Terms Of Organizational Culture Research Articles

Study on the Integration Factors of Human Resource Management Strategy and Corporate Strategy

By analysing the integration factors of human resource management strategy and corporate strategy, this study discusses the factors affecting the integration, including three aspects: organisational culture, human resource management capability and external environment. Among them, in terms of organisational culture, organisational culture has an important impact on the integration of human resource management strategy and corporate strategy, organisational culture plays an important role in shaping employees' behaviour and motivation, and organisational culture has an important impact on the development and enhancement of human resource management capability. In terms of human resource management capability, human resource management capability plays an important role in the smooth implementation of the integration strategy, human resource management capability plays an important role in the shaping and transmission of culture within the organisation, and human resource management capability also plays an important role in promoting staff development and training within the organisation. As for the external environment, five aspects such as political, economic, technological, social and legal are analysed.

BUREAUCRATIC BEHAVIOR AT THE LICENSING SERVICE OFFICE IN THE INTEGRATED LICENSING AND INVESTMENT OFFICE OF MAKASSAR CITY

This study addresses issues related to bureaucratic behavior, specifically examining the cultural, design, and structural aspects, as well as the aspects of organizational human resources policy in the context of licensing service practices at the Integrated Licensing and Investment Office in Makassar. Employing a descriptive research approach with a qualitative case study method, data collection involved in-depth interviews with various informants, direct observation at the research site, and a review of relevant documentation. The findings indicate that in terms of organizational culture, there is a perceived inclination towards a culture similar to other government agencies. Additionally, organizational culture is influenced by cultural acculturation or external factors, especially if it benefits the organization, such as through regular daily and monthly meetings. In the aspects of structure and design, the work organization is formally divided and grouped into service counters and technical teams, reflecting a design identical to mechanical organizational design. Regarding human resources policy and practices, special attention is needed, particularly in addressing issues such as inappropriate employee recruitment and the capacity building of personnel, which is still awaiting an invitation from the central government. The study also emphasizes the importance of maximizing the IKM Survey (Community Satisfaction Index) for comprehensive insights.

Talent Management Development on Government Institutions Regional Civil Service Agency Semarang

The organization's talent needs for the next five years are a translation of the strategy, and a reflection of the organization's vision and mission, taking into account internal demands as well as external demands. Quality aspects included in determining talent needs include knowledge and skills obtained from experience, competence, and personality in terms of organizational culture, it is clearly stated that institutional capacity development has indicators in institutionalizing a productive and positive organizational work culture based on the noble values of the nation's culture. According to the results of research at the Regional Civil Service Agency, Semarang Regency has implemented a value system that is the basis of ethics at work. It can be in the form of politeness, hospitality, communication that shows a noble value of the nation. Thus, from participatory and democratic comes the existence of work motivation that is always growing. By strengthening the value of employee discipline, the development of institutional capacity at the Semarang Regency Regional Civil Service Agency is maximized, this is strengthened by the enactment of PP No. 53 of 2010 concerning Employee Discipline, so that supervision is stricter and punishment is more firm and severe. In the institutional capacity building program at the Regional Civil Service Agency of Semarang Regency, a budget allocation is needed to support the implementation of all organizational activities. In accordance with World Bank theory which emphasizes the attention of talent management to the focus of the organizational environment which leads to financial and budgetary support in realizing all activities and needs of the organization. This type of research is Descriptive research. The approach used is a qualitative approach and a conceptual approach. The data source used is secondary data. Data analysis was carried out in a qualitative descriptive manner. Drawing conclusions is carried out by the deductive method, which is to draw conclusions from general to specific, especially those related to the research topic, namely the development of management talent towards government institutions. Capacity building takes a long time and requires long-term commitment and all parties involved. In the development of talent management of an organization both public and private sectors, Collective Commitments are the basic capital that must be continuously developed and maintained properly. This talent management commitment is not only for power holders, but covers all components in the organization. The influence of mutual commitment is very large, because this factor is the basis of the entire design of activities and goals to be achieved together. It is expected to strengthen and strengthen the budget allocation method in accordance with the vision, mission and objectives of governance as well as the development of regional revenue sources.

