An organization’s culture includes the ideologies, beliefs, and policies of the individuals and encompasses a vital sense of direction for guiding individual behaviour. Employees can be brought to a common platform, and unity can be implemented when the culture allows them to collaborate. As stated by Sameer (2018) employee abilities and accomplishments need to be considered for fostering a congenial culture. If they are empowered, they will find more reasons to contribute to the longevity and growth of their company. As organizations continually evolve and innovate, the culture should also evolve for efficient identification of strategies, marketing tactics, customer services, and innovations. A foundation should be solidified for aiding employee satisfaction, productivity, and retention. According to Nair and Salleh (2015) increased employee engagement would reduce turnovers and the overall need for replacement. Celebrating the company’s values and culture ignites considerable excitement for employees and leaders to monitor culture, review responses, ask for feedback and necessitate alterations as required.
The individuals working in a company reflect their various attitudes, interests, mentalities, and perception to contribute to culture effectively. For instance, a strict culture prevalent in an organization demonstrates their execution of policies and guidelines that they need to abide by imperatively. As stated by Groysberg et al. (2018) mindset of the employees formulates a given culture, where healthy competition can be encouraged and employee productivity is enhanced. Employee opinions should be considered irrespective of their gender. For example, in organizations where males are seen to dominate and gain exclusivity compared to female counterparts, aggression can be noted, wherein females would necessitate careful practices and softer demeanours at work. The business nature can affect organizational culture depending on external or internal factors. For instance, financial services stock-broking companies depend on supply and demand, share earnings, market cap, etc. The dependency on the market makes specific organizations terminate employees in dire situations, thereby affecting work culture. Market fluctuations can cause tension unrest and lead to employee demotivation. According to Chen and Mykletun (2015) helpless management would ascertain uncontrollable circumstances, deviating employees from achieving pertinent goals.
On the other hand, leadership can allow employees to make significant decisions and participate in formulating effective strategies. As per Taneja et al. (2015) if in a positive culture, where employee opinions are considered, they feel a sense of attachment to the management, which helps them initiate appropriate actions in favour of their organization. Employees need to be sufficiently respected for avoiding a culture where they work solely for finances and recognition.
Organizational culture showcases how task completion by employees and mediation of interactions occur. The cultural paradigm would encompass values, beliefs, and rituals governing the operational styles of employees. Corporate culture ties a given workforce and leads a specified direction. As stated by Basten and Haamann (2018) the biggest organizational challenges make employees be accustomed to enabling modifications in practices. A bureaucratic culture would typically adhere to standard principles and hierarchical responsibilities and roles. In this case, the strategies are based on attaining competitive advantages while maintaining strong alignment with external groups.
Organizational culture has various influences on employee motivation and performance levels. According to Berberoglu (2018) employees tend to produce better work and positive outcomes when they consider themselves vital components in the organization. When organizations structure their recruitment processes to attract incumbents with similar values and beliefs, employee assimilation strengthens the existing culture. According to Korner et al. 2015) culture encompasses underlying assumptions that make organizational members share and operate unconsciously. It is a significant explanatory variable for influencing treatment outcomes and teamwork and predicts job satisfaction. The impact of culture on implementing interventions portrays procedure or quality improvement and employee safety. Team functioning can significantly differ based on the conduction of organizational culture. High-functioning teams are borne out of existing in dynamic cultures instead of formal or bureaucratic ones. Inter-professional teamwork is the partnership of people in collaborative, participatory, and coordinated approaches for inducing shared decision-making standards (Khorram-Manesh et al. 2016). Employees are expected to communicate with one another while respecting the work climate. Inter-professional processes lead to higher staff satisfaction as similar disciplines and principles are observed in practices. It leads to interactive patterns where professionals agree on common goals and adapts to discipline-specific objectives. On the level of customers, good employee teamwork is associated with clients’ high satisfaction and acceptance rates. Improved quality and work productivity make employees trust the products and services in the longer term. As per the underpinnings of Kersemaekers et al. (2018) staff satisfaction induces wellbeing, enhanced mental health, better team climate, and increased efficiency. High-quality teamwork generates cost savings, aids workforce retention, and reduces turnover. Organizations embracing strong core values also enable proper leadership practices to make other employees feel connected and be comfortable in their authentic selves in their workplace. When required, leaders also need to hand cultural control to other colleagues and employees. Even if values are determined at higher levels, front-line employees are responsible for executing them. Technology also has a role in reinforcing culture to ensure organizational intentions are effectively communicated to everybody regularly. Broader agreement of practices, values, goals, and missions would crucially determine organizational effectiveness. Employee engagement drives productivity as they feel connected and enthusiastic about their work. A positive environment dramatically benefits employers and employees, whereas competitive culture can hinder substantial productivity in employees. As stated by Ejimabo (2015) efficient teamwork capabilities can lead to more significant overall achievements than what can be allowed by individual efforts. Principle-driven policies give correct guidance to employees and teams to understand available information and implement sensible decisions. Psychologically, humans can yield better results and produce excelling outcomes when they are inherently satisfied with their work.
