organizational culture or

Task 1: Organizational Culture and Employee Performance Annotated Bibliography
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Task 1: Organizational Culture and Employee Performance Annotated Bibliography
Annotated Bibliography
Ahmed, M. & Shafiq, S. (2014). The Impact of Organizational Culture on Organizational Performance: A Case Study of Telecom Sector. Global Journal of Management and Business Research: Administration and Management, 14(3), 21-31.
Ahmed and Shafiq (2014) include a case study of the telecom industry to assess the impact of an organization’s culture to its performance. The authors scrutinize the culture from a managerial perspective. The goal of the article is to determine how an organization’s culture influences its performance by gauging the influences of culture on performance. The performance is measured by a balanced scorecard with a questionnaire facilitating data collection. The credible research paper with a ‘3.0-unported’ license conclusively indicates that aspects regarding the organizational culture affect various dimensions of performance. The study indicates that organizational culture is upheld by upright employee norms and values, high uncertainty avoidance, effective and assertive managers, and clearly defined employee roles and procedures. If properly managed, organizational culture yields collectivism out of employee satisfaction, improved financial performance, innovation, and achieving organizational goals. Employee satisfaction boosts employee commitment, which eventually contributes to elevated employee performance.

The article is useful in assessing the association between organizational culture and employees’ performance. The authors are credible as they hold PhDs in management and are part of the management science department faculty at the Islamia University of Bahawalpur in which the article is published by a public source, Global Journals Inc. (USA).
Awadh, A.M. & Saad, A.M. (2013). Impact of Organizational Culture on Employee Performance. International Review of Management and Business Research, 2(1), 168-176.
Saad and Awadh (2013) base their study on evaluating the affiliation of employee performance to an organization’s culture. They include the differences between subcultures and strong and weak cultures. Subcultures are described as segments of an organization which are differentiated by values, rules, language and so forth. Strong cultures are viewed to consist of norms that strengthen the relationship between the managers and the employees while the weak cultures are viewed as loose in terms of values and norms. The scholars also focus on the dimensions associated with an organizational culture that include power distance, individualism, uncertainty avoidance and masculinity. The dimensions are based on the analysis of IBM employees in about fifty countries in regard to performance and the organizational culture subjected by the IBM Company to its employees. The article is relevant for the analysis as it focuses on the affiliation of employee performance to an organization’s culture. The article is also credible as it uses information from genuine sources and is published by an accredited source. The author’s are credible because they hold PhDs in management and work for International Business School and Utara College of Business in Malaysia respectively.
Hakim, A. (2015). Effect of Organizational Culture, Organizational Commitment to Performance: Study in Hospital Of District South Konawe of Southeast Sulawesi. The International Journal of Engineering and Science (IJES), 4(5), 33-41.
Hakim (2015) seeks to determine the implications of the commitment of an organization on employee performance. Since the culture of an organization influences its commitment, the two factors are intertwined with employee performance. With reference to analytical methods, the census method of measuring variables, and the Structural Equation Model, this study provides conclusive results. The results reveal a correlation between an organization’s culture and employee commitment. The study also concludes that organizational commitment is an arbitrating variable in an organization’s culture and the performance of the workers. The article further suggests that an improved level between an organization’s culture and commitment improves the performance of workers. Concerning the achievement of organizational goals, the energy employees donate is proportional to the amount of organizational commitment. The complexity of organizational culture is made of behaviors, metaphors, and a variety of ideas that place an individual at a prospective place in a community. These intricate values are integrated into organizational performance and commitment. The article, is, therefore, relevant for the analysis as it highlights the implications of an organization’s commitment on the performance of workers. This author is credible because he holds a PhD in economics and business and works for Haluoleo University.
Paschal, A., &Nizam, D. (2016). Effects of Organizational Culture on Employees Performance. International Journal of Accounting and Business Management, 4(1), 19-26.
Paschal and Nizam (2016) highlight the view that an organization’s performance is influenced by its culture. They limit their study to the organizational culture of Singapore telecommunication in which focus is put on assessing the effect of the culture of an organization on the performance of the members of staff. The study included a structured questionnaire developed from past scholarly work which was then used in a pilot study to assess its reliability, validity, and normality. The independent variables included in the study were values, role models, symbols, and ritual while the dependent variable was the performance of workers. According to the findings, issues such as values, organizational symbols, rituals and role models highly impacted the performance of employees (Paschal &Nizam, 2016). The analysis is relevant for the topic as it highlights areas in an organizational culture that affect the performance of workers. The article is credible as it includes credible sources in its analysis and the authors hold PhDs in business administration and both work for School of Accounting and Business Management.
Shahzad, Fakhar & Luqman, Adeel & Khan, Rashid & Shabbir, Lalarukh. (2012). Impact of Organizational Culture on Organizational Performance: An Overview. Interdisciplinary Journal of Contemporary Research in Business, 3(9), 975-985.
Shahzad et al (2012) seek to quantify the culture of an organization by measurement and observe its effects on organizational performance. The article dissects existing empirical data and references from models on organizational culture and performance. Managerial encouragement to uplift the organizational culture reflects in organizational performance. This upward trend in norms and values in a bid to meet organizational goals can be measured by a scorecard. Factors that contribute to overall organizational effectiveness have to be identified, analyzed, and quantified. Organizational culture encouraged by the managerial team is essential to a routine organizational system, improves overall performance. This article identifies four levels of organizational culture that could be quantified. Power distance, individualism, uncertainty avoidance, and organizational masculinity form organizational culture. Advanced models include a short-term versus long-term orientation as the fifth dimension. Reference to Hofstede and Schwartz’s models provides further insight into the summation of organizational culture. An organizational culture; an amorphous form, is then conceptualized and strategic performance measurements implemented on the data. The article is relevant to the research as it highlights the impact of an organizational culture of employee satisfaction. The article is also credible as it is published by a reliable source and the authors are all MS scholars in business management and all work for The Islamia University of Bahawalpur in Pakistan.