Leadership factors of educational leaders, organizational culture and teacher competence in Selected Private Higher Education Institutions (HEIS) in Binan, Laguna

The study aimed to identify the relationship between leadership factors, organizational culture and teacher competence in private higher education institutions. Descriptive correlational research design was used in this study. The study revealed that leadership factors of the educational leaders was highly favorable with an average weighted mean of 3.39, the organizational culture was highly favorable with an average weighted mean of 3.37, the teacher competence was very high with an average weighted mean of 3.38. Correlations indicated that there was a significant relationship between Leadership Factors and Organizational Culture, Leadership Factors and Teacher Competence as well as Organizational Culture and Teacher Competence. The results also showed that there was a high level of prediction of the dependent variable (level of Teacher Competence). The obtained R square of 0.823 shows that independent variables (leadership factors and organizational culture) explain the variability of the dependent variable (level of teacher competence). Further, the independent variables leadership factors along attitude, determination and motivation and organizational culture in terms of create, collaborate and control are the drivers of teacher competence in higher education institutions.

Organizational Culture and Customs Towards School Effectiveness as Practiced in Public Elementary Schools

This study aimed to determine the relationship between organizational culture, and customs toward school Effectiveness as practiced in public Elementary Schools. Specifically, it sought to answer the following areas: perception of organizational culture in terms of leadership, teamwork, and adaptability, perception of school custom practices that support school improvement, and perception of teachers on school effectiveness. Furthermore, the study investigated how the respondents assess if there is a significant relationship between Organizational Culture and School Effectiveness. This study used a descriptive research design following a correlation procedure to examine the relationship between organizational culture and customs toward school success as practiced in public elementary schools. In addition, random sampling was used to determine the respondents. Findings revealed that a significant correlation was assessed between organizational culture and school effectiveness. More so, the organizational culture and customs were correlated to the school’s effectiveness. Accordingly, sustained and further promotion of organizational culture and application of its practices is highly recommended to promote better school performance. Keywords: organizational culture, customs, school effectiveness, adaptability, leadership

Analysis on Resources and Organizational Culture as Sustainable Competitive Advantages in a Printed Newspaper Company in Semarang

Competition in printed media business is getting severe in the digital era due to the growing number of online media. Online media presents more varied news in faster ways for the public. The covid-19 pandemic exacerbates the condition as a lot of hotels, government institutions, banks, and private companies stop subscribing printed newspaper. The research aims to analyze whether resources and organizational culture of a printed newspaper company in Semarang imply sustainable competitive advantages. This research implemented qualitative method which was by interviewing three managers and employees of four departments to obtain data. The VRIO analysis was used to analyze the data. The results show that not all company’s resources imply sustainable competitive advantages; only human resources, organizational structure, and market do so. The financial and physical resources possess temporary competitive advantages. In terms of organizational culture, only kinship implies sustainable competitive advantage. Disciplinary and honesty have competitive parities and identity and policy have temporary competitive advantages

Assessing the roles of farmer organizations for effective agricultural water management in Sri Lanka

CONTEXTThe ancient Sri Lankan village tank cascade system (VTCS) is a unique agricultural system that irrigates 35% of rice lands in Sri Lanka. Climate change, population growth, and social determinants are increasing pressure on VTCS, and the available water resources are being limited and competing with other water users. Therefore, effective water management on the field and landscape scale needs attention to address these challenges. OBJECTIVESince community-based water management bodies have been recognized as a leading approach for effective field-level water management, this study aimed to assess the behavior of farmer organizations (FOs), understand their capacities for field-level water management, and determine improvements required to achieve more effective field-level water management. METHODSWe surveyed 357 respondents from 21 FOs in the Deduru Oya river basin. FO behavior in five categories was assessed: 1) organizational rules, legitimacy, and culture; 2) organizational hierarchy and decision-making; 3) leadership; 4) communication and coordination; and 5) motivational incentives and organizational stability. Respondents rated their perception of the organizational behavior of the FO they participate in on a Likert scale. In addition, we conducted key informant interviews with 11 field officers of relevant government bodies who work closely with the FOs we studied. RESULTS AND CONCLUSIONFOs showed great diversity in their organizational behavior. Overall transparency, participatory decision-making, internal communication, and leadership were identified as key behaviors supporting efficient water management by FOs. Organizational culture, external communication, and organizational stability were all found to have significant improvement needs. FO behaviors in terms of organizational culture have major gaps in several areas, including poor organizational legitimacy awareness, poor financial accountability, unhealthy revenue generation, insufficient environmental consideration, and poor record keeping. Interestingly, FO members from different hierarchical layers disagreed on behavior within their own FOs. Additionally, conflicting responses among FOs and government agency field officers were also observed, highlighting the need to inspect field officers' actions by senior authorities. There is a need to improve FO behaviors in identified weak areas for better irrigation water management. SIGNIFICANCEThe recommendations of this study offer multi-scale solutions, including solid capacity building through knowledge sharing and highlighting the gaps aimed at strengthening FO behaviors that support effective field-level water management. The findings and recommendations are informative in terms of investments required to enable FOs to fulfill their potential as efficient water managers at the community scale. Furthermore, these findings may help in national policy making.

