds the light on the culture-performance literature. This review paper also sheds the light on the definition, conceptualization, and measurement of organizational performance. This review paper has also showed a number of studies that linked the relationship between organizational culture and the organizational performance. By his studies different researcher opinions stated here about issue among organizational cultural researchers, it defined organizational performance as the ability of the organization to achieve its goals and objectives. Organizational performance has suffered from not only a definition problem, but also from a conceptual problem. Some stated that as a concept in modern management, organizational performance suffered from problems of conceptual clarity in a number of areas. In result oriented evaluation, productivity measures were typically considered. Many researchers have used managers‟ subjective perceptions to measure beneficial outcomes for firms. Others have preferred objective data, such as return on
3. Page 3 of 33 assets. Scholars have widely established that there is a high correlation and concurrent validity between objective and subjective data on performance, which implies that both are valid when calculating a firm‟s performance. Author concluded that- Organizational culture was based more on differences in norms and shared practices, which was learned at the workplace and considered as valid within the boundaries of a particular organization. Hence, in the context of organizational culture, cultural differences resided more on practices while national, the differences lie in values. There were three factors that determined employees‟ behaviour in the workplace: national culture, occupational culture and organizational culture. Organizational culture practice was the most crucial factor that will determine organization success than national or occupational culture. The study of organizational culture should hence look into the differences in organizational culture which distinguished one organizational culture from another. In research paper with title “Seven Reasons Organizational Culture Matters” published on blog” Posted by Kevin Eikenberry on Wednesday, 09/12/2007 1:24 pm author says that- This article containing organization culture matter, Author spends 40, 45, 50 or more hours at work each week. Many of us spend more time with those we work with than they are families. They earn content and
4. Page 4 of 33 fulfilled people, that time must be valuable for more than a dollar. He told us be engaged in your work, enjoyable, meaningful and engaging. When we are engaged we are safer on the job, more productive and more willing and able to delight Customers. He told that there are basic reasons that organizational culture matters as; the right thing for an organization to do to think about the work environment, working relationships focused on building and sustaining an organizational culture is one way of showing that people are the organization's most valuable asset. He focused on and building organizational culture. That positive energy will permeate the organization and create a new momentum for success. Energy is contagious and will build on itself, reinforcing the culture and the attractiveness of the organization. A strong culture changes the view of "work". A strong culture brings people together. Author concluded that- The author says that a strong culture is a talent- attractor. Organizational culture is part of the package that prospective employees look at when assessing your organization. Positive good environment gets strong building of organization. In research paper with title “Creating Your Environment for a Different Kind of Green“ by Andrea Feinberg published in Business to Business, Huntington Chamber Networks, Creations Magazine, e- newsletter on 2011 Author says that- Article explained author life
5. Page 5 of 33 experience at the last 35 years; both awareness and concern for current natural environment have become incorporated into our consciousness. Natural fibers, recycling, biodegradable goods, concern for natural habitats, the disappearing ozone layer, and second-hand smoke are all concepts that have filtered into her personal and business behaviors. The result of this awareness is a pretty good understanding of the interdependence we have with our natural environments and reasons to respect them. He wondered that do we have a similar appreciation for the contribution of our working environments to our business success & messaged creating good environment. He explained that - When developing products, you find funds to develop and promote green them, find partners, test markets, affiliates and more for this cultural. Author concluded that- Creating an environment that supports your business may be trickier than just providing the necessary physical tools and working space. Businesses create their own kind of 'green' and you can take that to every time. In research paper with title “Presenteeism: Another Dimension” Published in Harvard Business Review” Author- by Kelly mccullough in 2004 author says that- This Article of Author shares his job experience past few years‟ about terms "employee engagement" and "employee disengagement". He had described the employee's level
