Organizational Culture Values Research Articles

Organizational Culture Values Influences to Lecturer’s Organizational Citizenship Behavior at Economics and Business Faculty

Aim. This research aims to identify and analyze the influence of the living organizational culture values toward Citizenship Behavior (OCB) among lecturers – based on the constructive organizational culture values indicators referred from Organizational Culture Index (OCI). Method. Simple regression applied in analyzing qualifies gathered data for analysis. This research is empowering constructive organizational culture values of OCI and Fox & Spector’s OCB-C using IBM Statistics for Windows version 19. Purposive sampling was taken under certain criteria of: minimum tenure is 7 years; they were not served as Lecturers with Additional Tasks on the structural position outside the faculty building; and they were not under ongoing study period. The sum of respondent as representative sample for analysis was determined by Slovin formula that requires 47 respondents from the faculty population. Result. It is found that the living values of Constructive Organizational Culture affect the OCBs among lecturer in the faculty with its contribution of 40.1%. The negative constant conveys that in the absence of constructive organizational culture values in FEB, there will be no Organizational Citizenship Behavior (OCB). The recommendations for this certain situation are provide the basic for positive organizational culture in prompting construction organizational culture by building lecturers strength in DOI: 10.5901/mjss.2015.v6n5s5p236

Identifying Talent in Your Selection Decisions

This article discusses the need to evaluate inherent talent and strengths when making selection decisions for nurses based on organizational culture and individual values. One organization has taken the idea of selecting for talent and strengths to a new level. This discussion and the data presented will show a methodology and decision-making process to reflect that process in nurse selection decisions. This strength-based approach is intended to select the best fit based on key characteristics while reducing turnover rates and replacement costs for nursing. The nurse leader plays a critical role in this process and shift in thinking. This article discusses the need to evaluate inherent talent and strengths when making selection decisions for nurses based on organizational culture and individual values. One organization has taken the idea of selecting for talent and strengths to a new level. This discussion and the data presented will show a methodology and decision-making process to reflect that process in nurse selection decisions. This strength-based approach is intended to select the best fit based on key characteristics while reducing turnover rates and replacement costs for nursing. The nurse leader plays a critical role in this process and shift in thinking.

Organizational Culture and Individual Values in Greek Public Hospitals

Purpose: The values are particularly important in the research of organizational culture and the person–organization (P–O) fit. This article tries to identify the culture dimensions that exist within public procurement in Greek public hospitals, based on employee characteristics. Design/methodology/approach: We have used exploratory factor analysis for the evaluation of multidimensional structure of organizational culture profile (OCP) scale. Then, we investigated the extent to which the OCP, with 54 items, that constitutes eight factors in the causative analysis of factors can be incorporated into the Quinn and Cameron theory of competitive values framework (CVF). In order to investigate this subject, we have developed a non-standard multidimensional scaling (MDS) that imposes the OCP on the solution space with the permutation test that evaluates the cohesion of engagements, which represents MDS and then we have extended our work to test our results by using structural equations modelling (AMOS). Findings: Internal consistency of all components was moderate to strong (a = 0.61 until 0.89). We realized that the OCP can be incorporated in the CVF, in a way the four quadrants which emerged have been formulated in four types of organizational culture. Research limitations/implications: The results have implied that the P–O fit can be assessed simply by the congruence of the person’s and the organization’s positions, measuring organizational culture in a way that is consistent with the CVF. Practical implications: We believe that our preliminary study can serve as an audit tool for managers and policy makers as well as a guide for recruitment of new employees in health care sector. Originality/value: This research fills the gap between organizational culture and the P–O fit in procurement offices in Greek public hospitals.

Should I stay or should I go? Exploring the decision to join, maintain, or cancel a fitness membership

This study examined reasons why people join, maintain, and cancel a fitness membership by following 26 new members to a Canadian fitness centre over a one-year period. Participants were interviewed at three different time points (i.e. new membership purchase, six-month follow-up, and one-year renewal decision). Notable reasons to join included being a role model for children, improving health, and organisation reputation. Reasons to maintain membership included health-related goals, service quality, and organisational culture values. The study found that only 50% renewed their membership after the year. Notable reasons to cancel the membership included the cost, lack of time, interest in other physical activity classes like yoga, outdoor exercise and, most prominently, changes to the family dynamic. The paper discusses the controllable and uncontrollable factors associated with membership maintenance, including service quality, organisational culture, and psychological aspects of the theory of planned behaviour to better understand a person's decision to join, maintain, or cancel membership.