Sirajudeen, M., Irshath, M. & Tamilenthi.S. (2012). A study on organizational culture and its impact on employees’ behavior in the automobile industry. International Multidisciplinary Research Journal, 2(7):34-37.
Sirajudeen et.al (2012) base their study on the behavior of employees present in Hyundai Motors located in India with the focus being on the workers’ overall performance. The scholars used structured questionnaires to gather feedback from the employees. They describe culture of as the values abided by individuals in an organization. The values, in this case, are viewed to contribute to the accomplishment of the desired goals in an organization. According to the scholars’ research findings, the members of staff were satisfied with the interaction in their environment, the collaboration between departments and the rewards that the management provides to its workers. The article is relevant for the analysis as it highlights the issue of behavior in an organization’s culture. Therefore, I plan to use the article to illustrate the relevance of an organization’s culture on behavior and performance of staff. The article is also credible as it is published by a reliable source and the authors hold PhDs in commerce in which Sirajudeen and Irshath work for Jamal Mohamed College while Tamilenthi works for Tamil University.
Tsai, Y. (2011). Relationship between Organizational Culture, Leadership Behavior, and Job Satisfaction. BMC Health Services Research, 11(1). http://dx.doi.org/10.1186/1472-6963-11-98
Tsai (2011) describes organizational culture as the values and beliefs which have been present in an organization for a while which influence the behavior and attitudes of employees. The associated view is that managers tend to align their leadership with an organization’s mission which is viewed to affect the job satisfaction of employees. The associated study focused on the connection between job satisfaction among the members of staff, leadership behavior, and the culture of an organization. It was limited to the nurses in Taiwan in which a structured questionnaire was provided to each participant. According to the research findings, a positive correlation exists between job satisfaction among the members of staff and leadership behavior. The article is relevant to the research as it highlights the impact of an organizational culture of employee satisfaction. It introduces the idea of leadership behavior as a crucial factor that results in the structuring of the culture of an organization. The author is credible because he holds a PhD in management and works at the health policy and management department in Chung Shan Medical University in Taiwan.
Uddin, M., Luva, R., & Hossain, S. (2012). Impact of Organizational Culture on Employee Performance and Productivity: A Case Study of Telecommunication Sector in Bangladesh. International Journal of Business and Management, 8(2). http://dx.doi.org/10.5539/ijbm.v8n2p63
Uddin et.al (2012) base their study on the effect of an organization’s culture on the performance of staff with the study being limited to the telecommunication industry in Bangladesh. From the scholars’ perspectives, the current organizational structure tends to be dynamic whereby it presents various opportunities and hurdles to the company managers. Therefore, issues such as the welfare of staff are necessary to consider in the structuring of an institution’s culture. Their study includes assessing employee productivity and performance from the viewpoints of multinational organizations in Bangladesh. The scholars present the argument that the organizational culture significantly affects the productivity and performance of the members of staff in a complex and developing context. The article is useful in assessing the affiliation of employee performance to an organization’s culture as it highlights the impact of an organization’s culture on the productivity and performance of workers in a complex and developing context. The source is credible since it is published in a recognized journal by an accredited institution and its authors hold PhDs in business management and work for North South University in Bangladesh.
References
Ahmed, M. & Shafiq, S. (2014). The Impact of Organizational Culture on Organizational Performance: A Case Study of Telecom Sector. Global Journal of Management and Business Research: Administration and Management, 14(3), 21-31.
Awadh, A.M. & Saad, A.M. (2013). Impact of Organizational Culture on Employee Performance. International Review of Management and Business Research, 2(1), 168-176.
Hakim, A. (2015). Effect of Organizational Culture, Organizational Commitment to Performance: Study in Hospital Of District South Konawe of Southeast Sulawesi. International Journal of Engineering and Science (IJES), 4(5), 33-41.
Paschal, A., &Nizam, D. (2016). Effects of Organizational Culture on Employees Performance: International Journal of Accounting and Business Management, 4(1), 19-26.
Shahzad, Fakhar & Luqman, Adeel & Khan, Rashid & Shabbir, Lalarukh. (2012). Impact of Organizational Culture on Organizational Performance: An Overview. Interdisciplinary Journal of Contemporary Research in Business, 3(9), 975-985.
Sirajudeen, M., Irshath, M. & Tamilenthi.S. (2012). A study on organizational culture and its impact on employees’ behavior in the automobile industry. International Multidisciplinary Research Journal, 2(7):34-37.
Tsai, Y. (2011). Relationship between Organizational Culture, Leadership Behavior, and Job Satisfaction. BMC Health Services Research, 11(1). http://dx.doi.org/10.1186/1472-6963-11-98
Uddin, M., Luva, R., & Hossain, S. (2012). Impact of Organizational Culture on Employee Performance and Productivity: A Case Study of Telecommunication Sector in Bangladesh. International Journal of Business and Management, 8(2). http://dx.doi.org/10.5539/ijbm.v8n2p63