Relationship between organizational culture and performance Essay

The coveringic of the link betwixt giving medicational burnish and cognitive process have drawn consider fitted interest from both academics and practitioners because this theme burn down serve well directors design suitable strategies and goals to increase train of performance as well as providing competitive advantage to firms. Among many studies discussing approximately this subject, I found both journals that contains valuable data for interpret the close consanguinity amid them Impact of organisational enculturation on Employee Performance of Awadh and Saad (2013) and Rose et al. (2008)s Organizational Culture as a Root of Performance Improvement. Both journals stated a conjecture that there is a transp arnt link between them and a keen brass instrumental finis whitethorn positively influence its performance. While the author journal focused on indentifying and measuring inexpugnable relationship between performance and organizational nuance in general, the latter examined this relation in specific case among American, Japanese, European and Malaysian multinational companies operating in Malaysia by obtaining necessary data from self-administered questionnaires designed for respondents of high-pitched technology industry. cardinalteen items adapted from Rajendar and Jun Mas (2005) employment were used to assess the organizational culture on seven-point scale which represents the agreement of respondents.This secondary research melodic theme which is used as a report of my belowstanding after interpret these two journals will focus on general useful nurture ab step to the fore organizational culture, performance and their mutual influences.Discussion of findingsOrganizational cultureSince culture plays a significant role in how the employees and managers work in the firm, the organizational culture is one of the most popular and controversial concepts in the fields of management and organizational theory (Ogbonna and Harris, 2000). Awadh and Saad(2013) defined organizational culture as a combination of shared complexsocial phenomena such(prenominal) as values, beliefs, communications and explanations guiding employees behaviors. This definition is widely agreed by many other researchers such as Ehtesham et al. (2011) who stated that each organization has a unique culture.valuable source of competitive advantage and Lunenburg (2011) who explained much clearly nearly four major functions of organizational culture gives members a sense of identity, increases their perpetration, reinforces organizational values, and serves as a control mechanism for determine behavior. The culture of an organization can do its functions and transfer its messages to employees by four common ways stories, rituals, material symbols and language (Robbins and Coulter, 2009).Rose et al. (2008) not only supported Awadh and Saad for their basic catch about the culture of an organization but as well chose the same three pers pectives about organizational cultures dimensions to include in their research Hofstedes (1980), Schwartzs (1994) and Trompanaarss (1993). Hofstedes four dimensions including individualism, personnel distance, uncertainty avoidance and masculinity are considered to be the initial idea for all others theory. These dimensions were place through the values comparison among 53 national subsidiaries employees and managers of IBM Corporation. In 1998, he worked together with Bond to detect the fifth dimension called long-run versus short-term orientation. Schwartz based on Hofstedes sphere to bring in a model containing only two kinds of dimension conservatism versus familiarity (affective and intellectual) and self- intensifyment (hierarchy and mastery) in 1994. Similarly, in 1993, Trompanaars brought a model of seven dimensions which can be a good supported for Hofstedes model five under the broad heading of relationshipwithpeoplecommunitarians, neutral versus emotional, specific versus flabby and achievement versus ascription), potentialitys to time and attitudes to the environment. These three perspectives of culture dimensions seem to be quite an several(predicate) from seven dimensions of nature culture I have learnt at my university innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, hard-hitting and stability (Robbins and Coulter, 2009). However, all of these candidates to look into culture dimensions are helpful for presenting in force(p) relationship between distinctive sets of norms and values in different ways.Moreover, the authors of the two journals overly share the same understanding about a strong culture. They both agreed that a strong culture should include co-ordinated and effective set of values and beliefs from policies, procedures and objectives designed by top manager which can influence upon employees behaviors, may bring about a high period of organization performance a nd sustainability, and cannot be imitated because of its unique quality. In addition, Awadh and Saad (2013) also mentioned two more levels of culture sub culture 2(organization segments with different culture on the basis of geographical areas, job requirements and department goals) and calorie-free culture (the loosely intertwine organization culture that seems to be more innovative and can help the organization remain its superior performance since it is able to adapt the changes in environmental conditions).2. Performance and its near knit relationship with organizational culture Awadh and Saad (2013) defined performance as the degree of an achievement after fulfilling the organizational mission at workplace which may