Sample HR Article

MaheshkumarDMohite,MBA
2015-16
SampleHRArticle
Sample Article on ‘Organization Culture
Aary Infoline Organization

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In research Paper with title “Organizational Culture and
Organizational Performance” Published Malaysia International
Journal of Business and Social Science Vol. 1 No. 3; Author- Davoud
Nikbin, December 2010. This review paper focuses on the definition
and measurement of organizational culture and sheds the light on
the important studies on the topic. It also sheds the light on the
culture-performance literature. This review paper also sheds the
light on the definition, conceptualization, and measurement of
organizational performance. This review paper has also showed a
number of studies that linked the relationship between
organizational culture and the organizational performance. By his
studies different researcher opinions stated here about issue among
organizational cultural researchers, it defined organizational
performance as the ability of the organization to achieve its goals
and objectives. Organizational performance has suffered from not
only a definition problem, but also from a conceptual problem. Some
stated that as a concept in modern management, organizational
performance suffered from problems of conceptual clarity in a
number of areas. In result oriented evaluation, productivity
measures were typically considered. Many researchers have used
managers‟ subjective perceptions to measure beneficial outcomes
for firms. Others have preferred objective data, such as return on

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assets. Scholars have widely established that there is a high
correlation and concurrent validity between objective and subjective
data on performance, which implies that both are valid when
calculating a firm‟s performance. Author concluded that-
Organizational culture was based more on differences in norms and
shared practices, which was learned at the workplace and
considered as valid within the boundaries of a particular
organization. Hence, in the context of organizational culture, cultural
differences resided more on practices while national, the differences
lie in values. There were three factors that determined employees‟
behaviour in the workplace: national culture, occupational culture
and organizational culture. Organizational culture practice was the
most crucial factor that will determine organization success than
national or occupational culture. The study of organizational culture
should hence look into the differences in organizational culture
which distinguished one organizational culture from another.
In research paper with title “Seven Reasons Organizational Culture
Matters” published on blog” Posted by Kevin Eikenberry on
Wednesday, 09/12/2007 1:24 pm author says that- This article
containing organization culture matter, Author spends 40, 45, 50 or
more hours at work each week. Many of us spend more time with
those we work with than they are families. They earn content and

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fulfilled people, that time must be valuable for more than a dollar.
He told us be engaged in your work, enjoyable, meaningful and
engaging. When we are engaged we are safer on the job, more
productive and more willing and able to delight Customers. He told
that there are basic reasons that organizational culture matters as;
the right thing for an organization to do to think about the work
environment, working relationships focused on building and
sustaining an organizational culture is one way of showing that
people are the organization's most valuable asset. He focused on
and building organizational culture. That positive energy will
permeate the organization and create a new momentum for success.
Energy is contagious and will build on itself, reinforcing the culture
and the attractiveness of the organization. A strong culture changes
the view of "work". A strong culture brings people together. Author
concluded that- The author says that a strong culture is a talent-
attractor. Organizational culture is part of the package that
prospective employees look at when assessing your organization.
Positive good environment gets strong building of organization.
In research paper with title “Creating Your Environment for a
Different Kind of Green“ by Andrea Feinberg published in Business to
Business, Huntington Chamber Networks, Creations Magazine, e-
newsletter on 2011 Author says that- Article explained author life

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experience at the last 35 years; both awareness and concern for
current natural environment have become incorporated into our
consciousness. Natural fibers, recycling, biodegradable goods,
concern for natural habitats, the disappearing ozone layer, and
second-hand smoke are all concepts that have filtered into her
personal and business behaviors. The result of this awareness is a
pretty good understanding of the interdependence we have with our
natural environments and reasons to respect them. He wondered
that do we have a similar appreciation for the contribution of our
working environments to our business success & messaged creating
good environment. He explained that - When developing products,
you find funds to develop and promote green them, find partners,
test markets, affiliates and more for this cultural. Author concluded
that- Creating an environment that supports your business may be
trickier than just providing the necessary physical tools and working
space. Businesses create their own kind of 'green' and you can take
that to every time.
In research paper with title “Presenteeism: Another Dimension”
Published in Harvard Business Review” Author- by Kelly mccullough
in 2004 author says that- This Article of Author shares his job
experience past few years‟ about terms "employee engagement" and
"employee disengagement". He had described the employee's level

