Definition of Culture
In the age of globalization, the increase in communication and relations between business and corporate has created different cultures which are developing and increasing every day. As a result culture has become obvious in organizational norms, behaviour and human nature which have direct or indirect effect on business activities. The term culture is often the most complex term to explain. It is often responsible for individual actions and interpretation of behaviour. Thus according to author it is also the process learning behaviour and values that differentiate an individual’s behaviour. In practical business world, the culture is made up of all the values, norms, principles and experiences of the workforce which they contribute in the organizational activities (Clegg, Kornberger, and Pitsis, 2015). In the contemporary business organizations, the workforces are highly diverse as organizations are more likely to acquire best talent globally. Employees coming from different cultural social and economic background may have diverse cultural values and systems. Therefore the term cultural competence is gaining importance in business organizations. The term organizational culture can simply be explained as the process or system by which the organization has acquired some collective assumption, principles and attitude which directs its activities (Kirmayer, 2012). It can be assumed that organizational culture is the personality of the organization. The governing culture of any business organization largely depends on the environment in which business operations and activities take place, the organizational goal, values and principles of the workforce and the management style. For instance, it has been observed that large corporate have highly controlled organizational culture within the organization. The workforce and employees are bound to follow the well structured hierarchy and well structured job roles and responsibilities. A strong organizational culture indicates that the workforce have similar goals, needs and value system which matches with the organizational culture (Ang and Van Dyne, 2015). It is one of the most important and invincible factors for organizational sustainability and growth. Thus it is necessary to identify individual needs and values within the workforce and align with the organizational objectives so that it can assists in business performance and sustainability. A strong corporate culture also decreases the conflicts and clashes within the organization (Ionescu, 2014). Therefore it is necessary for the management or the leadership of a business organization to recognize the principles and perceptions of the workforce to drive them to achieve their personal goals as well as organizational objective (Goetsch, and Davis, 2014). Some of the factors which have direct and indirect impact on organizational culture are mission and vision of the organization, management structure, organizational composition, hierarchies, attitudes and systems. It has been observed that culture, mostly in large business organizations which has a large amount of internal force is difficult to change or manipulate.
So, in conclusion it can be stated that individuals work together to achieve organizational objectives and culture is the activity which result when a group of individuals cooperates usually by unwritten set of rules and regulations to achieve a common goal or objective. Thus it can be said that a strong organizational culture has the power to influence human behaviour and improve performance at workplace as it manipulate the perception of the workforce
HI6005 Discussion Board - Week 10
Hertzberg theory of motivation
The Hertzberg Theory of Motivation is also known as the two factor theory which was proposed by Frederick Hertzberg (Pinder, 2014). The study was conducted to identify what factors influenced employees to perform well and what factors displeasure them in workplace which results in under performance. According to this theory, individuals are influenced by two factors, they are satisfaction and dissatisfaction. Hertzberg termed the factors which influenced in employee motivation as Motivators and the factors which demotivated employees at workplace as Hygiene factors. According to the theory the following factors are the most common in motivators: recognition at workplace, opportunity for growth and development, job role, well structured job roles and responsibilities, and prospective for success. The most common factors that influence in hygiene factors in employee performance are: organizational policies, employee employer relation, working conditions, wages, and relationship with co-workers, and quality of control. Hertzberg theory of motivation has resulted in many further studies in the field of organizational behaviour and human resource management. One of the most important advantages of the theory is that it focuses on the consequences of the organizational structure, job design and responsibilities and working environment on employee satisfaction (Yusoff, et al. 2013). The term job design can be explained as the structure of the job responsibility and employees control on decision making process in the job responsibility. Earlier the concept of employee motivation was only associated with the rewards and wages (Miner, 2015). Herzberg clearly outlined the difference between the motivator factors and hygiene factors and their influence on employee satisfaction and motivation. Thus it is clear that organization only concentrating on hygiene factor in an organization will not ensure motivated employees for innovativeness in the organizational process. The theory of Hertzberg theory of motivation has ensured to focus on organizational culture, and job roles and responsibilities and their effects on employee motivation and satisfaction. According to Herzberg there are two different human needs that are represented by these two factors. The hygiene factors are the basic human needs that’s need to be fulfilled at any cost where as the motivators are the human needs which individuals perceives as bonus or extra (DuBrin, 2013).
Fast food industry is one of the most growing industries globally. But there has been constant complain about poor working conditions and employee dissatisfaction in the industry. In fast food industry, employees are largely affected by the working environment which has a direct impact on employee motivation. In a recent study it has been observed that working conditions have a direct impact on employee performance and motivation like long working works, non recognition, hostile management style, etc (Herv?, et al. 2011). Thus it is necessary to motivate workforce and ensure better performance, the need for improvement in work environment is necessary which will guarantee carrier growth and development, employee recognition and stress free working conditions. The management needs to distribute and set specific job roles and responsibilities for effective employee performance in workplace.
Pinder, C.C., 2014. Work motivation in organizational behavior. Psychology Press.
Miner, J.B., 2015. Organizational behavior 1: Essential theories of motivation and leadership. Routledge.
Herv?, M., Pavie, X., O'Keeffe, M. & Books24x7, I. 2012;2011;, Valuing people to create value: an innovative approach to leveraging motivation at work, World Scientific Pub Co Pte, GB.
DuBrin, A.J., 2013. Fundamentals of organizational behavior: An applied perspective. Elsevier.
Yusoff, W.F.W., Kian, T.S. and Idris, M.T.M., 2013. Herzberg’s Two Factors Theory On Work Motivation: Does Its Work For Todays Environment. Global journal of commerce and Management, 2(5), pp.18-22.
Clegg, S.R., Kornberger, M. and Pitsis, T., 2015. Managing and organizations: An introduction to theory and practice. Sage.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. pearson.
Ionescu, V. 2014, "Leadership, Culture and Organizational Change", Manager, vol. 20, no. 1, pp. 65-71.
Ang, S. and Van Dyne, L., 2015. Handbook of cultural intelligence. Routledge.
Kirmayer, L., 2012. Rethinking cultural competence. Transcultural Psychiatry, 49(2), p.149.