6. Page 6 of 33 of motivation and commitment to their job. An engaged employee is considered to be passionate about their work and emotional connected to their work and to their company. The term "presenteeism" has also been used to describe disengaged employees. Their minds are somewhere else. He thought about their children, their upcoming date, a party, last's night basketball game or be engrossed thinking about their own personal problems. From a productivity perspective this may not be that serious for a person working manually on repetitive tasks. He brought awareness to the serious increase in the rise of mental disabilities He explained situation; managers are increasingly challenged to create workplaces that will support a mentally healthy environment. Author concluded that- There are anywhere from 10% to 15% of employees who suffer from depression and who are not absent but who are in fact are at work. This group of employees is incapable of working at peak performance. They are at work and they fall squarely into the disengaged or presenteeism category of employees. He added such employee to the presenteeism group: physically sick workers who show up at work but are not fully functioning & trained them for recover good mental ability. In research paper with title “Process 'n' People – Synergies for Improved Business Performance”, Published in business review
7. Page 7 of 33 AIMM MAITD, Author- Leslie Allan in 1998 author says that- This article stated that Process clarity is one of the three key foci in effective organizational design, along with people and technology. Explained about many organizations are struggling with poorly defined and communicated processes. Research indicates that less than 20 percent of product defects and service problems are due to non-random factors such as malicious employees, machine breakdown and poor raw materials. The other 80 percent or more of problems are due to systemic deficiencies with processes. This explained mapping by designing the process of start and end activities, objective and inputs and outputs, Identify Customer and Supplier requirements, Identify a Process Owner for each process Such process, specify one Process Owner. Identifying one person who is responsible for the process end to end is critical to ensuring process efficiency. There is no more effective way that she knows to dismantle quickly and effectively the silo walls that get built separating departments. Last is documentation. The documents must now be made easily accessible to all who need them. Have the documents centrally managed and well indexed. Author Concluded that- Mapping is important and do well, once the mapping is completed,; they then serve as excellent induction and training resources. The process maps and work instructions can now serve as
8. Page 8 of 33 the agreed baseline for ongoing process improvement. Through continuing process improvement teams, your employees will remain emotionally engaged with the organization and motivated to continue working towards a common organizational goal. In research paper with title “What‟s Holding You Back? Tips on Managing Your Biggest Constraints” published research ,Author- Adele Sommers . Vol 2 author says that- Article explained problem may be caused by constraints in your workflow, or even limitations in your thinking processes. His article explores ways to identify and manage constraints in manufacturing, projects, and other business and personal situations. To optimize results, start by avoiding a false sense of productivity in your organization. It really doesn't matter how much each individual department or work group produces. It's what your entire organization puts out that counts. Dr. Eli Goldratt introduced the Theory of Constraints more than years ago to provide a powerful new way of thinking about ineffective workflow and accounting practices in manufacturing firms. Theory of Constraints applications have since expanded into project management, software development, marketing, problem solving, interpersonal communications, and more. Author concluded that- identifying and managing business and personal constraints could offer the "silver bullets" your organization needs to excel. In so doing, you can stop
9. Page 9 of 33 swimming upstream, break through previous barriers, and enjoy increasing success. In research paper with title “Seven Ways to Enhance Organizational Culture” Published in The Kevin Eikenberry Group; March 13, 2006, Date - Jan. - Feb. 2013. By Kevin Eikenberry, author says that- The article author says that overall purpose of this paper has been to highlight in the language of enhancing cultural and expressive aspects of organizational life by introducing specific things that you can do to act on the importance of your organizational culture. He states that current culture, the parts of the culture that are already great and need to be supported. And honestly determine where the culture could use some polishing. Then create a vision of the culture you want to create, taking into account the entire current picture the warts and the beauty marks, Explained about - leadership strategic intention to build a more attractive culture that fits the needs in the organization. Lastly he messaged to that as you know some things that need to change in your culture, so role model one of them starting immediately. He messaged to for invite a couple of people to lunch that a think. Author concluded that - Get help; Get a vision, Get strategic, Get people excited, Get a champion, Get started These seven things are by to enhance organization culture.
