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Organisational Culture On An Employee's Performance Assignment Sample

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Organisational Culture On An Employee's Performance Assignment Sample


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An organization's culture dictates how its personnel complete tasks and interact with one another. The cultural paradigm is made up of a variety of ideas, attitudes, traditions, and symbols that influence how employees in a firm conduct themselves (Martínez-Caro, Cegarra-Navarro, and Alfonso-Ruiz, 2020). A company's corporate culture unites its employees and establishes the company's mission. A company's largest issue may well be changing its culture during times of transition due to the fact that its personnel are used to a certain way to do things. An individual or group's cultural heritage is comprised of the customs, attitudes, beliefs, and principles that they have developed through time in a particular place and time. When an organization has a b corporate culture, it means that its employees are of like mind and share the same ethical values and views.

 b company cultures also make it easier for all employees to understand their jobs and responsibilities. When it comes to expectations, performance evaluations, and awards, employees are well-informed (Kuo and Tsai, 2019). Organizations must design their recruiting procedures to attract and retain employees who share the company's values and principles. New employees are quickly integrated into the organization and the corporate culture as a result of this practice. It is up to management to re-align culture and procedures in trying to obtain the best performance from employees and meet Organisational objectives. In a nutshell, a healthy work environment encourages productivity, engagement, and a better work experience for workers. Hostile work environments, on the other hand, may have a negative impact on productivity, staff turnover, and workplace morale. Therefore, this essay examines the influence of Organisational culture on employee behavior and performance by analyzing relevant theories and evidence.

Impact of Organisational culture on employee performance and Behavior

It is much easier for workers to know exactly what is expected of them when a business fosters a culture of openness and transparency, sets clear goals, communicates often, and gives appropriate praise. An environment where workers can be transparent, honest, and self-reliant fosters teamwork and efficiency (Shayya, 2018). Organizational culture that would be properly defined and employee engagement initiatives which encourage workers to feel like they're appreciated may have a good impact on their performance. If employers want their workers to be happy and committed to the organization, one need to take into account the intangible nature of corporate culture, which has a significant influence on their behavior. Employees and organizations have a relationship via organizational culture, which has been a popular topic of study in the last several years (Reino, Rõigas, and Müürsepp, 2020). Employees are drawn to companies with cultures that align with their very own expectations and beliefs, and studies have already shown that this has an effect on employee happiness and loyalty(Bhuiyan, Baird, and Munir, 2020). Successful companies have a culture that is founded on a set of deeply held and broadly accepted values that are reinforced via strategy and structure. Three things happen as a result of this: Top management's expectations are clear to workers, they feel the anticipated reaction is the correct one, and they know they'll be rewarded for showing the organization's values in any given situation.

Levels of Organisational culture

The culture of an organization is made up of both visible and unseen elements. The three layers of organizational culture may be seen as interconnected.

Basic assumptions are probably hidden inside our subconscious minds. Preconceived notions regarding human nature and existence are implicit in everyday assumptions. Values may be found at the second level of abstraction (Odor, 2018). Shared ideas, standards, and aspirations are all part of what we mean by "values" in this context. As a last point, we have the artefacts of organizational culture, which are visible and concrete. For instance, one of the core beliefs that workers and managers in a business hold may be that their companies profit from happy personnel. According to this assumption, values like social equality, meaningful connections, and having a good time may all be seen as promoting this assumption's core assumptions. Artifacts including an open-door policy, an office plan that incorporates open spaces and meeting places equipped with pool tables, and regular company picnics in the workplace are illustrations of these principles (Curry et al., 2018). Alcoa Inc., for example, constructed its headquarters to embody the principles of making individuals more available and accessible, and to foster cooperation. To look at it another way, one way to get a sense of an organization's culture is to look at its physical environment, incentive systems, employee interactions, business regulations, and other outwardly visible features (Odor, 2018). However, focusing just on the concrete components of the organisation is unlikely to provide a whole picture. A significant portion of what constitutes culture is buried beneath one's level of consciousness. A greater understanding of an organization's culture may be gained through seeing how workers interact and making decisions, as well as asking questions about their views and ideas of what is suitable conduct.

Hofstede’s definition of Culture

Culture is defined by Hofstede in terms of work-related values, which he studied extensively. For Hofstede (1980, 1997), there are five dimensions that may be used to compare and classify cultures. These five dimensions include: "behaviour, organisational practises, and social practises" such as marriage and funerals.