becomethe measurement of transactional, efficiency and effectiveness towards organization goals. Rose et al. (2008) view that performance is a broader indicator that may contain productivity, quality and consistency. accord to Rose et al. (2008), performance mea sures can be comprised of results, behaviors (criterion-based) and relative (normative) measures, education and preparation concepts and instruments, including management development and leadership training for building necessary skills and attitude of performance management. Both journals mentioned about the traditional performance measurement basing on strategic performance system which includes both financial and non-financial measures and means that we should also consider about intangible asset. Using this method leads to competitiveness which can help in enhancing competitive advantage based upon effective pressures (Rose et al., 2008).Awadh and Saad (2013) mentioned about four casual relationships between performance management and culture growth, customers, ingrained business process and financial reward management system. They said that nurture about these four relations can help focusing on cooperative tools of an organization to improve communication and receive feedba ck which may enhance the performance management. Awadh and Saad (2013) also defined three contributions of culture to performance forcible management, nature and scope of culture based upon theoretical point of view and competitive advantage attained through strong association and origination of culture. These findings showed two main inferences culture and performance are interrelated, and superior and imitable relationship with competitors may result in a sustainable competitive advantage.Awadh ad Saad (2013) explained the process that culture may influence performance in six main facets the strong culture enable efficient management of work force employees, the net profit enhances performance of employees, the common path of fashioning perfect use of resources helps organization positively develop, the culture provides competitive edge, employee commitment and group efficiency improve performance upon organization sustainability and the nature and power of organization culture influence upon sustainability and effective oforganization.All of these findings might help practitioners and academics to manage the value of culture based upon degree of performance. The survey carried out by Rose et al. (2008) revealed that American and European multinational companies, those have high mean dozens in organizational performance, were performing well in all four dimensions compared to Japanese and Malaysian multinational companies high scores in individualism, low power distance, low uncertainty avoidance and femininity. The findings of their study were reported that the organizations which pay attention to the cultures are more successful. They explained that focusing on cultures provides better financial returns which are significantly correlated to the cultural strength and healthier employee attitudes, the prerequisites to financial and market performance advancement. They also reported that industry moderates the link between corporate culture and performan ce. These results have advanced understanding of the determinants and performance effects of corporate culture.Although the two journals seem to have a limitation of a small sample since researching in a wider universe of discourse is impossible which makes it hard to draw any certain conclusion, Rose et al. (2008)s research still had a certain strength since they could be able to approach managers and executives from 240 different multinational companies to collect the necessary data. The results of two studies brought about valuable recommendations for employees to try their best in perceiving the organizational culture and top managers to motivate their workers in achieving the companys objectives by providing a microscopic guideline and direction. Moreover, the most important thing is that both journals greatly contributed closely knit arguments to prove that there exists a clear link between a strong culture and good organizational performance.REFERENCESAwadh, A.M. Sadd, A.M. 2013. Impact of Organizational Culture on Employee Performance. International Review of Management and Business Research, 2. Ehtesham, U.M. Muhammad , T. M. Muhammad, S.A. 2011. kindred between Organizational Culture and Performance Management Practices A eluding of University in Pakistan. Journal of Competitiveness.Hofstede, G. 1980. Cultures Consequences International Difference in Work Related Value, London, Sage Publication.Hofstede, G. Bond, M. H. 1998. The Confucius Connection from Cultural Roots to economical Growth, Organ Dyn, 5-21.Lunenburg, F. C. 2011. Organizational Culture-Performance Relationships Views of Excellence and Theory Z. National Forum of educational Administration and Supervision Journal, 29.Ogbonna, H. Harris, L.C. 2000. Leadership style, organizational culture and performance semiempirical evidence from UK companies. International Journal of Human Resource Management, 766-788.Rose, R.C. Kumar, N. Abdullah, H. Ling, G.E. 2008. Organizational Culture as a Root of Performance Improvement Research and Recommendations. modern-day Management Research, 4, 43-56.Robbins, S.P. Coulter, M. 2009. Organizational culture and environment. Management. Upper Saddle River, New island of Jersey Pearson Education, Inc.Schwartz, S.H. 1994. Beyond Individualism/ Collectivism New Cultural Dimensions of Values. Thousand Oaks, CA Sage Publication.Trompanaar, F. 1993. Riding the Waves of Culture. London Economist Books.