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of motivation and commitment to their job. An engaged employee is
considered to be passionate about their work and emotional
connected to their work and to their company. The term
"presenteeism" has also been used to describe disengaged
employees. Their minds are somewhere else. He thought about their
children, their upcoming date, a party, last's night basketball game
or be engrossed thinking about their own personal problems. From a
productivity perspective this may not be that serious for a person
working manually on repetitive tasks. He brought awareness to the
serious increase in the rise of mental disabilities He explained
situation; managers are increasingly challenged to create
workplaces that will support a mentally healthy environment. Author
concluded that- There are anywhere from 10% to 15% of employees
who suffer from depression and who are not absent but who are in
fact are at work. This group of employees is incapable of working at
peak performance. They are at work and they fall squarely into the
disengaged or presenteeism category of employees. He added such
employee to the presenteeism group: physically sick workers who
show up at work but are not fully functioning & trained them for
recover good mental ability.
In research paper with title “Process 'n' People – Synergies for
Improved Business Performance”, Published in business review

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AIMM MAITD, Author- Leslie Allan in 1998 author says that- This
article stated that Process clarity is one of the three key foci in
effective organizational design, along with people and technology.
Explained about many organizations are struggling with poorly
defined and communicated processes. Research indicates that less
than 20 percent of product defects and service problems are due to
non-random factors such as malicious employees, machine
breakdown and poor raw materials. The other 80 percent or more of
problems are due to systemic deficiencies with processes. This
explained mapping by designing the process of start and end
activities, objective and inputs and outputs, Identify Customer and
Supplier requirements, Identify a Process Owner for each process
Such process, specify one Process Owner. Identifying one person
who is responsible for the process end to end is critical to ensuring
process efficiency. There is no more effective way that she knows to
dismantle quickly and effectively the silo walls that get built
separating departments. Last is documentation. The documents
must now be made easily accessible to all who need them. Have the
documents centrally managed and well indexed. Author Concluded
that- Mapping is important and do well, once the mapping is
completed,; they then serve as excellent induction and training
resources. The process maps and work instructions can now serve as

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the agreed baseline for ongoing process improvement. Through
continuing process improvement teams, your employees will remain
emotionally engaged with the organization and motivated to
continue working towards a common organizational goal.
In research paper with title “What‟s Holding You Back? Tips on
Managing Your Biggest Constraints” published research ,Author-
Adele Sommers . Vol 2 author says that- Article explained problem
may be caused by constraints in your workflow, or even limitations
in your thinking processes. His article explores ways to identify and
manage constraints in manufacturing, projects, and other business
and personal situations. To optimize results, start by avoiding a false
sense of productivity in your organization. It really doesn't matter
how much each individual department or work group produces. It's
what your entire organization puts out that counts. Dr. Eli Goldratt
introduced the Theory of Constraints more than years ago to provide
a powerful new way of thinking about ineffective workflow and
accounting practices in manufacturing firms. Theory of Constraints
applications have since expanded into project management,
software development, marketing, problem solving, interpersonal
communications, and more. Author concluded that- identifying and
managing business and personal constraints could offer the "silver
bullets" your organization needs to excel. In so doing, you can stop

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swimming upstream, break through previous barriers, and enjoy
increasing success.
In research paper with title “Seven Ways to Enhance Organizational
Culture” Published in The Kevin Eikenberry Group; March 13, 2006,
Date - Jan. - Feb. 2013. By Kevin Eikenberry, author says that- The
article author says that overall purpose of this paper has been to
highlight in the language of enhancing cultural and expressive
aspects of organizational life by introducing specific things that you
can do to act on the importance of your organizational culture. He
states that current culture, the parts of the culture that are already
great and need to be supported. And honestly determine where the
culture could use some polishing. Then create a vision of the culture
you want to create, taking into account the entire current picture the
warts and the beauty marks, Explained about - leadership strategic
intention to build a more attractive culture that fits the needs in the
organization. Lastly he messaged to that as you know some things
that need to change in your culture, so role model one of them
starting immediately. He messaged to for invite a couple of people to
lunch that a think. Author concluded that - Get help; Get a vision, Get
strategic, Get people excited, Get a champion, Get started These
seven things are by to enhance organization culture.

