Strong vs. Weak Organizational Culture: Assessing the Impact on Employee Motivation Volume 7 • Issue 1 • 1000287Arabian J Bus Manag Review, an open access journal ISSN: XXXXXXXXXX Research Article...

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Strong vs. Weak Organizational Culture: Assessing the Impact on Employee Motivation Volume 7 • Issue 1 • 1000287Arabian J Bus Manag Review, an open access journal ISSN: 2223-5833 Research Article Open Access Arabian Journal of Business and Management ReviewArabian J ou rn al of Bu siness and Managem ent Review ISSN: 2223-5833 Maseko, Arabian J Bus Manag Review 2017, 7:1 DOI: 10.4172/2223-5833.1000287 Keywords: Organizational culture; Motivation; Organizational performance; Strong Organizational culture; Weak Organizational culture Introduction Organizational culture and motivation have received an almost exhaustive attention in research studies. This is due to the general appreciation that these two variables do not only influence the individual employee’s performance but the whole Organization’s effectiveness, performance and sustenance. The interest in Organizational culture stems from the belief that culture influences behaviour, decision-making, Organizational strategies, and individual and Organizational performance. Non-motivated employees, generally portray a dissatisfied attitude at work, hence are less committed, and are most likely to quit the Organizational. Even if opportunities to quit do not avail, they are likely to have a detached attitude or emotionally and psychologically withdraw from the Organizational. It is for that reason, suggest that employee motivation is one of the characters to assess to determine the employee’s intention to quit. The focus of this review will be to critically analyse the difference in weak and strong Organizational on keeping employees motivated [1-3]. Methods An analytic review of literature published between 2011 and 2016 on employee motivation, Organizational culture, and Organizational performance was done. Organizational culture In the last two decades, there has been a great deal of insight- sharing and research concerning culture within Organizations, and its impact on various aspects of the Organizational, motivation included. The term culture is abstract and general and involves various aspects of an Organizational. Albeit there is diversity in literature concerning Organizational culture, they all have one consensus – Organizational culture has both tangible and non-tangible aspects [4]. Organizational culture is the Organization’s orientation towards its employees and customers, and includes written and verbal circulated rules that guide the employees’ behaviour added the aspect of stable beliefs, values and principles developed and shared within the Organization. On another note, in his definition includes goals and philosophies, visible structures and processes, and the assumptions that underlie the thoughts processes, feelings, beliefs, and perceptions of individuals within Organizations [4-6]. From this definition, Organizational culture does not only involve employees, but even customers. In an Organizational, the employees’ behaviour is not only guided by rules but over time values and beliefs develop and are internalised by the employees as a code of conduct, hence it can take some time before these values and beliefs are enshrined in the Organizational. Hence Contiu, Gabor and Oltean [7] contends that employees are conscious of Organizational culture, and they learn it in their life at workplace, then align their professional goals with the Organization’s goals. These values, rules, beliefs and principles also govern the management practices and systems used by an Organization [4]. Organizational culture helps the Organizational members understand what the Organizational stands for, how it operates, and what is its area of focus and scope of practice [8]. Thus, Organizational culture becomes the underlying factor of member’s decisions, choices; and is very vital since it can either unite or divide the Organization’s members. Therefore, it forms an integral part of an Organization’s environment. Since Organizational do not operate in isolation, Organizational culture, as synonymously referred to as corporate culture, is influenced by societal (national and regional) culture and industrial culture as depicted in Figure 1. This implies that each Organization’s norms and values, rules and regulations have an element of societal norms and industrial regulations. The variations in national and industrial cultures are evident in the way Organizational are structured and managed [9]. *Corresponding author: Thokozani SBM, International Centers for AIDS Care and Treatment Programs, Research Unit, Swaziland, Tel: 0026876254021; E-mail: [email protected] Received November 14, 2016; Accepted January 24, 2017; Published February 04, 2017 Citation: Thokozani SBM (2017) Strong vs. Weak Organizational Culture: Assessing the Impact on Employee Motivation. Arabian J Bus Manag Review 7: 287. doi: 10.4172/2223-5833.1000287 Copyright: © 2017 Thokozani SBM. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited. Strong vs. Weak Organizational Culture: Assessing the Impact on Employee Motivation Thokozani S B Maseko* International Centers for AIDS Care and Treatment Programs, Research Unit, Swaziland Abstract Organizational culture and motivation are crucial variables in every Organization. This is due to the general recognition that these variables do not only influence the individual employee’s performance but the whole Organization’s effectiveness, performance and sustenance. The interest in Organizational culture stems from the belief that culture influences behavior, decision-making, Organizational strategies, individual motivation and Organizational performance. Employees are conscious of Organizational culture, and they learn it in their life at workplace, then align their professional goals with the Organization’s goals. The extent to which they learn and embrace the Organizational culture varies and is determined, partly, by the Organization’s culture being either weak or strong. Non-motivated employees, generally portray a dissatisfied attitude at work, hence are less committed, and are more likely to quit the Organizational. The purpose of this review was to compare the impact of strong and weak Organizational culture on employee motivation. Citation: Thokozani SBM (2017) Strong vs. Weak Organizational Culture: Assessing the Impact on Employee Motivation. Arabian J Bus Manag Review 7: 287. doi: 10.4172/2223-5833.1000287 Page 2 of 5 Volume 7 • Issue 1 • 1000287Arabian J Bus Manag Review, an open access journal ISSN: 2223-5833 