  • “Individualism – collectivism” 
  • “Power distance”
  • ‘Uncertainty avoidance” 
  • “Masculinity – femininity” 
  • “Short term – long term orientation” 

(Source: Pirlog, 2020)

As far as the first dimension is concerned, the choice is between individual and group activity. This tendency to emphasize one's own interests above those of a group or organization is common in countries such as the United Kingdom, America, and Slovenia (Ugrin, Pearson, and Nickle, 2018). In nations with high levels of collectivism, including such Japan and Taiwan, the reverse is true. Members of one's group are expected to interact with one another in a collectivistic society. Seeing someone as a member of that group rather than just an individual is almost difficult. The degree to which people in a society are willing to tolerate and even celebrate the existence of power disparities is reflected in the second dimension of power distance (Pirlog, 2020). Some countries, such as the United States, permit wide disparities in power and authority between citizens of various socioeconomic groups or vocational levels. Israeli and Swedish scores are quite low, whilst the French have a large power distance. Worker organisations in both Israel and Sweden are demanding and exercising significant control over job assignments and working conditions. An individual's culture's attitude toward future uncertainty is characterized by the third dimension, which is called "uncertainty avoidance." In cultures where uncertainty avoidance is prevalent, people are much more likely to favour rules and predictable circumstances, rather than situations in which they are not sure what to do. In order to avoid confrontation, those with a top standard of uncertainty avoidance choose a stable work environment, a comfortable lifestyle, and a lack of tolerance for outliers and unconventional views (Zainuddin et al., 2018). When it comes to avoiding ambiguity, Japan comes out on top, while the United States comes in second. While Sweden is often regarded as one of the most accepting countries in the Western world, in Japan there is much less tolerance for departures from recognized societal norms than in the United States.

For example, a culture's emphasis on masculinity-femininity ideals may be measured by the extent to which values linked with stereotypes of masculinity (such as aggression and dominance) are stressed. Many societies with a high degree of masculinity tend to have even more sex-differentiated occupational systems, with certain jobs assigned exclusively to males and others to women. In addition, employers place a higher value on employment success, advancement, and variety (Iancu and Badea, 2020). As a result, individuals in these cultures are more self-assured, less concerned with other people's wants and emotions, and far less concerned with the quality of their work environment. Working conditions, better performers, and employee engagement are prioritized in nations with a b emphasis on the feminine component, such as Denmark and Sweden. Considering the discoveries of the Chinese Culture Connection, Hofstede introduced the last dimension to his list of dimensions (1987). This metric captures a society's outlook on the future (Pirlog, 2020). Western cultures are known for their short-term perspective, which reflects a focus on the here and now, and sometimes even the past, as well as a desire to live up to societal expectations. Asian nations have a long-term outlook, a faith in frugality and savings, and a b sense of perseverance. When a country has a long-term outlook, the time horizon for planning is greater as well. Companies are willing to make significant expenditures in employee training, so employees may expect more stability in their jobs and a more gradual progression up the corporate ladder.

Hall’s cultural model

According to Edward T. Hall, an American anthropologist, cultural disparities in communication styles may be understood by using the notion of context. “The information surrounding an event; it is intrinsically linked up with the meaning of that occurrence” is how Hall describes context (Winter, 2018). On a scale of high to low context, he classified civilizations. A comparison of the communication styles of nations with a high- and low-context approach is shown in Table 1.

(Source: ResearchGate, n.d)

People in high-context cultures tend to store their knowledge primarily as physical objects or as a part of their own mind rather than as codified, explicit information that is passed along from one person to another. People in Saudi Arabia, for instance, have tight personal ties and extensive information networks with their family, colleagues, co-workers, and customers (ResearchGate, n.d). As a consequence, persons in high-context cultures know a great deal about the people in their social circles because of this. Background information isn't necessary for them. People in these societies don't only talk to each other via language. The employment of tone of voice, facial expression, timing, and socially acceptable behaviour are common methods to convey a message. There is a b reliance on an explicit coding for much of the information in low-context cultures (Winter, 2018). Individuals in Switzerland, for instance, distinguish between their many parts of daily life, such as work and play. As a result, they need to have more information while conversing with others. These societies rely heavily on the written word to transmit their ideas. When it comes to conveying a message, word choice is critical.

Connection Between Culture and Organizational Behaviour

The organisation is composed of a collectivity with a discernible border, “a normative order” (rules), “authority levels” (hierarchy), “a communication system”, and “a membership coordination system” (procedures) (Wang, Hall, and Taxer, 2019). The organisation has objectives, people resources, and limits. They also complement each other in their abilities, expertise, requirements and values in the workplace. For the sake of this discussion, the term "collectivity" belongs to a collection of people working together to accomplish a common objective. The actions of an organisation have effects on its members, on the organisation as a whole, and on society at large. The core of organisation is the establishment of common meanings, beliefs, attitudes, and assumptions that govern and reinforce organisational behaviour.

An organization's most valuable resource is its people. They contribute to the company's success by providing valuable human resources. For the goal of enhancing the efficiency of the organisation, organisational behaviour is dictated by how workers behave inside the organisation, such as the interaction between employees' conduct and the organisation (Ogbeibu, Senadjki, and Gaskin, 2018). To carry out and achieve the company's goals, the organisation makes use of the talents, skills and knowledge of its personnel. The culture of an organisation may be defined as the setting in which workers spend the majority of their time at work. A company's culture may have a significant impact on employee happiness, productivity, and relationships at work. Culture, on the other hand, is something that individuals can't truly see, unless in the workplace. In order to preserve a balance in the system, even if that balance will be less than ideal for the functioning of the company, organisational systems develop methods to manage workers' behaviour (Arieli, Sagiv, and Roccas, 2020). The formal and informal cultures that exist within an organisation might play a role in this. Every company has a distinct culture that dictates how its employees are expected to conduct themselves. Employees utilise their culture to govern their behaviours, which is defined as the style or behaviour patterns they adopt. Organizations that place a high priority on employee initiative have a different culture than those where top managers make all the choices and their employees implement them.