Do They Leave for Money or Career? A Crossvergent Cultural Perspective in China

The battle over talent is at a critical point in China. Focusing on the contemporary Chinese context, we argue that organizational cultural values may explain turnover intention for Chinese employe...

Human Resource Management Roles & Skills Shortages in Malaysian Organisations

Human Resource Management (HRM) theorists reported that the key roles of HRM were four inter-related broad competencies namely, strategic partner, change agent, employee champion and administrative expert. If properly managed, these roles could create efficiency, commitment and cultural construction improvement in organizations. The roles were practiced differently to suit organizational objectives, industries and cultural values. But, without skilled, knowledgeable, qualified and experienced employees; it may affect organisational performance. This research was aimed to address HRM roles and Malaysians skills shortages from the perspectives of a sample of HR managers in a variety of Malaysian organisational types and sizes. The findings revealed that HR professionals were mostly performing their tasks as ‘administrative expert’ and less ‘strategic business partner’ in large companies. It was also found that Malaysians were lacking of accounting, Information Technology and human resource management skills.

?Feet of Clay?: Organisational Culture and Localism

The purpose of this paper is to explore the nature and influence of organisational culture and respective values and norms on implementation of the Localism Act by English local authorities. Specific implications for dealing with strategic change are identified, explained and critically evaluated. Data were collected using exploratory in-depth interviews with officers in English local authorities. The focus was on operational complexity, identification of organisational culture and its impact on implementation of strategic change. Professionals indicated that local authorities are currently hit by cost-cutting measures, but real strategic change is inhibited by both powerful organisational culture and lack of government-supplied resources. Findings also showed that local authorities face a variety of contemporary challenges in dealing with change due to contextual idiosyncrasies. The paper builds on and extends existing literature that has applied organisational theories to the public sector. The paper highlights substantive barriers to change in English local authorities that have potential negative implications for community empowerment and service provision, and effectively hinder strategy implementation. The empirical paper is novel in reviewing, developing and applying models of organisational culture and strategic change to local government by looking specifically at the challenges of strategy implementation at operational levels using the example of localism. Its specific theoretical contribution is data generation that shows a tangible impact of organisational culture on policy implementation in local authorities.

Organizational Culture and Stages of Internationalization: a Study in Four Companies in the Brazilian Electrical-Metal-Mechanical Segment

The study aimed to identify values and cultural dimensions of companies at different stages of internationalization according to the Uppsala model. We developed a construct to identify the values of organizational culture through the Organizational Culture Profile (OCP) mapping model. The study is descriptive. To classify the internationalization stage we conducted structured interviews. Referring to the internationalization stages the Alpha company is in Stage 1, the Beta company in Stage 2, the Gamma is in Stage 3 and the Delta in Stage 4. In the Beta and Delta companies, the cultural values are present and in the Gamma company they are partially present. In the culture dimensions, collectivism and cultural consistency predominate. The companies classified in the more advanced stages of internationalization (2, 3 and 4) share similarities in values and cultural dimensions. For the Beta, Gamma and Delta companies the results are in accordance with the models used.

The Role of Organizational Culture in Retaining Nursing Workforce

We examined how organizational culture in nursing homes affects staff turnover, because culture is a first step to creating satisfactory work environments. Nursing home administrators were asked in 2009 to report on facility culture and staff turnover. We received responses from 419 of 1,056 administrators contacted. Respondents reported the strength of cultural values using scales from a Competing Values Framework and percent of staff leaving annually for Registered Nurse (RN), Licensed Practice Nurse (LPN), and nursing aide (NA) staff. We estimated negative binomial models predicting turnover. Turnover rates are lower than found in past but remain significantly higher among NAs than among RNs or LPNs. Facilities with stronger market values had increased turnover among RNs and LPNs, and among NAs when turnover was adjusted for facilities with few staff. Facilities emphasizing hierarchical internal processes had lower RN turnover. Group and developmental values focusing on staff and innovation only lowered LPN turnover. Finally, effects on NA turnover become insignificant when turnover was adjusted if voluntary turnover was reported. Organizational culture had differential effects on the turnover of RN, LPN, and NA staff that should be addressed in developing culture-change strategies. More flexible organizational culture values were important for LPN staff only, whereas unexpectedly, greater emphasis on rigid internal rules helped facilities retain RNs. Facilities with a stronger focus on customer needs had higher turnover among all staff.

