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员工的效率与组织文化之间的关系 [3]

论文作者:www.51lunwen.org论文属性:作业 Assignment登出时间:2016-03-18编辑:zhaotianyun点击率:11955

论文字数:2504论文编号:org201603151843068026语种:英语 English地区:丹麦价格:免费论文

关键词:核心原则组织文化employee productivity

摘要:摘要:本文考察了员工的效率与组织文化之间的关系。员工努力使自己变得富有生产力。

showing 'the highly complex interrelationships among the plants subcultures,' Saffold (1988:547), demonstrates that it is unreasonable to measure the culture of an organization, under the assumption that a 'single' culture exists. Subcultures of different employee groups, such as management, labour or even 'teams' within labour can be dissimilar, but appear unitary. Siehl (1984) highlights that this may be due to similar cultural traits visible to the eye, which create the impression of a unitary culture, while in fact a range of subcultures are present. Also, the researcher, as an 'outsider' to realize differences between some subcultures, may be impossible.

Apart from the ambiguity of the meaning of a 'strong culture', there are problems with research which relies deeply on 'broad-brush cultural profiles that are typical of high-performing organizations' (Saffold, 1988:548). Furthermore, Miller and Mintzberg (1983) suggest that there are some cultural characteristics that are present in both high-performing organizations and in low-performing organizations. Likewise, other literature suggests that cultures can be nation-specific (Fombrun, 1984), industry-specific (Barley, 1983) or even organization specific (Smircich & Morgan, 1982). Therefore, it is clear that the use of a common 'profile' of characteristics to identify how 'strong' a culture is, or to identify which cultures lead to higher performance in organizations, can be fairly inaccurate and misleading.

Finally there are other issues which should be taken into consideration, as the link between culture and performance is sometimes oversimplified. Firstly, cultural values may alter organizational behavior due to the creation of cultural control, in a way which 'enhance[s] performance by ensuring that organizational priorities are uniformly established' (Saffold, 1988:549). However, if cultural control becomes too great, resistance may form, and is likely decrease performance. Furthermore, some traits seen in strong culture organizations can be negative and positive. For example, 'shared meanings' may be affect performance positively by steering the work of the employees, and its value in a single direction (Saffold, 1988). Or they may be 'shared delusions' (Kets de Vries, 1980), and limit the organizations capacity to adapt to new situations, potentially decreasing performance.

Assuming that organizations with strong cultures also have high or higher performance in comparison to organizations which do not have strong cultures, it is important to see the significance of strong cultures which allow for adaptability. This is especially important now, with the financial crisis which may require that some organizations restructure to survive, with innovation in technology taking place almost continually, and globalization changing even some of the most simple production processes. Akin & Hopelain (1986:21) report that employees of organizations which are distinctly productive describe themselves as 'the right kind of person for the job', but as times change, job requirements may also change, and the 'person' will have to adapt to these requirements.

The way in which employees will adapt and accept change individually may be understood by looking at their personal characteristics, such as their openness to change or their self efficiency beliefs (Jones et al., 2005). Looking at a national insurance company, Miller et all (1论文英语论文网提供整理,提供论文代写英语论文代写代写论文代写英语论文代写留学生论文代写英文论文留学生论文代写相关核心关键词搜索。

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