Organizational culture tends to exhibit emerging procedures with time, shaped by corporate actions, values, and leadership, leading to high success rates. Therefore, the management of a company’s culture would be brought by leaders’ awareness and requires focused efforts to sustain cultural elements while supporting organizational effectiveness (Blanchard 2018).
The development of behavioural norms consistent with time and values significantly impacts the company culture. Conflict resolution is executed to create widespread consensus, wherein disputes can also be settled hierarchically. A strong culture is often developed through “blueprinting of values” involving conversations with leaders in the organization. Teams can ensure value establishment and directly link it to leadership standards. Companies should selectively hire competent people to perform the job well and align personal goals to organizational objectives. As per the theoretical underpinnings of Fachin and Langley (2017) identification of ‘artefacts’ or core business processes, philosophies, and activities characterize regular performances within an organization. The concepts of social, material, and ideological culture helps in the identification of traits specific to organizational cultures. Social culture examines class distinctions and power distribution existing in groups. Material culture examines the achievement of people and their thought processes at work to support one another in exchanging goods or services. Ideological culture fundamentally ties to group ideals and beliefs, including intellectual guidelines governing daily interactions. Representatives should be convened from all functional levels and locations to assess the underlying values, ideas, and objectives efficiently. The findings can be summarized and shared with participants to solicit additional insights. The creation of a plan of cultural management should enhance traits supporting organizational effectiveness and corporate growth.
Various tools help develop and sustain a high-performing corporate culture, such as hiring practices, on-boarding, recognition programs, and performance management programs. Hiring focuses primarily on applicants’ skills, and their personalities should fit in with the organizational culture to deliver superior performances. Conduction a culturally fit interview includes asking questions eliciting comments about corporate integrity and values. However, limitations can occur when people become reluctant to initiate negative actions for individuals like themselves. This can make mediocre workers be employed only if they share predominant cultural values. On-boarding demonstrates the system of desired norms, values, and organizational behaviour of the employer. Employers should help newcomers participate in corporate social networks and ensure job experiences to reinforce the prevalent culture. According to Cote (2019) recognition and reward programs are utilized to motivate workers to act according to cultural values in the company. Bonuses should value team outputs instead of being based entirely on individual performances. Employees with shared aspirations would be able to outperform others in environments lacking common purpose and cohesiveness. Programs of performance management can affect organizational culture through the presentation of clear outlines concerning expectations from employees. It also provides a feedback tool for informing employees regarding proper behaviour. Conflicting messages about the company’s culture can create cynicism and distrust, prompting employees to justify negative deleterious actions (Kuo et al. 2015). Cultural inconsistency would make workers discouraged, make them doubt statements from superiors, and reduce their inclination to produce their best efforts. Even if companies invest considerable time and resources in creating an ethical culture, they might not be able to reap commensurate rewards. As per Mehreza and Bakira (2019) it can happen when supervisors, executives, and high-ranked employees possess differing perceptions regarding the organizational culture. Therefore, employees should ensure the consistent and precise transfer of information amongst all hierarchies through effective communication.
An efficient organizational culture develops traits necessary for the attainment of business success. As per Edmondson (2018) organizations endorsing healthier culture would be more likely to experience more incredible revenue growth and have 2.5 times the probability of experiencing significant stocks growth in a similar period. As stated by Kane et al. (2015) only 31% of leaders believe in their organizations to explore a culture that drives positive business outcomes, but nearly 85% fail to evolve or transform their cultures. Culture happens to be the top indicator of inducing employee satisfaction and the reason behind 2/3rd of employees making their jobs permanent. Appreciation for employees can be generated in public forums or through promotions. Team members learn to recognize other people’s contributions and promote a culture of appreciation. Trust is vital in any company, and team members can express themselves freely while relying on others.