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In research paper with title “Transform Communications Initiatives
Through Engagement” Published HR Today Magazine Author Erik
Samdahl in November 8, 2013 author says that In this article Author
stated that technological culture in an organization Internal
Communications refers to all communication done within an
organization including emails, memos, company meetings, etc.
Internal Communications speaks to the “what‟s going on” within an
organization, allowing a company to facilitate a voice for the
employees to keep them engaged. Poor internal communication
causes annexation in an organization that could lead to employees
feeling disconnected. Enhance internal programs with repeatable
situational message processes. Author concluded that- Today‟s
environment technology perform lot of role in an organization
providing fast way of communication.
In research paper with title “ Standardize Your Process to Improve
the Bottom Line” , published in Wall Street Journal, and blog author
- Donald Bryant in June 21, 2005 author says that This article that
standardize your processes, You can save time, money and prevent
errors. Things you do over and over should be done the same way
every time, if indeed you do the task the best way. They told variety
is the spice of life, but for healthcare processes it certainly isn't most
of the time. Standardization helps save time. As things become

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routine, a process is easier to do and is done more quickly. If this is
done, the doctor can save time, thereby enabling him or her to spend
more quality time with the patient or see more patients.
Standardization saves money. Most doctors face rising malpractice
costs, but for one group this has not been true anesthesiologists.
Standardization prevents errors, as in the above illustration. It is
best if you can measure standardization. The best tool to measure
standardization in statistics is variance or standard deviation. Author
concluded that Once you have standardized a process and have
achieved a satisfactory standard deviation, then write down the
process in a manual that is a collection of all best practices. This
way, anyone who needs to reference how a process should be
conducted can refer to the manual. Too, it is an excellent training
source for new employees. As you can see in these brief
illustrations, standardization or the lack of variance provides safety
for patients, a saving of time for the provider and patient, and
contributes to an improved bottom line.
In research paper with title “Balancing Top-Down and Bottom-Up
Change Processes”, Published in HR TODAY magazine Author-
Donald Bryant in June 1,1999 , author says that This article is
Organization change and improvement planning call for systems,
processes, and discipline. These are often top-down, organization-

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wide approaches. Developing change champions and supporting
local initiatives takes leadership. Like innovation, many change and
improvement paths are discovered accidentally by change. These
can then be formalized and made passable for the whole wagon
train. This is an important part of organizational learning. Change
and improvement processes evolve and change to fit the shifting
Managers play a pivotal role in the success or failure of any
organization change or improvement effort. Their behavior is the
single most important variable in the process. But among those
managers working hard to visibly and actively lead their
organization improvement effort, many fill only half their role. They
personally signal values, plan, direct, and coordinate. That's vital.
But what most fail to do as well is follow and serves. The leadership
component of the change and improvement paradox involves
managing the Context and Focus vision, values, and purpose,
identifying customers/partners and the gaps to be closed, and
cultivating the environment for innovation and organization
learning. Improvement leadership means establishing goals and
priorities and setting the improvement planning process and
framework. Author concluded that- As members or leaders of
operational and improvement teams, such people are much closer to
the action than anyone in senior management. So they have a much

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better sense of which change and improvement tactics will work.
They hold the balance of implementation power.
In research paper with title “Think corporately, act locally”
Published by The academy of management journal; Author-
Deepika Datta in February 2005 , 5465 vol. 48, no. 1 author says
that Article contain Balancing top-down improvement planning with
local initiatives involves identifying and supporting the change
champions, innovative teams, and other efforts that are already
underway. At the corporate or organization-wide level, change and
improvement planning includes the establishment of strategic
imperatives, improvement objectives, setting the broad
improvement map and developing preliminary plans. Part of that
planning entails connecting to and incorporating the existing
pockets of change and improvement. These teams and champions
have often gone through the innovation and organizational learning
steps of exploration and experimentation. Their approaches and
experiences can be a gold mine of learning for the organization
improvement process. As these early innovators are educated to the
full organization improvement plan, they're shown how to adapt the
new process and tools. Author concluded that- There are wide
changes in organization, team management and other. So they can