10. Page 10 of 33 In research paper with title “Transform Communications Initiatives Through Engagement” Published HR Today Magazine Author Erik Samdahl in November 8, 2013 author says that In this article Author stated that technological culture in an organization Internal Communications refers to all communication done within an organization including emails, memos, company meetings, etc. Internal Communications speaks to the “what‟s going on” within an organization, allowing a company to facilitate a voice for the employees to keep them engaged. Poor internal communication causes annexation in an organization that could lead to employees feeling disconnected. Enhance internal programs with repeatable situational message processes. Author concluded that- Today‟s environment technology perform lot of role in an organization providing fast way of communication. In research paper with title “ Standardize Your Process to Improve the Bottom Line” , published in Wall Street Journal, and blog author - Donald Bryant in June 21, 2005 author says that This article that standardize your processes, You can save time, money and prevent errors. Things you do over and over should be done the same way every time, if indeed you do the task the best way. They told variety is the spice of life, but for healthcare processes it certainly isn't most of the time. Standardization helps save time. As things become
11. Page 11 of 33 routine, a process is easier to do and is done more quickly. If this is done, the doctor can save time, thereby enabling him or her to spend more quality time with the patient or see more patients. Standardization saves money. Most doctors face rising malpractice costs, but for one group this has not been true anesthesiologists. Standardization prevents errors, as in the above illustration. It is best if you can measure standardization. The best tool to measure standardization in statistics is variance or standard deviation. Author concluded that Once you have standardized a process and have achieved a satisfactory standard deviation, then write down the process in a manual that is a collection of all best practices. This way, anyone who needs to reference how a process should be conducted can refer to the manual. Too, it is an excellent training source for new employees. As you can see in these brief illustrations, standardization or the lack of variance provides safety for patients, a saving of time for the provider and patient, and contributes to an improved bottom line. In research paper with title “Balancing Top-Down and Bottom-Up Change Processes”, Published in HR TODAY magazine Author- Donald Bryant in June 1,1999 , author says that This article is Organization change and improvement planning call for systems, processes, and discipline. These are often top-down, organization-
12. Page 12 of 33 wide approaches. Developing change champions and supporting local initiatives takes leadership. Like innovation, many change and improvement paths are discovered accidentally by change. These can then be formalized and made passable for the whole wagon train. This is an important part of organizational learning. Change and improvement processes evolve and change to fit the shifting Managers play a pivotal role in the success or failure of any organization change or improvement effort. Their behavior is the single most important variable in the process. But among those managers working hard to visibly and actively lead their organization improvement effort, many fill only half their role. They personally signal values, plan, direct, and coordinate. That's vital. But what most fail to do as well is follow and serves. The leadership component of the change and improvement paradox involves managing the Context and Focus vision, values, and purpose, identifying customers/partners and the gaps to be closed, and cultivating the environment for innovation and organization learning. Improvement leadership means establishing goals and priorities and setting the improvement planning process and framework. Author concluded that- As members or leaders of operational and improvement teams, such people are much closer to the action than anyone in senior management. So they have a much
13. Page 13 of 33 better sense of which change and improvement tactics will work. They hold the balance of implementation power. In research paper with title “Think corporately, act locally” Published by The academy of management journal; Author- Deepika Datta in February 2005 , 5465 vol. 48, no. 1 author says that Article contain Balancing top-down improvement planning with local initiatives involves identifying and supporting the change champions, innovative teams, and other efforts that are already underway. At the corporate or organization-wide level, change and improvement planning includes the establishment of strategic imperatives, improvement objectives, setting the broad improvement map and developing preliminary plans. Part of that planning entails connecting to and incorporating the existing pockets of change and improvement. These teams and champions have often gone through the innovation and organizational learning steps of exploration and experimentation. Their approaches and experiences can be a gold mine of learning for the organization improvement process. As these early innovators are educated to the full organization improvement plan, they're shown how to adapt the new process and tools. Author concluded that- There are wide changes in organization, team management and other. So they can