Development and testing of a diagnostic model of innovative organizational culture

Aim. This study presents the results of the development of a diagnostic model of organizational culture, which makes it possible to assess innovativeness as a formal characteristic that can be calculated using empirical methods.Tasks. The author systemizes methods for diagnosing and studying organizational culture; based on the resulting classification, proposes a diagnostic model of innovative organizational culture as a method for conducting socio-psychological research of organizational changes and assessing the organization’s innovativeness.Methods. The study uses general scientific methods of logical, structural, comparative, and systems analysis, qualitative methods of survey, observation, questionnaire, documentation analysis.Results. A review of methods for analyzing and diagnosing organizational culture in terms of innovativeness shows that in modern practice of organizational research there are many methods characterized by mosaic structure and absence of an empirically based model.Conclusion. The proposed model is a reliable tool for assessing the readiness of organizational culture for changes at the individual, group, and organizational level that have passed a psychometric test and are applicable for assessing socio-psychological phenomena in the context of organizational changes.

A Comparative Study of the Relationship between Organizational Culture and Personnel Motivation: Example of Turkey and Afghanistan

Organizational culture is the common values, beliefs and norms that employees share in the organization. Organizational culture guides employees to have the right attitudes and behaviors. Organizational culture leads to solidarity, belonging and integration for employees. Creating a strong organizational culture with this dimension can increase personnel motivation. Personnel motivation is the process of taking the desired behavior and encouraging the individual in line with the goals of the organization. In terms of the effectiveness and efficiency of the organizations, the motivation of the employees should be kept alive. In this context, it is thought that the creation of a strong organizational culture by the managers would positively affect the motivation of the personnel. The aim of the study is to comparatively examine the relationship between organizational culture and personnel motivation in public institutions in Turkey and Afghanistan, and to analyze whether the organizational culture perceptions of the employees' organizations affect their motivation. As a result, it is understood that organizational culture is effective on the level of motivation. On the other hand, it is determined that there is no significant difference between countries in terms of organizational culture and motivation level.

The Impact of Organizational Culture on the Effectiveness of Corporate Governance to Control Earnings Management

The relationship between culture, earnings management and corporate governance has been studied in different ways, but the influence that culture has over the actual effectiveness of corporate governance to control earnings management has not, even though it should be a determinant factor to define successful governance schemes. Using Hofstede four organizational models as a framework, in this paper, we analyze a sample of companies listed in 16 different stock markets in terms of organizational culture, assessing their governance standards and performance in relation to earnings management, and measuring their actual effectiveness. The results confirm that earnings management is conditioned by organizational culture and that corporate governance acts as a brake on earnings management, regardless of the cultural field in which it is analyzed. However, its effectiveness depends on organizational culture, mostly on the uncertainty avoidance and the power distance. Therefore, modelling a country based on its organizational culture does limit the success of corporate governance policies and standards. This study brings in a new perspective for policy makers and practitioners to design and enforce their corporate governance policies targeting earnings management, according to the prevailing culture. The previous literature on the subject is complemented and enriched by this significant contribution, through which limitations in terms of the number of countries studied could be overcome by further studies addressing specific regions or sectors.

