Role Of Organizational Culture Research Articles

Examining the relationship between talent management and employee job‐related outcomes: The case of the Indian manufacturing industry

AbstractThis study examined the relationship between talent management (TM) and employee job‐related outcomes in the Indian manufacturing setting. TM practices included talent acquisition, talent development, talent engagement, and talent retention. Employee job‐related outcomes of this study included intent to stay, job engagement, affective commitment, job satisfaction, and employee competency. This study used the social exchange theory and a resource‐based view as the theoretical underpinnings for the proposed TM model. The role of organizational culture as a moderator was also examined in the study. The sample of the study consisted of 992 full‐time employees working in one of the largest textiles and paper manufacturing organizations of India with facilities located in two Indian states. Data were collected online through a questionnaire composed of several existing survey instruments. The response rate for the survey was high (62.98%). The primary method of data analysis was structural equation modeling. The overall relationship between TM and employee job‐related outcome was found to be significant and positive. The findings showed that organizational culture is significantly related to TM and employee job‐related outcomes. In addition, organizational culture does moderate the relationship between TM and employee job‐related outcomes.

The Role of Organizational Culture in Establishing Employee Engagement through Work Attitude at PT. Sapta Sentosa Jaya Abadi

PT Sapta Sentosa Jaya Abadi is a company engaged in the plantation sector which is currently focusing on developing the quality of human resources, because the role of human resources is very vital in the production and quality of Fresh Fruit Bunches and Crude Palm Oil. However, company have problems in HR management related to Employee Engagement problems, it is indicated by the low score of Employee Engagement, especially those at the non-managerial level. PT Sapta Sentosa Jaya Abadi has made various efforts in building Employee Engagement, among others, by cultivating corporate values in order to form a strong organizational culture in the company. Based on this phenomenon, this study aims to see and analyze the influence of Organizational Culture on Employee Engagement through Work Attitudes as an intermediate variable at PT Sapta Sentosa Jaya Abadi. The research methodology used is Path Analysis. The results showed that Organizational Culture has a positive and significant effect directly on Work Attitudes; Organizational Culture has a positive and significant effect directly on Employee Engagement; Work Attitude is directly proven to have a positive and significant effect on Employee Engagement; and Organizational Culture through Work Attitude indirectly has a positive and significant effect on Employee Engagement at PT Sapta Sentosa Jaya Abadi. Keywords: Organizational Culture, Work Attitudes, Employees Engagement, PT Sapta Sentosa Jaya Abadi.

The role of organisational culture in total quality management adoption and cost of quality

Organisational Culture (OC) is related to the implementation of TQM, while both are associated with the economic aspect of TQM meaning the Cost of Quality (CoQ). The present study aims to investigate the impact of different types of OC, namely group, developmental, rational and hierarchical culture on TQM and CoQ. Moreover, the study aims at determining the impact of TQM on CoC and CoNC. Greek manufacturing and service companies were approached through a structured questionnaire and 292 participated in the study. Confirmatory Factor Analysis was applied to examine the reliability and validity of latent constructs, the relationships of which were determined through Multiple Linear Regression analyses. According to the findings, all the cultural types have a positive impact on TQM. TQM has a significant and positive impact on CoC and a negative influence on CoNC. Finally, CoC is significantly influenced by two types of OC (developmental culture and hierarchical culture), while CoNC is directly affected only by rational culture. This study offers clear implications for managers who want to fully adopt TQM and improve CoQ by reinforcing specific OC types. To the best of the authors’ knowledge, no previous research has discussed these relationships in the Greek business environment.

Relationship between quality of work-life and individual work performance: Moderating role of organizational culture

The study aimed to find the contingent role of organizational culture upon relation and cooperation, and facilities provided to employees at the workplace to enhance individual’s work performance. A cross-survey approach was adopted. A total of 400 complete questionnaires were used in the analysis. SPSS-25 was used for the analysis of data. Hierarchical multiple regression was employed to test the hypotheses. It was found that there is a significant moderating role of organizational culture upon relation and cooperation, and facilities provided to employees to enhance individual work performance. The study finds that there is an intense need to improve the quality of work-life and workplace of health professionals so they deliver their best to achieve organizational objectives. The study recommends that there is a need to a supportive culture because it plays an instrumental role in bringing the desired level of performance which ultimately leads the organization to success. This study was conducted in healthcare organizations; the findings of this study could only be generalized into the health sector.