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use them to build on their earlier experiences and move ever closer
to their change and improvement goals and establish you.
In research paper with title “Relationship between Organizational
Culture, Leadership Behavior and Job Satisfaction” Published in Tsai
BMC Health Services. Author- Yafang Tsai1 in 2011, 11:98 author
says that This article related with Organizational culture refers to
the beliefs and values that have existed in an organization for a long
time, and to the beliefs of the staff and the foreseen value of their
work that will influence their attitudes and behavior. Author
explained for administrators usually adjust their leadership behavior
to accomplish the mission of the organization, and this could
influence the employees‟ job satisfaction. It is therefore essential to
understand the relationship between organizational cultures,
leadership behavior and job satisfaction of employees. They studied
was focused on hospital nurses in Taiwan. Correlation analysis was
used on the relationships between organizational cultures,
leadership behavior and job satisfaction. Author concluded that-
Organizational cultures were significantly (positively) correlated
with leadership behavior and job satisfaction, and leadership
behavior was significantly (positively) correlated with job
satisfaction. The culture within an organization is very important,
playing a large role in whether it is a happy and healthy environment

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in which to work. In communicating and promoting the
organizational ethos to employees, their acknowledgement and
acceptance of it can influence their work behavior and attitudes.
When the interaction between the leadership and employees is good,
the latter will make a greater contribution to team communication
and collaboration, and will also be encouraged to accomplish the
mission and objectives assigned by the organization, thereby
enhancing job satisfaction.
In research paper with title “Organizational Culture‟s Influence on
Creativity and Innovation” This is Review of the Literature in
Advances in Developing Human Resources. Author- Angle, Vol. 7, No.
2 May 2005 Author Say that This article related with Organizational
encouragement. It is including encouragement of risk taking and
idea generation, supportive evaluation of ideas, collaborative idea
flow, and participative management and decision. Concepts put forth
by other scholars align closely with some of these. It puts a heavy
emphasis on integrative structures, multiple structural linkages with
intersecting territories and horizontal communication that is often
supported by a matrix organization Author concluded that- the
relationship between organizational culture/climate and
creativity/innovation is relatively limited. Organizational structures
and a culture that supports, or perhaps more appropriately does not

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punish, this type of communication will be more likely to have more
effective creativity and innovatory.
In research paper with title “Organizational Culture and Leadership”
Published Times Publi Wiley Imprint, San Francisco, CA 94103-1741.
Author: Jossey-Bass in 2004 author says that- This article explained
Culture, It is both a dynamic phenomenon that surrounds us at all
times, being constantly enacted and created by our interactions with
others and shaped by leadership behavior, and a set of structures,
routines, rules, and norms that guide and constrain behavior. When
one brings culture to the level of the organization and even down to
groups within the organization, one can see clearly how culture is
created, embedded, evolved, and ultimately manipulated, and, at the
same time, how culture constrains, stabilizes, and provides structure
and meaning to the group members. These are dynamic processes of
culture creation and management are the essence of leadership and
make one realize that leadership and culture are two sides of the
same coin. If leaders are to fulfill this challenge, they must first
understand the dynamics of culture, so his journey begins with a
focus on definitions, case illustrations, and a suggested way of
thinking about organizational culture. Author concluded that- It
clear that the leader of the future must be a perpetual learner, which
will require (1) new levels of perception and insight into the realities