ORGANIZATIONAL IDENTIFICATION AND ORGANIZATIONAL CULTURE IN FOOTBALL TEAMS REVIEW OF THE IMPACT ON TEAM SUCCESS (TFF LEAGUE 1 EXAMPLE)

The purpose of this research is to examine the impact of organizational identification and organizational culture on team success. The universe of the research is the 18 teams in the TFF 1. League. The sample of the study consisted of 324 people from 14 teams who agreed to participate voluntarily in the study. A mixed method model was used in the research. In order to measure the organizational identification levels of the participants, the "Organizational Identification Scale" developed by Mael and Ashforth (1989,1992) was utilized to evaluate the organizational culture levels, and the "Organization Culture Assesment Instrument" developed by Cameron and Quinn (1999-2006) was used as well. According to the quantitative analysis results of the research, the concept of organizational identification has no statistical effect on team success. In terms of organizational culture, apart from Clan culture, the sub-dimensions of Market, Hierarchy and Adhocracy cultures were also found to have an impact on team success. It was concluded that the quantitative and qualitative data used in the research support each other.

Collaborative governance towards developing organizational culture for Santisimo Rosario Elementary School, San Pablo City

This study aimed to look at the possible prediction of school organizational culture on collaborative governance in Santisimo Rosario Elementary School. It answered the following questions: To what extent is the level of the school organizational culture in terms of professional/ teacher collaboration,, affiliative collegiality, self-determination, and learning partnership?; to what extent is the level of collaborative leadership governance in terms of valuing teachers’ ideas, trusting teachers’ professional judgments, exercising rewards system, collaborating with the teachers, sharing responsibilities, protecting instruction and planning time, supporting risk-taking and innovation in teaching, keeping the teachers informed, praising teachers and involving teachers in the decision-making process? and is there a significant prediction between the organizational culture and the collaborative governance of Santisimo Rosario Elementary School? There were 20 teacher-respondents selected and a descriptive research design was employed. One-sample t-test and multiple regression analysis were used to answer the inferential questions.

Impact of Organizational Culture on Individual Work Performance with National Culture of Cross-Strait Enterprises as a Moderator

In this study, we investigated the effect of organizational culture on individual work performance, tested the moderation of national culture on the relationship between organizational culture on individual work performance, and analyzed the differences among organizational culture, national culture, and individual work performance of enterprises without the same attributes. This study employed a questionnaire survey with 966 valid questionnaires using purposive sampling. The findings indicated that, in terms of organizational culture, hierarchy had a significant positive effect on task performance, whereas clan and adhocracy cultures both had the same result on contextual performance. Clan culture had a significant negative effect on counterproductive work behaviors, but adhocracy culture had the opposite effect. The power distance of national culture strengthened the positive effect of clan culture on task performance and enhanced the negative effect of clan culture on counterproductive work behaviors. Moreover, it weakened the positive effect of market culture on contextual performance. Masculinity enhanced the positive effect of clan culture on task performance; however, uncertainty avoidance strengthened the positive effect of adhocracy culture on contextual performance. Regarding enterprises with different attributes, employees in Taiwan exhibited higher individual work performance and organizational culture levels, whereas employees in mainland China scored higher on each dimension of national culture.

Quantitative Analysis of Buddhist Sunday School Teacher Performance in terms of Organizational Culture and Work Discipline in Jakarta

Teacher performance is the achievement of a teachers, the result of their work in carrying out all tasks that are charged to them based on their abilities, experience, sincerity and timeliness in accordance with the goals of the organization which are very important to achieve education goals. From the initial survey, it has been found that teacher's performance still didn’t meet expectations. This research aims to find efforts to improve teacher performance, by identification the strengths of relationship between organizational culture, work discipline, and job satisfaction both individually and simultaneously with teacher's performance. The results of this study indicate that: 1) there is a positive relationship between organizational culture and teacher performance with the correlation coefficient ry1 = 0,328 (ρ<0,01), 2) there is a positive relationship between work discipline and teacher performance with correlation coefficient ry2 = 0,796(ρ<0,01), 4) there is positive correlation between organizational culture and work discipline together with teacher performance, with correlation coefficients ρy12=0,436 (ρ<0,01), .This means that teacher performance can be improved through the development of organizational culture, work discipline and job satisfaction both individually and jointly.