Role of organizational culture in promoting employee development

The review paper attempts a review and summarization of the existing literature available on organizational culture and employee development. Employee development is seen as an asset for the organizations, which arises from within the organization and is build by the organizational culture. The paper has shown that a positive and direct relationship exists between organizational culture and development of an employee. Employee development is dependent on the culture of the organization and that organizational culture is instrumental in building mental health of the employees.

The Role of Organizational Culture in the Influence of HR Practices, Knowledge Management, and Talent Management on Organizational Performance

The objective of this research is to analyze the effect of human resource management practices, knowl- edge management, and talent management on organizational performance by mediating organization- al culture in the mining industry. The design used in this research is hypothesis testing using structural equation modeling. The population of respondents in this study were employees at the management level of mining companies in East Kalimantan Province. The sample collection of respondents is car- ried out proportionally to company employees based on production capacity per year with purposive sampling method, where the number of samples that meet the criteria for analysis is from 127 employ- ees of coal mining companies taken from 10 existing companies. From the research results, there are three direct relationship hypotheses that are accepted and four hypotheses are rejected. Organizational culture as a full mediation of the relationship between HRM practice and talent management on or- ganizational performance, while only as a partial mediation on the relationship between knowledge management and organizational performance. Future research can focus on social and environmental issues in the mining industry in Indonesia or other countries.

Study from Spain shows how clan and adhocracy cultures help to foster the internal CSR practices which improve worker happiness

Purpose The authors felt there was a lack of prior evidence about the antecedents of internal CSR and its relationship with employees’ happiness. The study considered the role of organizational culture as a determinant of internal CSR actions. Design/methodology/approach The authors questioned 921 employees of companies from various sectors in Spain. The respondents mainly worked for service and industrial companies with fewer than 50 employees and an annual turnover above 250,000 euros. They were mostly men, mainly well-educated and the average age was 38.5. They were surveyed using a questionnaire with 59 questions assessing internal CSR processes (20 items), organizational culture (24 items) and employee happiness (15 items). Findings The results showed that clan and adhocracy cultures are positively and significantly associated with internal CSR practices. In the case of hierarchy culture, it is positively related to adaptability to change and occupational health and safety. But the results did not support the hypotheses related to market culture as only its relationship with adaptability to change was positive. The data also indicated the significant and positive effect of internal CSR on employee happiness. Originality/value The authors believe their study has implications for practitioners and policymakers. They argue that organizations should try to develop cultures that help to promote internal CSR, which means adhocracy and clan. Meanwhile, there are also practical implications for researchers. First, the model integrates happiness, which is rare in CSR studies. Second, the study addresses a gap in the research about how company culture acts as an antecedent to internal CSR. Third, the study generates knowledge about internal CSR from the perspective of employees.

The role of organizational culture in implementing improvements General Administrative Officer performance of regional Secretariat North Paser District

Assistant General Administration is the organizational structure under the district secretary in charge of assisting the district Secretary in the implementation of local government. One way to realize the implementation of optimal governance is to demonstrate the performance of its employees. Performance is influenced by several factors including organizational culture, work discipline, leadership style, etc. Research aims to analyze the influence of organizational culture, work discipline and leadership style as a partial or simultaneous to the performance of assistant officers of the public administration of the District secretariat of the North Paser district. The sample in this study was 160 employees who were civil servants (PNS) at the assistant to the General administration of the regional secretariat of the North Paser district office as respondents.English translation. Using multiple linear regression analysis method. The research shows that organizational culture, working discipline and simultaneous leadership style have a positive and significant impact on employee performance. The test results of partial significance from analysis and research studies show that organizational culture, work discipline and leadership style have a positive and significant influence on employee performance and organizational culture has influence the dominant performance of the three factors investigated.