According to Schneider et al. (2016) companies creating robust cultural backdrop aid talented employees to sufficiently motivate each other for excelling in their endeavours. It simultaneously enables productivity and profitability as positive results. Resilience is a primary quality in highly dynamic scenarios where continuous change would be desired. Resilient cultures make leaders respond to change with sufficient ease. Teamwork encompasses communication, collaboration, and respect between team members. On reception of great support from everyone, a collaborative environment is ensured where people feel content in their efforts and hard work. Innovation makes companies earn the best from available resources, technologies, and markets. As stated by Ali Taha et al. (2016) an innovative culture would apply creative and critical thinking to significant aspects of a business and aid individual cultural initiatives. It helps in the attainment of successful performances where organizational success is enhanced. Psychological safety gives sufficient support to employees for taking risks and providing honest feedback. Psychological safety arises from an individual level, not at the team level, and managers should create a safe environment where comfortable contributions can ensue. Team members should also practice social recognition frequently and consistently to impact the business significantly. Companies investing in social recognition reap the benefits of increased stock prices, improved scores, and individual performances. Collection of feedback helps employees express positive feelings or disappointment, making them content to have their opinions heard. 68% of employees receiving regular feedback feel fulfilled in their work. Companies having managers receiving input based on strength naturally show higher productivity. Leaders can help build cultures by prioritizing preferences in their working patterns. Open and transparent discussions regarding cultures would lead to feedback incorporation from employees to be implemented by leaders in their efforts of cultural advocacy. Thus, exceptional customer satisfaction and care contribute to business success. Empowering employees needs more than merely enabling them to exceed the expectations of customers. More excellent cultures should give employees the authority and freedom to initiate creative ideas, be innovative, responsive, and adapt to real-time scenarios with solutions that would substantially help teams, customers, or the business. Experts and decision-makers share power, resources, and information to make effective decisions and formulate instant solutions.
The project has aimed to address the ways in which a sound and efficient organizational culture helps in the improvement of employee performances and productivity through the assessment of prevalent literature. The multiple findings from numerous papers have presented a general idea of the benefits of a good organizational culture and denoted its advantages. Papers are usually based on ideas of the nature, theories and concepts of organizational culture and ways to implement its promotion. This paper has also highlighted the significance of ambiguity or inconsistency causing hindrances in workplaces. Differences in individual values and agreements can create obstacles for the maintenance of a desired culture. It notes pertinent issues related to employee performances and presents factual details for clarified presentation of ideas. Importance is also levied on processes and systems enhancing attitudes and behaviours of employees, consequently aiding participative and collaborative efforts and teamwork. The paper also addresses a link between organizational traditions and values, adoption and management of leadership styles and execution of risk and change management for inducing positive results.
Research philosophy includes the belief using which data is collected, analyzed and utilized. The researcher would be utilizing the positivism research philosophy in the project. It suggests how factual knowledge and information can be attained through observations, including various measurements (Ryan 2018). One disadvantage observed is that the philosophy eminently lacks philosophy. The researcher will utilize available information by having a detailed analysis.
Research design lends a framework where relevant techniques, approaches and processes can be integrated for executing different project activities efficiently. The researcher can utilize the explanatory design for the project to help provide clear ideas regarding particular issues of concern and risks associated with the research topic. However, cases can arise where confusing outcomes are derived for the research design, and problems need to be recognized for contributing to the relevant collection of data.
The research approach includes planning, including steps vital in assumptions based on various data analysis methodologies, collection and interpretation. The deductive approach needs to be utilized by the researcher as the prevalence of several investigations would occur. The advantages of using the deductive approach would be levied on exploring unknown phenomena, theories, application tests for checking the system in various situations. However, the limitation suggests that it encompasses divergent thinking patterns. Therefore, the approach can be justified by hypothesis formulation for testing the overall research process.
The data collection methods would include primary and secondary forms of data collection. The primary process of data collection involves quantitative as well as qualitative methods. However, the researcher would use qualitative methods by obtaining outcomes and results from conducting interviews with managers at Zara. The use of interviews would give a clarified idea regarding the organizational practices to the researcher. The researcher would also carry out the secondary method of collecting data in the research. The researcher can analyze three different topics from articles and journals in this method. The authors, publishment years, and issues would be derived from where information is gathered. It will help the researcher trace where facts are gained related to the research topic.
The involvement of activities related to processes of modelling and transformation of obtained data for extraction of meaningful and relevant information is data analysis. The constant comparison method would be used in conduction of the research. The analysis method does not possess confidentiality, despite being user-friendly and inexpensive (Moser and Korstjens 2018). The utilization of this technique would assist the researcher in justifying a detailed description of collected data to accomplish the project objectives. The research would be carried out by mediating an interview in the project. To analyze the data collected from managers of Zara, a careful understanding of the integral principles of management would be crucial. The integrity of recognized opinions would be checked.
A sampling includes activities providing for selecting complete observations recorded from larger populations. The different techniques linked with the sampling process are systematic, random, stratified and cluster. The researcher would implement the ‘random sampling technique’ in the study. The significant benefit of utilizing this technique is that chosen observations can be conveniently displayed generally from a total population. However, it is time-consuming as the allotments of elements and components take time. The use of the sampling technique is justified as it will assist in the elimination of bias, which can contribute to pertinent research outcomes that can be done reasonably (Taherdoost 2016). The researcher would conduct the mediation of the interview with five managers to assess their opinions and varied perspectives. The managers would be questioned regarding the occurrences and policies of the workplace to get a deeper insight.