14. Page 14 of 33 use them to build on their earlier experiences and move ever closer to their change and improvement goals and establish you. In research paper with title “Relationship between Organizational Culture, Leadership Behavior and Job Satisfaction” Published in Tsai BMC Health Services. Author- Yafang Tsai1 in 2011, 11:98 author says that This article related with Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behavior. Author explained for administrators usually adjust their leadership behavior to accomplish the mission of the organization, and this could influence the employees‟ job satisfaction. It is therefore essential to understand the relationship between organizational cultures, leadership behavior and job satisfaction of employees. They studied was focused on hospital nurses in Taiwan. Correlation analysis was used on the relationships between organizational cultures, leadership behavior and job satisfaction. Author concluded that- Organizational cultures were significantly (positively) correlated with leadership behavior and job satisfaction, and leadership behavior was significantly (positively) correlated with job satisfaction. The culture within an organization is very important, playing a large role in whether it is a happy and healthy environment
15. Page 15 of 33 in which to work. In communicating and promoting the organizational ethos to employees, their acknowledgement and acceptance of it can influence their work behavior and attitudes. When the interaction between the leadership and employees is good, the latter will make a greater contribution to team communication and collaboration, and will also be encouraged to accomplish the mission and objectives assigned by the organization, thereby enhancing job satisfaction. In research paper with title “Organizational Culture‟s Influence on Creativity and Innovation” This is Review of the Literature in Advances in Developing Human Resources. Author- Angle, Vol. 7, No. 2 May 2005 Author Say that This article related with Organizational encouragement. It is including encouragement of risk taking and idea generation, supportive evaluation of ideas, collaborative idea flow, and participative management and decision. Concepts put forth by other scholars align closely with some of these. It puts a heavy emphasis on integrative structures, multiple structural linkages with intersecting territories and horizontal communication that is often supported by a matrix organization Author concluded that- the relationship between organizational culture/climate and creativity/innovation is relatively limited. Organizational structures and a culture that supports, or perhaps more appropriately does not
16. Page 16 of 33 punish, this type of communication will be more likely to have more effective creativity and innovatory. In research paper with title “Organizational Culture and Leadership” Published Times Publi Wiley Imprint, San Francisco, CA 94103-1741. Author: Jossey-Bass in 2004 author says that- This article explained Culture, It is both a dynamic phenomenon that surrounds us at all times, being constantly enacted and created by our interactions with others and shaped by leadership behavior, and a set of structures, routines, rules, and norms that guide and constrain behavior. When one brings culture to the level of the organization and even down to groups within the organization, one can see clearly how culture is created, embedded, evolved, and ultimately manipulated, and, at the same time, how culture constrains, stabilizes, and provides structure and meaning to the group members. These are dynamic processes of culture creation and management are the essence of leadership and make one realize that leadership and culture are two sides of the same coin. If leaders are to fulfill this challenge, they must first understand the dynamics of culture, so his journey begins with a focus on definitions, case illustrations, and a suggested way of thinking about organizational culture. Author concluded that- It clear that the leader of the future must be a perpetual learner, which will require (1) new levels of perception and insight into the realities
17. Page 17 of 33 of the world and into him- or herself; (2) extraordinary levels of motivation to go through the inevitable pain of learning and change, especially in a world with looser boundaries in which one‟s own loyalties become more and more difficult to define; (3) the emotional strength to manage one‟s own and others‟ anxiety as learning and change become more and more a way of life; (4) new skills in analyzing and changing cultural assumptions; and (5) the willingness and ability to involve others and elicit their participation. Learning and change cannot be imposed on people. Their involvement and participation is needed in diagnosing what is going on, in figuring out what to do, and in actually bringing about learning and change. In research paper with title “Transformational leadership, organizational culture, and innovativeness in nonprofit organizations” Published in online blogs, Author- Kristina Jaskyte; in 8 Dec 2004 author says that-This article explained at Workplace cooperation has been conceptualized as the willful contribution of employee effort to the successful completion of interdependent organizational tasks cooperative behavior is difficult. They examine people's disposition to cooperate and the organizational culture in which they act as relevant personal and situational characteristics and then suggest how these Administrative Science Quarterly, may