As a result, organisational culture is a socially constructed reality that may be found both in the thoughts of workers and in the official rules, regulations, and procedures that govern companies (Ogbeibu, Senadjki, and Gaskin, 2018). Workplace culture is a continuous process of constructing reality that provides a framework for workers to make sense of events and their roles within it. This means that a company's culture evolves and changes through time as its values, beliefs, and fundamental assumptions change. Employees' personal and social well-being is ensured by the culture, which also provides a method for them to do so. That which has been shaped by humans is called "culture." People's way of life, customs, and legacy are all reflected in it (Arieli, Sagiv, and Roccas, 2020). To put it another way: It's a mix that comprises the environment in which employees work, their interactions with one another and the regulations they adhere to, as well as how they engage with their supervisors and co-workers.

In addition, the term "organisational culture" refers to the actions performed by employees and the associated meanings within the context of the organization's values and norms. This kind of action takes place within the framework of the organization's standards and principles. When it comes to organisational values, employee-centeredness and collaboration are the norms. The organization's ideals and ideas serve as another means of expressing this. It strengthens the company's ethics, ideas, and deeds even more.

Organizational culture should be built to enable continuous improvement, increase employee performance, and foster quality awareness (Reino, Rõigas, and Müürsepp, 2020). It is the accepted behaviours and mindsets to various occupations in the business that have an impact on employee behaviour as a consequence of organisational culture. Among the most important determinants of how well people do their jobs is the company culture. The way in which an employee performs or acts at work is thus determined by the culture of the firm. The culture of an organisation evolves over time. Organizations exist for the sole goal of fostering a sense of unity and cohesiveness, motivating workers' passion and innovation, and enhancing the organization's economic viability. An organization's culture is as diverse as the people that make up its membership. On the basis of the company's history, management, and personnel, it is determined.

Workers are the basic building blocks of a business, and culture refers to the shared values and standards of behaviour among those employees. In order to perform at their best, workers need to have a laid-back work atmosphere and healthy interpersonal interactions, which may be fostered by an organization's culture (Odor, 2018). Due to the obvious corporate culture, workers have a feeling of purpose and ownership, which motivates them to contribute to the company's long-term objectives. There is a lot more to a company's competitiveness than just its technology. A company's healthy growth is facilitated by a good corporate culture. It also encourages people to work harder and more enthusiastically, resulting in increased productivity. It boosts productivity, so get out of the way. Simply said, the advantages of fostering a good work environment are self-evident.

There is a lot more to a company's competitiveness than just its technology. A company's healthy growth is facilitated by a good corporate culture. It also encourages people to work harder and more enthusiastically, resulting in increased productivity. It boosts productivity, so get out of the way (Martínez-Caro, Cegarra-Navarro, and Alfonso-Ruiz, 2020). Simply put, the advantages of fostering a good work environment are self-evident. There are two levels of organisational culture, which vary considerably of visibility and resistance to change. Organizational culture is a collection values of the company's personnel on a more subtle level. Regardless of changes in the organization's membership, these ideals tend to endure. For instance, various groups may have different ideas on what's vital in life. Employees may be more concerned with monetary compensation in certain organisations than they are about technology advancements or the well-being of their co-workers (Ugrin, Pearson, and Nickle, 2018). Employees at this level are often ignorant of several of the ideals that connect them together, making it difficult to alter their culture. 

When new workers join a company, they are immediately encouraged to follow the same behaviour patterns and style which already exist inside the firm. In this society, individuals who fit in are praised, while those who don't are punished for it. The culture of an organisation can also be considered as a whole (Kuo and Tsai, 2019). This system's inputs come from a variety of areas, such as the public, the professions, folklore, the law, historical figures, and sometimes even competing or serving ideals. An organization's values and conventions form the basis of the process. For instance, an organization's emphasis on money, facilities, time, space, and people. Organizational practises, tactics, innovations, products, ideas, appearances, and services are all examples of how culture manifests itself in the form of outputs or impacts on the company.


To sum up, it can be stated that in order for a firm to succeed, it must have a b corporate culture. There are several benefits for employees when they are in a healthy work environment. Whenever it comes to productivity and morale in the office, hostile work conditions may have a detrimental effect. Establishing a culture of continuous improvement, improving employee performance, and fostering quality awareness is the goal of an organization's culture. As a result of the company's culture, employee behaviour can be influenced by the norms and expectations associated with specific job functions. The company's culture is a critical factor in influencing how successfully employees do their duties. Thus, an employee's performance or behaviour at work is influenced by the company's culture. A positive corporate culture aids in the growth of a business. As a result, production rises as a result of greater effort and enthusiasm. 

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