The power and importance of Organizational culture cannot be overemphasised. Arifin [10] argues that Organizational culture determines Organizational behaviour much more than directives from senior management and can affect the implementation of strategies if they differ from the Organization’s culture. This emphasises the power of Organizational culture in the Organization’s operations. An Organization’s culture establishes the regulations within which members of the Organizational act and communicate, and know what is required of them in various situations [11]; and as such strict procedures and control mechanisms are rarely necessary, because it functions as an internal control measure that coordinates employees’ effort [12]. On another note, if Organizational culture is fragmented, that is, there is little consensus between employees’ values (less group think) or Organizational culture is differentiated, that is, Organizational values are embraced by some parts of the Organizational, it affects efficacy and efficiency within the Organizational [13]. Organizational cultures differ and so their success in enhancing the Organization’s performance, as alluded to below. Types of Organizational culture Organizational culture is not a superficial concept, but a dynamic aspect in all Organizations. Since all Organizations have cultures, it is only logical that some Organizational cultures stand lofty than others. Organizational culture can take one of two forms: strong or weak. The extent to which members of the Organizational adopt the Organizational culture mainly depends on the type of culture that prevails in the Organizational [4,14]. Strong Organizational culture: According to Madu [6], a strong Organizational culture refers to the set of values and beliefs that are strongly adhered to and shared widely within the Organizational, but such a culture requires the Organizational to do more culture specific investments, and such a culture is unlikely to change. This implies that in this form of culture, Organizational should take serious actions to instil and spread its norms and values to its employees. According to Ehteshamul and Muhammad [8] the strength of the Organizational culture is determined by the level of shared meaning of principles, norms and values; and the more universal the meaning is shared among the Organization’s members, the stronger the culture [15]. Cultures where employees’ goals are aligned to the Organization’s goals are often thought of as successful cultures [13]. Weak Organizational culture: According to [16], a weak Organizational culture refers to values and beliefs not strongly and widely shared within the Organization. This implies that individual members of the Organizational rely more on personal principles, norms and values. Organizations with a weak Organizational culture engage little in culture specific investments, and such cultures are more volatile [11]. To guide the behaviour of its members, Organizations with weak Organizational cultures rely more on rules and regulations than on a shared understanding of values and beliefs [17], hence there is a strict emphasis of rules and regulations with which members’ behaviour should be aligned. Since Organizational culture has an influence on motivation of employees, it is necessary to understand motivation: how it develops and why it is necessary in an Organizational, as alluded to below. Motivation Motivation is very important in the success of every Organizational. Motivated members of an Organizational are likely to be persistent, creative and productive [7] whereas non-motivated members are inefficient and costly. However, the biggest contention on how to motivate the members still exists. This is due to that there is no universal method for motivating an individual, secondary to the variations in individual’s needs. Methods have changed over time and depend on situations that employee’s experience [14]. Motivating people is, in fact, becoming even more difficult due to that personalized needs are dynamic and volatile. For instance, as Wani [1] argues, initially an employee may be satisfied and motivated by the monetary compensation he/she receives, but over time other factors need to be considered to keep the employee motivated. Hence managers have a vital duty to identify their subordinate’s motivational factors and implementing them as a culture in the Organization. Motivation is defined as the influence on direction, persistence of action, and vigour [1], while Mihaela and Cătălin [18] add that motivation governs one’s choice among alternative voluntary activities. According to Arifin [10], voluntary activity influences the extent and persistence of one’s behaviour, while continuing relentlessly with the effects of ability, skill, and understanding of the task, within the restraints in the operating environment. Type of motivation Motivation occurs from within the
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Answer To: Strong vs. Weak Organizational Culture: Assessing the Impact on Employee Motivation Volume 7 • Issue...

Azra S answered on Jun 04 2021
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Strong and Weak organization cultures
INTRO MUSIC/TUNE
Me: Good Morning, and welcome to **** podcast. I am your host, *** and our discussion today i
s going to cover organisation cultures. What are organisation cultures? What do we mean by strong and weak organisation cultures? As an employee of an organisation with a weak culture, I will discuss the pros and cons of my organisation. To enrich our knowledge further, I have invited Eric, who comes from an organisation with a strong culture. Hi Eric!
Eric: Hi!
Me: Let’s not waste any more time on introductions and get started right away.
MUSIC/TUNE
Culture as such refers to a set of norms or rules or beliefs followed by a group of people. When we talk about culture, we are usually referring to our ethnic origins and actions stemming thereof. Just like that organisations tend to have their own set of beliefs and unwritten rules. This is their culture. Some organisations have a clear-cut, deep-set rules and beliefs that cannot be altered. These organisations are said to have strong cultures. Other organisations don’t have deeply rooted cultures and these are called organisations with weak cultures.
As a matter of integration, employees are expected to fall in line with organisational cultures. This is because only then can they become a part of the organisation. Employees who do not follow the culture are considered misfits and do not last long in a company. This is how organisations function. However, not all organisations are...
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