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of the world and into him- or herself; (2) extraordinary levels of
motivation to go through the inevitable pain of learning and change,
especially in a world with looser boundaries in which one‟s own
loyalties become more and more difficult to define; (3) the
emotional strength to manage one‟s own and others‟ anxiety as
learning and change become more and more a way of life; (4) new
skills in analyzing and changing cultural assumptions; and (5) the
willingness and ability to involve others and elicit their participation.
Learning and change cannot be imposed on people. Their
involvement and participation is needed in diagnosing what is going
on, in figuring out what to do, and in actually bringing about
learning and change.
In research paper with title “Transformational leadership,
organizational culture, and innovativeness in nonprofit
organizations” Published in online blogs, Author- Kristina Jaskyte; in
8 Dec 2004 author says that-This article explained at Workplace
cooperation has been conceptualized as the willful contribution of
employee effort to the successful completion of interdependent
organizational tasks cooperative behavior is difficult. They examine
people's disposition to cooperate and the organizational culture in
which they act as relevant personal and situational characteristics
and then suggest how these Administrative Science Quarterly, may

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interact to influence cooperative behavior in organizations Author
concluded that- Organizational behavior and psychology, situational
characteristics, such as organizational culture, entirely predict
behavior. Explained current challenge stemming from this
interactional perspective is to understand when and why certain
people's behavior corresponds to or deviates from their personality
across time or situations. This is particularly important to
understanding cooperation at work-why some people cooperate with
their coworkers and others don't.
In research paper with title “Cooperative and Individualistic People
and Organizational Cultures” published by Chatman University of
California Author- Jennifer A. Chatman University of California in
425/ASQ, September 1995 Author say that this article explained
Cooperative and individualistic orientations are shaped through
dispositions and developmental experiences. A person with a high
disposition to cooperate places priority on associating with others
for mutual benefit, gaining social approval, and working together
with others toward a common end or purpose, while a person with a
low disposition to cooperate places strong priority. Personal
cooperativeness, as examined a single-dimension personality
characteristic varying from high personal cooperativeness, at one
extreme, to low personal cooperativeness, or individualism, at the

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other extreme. A comparable construct at the organizational level is
the extent to which organizational cultures emphasize individualistic
or collectivistic values. The individualism collectivism dimension is
usually examined at the societal level, but because it is central to
characterizing how work is conducted, it is also relevant at the
organizational level. Organizational cultures emphasizing
individualistic values place priority on pursuing and maximizing
individuals' goals, and members are rewarded for performance
based on their own achievements. An organization's emphasis on
individualism or collectivism typically depends on factors such as its
task environment, history, industry, and the primary nation in which
it operates, but both ends of the spectrum are considered legitimate
and effective models of organizational functioning. Author concluded
that- personal cooperativeness and an organization's emphasis on
collectivistic or individualistic values may each contribute separately
to cooperative behavior. They may also interact to influence
members' cooperative behavior. The result of this interaction can
depend on the match or mismatch between a person's individual
disposition to cooperate and the individualism or collectivism of the
organization's culture.
In research paper with title “Organizational culture and employee
commitment” Published On Economic Times , Author- NADARAJ

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NAICKER, In NOVEMBER 2008 author says that article explained
Culture, at the workplace, is a very powerful force, which is
consciously and deliberately cultivated and is passed on to the
incoming employees. It is the very thread that holds the
organization together. The importance of corporate culture is
stronger culture; the more it was directed to the marketplace.
People way down the line know what they are supposed to do in
most situations because the handful of guiding values is crystal
clear. Organizational culture is pervasive and powerful. For business,
it is either a force for change or a definite barrier to it. For
employees, it is either the glue that bonds people to an organization
or what drives them away. They demonstrate high levels of
commitment and teamwork for long- term, sustainable success.
Managers, today, are increasingly challenged with changing an
organizations culture to support new ways of accomplishing work.
Therefore, the purpose of this study is to create a better
understanding of organizational culture and employee commitment
at a selected company. This study attempts to look at a small
business enterprise and ascertain the prevailing as well as the
expected culture. The study further engages to reveal the level of
employee commitment that is prevalent within this particular
organization. Author concluded that- When people operate from true