A Study of Talent Management and Employee Job-related Outcomes in the Indian Manufacturing Industry

This study examined the relationship between talent management and employee job-related outcomes in the Indian manufacturing setting. Talent management practices included talent acquisition, talent development, talent engagement, and talent retention. Employee job-related outcomes of this study included intent to stay, job engagement, affective commitment, job satisfaction, and employee competency. This study used the social exchange theory and a resource-based view as the theoretical underpinning for the proposed TM model. The role of organizational culture as a moderator was also examined in the study. The sample of the study consisted of 992 full-time employees working in one of the largest textiles and paper manufacturing organizations of India with facilities located in two Indian states. Data was collected online through a questionnaire composed of several existing survey instruments. The response rate for the survey was high (62.98 percent). The primary method of data analysis was structural equation modeling. The overall relationship between talent management and employee job-related outcome was found significant and positive. The findings showed that organizational culture is significantly related to talent management and employee job-related outcomes. However, the organizational culture does moderate the relationship between talent management and employee job-related outcomes.

Изучение вопросов глобальной цифровизации и ее влияния на организационную культуру предприятия

The article is devoted to the theoretical analysis of the concept of organizational culture of the organization. The influence of an active process in the world is the process of digitalization and its impact on the organizational culture of the organization. The analysis of the intensity of the transition of organizations to "Industry 4.0" at the present time is carried out. A key element in the process of transition to innovations has been identified, namely, personnel. A number of problems that enterprises face when implementing new technologies are highlighted. During the consideration of the problem, the provisions that need to be taken into account when switching to innovations are highlighted. The stages of implementing changes in the organizational culture, which will help to reduce the resistance to the introduction of changes, are considered. Specific examples of the impact of organizational culture on organizational processes are presented. In general, the role of organizational culture in the organization is indicated.

The role of organizational culture and voluntariness in the adoption of artificial intelligence for disaster relief operations

PurposeThe study explores the readiness of government agencies to adopt artificial intelligence (AI) to improve the efficiency of disaster relief operations (DRO). For understanding the behavior of state-level and national-level government agencies involved in DRO, this study grounds its theoretical arguments on the civic voluntarism model (CVM) and the unified theory of acceptance and use of technology (UTAUT).Design/methodology/approachWe collected the primary data for this study from government agencies involved in DRO in India. To test the proposed theoretical model, we administered an online survey questionnaire to 184 government agency employees. To test the hypotheses, we employed partial least squares structural equation modeling (PLS-SEM).FindingsOur findings confirm that resources (time, money and skills) significantly influence the behavioral intentions related to the adoption of AI tools for DRO. Additionally, we identified that the behavioral intentions positively translate into the actual adoption of AI tools.Research limitations/implicationsOur study provides a unique viewpoint suited to understand the context of the adoption of AI in a governmental context. Companies often strive to invest in state-of-the-art technologies, but it is important to understand how government bodies involved in DRO strategize to adopt AI to improve efficiency.Originality/valueOur study offers a fresh perspective in understanding how the organizational culture and perspectives of government officials influence their inclinations to adopt AI for DRO. Additionally, it offers a multidimensional perspective by integrating the theoretical frameworks of CVM and UTAUT for a greater understanding of the adoption and deployment of AI tools with organizational culture and voluntariness as critical moderators.

The Role of Organizational Culture and Climate for Well-Being among Police Custody Personnel: A Multilevel Examination.

United Kingdom Police custody is one of the most challenging of work environments, liable to excessive demands and reduced well-being. Being difficult to access, it is also a much-neglected area of research that has focused on one or two roles, rather than the full range available, and on individual-level research, rather than a more comprehensive multilevel understanding of how organizational culture and climate can simultaneously influence a range of well-being outcomes. The present longitudinal study explored all types of roles, in both the public and private sectors, across seven English police forces and 26 custody sites (N = 333, response rate 46.57%, with repeated returns = 370). The Integrated Multilevel Model of Organizational Culture and Climate (IMMOCC) was applied to examine the organizational-level influences on individual well-being. Results indicated that (1) custody sergeants were most vulnerable to low well-being, followed by publicly contracted detention officers; (2) shared leadership (a source of team cohesion) was linked to four of six well-being outcomes; (3) two sub-components of culture reflected tensions never acknowledged before, especially in respect of role; and (4) reverse relationships existed between well-being outcomes and the dimensions of culture and climate. The findings inform practical recommendations, including resilience training and the need to raise the status of police custody, while also highlighting concerns about private sector scrutiny that may be relevant to other professions.