Analysis Of Company Performance Measurement From Balanced Scorecard Approach (Case Study At Pt. Intihati Properti, Bogor)

<p><em>This study aims to determine the performance of the company PT. Intihati Properti considers four balanced scorecard perspectives, namely customer perspective, internal business process perspective, and learning and growth perspective. The research method used is descriptive research method. Data collection methods used are interviews and questionnaires. The results of this study indicate that the analysis of performance measurement viewed from a financial perspective as a whole is considered a bad company. it can be seen from the measurement results of the current ratio, total assets turnover, and return on assets every year that always decreases. The results from the customer's perspective are rated poorly. This can be seen from the acquisition of new customers every year which always decreases and the expected target is not achieved. performance measurement results from the perspective of internal business processes are generally considered poor. This can be seen from the innovations that are developed every year. Outcomes from a learning and growth perspective are considered poor. This can be seen from the decline in profitability and employee productivity from year to year which is not as expected. Although the employee satisfaction score of 88.4% is considered good or positive, it is necessary to evaluate the level of satisfaction in terms of organizational culture and leadership which gets the highest negative score. From the comprehensive results of the four balanced scorecard perspectives at PT. Intihati Properti is shown by considering the criteria for a total three-year performance score from 2018 to 2020 of 16.56% in the CC category. means that the performance of the company PT. Intihati's property is classified as "unhealthy".</em></p>

The Moderating Effect of Organizational Justice on the Relationship between Self-Efficacy and Nursing Performance in Clinical Nurses

This study aimed to examine the moderating effect of organizational justice on the relationship between self-efficacy and nursing performance among clinical nurses. In January 2021, a cross-sectional survey was conducted with 224 clinical nurses recruited from a university-affiliated hospital in Suwon, South Korea. Participants completed online-based, self-report structured questionnaires. Collected data were analyzed using multiple regression and a simple model of PROCESS macro with a 95% bias-corrected bootstrap confidence interval. Self-efficacy and organizational justice were found to be significant predictors of nursing performance. These two predictors explained the additional 34.8% variance of nursing performance in the hierarchical regression model, after adjusting the other covariates. In addition, organizational justice moderated the relationship between self-efficacy and nursing performance among the clinical nurses. In particular, at low self-efficacy level, participants with high organizational justice had higher nursing performance compared to those with low organizational justice. Enhancing organizational justice can be used as an organizational strategy for improving the organizational culture in terms of distribution, procedure, and interaction. Ultimately, these efforts will contribute to the improvement of nursing performance through a synergistic effect on organizational justice beyond nurses' individual competency and self-efficacy.

The impact of the Diversity Charter on the corporate culture development

The Diversity Charter is a tool that allows adapting organizational culture to diversity and at the same time helps to create conditions for its development and management. The article aims to specify the benefits for the company from the use of the Diversity Charter and outline suggestions for changing the organizational culture on the basis of the Diversity Charter. The article argues that the organization has a culture that can be manipulated or managed as a strategic resource. Management that notices and values differences must adapt organizational culture to diversity. It means the need for planned evolutionary changes in organizational culture. The article shows that the concept of organizational culture of quality is a complement and, at the same time, the development of an integrated view of organizational culture. Quality culture is an organizational culture that has the ability to maintain a balance between openness (flexibility) of the system to various values contributed by its members and closedness (invariability) associated with the principles of quality management. The organizational culture is suggested to be changed by implementing the following principles of quality management (TQM): leadership, customer focus, continuous improvement, universal participation, and feedback analysis. After making appropriate adjustments, this procedure can be used for other strategic changes, including those aimed at adjusting the organizational culture for diversity. Diversity management is one of the key resources of the organization, which contributes to its development and achievement of business goals. Effective diversity management is a well-thought-out and well-implemented strategy. The procedure of changing the organizational culture on the basis of the Diversity Charter includes the following stages: focusing on diversity policy, determining the desired form of organizational culture in terms of its adaptation to diversity, diagnosing actual culture, analyzing discrepancies between postulated and diagnosed organizational culture, control over changes in organizational culture. The mechanism of realization of each stage is offered.