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commitment; they feel a profound personal ownership and
responsibility for the success of the organization and for
accomplishing its strategic direction. They recognize the significant
link between their personal needs and aspirations and those of the
organization. They communicate candidly, coordinate seamlessly,
and respond collaboratively in pursuit of shared goals. Individual
initiative is not lost in competing agendas. Individual perceptions,
beliefs, and relationships are confronted and leveraged throughout
the organization, within the context of a clear and compelling vision;
true alignment can take place around any given change.
In research paper “Organizational Culture and Organizational
Change: How Shared Values, Rituals, and Sagas can Facilitate
Change in an Academic Library Jason Martin” Published in dupoint
Ball Library, Stetson University. Author- Jason in 1997 author says
that this article related to organizational culture. it is defined as the
shared norms, values, and beliefs of an academic library. Values are
the building blocks of organizational culture and are derived either
from the organization‟s leaders or from organizational traditions
with the latter making for stronger and more enduring values. The
culture of a library expresses itself through symbols, sagas, rites,
and rituals. This change on and around the core values of the
library‟s culture makes implementing the change less uncertain and

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unpredictable thereby making the librarians and library staff less
stressed and fearful. Emphasizing an organization‟s values,
especially how the change will enhance those values, strikes at the
very heart of those within the organization and makes them more
open to and accepting of change. Author concluded that- He
explained about Organizational culture and change is both complex
and difficult to grasp. Organizational culture can advance and
impede, help and hinder. Change brings uncertainty and with
uncertainty resistance. These two can work together & to help
implement change. Resistance can be overcome, at least in part,
through the use of organizational culture. If the change strengthens
the underlying values of a culture, then members of the culture are
more likely to accept the change. The use of cultural rituals and
sagas also helps to make change more palpable to an organization
In research paper with title “Leadership style, organizational culture
and performance: empirical evidence” Published in UK companies
blogs . Author-Emmanuel Ogbonna and Lloyd C. Harris. 1998 author
says that this Article is examination of the literature in theŽ yields of
organizational culture and leadership. These two areas have been
independently linked to organizational performance. He explained
despite the implicit and explicit linking of leadership and culture in
many parts of organization theory. There is two concepts and the

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impact that such an association might have on organizational
performance. The various absence of critical literature exploring the
performance implications of the links between organizational culture
and leadership is surprising given the numerous references to the
importance of the two concepts in the functioning of organizations.
The aim of this paper is to provide empirical evidence of the links
between different types of organizational culture, a range of
leadership styles and organizational Performance. Author concluded
that- In an evaluation of studies of organizational culture, leadership
style, and organizational performance, it emerged that, while some
evidence exists of links between organizational culture and
performance and between leadership style and performance, the
combined study of all three of these concepts has been lacking.
Consequently, based on theories which suggest that leadership style
and organizational culture are linked, it was proposed that
organizational culture mediates the association between leadership
style and performance. So its stated that leadership style is not
directly linked to performance but is merely indirectly associated.
In research paper with title “ The impact of internationalization on
organizational culture“ Published in Building a winning culture ,
Author- Prof. Dr. Winfried Ruigrok & Prof. Dr. Martin Hilb in 2006
Author Say that this Article is the research field by virtually every

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measure growth in international trade, foreign direct investment,
and cross-border flows of technology internationalization is
becoming increasingly pervasive. Geographic expansion abroad
offers the vast potential benefits of a much larger market arena,
spread risk, scale- and location-based cost efficiencies, and
exposure to a variety of new product and process ideas. Emerging
markets especially constitute the major growth opportunity in the
evolving economic world. Globally active companies have been on
the rise and substantially extending their impact, particularly in the
last three decades. Whether is to internationalize, and how to
internationalize, have become two of the most burning strategy
issues for managers around the world. His academic research over
the last three decades has been assiduously investigating the
relationship between corporate internationalization and
performance with partly disillusioning and partly contradictory
results; change can have the greatest impact on a company‟s
performance. It takes strong leadership at every level of an
organization, determination and a willingness to make culture a top
priority. The elements behind a winning culture can be managed by
using some practical guidelines. And the payoff is high. Author
concluded that- It defined a strategy that promoted a new
understanding of customer service and a commitment to deliver it. A