Transactional and Transformational Leadership Styles as Predictors of Employee Performance During the Covid-19 Crisis and the Mediating Role of Organisational Culture

The purpose of this study was to examine the impact of transformational and transactional leadership styles on employee performance. The mediating role of organisational culture was also examined. This quantitative study utilised a survey approach to collect primary data from 165 respondents engaged in the private sector in Jakarta, Indonesia. The data was collected during the Covid 19 pandemic. Structural equation modelling using Smart Pls was used to analyse the data. The data analysis showed that only transformational leadership behaviour had a strong and significant impact on employees’ performance. However, the impact of transactional leadership on employee performance was not significant. In addition, the organisational culture had an indirect effect on employee’s performance. The practical implications suggest that leaders should adopt transformational leadership to inspire and motivate employees. Transformational leaders must develop the inner agility to resolve problems by being open-minded, flexible and adopt best practices. This study provided new insights from the theoretical perspective, and the findings were consistent with the transformational leadership model. From an originality perspective, this study found that organisational culture mediates the relationship between leadership styles on employee performance.

The Role of Organizational Culture and Decision Making in Achieving Organizational Innovative Capability and Performance: The Moderating Role of Allocentrism

This study strives to investigate factor influence on organization innovative capability and performance with an integrated research model underlying factors such as organizational culture, decision making and allocentrism. For research design, researcher has opted quantitative research approach under positivist paradigm. Sample size is computed with prior-power analysis. Using convenience sampling approach 299 valid responses were retrieved. Data were analyzed with latest statistical approach namely structural equation modeling (SEM). Results indicate that newly developed research model has substantial variance ( 79.7%) in organizational innovative capability. Theoretically, findings of this study enrich organizational culture and decision making style literature. Practically, this research suggests that policy makers should focus on factors like allocentrism, culture adaptability and culture consistency in order to enhance performance.

Organizational Effectiveness in both Private and Publish Sectors in Iraqi Kurdistan, the role of Organization Culture and Leadership will be investigated

This study explores the organizational effectiveness in both private and public sector organizations in Iraqi Kurdistan and examines whether organizational culture types and leadership styles influence organizational effectiveness. For that reason, a deep literature review was developed on that past studies. By using Competing Values Model (CVM) data were collected and measured. In order to answer the research questions and test hypotheses independently a sample of 272 managers form distinct organizations in both sectors are chosen for this research and correlation coefficient test and regression analysis methods are used to test the relation. Moreover, organizational culture and leadership style were regressed on organizational effectiveness. Thus, the managers’ perception data indicate organizational effectiveness can be predicted by both organizational culture types and leadership style. Therefore, this author can conclude there is a positive relation between variables. The finding also shows that both independent variables can impact organizational effectiveness in public sector, while only leadership style can predict the dependent variable in private sector. At the end, some recommendations were proposed and further research in these areas was strongly advised

Lean practices and operational performance: the role of organizational culture

PurposeThere is a scarcity of research about cultural aspects of organization related to lean implementation. The purpose of this research is to investigate the effects of lean practices and organizational culture on the operational performance of small- and medium-sized manufacturing enterprises.Design/methodology/approachThe study is based on a survey conducted and data collected from 215 manufacturing SMEs in India. The hypothesized relationships are then analyzed with structural equation modeling.FindingsThe results showed that the constructs of lean practices and organizational culture have significant and direct effects on the operational performance of Indian manufacturing SMEs. Further, this research shows the mediating effect of organizational culture on sustaining lean processes within small-medium manufacturing business setups.Research limitations/implicationsFuture research is required in a more diverse context to confirm the generalization of the results. Future research may be extended to investigate the effects of lean and organization cultural aspects on measures of financial, social and environmental performance.Practical implicationsThe results obtained would help managers of manufacturing SMEs to better understand the linkage between lean and operational performance, considering the aspect of cultural change management in an organization. The outcome of this research provides useful indications of how organizations can work to sustain the philosophy of lean manufacturing within their workplace.Originality/valueThere is a lack of research at the critical intersection of organizational culture and sustainability of lean implementation. Culture is key to making changes required for lean implementation and in sustaining the drive toward lean production and management. This research is an attempt to fill that gap.