The researcher should maintain a certain ethical standard respecting values and abide by necessary codes of conduct. Data breaching should be vehemently prevented. Fraud and violation of essential procedures should not be accepted under any circumstances. The project should be conducted ethically, and the researcher should consider various regulations and legislation like the “General Data Protection regulations” and the “Data Protection Act”. It will assist the researcher in efficiently implementing ethical standards. He would be responsible for ensuring the privacy and security of collected data from the chosen respondents or managers. Additionally, the researcher should consider the approval of the participating managers of the organization Zara.
References
Ali Taha, V., Sirkova, M. and Ferencova, M., 2016. The impact of organizational culture on creativity and innovation. Polish journal of management studies, 14.
Basten, D. and Haamann, T., 2018. Approaches for organizational learning: A literature review. Sage Open, 8(3), p.2158244018794224.
Berberoglu, A., 2018. Impact of organizational climate on organizational commitment and perceived organizational performance: empirical evidence from public hospitals. BMC health services research, 18(1), pp.1-9.
Blanchard, K., 2018. Leading at a higher level: Blanchard on leadership and creating high performing organizations. FT Press.
Chen, S.P. and Mykletun, R.J., 2015. Beyond post-downsizing organisational injustice and counterproductive work behaviours: Antecedents and consequences of learnt helplessness. International Journal of Business and Management, 10(6), p.1.
Cote, R., 2019. Motivating Multigenerational Employees: Is There a Difference?. Journal of Leadership, Accountability & Ethics, 16(2).
Edmondson, A.C., 2018. The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. John Wiley & Sons.
Ejimabo, N.O., 2015. The influence of decision making in organizational leadership and management activities. Journal of Entrepreneurship & Organization Management, 4(2), pp.2222-2839.
Fachin, F.F. and Langley, A., 2017. Researching organizational concepts processually: The case of identity. The SAGE Handbook of Qualitative Business and Management Research Methods. London: SAGE, pp.308-327.
Groysberg, B., Lee, J., Price, J. and Cheng, J., 2018. The leader’s guide to corporate culture. Harvard business review, 96(1), pp.44-52.
Kane, G.C., Palmer, D., Phillips, A.N., Kiron, D. and Buckley, N., 2015. Strategy, not technology, drives digital transformation. MIT Sloan Management Review and Deloitte University Press, 14(1-25).
Kersemaekers, W., Rupprecht, S., Wittmann, M., Tamdjidi, C., Falke, P., Donders, R., Speckens, A. and Kohls, N., 2018. A workplace mindfulness intervention may be associated with improved psychological well-being and productivity. A preliminary field study in a company setting. Frontiers in psychology, 9, p.195.
Khorram-Manesh, A., Berlin, J. and Carlström, E., 2016. Two validated ways of improving the ability of decision-making in emergencies; Results from a literature review. Bulletin of Emergency & Trauma, 4(4), p.186.
Körner, M., Wirtz, M.A., Bengel, J. and Göritz, A.S., 2015. Relationship of organizational culture, teamwork and job satisfaction in interprofessional teams. BMC health services research, 15(1), pp.1-12.
Kuo, C.C., Chang, K., Quinton, S., Lu, C.Y. and Lee, I., 2015. Gossip in the workplace and the implications for HR management: A study of gossip and its relationship to employee cynicism. The International Journal of Human Resource Management, 26(18), pp.2288-2307.
Mehreza, A. and Bakria, A., 2019. The impact of human resource practices on job satisfaction and intention to stay in emerging economies: Model development and empirical investigation among high caliber governmental employees in Qatar.
Moser, A. and Korstjens, I., 2018. Series: Practical guidance to qualitative research. Part 3: Sampling, data collection and analysis. European journal of general practice, 24(1), pp.9-18.
Nair, M.S. and Salleh, R., 2015. Linking performance appraisal justice, trust, and employee engagement: A conceptual framework. Procedia-Social and Behavioral Sciences, 211, pp.1155-1162.
Ryan, G., 2018. Introduction to positivism, interpretivism and critical theory. Nurse researcher, 25(4), pp.41-49.
Sameer, Y.M., 2018. Innovative behavior and psychological capital: Does positivity make any difference?. Journal of Economics & Management, 32, pp.75-101.
Schneider, B., Ehrhart, M.G. and Macey, W.H., 2016. Organizational climate and culture. Sage Publications, Inc.
Taherdoost, H., 2016. Sampling methods in research methodology; how to choose a sampling technique for research. How to Choose a Sampling Technique for Research (April 10, 2016).
Taneja, S., Sewell, S.S. and Odom, R.Y., 2015. A culture of employee engagement: A strategic perspective for global managers. Journal of Business Strategy.
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