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stronger, more proactive bank would add value to people‟s lives by
figuring out products they wanted and providing them with better
service and more flexibility than the competition.
In research paper with title “impacts and implications on
organizational culture, human resource and employee‟s
performance” Published in time Paper vol 3.2.1 Author- Dr. Nyameh
Jerome in 1995 Author say that "A Theory of Human Motivation".
Maslow consequently extended the idea to include his observations,
authors has tend to criticizes the theory as being irrelevant in most
part of the world for is western in nature Contrary may be linked to
organizational culture. Every new organization passes through this
lower order stage in which they struggle with their basic survival
needs. Social needs would correspond to the formation of organized
roles within the organization into distinct units, depicting the human
resource management function which resonates according to the
tone set by organizational culture. The positive interaction of
organizational culture and human resource management would
result in self-esteem and self-actualization. This is manifested
through the employees‟ performance which showcases the strength
and reliability of their organization in the face of competitors. Author
Concluded that theory was still important and relevant in today‟s
business organizations, for every organization that seek to obtain

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success and excellence, Such will affect negatively the
organizational culture, human resource management and the
employee‟s performance, to achieve organizational excellence and
create good atmosphere, better work environment and achieve
target at the right time then a drive and application of the theory is
paramount.
In research paper with title “Relationship between Organizational
Culture and Performance Management Practices” Published in
University in Pakistan Ul Author- Mujeeb Ehtesham, Tahir Masood
Muhammad, Shakil Ahmad Muhammad. 19.12.2011. Author say
that management of human resource in company has become an
increasingly important for firm performance and business vision
achievement. Employees are considered as valuable assets to an
organization, which require effective management of these
employees in firms He determine the relationship between
components of organizational culture and performance management
practices, a pervasive human resource development and
management practice. His study is indented to fill these gaps.
Dension theory of organizational culture implicitly explain the
cultural traits of organizational performance, while performance
management practices as fundamental human resource
management practice support the view that employees and

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managers benefit from the understand Author Concluded that- the
relationship between organizational culture and the practices of
performance management. Results show that adaptability and
mission has significant positive values in correlation. All the
variables must be positive to get better results from Practices.
Traditionally organizational culture and design of human resource
management practices such as performance management have been
studied independently for organizational success. However, studies
on this relationship often differ as to the extent a practice is likely to
be positively or negatively related to performance. They suggests
that firms can implement such management practices that foster job
security and internal career development in order to keep turnover
low, and maintain those social phenomena that comprise
organizational culture within the organization, and therefore
forming a strong organizational culture.
In research paper with title “Creating a Collaborative Organizational
Culture” Published in UNC Executive Development Author-: Kip Kelly
in 21 March 2012. Author say that Collaboration can re-invigorate
organizations by fully engaging employees, improving retention, and
increasing innovation. It can help employees thrive in an ever-
changing, diverse workplace. An organizations grow, employees
scatter through timeworks and multiple locations, budgets shrink,

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and workloads expand, collaboration remains a challenge. Many
senior leaders view collaboration as a skill that is best applied on
projects, rather than as an organization-wide cultural value that
should be embedded in the company‟s fabric. The study concluded
that collaboration should be encouraged among A truly collaborative
environment involves all organizational levels and is infused in an
organization‟s cultural identity and day-to-day operations. Author
concluded that- collaborative environment involves every employee
at every level and department, and is infused in an organization‟s
culture and reflected in its daily operations. It can help recruit,
retain, and motivate employees; increase productivity; bring new
products and services to the market faster; increase customer
satisfaction and loyalty; and improve an organization‟s bottom line.
And because it lowers stress, it makes for a better work
environment overall.
In research paper with title “Impact of Organizational Culture on
Employees Job performance: An Empirical Study of Software Houses
in Pakistan” Published in The Superior College Lahore, Pakistan
Journal of Business Studies Quarterly 2013, Volume 5, Number 2
Author- Fakhar Shahzad. Author Say that -A company either large or
small is consider as a software house whose primary objective is to
produce software‟s. This requires highly technical skills and high