Successful Workplace Learning: Moderating Effect of Organizational Culture

A main point of this study was that successful workplace learning is depended on workplace environment and its relationship with job performance will be improved in certain organizational culture values and practices. We hypothesized that the relationship between formal, informal and incidental workplace learning with task and contextual performance would be higher in result-oriented cultures. These two hypotheses were supported. We further hypothesized and found support that workplace learning and task performance relationships are stronger in combined outcome- and innovation-oriented cultures. Our results indicate that these two cultural values complement each other in facilitating positive outcomes for workplace learning.

An assessment of cultural values and resident-centered culture change in U.S. nursing facilities

Culture change initiatives propose to improve care by addressing the lack of managerial supports and prevalent stressful work environments in the industry; however, little is known about how culture change facilities differ from facilities in the industry that have not chosen to affiliate with the resident-centered care movements. The aim of this study was to evaluate representation of organizational culture values within a random sample of U.S. nursing home facilities using the competing values framework and to determine whether organizational values are related to membership in resident-centered culture change initiatives. We collected reports of cultural values using a well-established competing values framework instrument in a random survey of facility administrators and directors of nursing within all states. We received responses from 57% of the facilities that were mailed the survey. Directors of nursing and administrators did not differ significantly in their reports of culture and facility measures combined their responses. Nursing facilities favored market-focused cultural values on average, and developmental values, key to innovation, were the least common across all nursing homes. Approximately 17% of the facilities reported that all cultural values were strong within their facilities. Only high developmental cultural values were linked to participation in culture change initiatives. Culture change facilities were not different from non-culture change facilities in the promotion of employee focus as organizational culture, as emphasized in group culture values. Likewise, culture change facilities were also not more likely to have hierarchical or market foci than non-culture change facilities. Our results counter the argument that culture change facilities have a stronger internal employee focus than facilities more generally but do show that culture change facilities report stronger developmental cultures than non-culture change facilities, which indicates a potential to be innovative in their strategies. Facilities are culturally ready to become resident centered and may face other barriers to adopting these practices.

PENERAPAN BUDAYA ORGANISASI (STUDI KASUS PADA PT BANK RAKYAT INDONESIA (PERSERO) TBK CABANG DAGO BANDUNG)

BRI Branch Dago Office is the only one that has a priority service functions branch office in Bandung that operate under the supervision of the Office of the BRI Bandung. Branch office is a BRI branch office that implement functions to raise funds from the public in the form of savings and channel them to the public in the form of credit and or other forms in order to improve the living standard of the people, which is responsible to the Regional Office. This study aims to identify and analyze models of organizational culture and the implementation of organizational culture values in PT. Bank Rakyat Indonesia branch Dago Bandung so as to know what needs to be repaired and maintained. Model of organizational culture and the implementation of the cultural values of the organization are identified and analyzed from the organizational structure, human resource management policies, integrity, professionalism, customer satisfaction, exemplary and respect for human resource. In this study, researchers used a purposive technique. Data collection method used is in-depth interviews and documentation techniques. This study shows that the model of organizational culture and the implementation of organizational culture values indicate there is still a problem in terms of integrity and professionalism, integrity is still considered less value because of the work period is too short for contract workers, so that the organizational culture is not well understood by contract workers who are at the forefront of service. professionalism that most of the cutting edge services are contract workers who were given a short training, a result is they lack an understanding of the products of the Bank Rakyat Indonesia branch Dago

Exploring the relationship between culture and family-friendly programs (FFPs) in the Republic of Korea

Summary As the percentage of females in the workforce and dual-income families has increased, there has been a parallel increase in scholars’ attempts to shed light on the effects of implementing family-friendly programs such as flexible time arrangements and child care programs in organizations. This empirical study examines the relationship between organizational and societal level culture in both public and private sectors organizations in the Republic of Korea and the utilization of family-friendly programs. Analyzing data from 30 in-depth interviews with public and private sector employees, our findings indicate that, despite national efforts to promote FFPs, these programs are not widely used in either sector. We proposed that a key reason for the lack of utilization is the lack of congruity between societal and organizational cultural values and the managerial values that undergird these programs.