18. Page 18 of 33 interact to influence cooperative behavior in organizations Author concluded that- Organizational behavior and psychology, situational characteristics, such as organizational culture, entirely predict behavior. Explained current challenge stemming from this interactional perspective is to understand when and why certain people's behavior corresponds to or deviates from their personality across time or situations. This is particularly important to understanding cooperation at work-why some people cooperate with their coworkers and others don't. In research paper with title “Cooperative and Individualistic People and Organizational Cultures” published by Chatman University of California Author- Jennifer A. Chatman University of California in 425/ASQ, September 1995 Author say that this article explained Cooperative and individualistic orientations are shaped through dispositions and developmental experiences. A person with a high disposition to cooperate places priority on associating with others for mutual benefit, gaining social approval, and working together with others toward a common end or purpose, while a person with a low disposition to cooperate places strong priority. Personal cooperativeness, as examined a single-dimension personality characteristic varying from high personal cooperativeness, at one extreme, to low personal cooperativeness, or individualism, at the
19. Page 19 of 33 other extreme. A comparable construct at the organizational level is the extent to which organizational cultures emphasize individualistic or collectivistic values. The individualism collectivism dimension is usually examined at the societal level, but because it is central to characterizing how work is conducted, it is also relevant at the organizational level. Organizational cultures emphasizing individualistic values place priority on pursuing and maximizing individuals' goals, and members are rewarded for performance based on their own achievements. An organization's emphasis on individualism or collectivism typically depends on factors such as its task environment, history, industry, and the primary nation in which it operates, but both ends of the spectrum are considered legitimate and effective models of organizational functioning. Author concluded that- personal cooperativeness and an organization's emphasis on collectivistic or individualistic values may each contribute separately to cooperative behavior. They may also interact to influence members' cooperative behavior. The result of this interaction can depend on the match or mismatch between a person's individual disposition to cooperate and the individualism or collectivism of the organization's culture. In research paper with title “Organizational culture and employee commitment” Published On Economic Times , Author- NADARAJ
20. Page 20 of 33 NAICKER, In NOVEMBER 2008 author says that article explained Culture, at the workplace, is a very powerful force, which is consciously and deliberately cultivated and is passed on to the incoming employees. It is the very thread that holds the organization together. The importance of corporate culture is stronger culture; the more it was directed to the marketplace. People way down the line know what they are supposed to do in most situations because the handful of guiding values is crystal clear. Organizational culture is pervasive and powerful. For business, it is either a force for change or a definite barrier to it. For employees, it is either the glue that bonds people to an organization or what drives them away. They demonstrate high levels of commitment and teamwork for long- term, sustainable success. Managers, today, are increasingly challenged with changing an organizations culture to support new ways of accomplishing work. Therefore, the purpose of this study is to create a better understanding of organizational culture and employee commitment at a selected company. This study attempts to look at a small business enterprise and ascertain the prevailing as well as the expected culture. The study further engages to reveal the level of employee commitment that is prevalent within this particular organization. Author concluded that- When people operate from true
21. Page 21 of 33 commitment; they feel a profound personal ownership and responsibility for the success of the organization and for accomplishing its strategic direction. They recognize the significant link between their personal needs and aspirations and those of the organization. They communicate candidly, coordinate seamlessly, and respond collaboratively in pursuit of shared goals. Individual initiative is not lost in competing agendas. Individual perceptions, beliefs, and relationships are confronted and leveraged throughout the organization, within the context of a clear and compelling vision; true alignment can take place around any given change. In research paper “Organizational Culture and Organizational Change: How Shared Values, Rituals, and Sagas can Facilitate Change in an Academic Library Jason Martin” Published in dupoint Ball Library, Stetson University. Author- Jason in 1997 author says that this article related to organizational culture. it is defined as the shared norms, values, and beliefs of an academic library. Values are the building blocks of organizational culture and are derived either from the organization‟s leaders or from organizational traditions with the latter making for stronger and more enduring values. The culture of a library expresses itself through symbols, sagas, rites, and rituals. This change on and around the core values of the library‟s culture makes implementing the change less uncertain and