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level of understanding of software developing. Software has are
developed and distributed throughout the world. World famous
software developers are Microsoft, Oracle Corporation, HP, and
Apple, etc. These organizations have their own culture, which could
be the effect on the performance of the employees in the
organization. The organizational culture proposed employees the
way things should be done. Businesses show interest in cultural
dimensions that was the extreme effect rather than the other
fragments of organizational behavior. The culture of organization
comes into view to permeate every important component of the
organization. Author concluded that - the researcher tries to
evaluate the overall impact of organizational culture on the
employee's job performance with the indication from software
houses. He found five possible aspects of organizational culture, e
customer service, employee participation, reward system,
innovation, & risk-taking and communication system.. Based on
regression and correlation results, it shows the link between culture
and employee‟s job performance within the organization.
In research paper with ”Organizational Culture: Normative
Implications of Culture” Published by University of California, Los
Angeles in 1966 Vol 2.231 Author- JAY B. BARNEY Author say that-
(1) firms without valuable cultures Such firms cannot expect to

of 33
obtain even temporary competitive advantages on the basis of their
organizational culture. Because a firm's culture can have such a
signify cant impact on the ways a firm conducts its business. These
firms often are forced to engage in activities that modify their
culture to include at least some economically valuable attributes. So
a firm facing a competitive environment that requires low-cost
production strategies with a culture that does not emphasize
managerial efficiency often will engage in actions to try to develop
the value of efficiency among its managers. (2) Firms with Valuable
Cultures From his brief review of findings on organizational culture,
at least some firms have valuable, rare, and imperfectly imitable
cultures. Such firms, the normative implications of our arguments
are clear. These firms should attempt to understand what it is about
their cultures that gives them competitive advantages, and then to
nurture and develop these cultural attributes, thereby increasing the
likelihood that their competitive advantage will not be dissipated
through mismanagement. Also told those cultures lead to sustained
superior performance. Author concluded that- it is not easy to
describe what it is about some firms that make them more
successful than others. Precisely because an organization's culture
is hard to describe; because the common sense of managers is taken
for granted; and because even if the culture can be described, it is

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difficult to change; a firm's culture can hold promise for sustained
superior financial performance for some firms.
In research paper with title “Organizational Cultural Factors That
Impact” Published by University of Oregon Applied Information
Management Author- Michael J. Campbell in July 2009 Author Say
that- the concept of an „organization‟ refers to a knowledge-based
enterprise, defined as any organization that effectively leverages
their knowledge base. Knowledge sharing is defined as the
exchanging of framed experiences, values, contextual information
and expert insight that provides a framework for evaluating and
incorporating new experiences and information. Knowledge-based
enterprises have come to terms with the fact that knowledge is the
most valuable resource in this knowledge-intensive economy. Author
concluded that - Organizations must compete in an increasingly
knowledge-intensive economy, in which knowledge is the most
valuable resource. Management is challenged to understand what
factors impact knowledge sharing in order to create a sustainable
knowledge sharing environment. Note, making knowledge available
to the right people at the right time is crucial for an organization to
build and sustain competencies. The importance of establishing and
nurturing an environment where knowledge can be easily shared,

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the factors with the most potential to have the greatest impact are
not yet well understood in many organizations.
In research paper with title “organizational culture influences on the
organizations” Published by Marius Author Land Forces Academy,
Sibiu in 2001 Vol 4.1 1647.36 Author say that Organizational culture
and organizational performance, with results that supported both
financial and non-financial elements organizations often benefiting
from strong corporate culture of the other competitors, get better
performance. Major cause of this phenomenon is that these cultures
tend to adjust to direct and energize the company members, as to
achieve specific objectives. The effect will be a gradual divergence of
organizations managerial culture, with the realities, which will very
likely lead to its crisis. Inadequate managerial cultures are cultures
that are targeted towards the firm, as to establish procedures and
very rigid rules, creating bureaucratic structures and interest
expressions by means of personal interest, thus paying little
attention to the market requirements trends. The behaviours seem
to be determined by a value system that emphasizes the legitimacy
of the organization to meet requirements. There is Stresses the
importance of values and processes that can lead to beneficial
changes people for the organization. Author concluded that- It is
important to note the idea that leaders in an organization

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encourages leadership and those who perceive opportunities that
change would bring to the firm and at the same time, their ability to
win minds and the hearts. sometimes maintaining organizational
culture. Culture management is basically is reflected in decisions and
actions that they undertake.
<END>

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