A Constructive Confrontation Approach to Managing Organizational Culture

The goal of this paper is to present the constructive confrontation approach to management of organizational culture. The approach provides for transformation of confrontation caused by differences between the new values of a declared organizational culture and the current values of employees in constructive process. Constructive confrontation allows for the concentration of energies and capacities of employees induced by confrontation in their productive adoption of new organizational cultural values. The approach development intends planning of organizational cultural change, and managing the adoption of new organizational cultural values by employees. Planning involves: building a structure of desired organizational values, setting the order of adoption of the new values, and determination of interrelated actions of employees generated by the new organizational values in accordance to the set order. Managing the adoption of new values involves forming a dynamic managerial team, receiving feedback on value adoption as a result of determining value adoption measure, and responding to feedback through complex and flexible use of the constructive confrontation tools.

Quality management in new automotive supply chains: a study of select Indian auto component SMEs

As the Indian auto component industry has matured, SMEs have emerged as strong contributors to the overall output of this industry in the country and have a significant share in the exports of the industry. The present paper aims to study the extent of quality management implementation in Indian auto component SMEs and to further examine the association between organisational cultural values and the extent of quality management principles practiced in this sector. Results indicate a higher level of implementation of all quality principles in these SMEs. In addition, values of organisational culture and principles of quality management were found interrelated; however, each dimension of culture is related to seven quality management principles in different manner.

Relationships between competitiveness in the Northern Great Plain and the organisational culture of local authorities

One of the five basic factors in the Lengyel-type pyramid model – institutions and social capital – is essential in the economic growth of the region. Economic success however, does not only depend on participants in the economy, but on social factors such as the roles played by local authorities, including their functions, operation and organisational culture, all of which are crucial factors. Based on the results obtained regarding organisational culture it can be stated that performance orientation, dominant motivation based on calculated risk, forward planning and regular feedback are expected values at local authorities in all three counties. All local authorities emphasise the importance of the need for forecasting. Respondents find it important that organisations encourage and reward individual action and contributions as expected values. The degree of human orientation expected by local authorities reflects the fact that respect for colleagues and attention to their well-being should be at the highest level. Reinforcing these organisational culture values (dimensions) is the basis for the efficient and successful operation of organisations (local authorities). The study examines the organisational culture of local authorities in the Northern Great Plain, looking for any relationships it might have with the competitiveness of the region. This study is an element of the wider research into organisational culture. We used the GLOBE (Global Leadership and Organisational Behaviour Effectiveness) survey, which had been successfully applied in the research programme In Competition with the World at the Corvinus University of Budapest. Koopman, Den Hartog, Konrad et al. (1999) examined the culture variables of 21 European countries in organisations. Based on Hungarian and international literature it can be stated that a similar survey of local authorities has not yet been conducted.

Who are we made to think we are? Contextual variation in organizational, workgroup and career foci of identification

An online survey‐based study (N = 314) combining experimental and quasi‐experimental elements was conducted to examine variation in employees' group identification in organizational contexts. The study measured three foci of identification (organization, workgroup, career) under three conditions of identity fit (organizational, workgroup, career) in two healthcare organizations (one public sector, one private sector) that had distinct organizational cultures (collectivist, individualist, respectively). Whilst workgroup identification was generally higher than organizational identification, this difference was moderated both by sector and by the interaction between sector and identity fit. This meant (1) that when the fit manipulation made workgroup identity salient, workgroup identification was only higher than organizational and career identification in the public‐sector organization and (2) that when the fit manipulation made career identity salient, career identification was only higher than organizational and workgroup identification in the private‐sector organization. These findings are consistent with hypotheses derived from self‐categorization theory, which suggests that the salience of organizational identities defined at different levels of abstraction varies as a function of their accessibility and fit and hence is determined by their localized meaning. They are also inconsistent with assumptions that workgroup identity will always be preferred to more inclusive categorizations. Implications for theory and practice are discussed.Practitioner Points employees' organizational, workgroup and career identities are determined both by organizational cultural values (which affect identity accessibility) and by the way that these identities are locally framed (which affects identity fit). The fact that employee identification is affected by organizational culture and context suggests that this can be shaped through processes of leadership. Organizational researchers need to be aware of the language they use in research rubric when seeking to understand employee perceptions and reactions and be sensitive to ways in which this can affect the salience of different identities.

