Organisational Culture and Motivation

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CONTENTS

Introduction and Rationale Problem Statement Objectives Introductory Literature Review Proposed Methodology Project Plan Sources of Reading

INTRODUCTION AND RATIONALE As Desson and Clouthier (2010) state, culture is an important factor in both attracting and retaining desirable employees. The extent to which an employee’s needs and expectations are fulfilled will determine the motivation, job satisfaction and performance levels (Mullins, 2005, p. 499) which would be influenced by culture. XY Ltd (XY) established in 1944 has become the market leader in sea trade in Sri Lanka at present with the areas shipping, marine services and logistics being its primary activities among others. One of the core values of XY is development of loyal and dedicated staff as it is their belief that at XY People are the most valuable asset. The effect on culture on motivating employees is a key concern of the Human Resource (HR) Manager of XY since he has observed symptoms of reduced employee productivity, high turnover of employees and deterioration of sales in the recent times. It is considered that investigating the reasons behind the aforementioned symptoms is significant for the organisation to maintain its position in the industry and for further market growth. Thus, this research pursues to evaluate the impact of organisational culture of XY Ltd on the motivation of the employees. Therefore, the author wishes to devise the research in such a way that the following objectives would be answered through the study.

PROBLEM STATEMENT Assessing the impact of organisational culture on employee motivation; Case study on XY Ltd, Sri Lanka.

OBJECTIVES 1. To carry out a comprehensive theoretical analysis over the core concepts of organisational culture, motivation and job satisfaction. 2. To critically analyse the impact of organisational culture on employee motivation at XY Ltd., Sri Lanka. 3. To identify the current tools of employee motivation used by XY Ltd, Sri Lanka. 4. To provide recommendations to overcome the issues identified and improve employee motivation at XY Ltd, Sri Lanka.

INTRODUCTORY LITERATURE REVIEW Corporate culture has been defined in numerous ways in the literature relating to organisational behaviour as the shared attitudes, views, principles, values, morals, customs and expectations of the employees that has been invented, developed, evolved or discovered in relation to the specific organisation (Chatman and Caldwell, 1991; Kondalkar, 2007, p.336; O’Reilly, Rowe, Mason, Dickel, Mann and Mockler, 1994; Schein, 1984). Desson and Clouthier (2010, p. 1) describe organisational culture as “the personality of the organisation which guides employees on how to think and act on the job”. According to Schein culture is what organisations develop in handling employees and promoting values and beliefs within the organisation (Schein, 2004 as cited in O’Donnell and Boyle, 2008, p.4). Culture in an organisation will have different functions including facilitating cooperative commitment, promoting stability, shaping behaviour of members and providing members an organisational identity and a boundary (Kondalkar, 2007, p. 336). Hence, corporate culture provides a sense of uniqueness to an organisation making it distinctive as to the way things are being done from other organisations (O’Donnell and Boyle, 2008, p.4). Motivation is what inspires or causes somebody to behave in a particular way or the reason why they choose a certain course of action (Mullins, 2005, p. 471). According to Maslow (1970, p.29) human motivation is influenced by some or all the basic needs being satisfied concurrently rather than only one of them. Mullins ( 2005, P. 473) state that an employee’s motivation, job satisfaction and work performance level will be affected by the degree to which the employee’s needs and expectations are being satisfied or fulfilled. Consistent with research conducted, the results have proven that

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