Organizations should strive to create a Positive Organizational Culture
In the modern business environment, the relationship between the employers, workers, and customer is crucial in influencing the sustainability of organizations. The employees are at the heart of organization's activities, and their satisfaction is essential in ensuring that the set goals and objectives are achieved. This deliberation implies that the employers must provide certain working conditions to influence the performance of the workers. In fact, the relationship between the workers and their employers should be mutual in that the two parties address the needs of each other. Although several means exists of influencing a positive attitude at an organization, creating a positive organizational culture is most effective way of attaining a good working relationship between the employer, employees, and clients.
According to Zerwas (2014), organization culture is understood as an approach that defines appropriate observable artifacts, values, and basic underlying assumptions and defines what should be of particular relevance to the employees. With this understanding, the culture of an organization has a direct impact on the performance of the employees as it shapes how their input in an organization is valued. A positive organization culture is that which strive to balance the demands of a firm and the well-being of its workers. In this type of an organizational set-up, the employees are seen as partners to the employer but not as subjects (Walters, 2010). The focus in this approach to organizational culture is ensuring that the employers involve the employees in every strategic step that an organization makes and granting them freedom to perform under minimal supervision. This view is in contrast to a more restrained system adopted by a majority of organizations where the workers are subjected to close supervision, and the management decisions are absolute.
Several studies have proved that a positive organization culture is beneficial to both the organizations and their workers. According to Walters (2010), a positive organization culture encourages self-control from the employees’ part and is effective than in closely monitored scenarios. The strict monitoring of employees in the working environment signals an element of lack of trust in the workers from the employers’ part. This view makes the workers develop a negative attitude towards their job lowering their motivation. The motivation of employees is raised when they offered total freedom to execute their responsibilities without intense supervision. As Walters (2010) points out, organizations need to illustrate that they have absolute trust in the abilities of their employees to perform the assigned tasks in a competent manner. When the employees are afforded room to perform independently, they will strive to focus their strength in attaining the organization goal out of self-motivation but not through fear of punishment.
According to Stevens, Plaut, and Sanchez-Burks (2008), a positive organization culture allows the workers to grow to their fullest potential. Currently, the working environment has been affected by the globalization effect. The globalization effect has made workplaces to have diverse workforce from varying cultural backgrounds. When an organization creates a positive psychology by encouraging interactions and consultation, team play is optimized (Stevens, et al., 2008). Team play in this case also refers to multilateral interactions between the management and the workers. According to Walters (2010), when there are optional interactions between the employers and the employees, there is a better understanding of the expected goals and how to attain them. This understanding allows the workers to focus on improving their skills to meet the organization’s expectations and to reach their full potential.
Furthermore, the interactions between the employers and the employees allow organizations to establish the potential of their workforce. The establishment of talent potential is crucial in the structuring of the subsequent talent management programs to improve the efficiency of firms’ staff. Without a culture that promotes optimal interaction between the workers and the executives of an organization, it is difficult for the enterprise to know the areas where it lacks in talent and this lead to workers’–task mismatch. Job–worker mismatch is when an employee is assigned a task that is beyond their abilities. According to Karwowski (2006, p. 2669), a job-worker mismatch has adverse effects on the output of a firm as it lowers the quality of the products produced or service offered. As Forck (2016) deliberates, the only way of eliminating production errors due to task-worker mismatch is by consistently interacting with the employees in a friendly way to establish their strengths and weaknesses. However, this cannot be achieved in organizations that employ a coercive culture where the employees operate at the mercy of the supervision who only care about task completion but not competency to perform tasks. A positive organization culture is that which reorganizes that workers are limited in abilities and cannot perform all tasks at equal competency levels. In such a working environment, the employers serve as the mentors in nurturing the workers to attain their full potential.
A supportive organization culture has also been associated with reduced employees' misbehavior levels. A study conducted by Vardi (2001) discovered that there was there was a significant negative relationship between organizational climate dimensions and organizational misbehaviors. In this study, Vardi (2001) argues that there are reduced indiscipline cases in organizations that have friendly and supportive cultures to their employees. These observations by Vardi (2001) supports the deliberations outlined by Walters (2010) that a positive culture propagates the principle of self-control in employees. When employees feel that their working environment is supportive and caring, they restrain from violating the organization’s codes of conduct. As Vardi (2001) further elaborates in his study, coercive organizations policies were found to increase the rates of misconduct and low retention abilities of workplaces. This observation implies that workers are naturally opposed to aggressive policies and will consider leaving their jobs than remain in oppressive working environments.
According to Hogan and Coote (2014), a positive organization culture also enhances the innovation capacity of the employees. Innovation is among the key factors that affect ha profitability and sustainability of an organization. Currently, customers are looking for innovative products and service that are differentiated from what is commonly offered in the market. With a positive organizational culture that allows the employees to have a stake in the designing of products and services, the organization benefits from the workers’ knowledge in creating unique and new products which increase its competitive advantage in the market. For instance, Google among the organizations that have been internationally recognized for granting their employees the freedom to practice their innovative abilities in product and service design. This openness has enabled Google to rank among the best technological firm in the world. However, organizations with a defined set of production methodologies which eliminates the ability of the workforce to contribute to product development are likely to suffer from poor product improvement (Hogan & Coote, 2014).
Additionally, there is a direct connection between organizational culture and employees' motivation. According to Pinder (2014, p. 9), the organization culture can either have positive or negative implications on the motivation of the workers. A positive organization culture prioritizes the psychological need of the workers like recognition and career development. With the motivational theories stating that the psychological needs are the most influential factors in shaping human motivation, a positive organizational culture enhances the motivation of the workforce. According to Pinder (2010), the motivation of employees is critical in determining the success of an organization since it affects the productivity of firms and the commitment levels of workers in performing their duties. Without sufficient motivation, the employees will offer poor services which subsequently leads to the organization incurring losses. When an organization has a culture that sufficiently addresses the needs of the employees, they will react by investing all their efforts in assisting the firm in achieving its set goals and objectives. However, when the workers perceive the culture of an organization as oppressive and unappreciative of their efforts, they will only work for the sake of the compensation but not out of commitment.
According to Seppala and Cameron (2015), a positive working environment caters for the health needs of the workers. Contrary to the common belief that stress and pressure make the employees perform better and faster, Seppala and Cameron warns that it deteriorates the health of the workers. Unhealthy workers have low output abilities when compared to healthy ones and also increases the operation costs of an organization. According to Seppala and Cameron (2015), health expenditures at high-pressure firms is almost 50% higher than at other organizations. With business ventures aiming at minimizing costs and increasing profits, a negative organizational culture is a direct guide to losses. A positive organization culture allows the workers to work at their natural pace and this attribute allows them to be immune to work-induced stress.
Conclusively, a positive organization culture is beneficial both to the workers and the employers. An organization culture that promotes open interactions between the employers and employees allow organizations to establish the potential of their workforce which enhance production efficiency. Additionally, a positive organizational culture improves staff motivation, commitment and health conditions which subsequently results in the overall improvement in the organization's performance in the market.
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