Values malleability or the potentially harmful effects of exposure to street trading? Derived global leadership and organisational behaviour effectiveness (GLOBE) individual values, context and informal entrepreneurial outcomes in the African city street trading context

In this study, individual values were derived from the global leadership and organisational behaviour effectiveness (GLOBE) organisational culture values, theory and adapted for testing in the street trading context of a large African city. A deficiency in the literature was found to exist with regard to the effects of individual values in the greater Johannesburg city street trading sector. This research therefore, investigated the extent to which these values dimensions might be associated with three entrepreneurial outcomes: gross earnings, continuance satisfaction and entrepreneurial satisfaction. This research also investigated the extent to which values might be potentially shaped by this context over time. A cohort of street traders drawn from the greater Johannesburg trader population attending a street trader training programme at the University of the Witwatersrand was sampled. Following the GLOBE research precedent, correlation analyses were performed, and parametric and nonparametric correlation analyses were used to test the significance of associations predicted by theory. The underling factor structure of the nine derived individual value dimensions in this context was also tested using statistical factor analysis. Time in the sector, or experience, was found to be negatively associated with performance orientation, future orientation and humane orientation, yet positively associated with assertiveness. Institutional collectivism was found to be associated with higher levels of earnings. Other findings indicated that older traders are less performance oriented, and that the factor structure of GLOBE derived individual values might be context specific in a context that may contribute to an adaptation of values over time. Key words: Street traders, satisfaction, gross earnings, derived global leadership and organisational behaviour effectiveness (GLOBE) individual values.

EXPLORING THE RELATIONSHIP AMONG ORGANISATIONAL CULTURE, CUSTOMER SATISFACTION AND PERFORMANCE IN MULTINATIONAL CORPORATIONS IN NIGERIA.

This study explores the moderating role of National culture and organisational characteristics in the relationship between organisational cultural values and organisational performance in multinational corporations in Nigeria. It is suggested that the relationship between specific organisational values and organisational performance (i.e. Customer satisfaction and business performance) should vary across National cultures. Likewise, it is anticipated that the relationship between specific organisational cultural values and organisational performance are likely to be greater when the cultural values of organizations are consistent with those of the host country’s technology, economic, political and growth characteristics. Repeatedly, it would be interesting to discover if foreign firms (such as MNCs) tend to maintain the organisational culture of their home countries, if MNCs in Nigeria are incapable of adopting vastly different cultural system, because of differences in values, and if national culture moderates the organisational culture and outcome relationship; and most especially if organisational culture will depend on the national culture. Data for the study was obtained with the aid of questionnaire, seven copies of which were administered in each of the 100 MNCs that served as sample. The selected 100 MNCs were stratified into categories of service, manufacturing and others while the respondents were conveniently selected. Data were generated from the 600 useable questionnaires returned. The response rate was 86%. The data were analysed using descriptive statistics and t- test analysis. The research instrument showed high reliability and validity. Majorly, the study found that culture influences work practices, culture has a profound impact on the way customer perceive the organisation, MNCs in Nigeria tend to maintain the same organisational culture of their home country, and that there is a relationship between organisational culture, customer satisfaction and organisational performance. The study suggests further studies from a market intelligence perspective.

Sustaining the Benefits of a Quality Initiative through Cooperative Values: A Longitudinal Study

ABSTRACTAlthough research has shown that organizational cultural values influence the success of quality initiatives, how and when cultural values are influential is unclear. This longitudinal study asserts that quality management should be viewed from a dynamic perspective to better understand the role of cooperative cultural values in a quality initiative. We use a multilevel model of quality management, and develop time‐oriented hypotheses using a sociotechnical systems perspective to examine the role of cooperative values. Our analysis uses longitudinal data from over 30 U.S. federal government agencies, collected during an enterprise‐wide quality initiative. We find that, over time, the influence of organization‐level quality practices diminishes, but the influence of cooperative values increases; workgroup‐level quality practices remain consistently important. Our findings reveal the unexplored influences of cooperative values to sustain the benefits of quality management.