Effect of Technology Capabilities on Sustainable Performance of Pharmaceutical firms in Thailand with moderating role of Organizational Culture

Sustainable performance is necessary for long term existence of any business. Implementation of technology capabilities play important role in sustainable performance of any organization and especially for pharmaceutical firms. Therefore, the basic objective of current study was to examine the influence of technology capabilities (Technical Science, Level of Skills and Physical tools) on sustainable performance of pharmaceutical firms in Thailand with moderating role of organizational culture. To accomplishthe purpose of study, the quantitative research approach with cross sectional method was adopted. This study found that technology capabilities have significant influence on sustainable performance of any organization and especially for pharmaceutical firms. Study also found significant moderating role of organizational culture between the relationship level of skills and physical tools with sustainable performance of any organization and especially for pharmaceutical firms. This study offers new information to the management regarding decision-making process. The findings will assist top management in planning for sustainable performance, implementation of technology and organization culture, especially in the context of pharmaceutical firms in developing countries

Organizational culture and cultural diversity: an explorative study of international skilled migrants in Swedish firms

PurposeThis paper empirically explores the types and extent of cultural diversity strategies in Sweden, a developed economy with many migrant workers. The role of organizational culture as the context and the association with diversity strategy and the selection of international skilled migrant workers are examined.Design/methodology/approachEmpirical data are collected by surveying 249 Swedish large or medium-sized firms. Cluster analysis is used to explore the configuration of organizational culture, cultural diversity strategy (CDS) and selection and development criteria.FindingsThe authors identify five clusters of organizations. Organizational culture is the main contextual factor that influences the CDS and human resource (HR) approaches for selecting skilled migrant workers. The profile of the clusters including organizational culture, diversity strategies, the selection criteria and firm demographics is presented. The empirical results indicate that organizational culture and demographics are associated with the choice of diversity strategy and, consequently, HR processes.Originality/valueThis study's main focus is on international skilled migrants, which is among empirically less-studied areas in global mobility literature. Furthermore, until now more attention has been directed toward studying the consequences of diversity than toward understanding the factors that influence choice of diversity strategies and practices. This study focuses on antecedents of diversity and attempts to understand the factors that influence adoption and implementation of different cultural diversity strategies.

PERAN BUDAYA ORGANISASI DALAM MENINGKATKAN KINERJA KARYAWAN (Studi Kasus Pada LAZNAS Nurul Hayat Kediri)

The culture of organization is a system of values and belief which is shared by The member of organization. It makes differences among the organization to other organizations. The culture of organization is also a distinguishing identity between one organization and another. In addition, Culture of organization also has an important role in employee performance. From this understanding, researchers are interested in discussing the organizational culture in LAZNAS Nurul Hayat Kediri and how the role of organizational culture in employee performance at LAZNAS Nurul Hayat Kediri. Since 2014 LAZNAS Nurul Hayat Kediri has experienced an increase in company performance, which includes increasing muzakki, and other awards. This certainly cannot be separated from the organizational culture applied to LAZNAS Nurul Hayat Kediri which adheres to a strong organizational culture. The research, entitled the role of organizational culture in improving the performance of the case study employees at LAZNAS Nurul Hayat Kediri uses a qualitative approach with the aim of obtaining a clear and objective picture. This study uses several methods in the data collection process including: observation, interviews, documentation. While the type of research used is field research, which is research that focuses on the results of data collection from predetermined informants. The results of this study indicate that the organizational culture applied to LAZNAS Nurul Hayat Kediri is more concerned with how to achieve the goals of the institution and also to realize the motto of the institution. The organizational culture applied in LAZNAS Nurul Hayat is a strong organizational culture, it will have an impact on the sincerity of employees in doing their duties and developing the institution. By implementing this strong organizational culture, employee performance will increase. This increase can be seen from the increase in the number of muzakki from 2016 to 2019, as well as other awards received by LAZNAS Nurul Hayat. With the increase in muzakki and also several awards, it shows that organizational culture has an important role in improving employee performance at LAZNAS Nurul Hayat Kediri.Keywords: Organizational culture, Employee performance.

The Role of Effective Supply Chain Practices on Firm Performance: Mediating Role of Organizational Culture

The Role of Effective Supply Chain Practices on Firm Performance: Mediating Role of Organizational Culture