formance (Kopelman, Brief, & Guzzo, 2000). According to Kopelman and his colleagues, cultural values potentially impact organizational effectiveness by enhancing the quality and quantity of outputs and by reducing labor costs.
The environment, or local culture of work, influences work effectiveness through such contextual factors as goal emphasis, administrative systems, the socio-cultural system, the production system, technology and structure, and different kinds of support systems (Smircich, 1983).
Task support may be a critical aspect of culture because it is related to motivation level. The provision of task support can affect performance motivation by influencing one’s judgments about the capability of accomplishing a certain level of performance. Task support also has a direct positive impact on performance by providing the individual with the necessary resources, materials, and skills to effectively perform a task (Kopelman et al, 2000).
Socio-emotional support, on the other hand, may have more to do with affective outcomes of work. This type of support is believed to lead to increased satisfaction because it shows individuals that others in the organization are concerned with their personal feelings. When the organization acts to protect the welfare of its members, the organization becomes more able to offer social reinforcement and the valence of such rewards would be seen as higher because they come from valued individuals (Kopelman, et al, 2000).
The decision making practices, assesses the degree of involvement individuals have in decisions that are important to them and the degree that information is shared across organizational levels so that those making decisions are able to get the knowledge they need. This dimension has to do with the level of participative decision making in the organization.
One strength of the benison study is that it did carefully measure organizational performance using financial indices collected at different points in time. This is significant because a number of researchers have attempted to use financial data to demonstrate a link between culture and organizational performance using insufficient or flawed economic indicators (Siehl & Martin, 2000). Although many authors have insisted that a sector’s culture can be a source of sustained competitive advantage (see Kotter & Heskett, 2002; Bamey, 1986; Deal & Kennedy, 1982; Peters & Waterman, 1982), there are many problems involved in trying to relate culture to measurable outcome variables. According to Siehl and Martin (2000), even if an agreement regarding the best way to measure financial performance could be reached, there are still many environmental factors which moderate the effect of culture on financial outcomes. Therefore, any claims made concerning the impact of culture on financial indices are “empirically unsubstantiated” as this is an undeveloped research area that must be explored further. The use of financial reasons to demonstrate the importance of examining culture has conceptual limitations as well. Siehl and Martin (2000) emphasize that an understanding of culture is significant to the human side of organizations and limiting one’s focus on financial outcomes is misplaced. Every effort should be made to find additional measures of organizational performance, which complement financial results, such as internal and external customer satisfaction (Martin, 2002). Appropriate measu
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