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HRT6560 Organizational Culture Impact Organizational Performance

tag 0 Download 29 Pages / 7,032 Words tag 15-01-2021
  • Course Code: HRT6560
  • University: Amberton University
    icon is not sponsored or endorsed by this college or university

  • Country: United States


Please also use this as part of the literature review

South Africa is a multicultural nation and people bring their culture to the organisational culture. Individual will be attracted to companies who have the same values as theirs. With changes in the societal changes and political changes in the country are those external  factors influence companies to change their values/culture to match the changed workforce culture and  be able to attract more of changed workforce? Or they should not change their values/culture the workforce will have to change their values/culture to match company’s if they want to stay with the company or if they want to join the company? Culture is personality of a group, if group of certain culture dominate the labour supply market is the company who want services of those people not supposed to change their values/culture to match those culture groups for better performance. Culture influence performance research has proven that.

De Beer (1997) applies Trompenaars’ culture dimensions to the South African context and comes to the conclusion that South Africa is a country with seemingly opposing cultural identities. She argues that those of European descent seem to reflect specific interaction, rules, neutrality, achievement, and control whereas the African culture seems to reflect more interaction, more connectedness and more flexibility.

If companies change/add values to attract and maintain the workforce are they not going to have clatching/opposing values  because they will be having many groups from different cultures and having values/culture that matches all employees will be difficult task. Must company be stable on their values not change or add so that they only attract people who value their values only?.

Changing values/culture how long does it take, if performance is dropping while changing the culture must the company continue with the change or they must cancel the change? How much focus must be on the newly added company values by leadership to ensure new values are embedded and new culture is formed. Too much focus on new values is it not going to nake employees and management to slightly forget about old values and behave differently in contrast with old values because focus is more on new values , benefits, rewards, communication its mostly on new values.

Organisational culture starts with values. Company state values that are important to shape the culture needed to achieve company’s vision/mission. Any changes in values, additions or substation will cause change in organisational culture and change in organisational culture can have a positive or negative impact on the performance of the company.

Maybe Safety culture exceeded its in time for emphasis long time ago but vecause Top leardership in Eskom has been changing regularly and the new leadership will also push the existing culture in an effort not to be seen as different. Leadership are the people responsible for culture if they are not stable they come and go they cannot influence cultural change hence the existing culture of pushing /enforcing , encouraging safety culture has been the main culture in eskom its because the new leaders find the culture as it and don’t attempt to do anything t

Its important for companies  to identify  elements of different cultures that can be meaningfully integrated into an effective and productive work culture. Beukman, T L (2005) As values to a significant extent form the building blocks of culture in groups, societies and organisations, no discussion of work-related values will be complete without firstly examining the all-important notion of culture. Previous culture related research, the general dimensions of culture, the uniqueness of cultural differences between African societies and the West as well as culture’s relationship to leadership, especially within a transformational paradigm in South Africa, will be investigated.

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Total 29 pages

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