22. Page 22 of 33 unpredictable thereby making the librarians and library staff less stressed and fearful. Emphasizing an organization‟s values, especially how the change will enhance those values, strikes at the very heart of those within the organization and makes them more open to and accepting of change. Author concluded that- He explained about Organizational culture and change is both complex and difficult to grasp. Organizational culture can advance and impede, help and hinder. Change brings uncertainty and with uncertainty resistance. These two can work together & to help implement change. Resistance can be overcome, at least in part, through the use of organizational culture. If the change strengthens the underlying values of a culture, then members of the culture are more likely to accept the change. The use of cultural rituals and sagas also helps to make change more palpable to an organization In research paper with title “Leadership style, organizational culture and performance: empirical evidence” Published in UK companies blogs . Author-Emmanuel Ogbonna and Lloyd C. Harris. 1998 author says that this Article is examination of the literature in theŽ yields of organizational culture and leadership. These two areas have been independently linked to organizational performance. He explained despite the implicit and explicit linking of leadership and culture in many parts of organization theory. There is two concepts and the
23. Page 23 of 33 impact that such an association might have on organizational performance. The various absence of critical literature exploring the performance implications of the links between organizational culture and leadership is surprising given the numerous references to the importance of the two concepts in the functioning of organizations. The aim of this paper is to provide empirical evidence of the links between different types of organizational culture, a range of leadership styles and organizational Performance. Author concluded that- In an evaluation of studies of organizational culture, leadership style, and organizational performance, it emerged that, while some evidence exists of links between organizational culture and performance and between leadership style and performance, the combined study of all three of these concepts has been lacking. Consequently, based on theories which suggest that leadership style and organizational culture are linked, it was proposed that organizational culture mediates the association between leadership style and performance. So its stated that leadership style is not directly linked to performance but is merely indirectly associated. In research paper with title “ The impact of internationalization on organizational culture“ Published in Building a winning culture , Author- Prof. Dr. Winfried Ruigrok & Prof. Dr. Martin Hilb in 2006 Author Say that this Article is the research field by virtually every
24. Page 24 of 33 measure growth in international trade, foreign direct investment, and cross-border flows of technology internationalization is becoming increasingly pervasive. Geographic expansion abroad offers the vast potential benefits of a much larger market arena, spread risk, scale- and location-based cost efficiencies, and exposure to a variety of new product and process ideas. Emerging markets especially constitute the major growth opportunity in the evolving economic world. Globally active companies have been on the rise and substantially extending their impact, particularly in the last three decades. Whether is to internationalize, and how to internationalize, have become two of the most burning strategy issues for managers around the world. His academic research over the last three decades has been assiduously investigating the relationship between corporate internationalization and performance with partly disillusioning and partly contradictory results; change can have the greatest impact on a company‟s performance. It takes strong leadership at every level of an organization, determination and a willingness to make culture a top priority. The elements behind a winning culture can be managed by using some practical guidelines. And the payoff is high. Author concluded that- It defined a strategy that promoted a new understanding of customer service and a commitment to deliver it. A
25. Page 25 of 33 stronger, more proactive bank would add value to people‟s lives by figuring out products they wanted and providing them with better service and more flexibility than the competition. In research paper with title “impacts and implications on organizational culture, human resource and employee‟s performance” Published in time Paper vol 3.2.1 Author- Dr. Nyameh Jerome in 1995 Author say that "A Theory of Human Motivation". Maslow consequently extended the idea to include his observations, authors has tend to criticizes the theory as being irrelevant in most part of the world for is western in nature Contrary may be linked to organizational culture. Every new organization passes through this lower order stage in which they struggle with their basic survival needs. Social needs would correspond to the formation of organized roles within the organization into distinct units, depicting the human resource management function which resonates according to the tone set by organizational culture. The positive interaction of organizational culture and human resource management would result in self-esteem and self-actualization. This is manifested through the employees‟ performance which showcases the strength and reliability of their organization in the face of competitors. Author Concluded that theory was still important and relevant in today‟s business organizations, for every organization that seek to obtain