조직문화와 직무열의의 관계에서 진성리더십의 매개효과

This study focused on leadership roles in reducing gender inequality among workers within organizations and promoting women's participation in society. The purpose of this study is to examine how female managers' authentic leadership is demonstrated in terms of organizational culture and to identify factors affecting job engagement that leads to continuous labor market participation. For the analysis, a total of 975 female managers above the manager level were targeted by using the 7th data of the female manager panel surveyed by the Korea Women's Policy Institute. As a research method, SPSS 23.0 and AMOS 21.0 were used to verify the relationship and effect between variables. The results of the study were first, that rational organizational culture had a positive (+) effect on female managers' job engagement, and irrational organizational culture had a negative (-) effect on job engagement. Second, it was found that rational organizational culture had a positive (+) effect on authentic leadership, and irrational organizational culture had no significant effect on genuine leadership. Third, authentic leadership was found to have a positive (+) effect on job engagement. Fourth, authentic leadership was found to partially mediate in the relationship between rational organizational culture and job engagement. This study is meaningful in that it is an integrated study that examines the organizational culture characteristics in which female managers demonstrate authentic leadership and at the same time examines the relationship between them and their influence on job engagement. In addition, it is significant in that it provided a practical basis for introducing a system for cultivating authentic leadership that can bring female managers' engagement for the job even in the irrational organizational culture of Korean companies and the need for managerial education.

The Impact of Cultural Organization to the Public Service of Selected Community Organization in Nagcarlan, Laguna, Philippines

This study focused on finding out whether the cultural organization has a significant relationship to the public service of selected sangguniang barangay in Nagcaralan, Laguna, Philippines. Out of 52 barangays, three barangays were selected ? Sabang, Yukos, and Talangan. The survey questions were distributed to the barangay officials as well as to the people in their area ? twenty in each barangay, sixty in all. It was discovered that Brgy. Sabang has a moderate level of commitment, satisfaction, and personal and professional growth. It is the same with Brgy. Yukos which has a moderate level of public service in all indicators. Brgy. Talangan has a high level of public service. In terms of organizational culture, it was found that the perception of the people in Brgy. Sabang on the cultural organization of their sangguniang barangay is collectivism, the officials are far from ruling as well as the people, fatalism is practiced, and the way of leadership is feminine. In Yukos, it is collectivism, far from ruling, aggressivism, and feminism. On the other hand, in Talangan, it is collectivism, far from ruling, fatalism, and masculine. Using the t-test for independent variables, it was found that the most significant relevant public service was the masculine/feminine leadership culture, and this was confirmed by p-values (0.02, 0.02, 0.03, and 0.00) that were lower than the alpha of 0.05. In addition, distance from the leader also affects the personal growth of the officials of the sangguniang barangay (p-value 0.04). Eventually, the writers suggested that officials of sangguniang barangay, as well as local government officials, hold seminars, workshops, or symposiums regarding masculine and feminine culture in an organization, and other related topics. The authors also made a suggestion for young people and future researchers.

Determinants of Employee Engagement in a Tertiary Christian Institution in Mlang, North, Cotabato

Employee engagement and positive institutional outcomes are assumed to be linked in various fashions. Engaged employees play a key role in achieving organizational success and competitive advantage. Research shows that engaged employees are willing to work the extra mile, work with passion and feel a profound connection to their company, thereby driving innovation and moving the organization forward. This study aimed to assess employee engagement in a tertiary Christian Institution in Mlang, North Coatabato, regarding organizational motivation and discretion. It also aimed to determine the respondents' perception of the three identified employee engagement determinants: human resource management practices, psychological empowerment, and organizational culture. Moreover, it sought to determine the relationship between HRM practices, psychological empowerment, and organizational culture to employee engagement and finally, which among the three indicators significantly influence employee engagement. This quantitative study used descriptive correlation and 70 full-time personnel of the institution answered the adopted survey questionnaire derived from different authors. Results revealed that the respondents’ perceptions of the HRM practices, the organizational culture, and employee engagement were high. Apparently, all of the variables of HRM practices have significant relationships to employee engagement, whereas, in the psychological empowerment, only the impact was found to have a significant relationship to employee engagement. In terms of organizational culture, only achieving goals and cultural strength was found to significantly affect employee engagement. Lastly, findings revealed that only the performance evaluation, impact and cultural strength were found to be the significant determinants of employee engagement among the variables. The quality of employee engagement has the potential to increase employee productivity, work quality and retention significantly.