26. Page 26 of 33 success and excellence, Such will affect negatively the organizational culture, human resource management and the employee‟s performance, to achieve organizational excellence and create good atmosphere, better work environment and achieve target at the right time then a drive and application of the theory is paramount. In research paper with title “Relationship between Organizational Culture and Performance Management Practices” Published in University in Pakistan Ul Author- Mujeeb Ehtesham, Tahir Masood Muhammad, Shakil Ahmad Muhammad. 19.12.2011. Author say that management of human resource in company has become an increasingly important for firm performance and business vision achievement. Employees are considered as valuable assets to an organization, which require effective management of these employees in firms He determine the relationship between components of organizational culture and performance management practices, a pervasive human resource development and management practice. His study is indented to fill these gaps. Dension theory of organizational culture implicitly explain the cultural traits of organizational performance, while performance management practices as fundamental human resource management practice support the view that employees and
27. Page 27 of 33 managers benefit from the understand Author Concluded that- the relationship between organizational culture and the practices of performance management. Results show that adaptability and mission has significant positive values in correlation. All the variables must be positive to get better results from Practices. Traditionally organizational culture and design of human resource management practices such as performance management have been studied independently for organizational success. However, studies on this relationship often differ as to the extent a practice is likely to be positively or negatively related to performance. They suggests that firms can implement such management practices that foster job security and internal career development in order to keep turnover low, and maintain those social phenomena that comprise organizational culture within the organization, and therefore forming a strong organizational culture. In research paper with title “Creating a Collaborative Organizational Culture” Published in UNC Executive Development Author-: Kip Kelly in 21 March 2012. Author say that Collaboration can re-invigorate organizations by fully engaging employees, improving retention, and increasing innovation. It can help employees thrive in an ever- changing, diverse workplace. An organizations grow, employees scatter through timeworks and multiple locations, budgets shrink,
28. Page 28 of 33 and workloads expand, collaboration remains a challenge. Many senior leaders view collaboration as a skill that is best applied on projects, rather than as an organization-wide cultural value that should be embedded in the company‟s fabric. The study concluded that collaboration should be encouraged among A truly collaborative environment involves all organizational levels and is infused in an organization‟s cultural identity and day-to-day operations. Author concluded that- collaborative environment involves every employee at every level and department, and is infused in an organization‟s culture and reflected in its daily operations. It can help recruit, retain, and motivate employees; increase productivity; bring new products and services to the market faster; increase customer satisfaction and loyalty; and improve an organization‟s bottom line. And because it lowers stress, it makes for a better work environment overall. In research paper with title “Impact of Organizational Culture on Employees Job performance: An Empirical Study of Software Houses in Pakistan” Published in The Superior College Lahore, Pakistan Journal of Business Studies Quarterly 2013, Volume 5, Number 2 Author- Fakhar Shahzad. Author Say that -A company either large or small is consider as a software house whose primary objective is to produce software‟s. This requires highly technical skills and high
29. Page 29 of 33 level of understanding of software developing. Software has are developed and distributed throughout the world. World famous software developers are Microsoft, Oracle Corporation, HP, and Apple, etc. These organizations have their own culture, which could be the effect on the performance of the employees in the organization. The organizational culture proposed employees the way things should be done. Businesses show interest in cultural dimensions that was the extreme effect rather than the other fragments of organizational behavior. The culture of organization comes into view to permeate every important component of the organization. Author concluded that - the researcher tries to evaluate the overall impact of organizational culture on the employee's job performance with the indication from software houses. He found five possible aspects of organizational culture, e customer service, employee participation, reward system, innovation, & risk-taking and communication system.. Based on regression and correlation results, it shows the link between culture and employee‟s job performance within the organization. In research paper with ”Organizational Culture: Normative Implications of Culture” Published by University of California, Los Angeles in 1966 Vol 2.231 Author- JAY B. BARNEY Author say that- (1) firms without valuable cultures Such firms cannot expect to
30. Page 30 of 33 obtain even temporary competitive advantages on the basis of their organizational culture. Because a firm's culture can have such a signify cant impact on the ways a firm conducts its business. These firms often are forced to engage in activities that modify their culture to include at least some economically valuable attributes. So a firm facing a competitive environment that requires low-cost production strategies with a culture that does not emphasize managerial efficiency often will engage in actions to try to develop the value of efficiency among its managers. (2) Firms with Valuable Cultures From his brief review of findings on organizational culture, at least some firms have valuable, rare, and imperfectly imitable cultures. Such firms, the normative implications of our arguments are clear. These firms should attempt to understand what it is about their cultures that gives them competitive advantages, and then to nurture and develop these cultural attributes, thereby increasing the likelihood that their competitive advantage will not be dissipated through mismanagement. Also told those cultures lead to sustained superior performance. Author concluded that- it is not easy to describe what it is about some firms that make them more successful than others. Precisely because an organization's culture is hard to describe; because the common sense of managers is taken for granted; and because even if the culture can be described, it is
31. Page 31 of 33 difficult to change; a firm's culture can hold promise for sustained superior financial performance for some firms. In research paper with title “Organizational Cultural Factors That Impact” Published by University of Oregon Applied Information Management Author- Michael J. Campbell in July 2009 Author Say that- the concept of an „organization‟ refers to a knowledge-based enterprise, defined as any organization that effectively leverages their knowledge base. Knowledge sharing is defined as the exchanging of framed experiences, values, contextual information and expert insight that provides a framework for evaluating and incorporating new experiences and information. Knowledge-based enterprises have come to terms with the fact that knowledge is the most valuable resource in this knowledge-intensive economy. Author concluded that - Organizations must compete in an increasingly knowledge-intensive economy, in which knowledge is the most valuable resource. Management is challenged to understand what factors impact knowledge sharing in order to create a sustainable knowledge sharing environment. Note, making knowledge available to the right people at the right time is crucial for an organization to build and sustain competencies. The importance of establishing and nurturing an environment where knowledge can be easily shared,
32. Page 32 of 33 the factors with the most potential to have the greatest impact are not yet well understood in many organizations. In research paper with title “organizational culture influences on the organizations” Published by Marius Author Land Forces Academy, Sibiu in 2001 Vol 4.1 1647.36 Author say that Organizational culture and organizational performance, with results that supported both financial and non-financial elements organizations often benefiting from strong corporate culture of the other competitors, get better performance. Major cause of this phenomenon is that these cultures tend to adjust to direct and energize the company members, as to achieve specific objectives. The effect will be a gradual divergence of organizations managerial culture, with the realities, which will very likely lead to its crisis. Inadequate managerial cultures are cultures that are targeted towards the firm, as to establish procedures and very rigid rules, creating bureaucratic structures and interest expressions by means of personal interest, thus paying little attention to the market requirements trends. The behaviours seem to be determined by a value system that emphasizes the legitimacy of the organization to meet requirements. There is Stresses the importance of values and processes that can lead to beneficial changes people for the organization. Author concluded that- It is important to note the idea that leaders in an organization
33. Page 33 of 33 encourages leadership and those who perceive opportunities that change would bring to the firm and at the same time, their ability to win minds and the hearts. sometimes maintaining organizational culture. Culture management is basically is reflected in decisions and actions that they undertake. <END>
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Workforce Magazine keeps you informed on human resources issues with HR news, articles, e-mail newsletters, blogs, forums & more.
Sample HR interview questions and answers - Interviewer: So, have you won any accolades for your college from these competitions? - Candidate: Yes, I have ...
article summed up important frustrations that were common among HR professionals at the time. ... The High-Impact HR Organization: Top 10 Best Practices on
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6 writing sample tips for a job application Sometimes, you're asked for writing samples. Get your writing samples in order by following these guidelines.