Impact of Culture on Organizational Behaviour and Employee Performance

This report discusses about the effect of culture on the organisational behaviour. The report also elaborates on the role of culture in relation to the performance of the employees. Organizational culture has a great impact on employee performance within an organization. Organizational Performance refers to the capability of an organization that helps it in accomplishing the goals in an effective manner.

Running head: ORGANIZATIONAL BEHAVIOUR
Organizational Behaviour
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Author note

1ORGANIZATIONAL BEHAVIOUR
Culture refers to social behaviour that is found within the human societies. Culture
can be said to be an important concept in relation to anthropology which is transmitted with
the help of social learning (Wilson 2017). Organizational behaviour refers to the study of the
manner in which people interact within a group. Organizational behaviour acts as interface in
between human behaviour and that of organization. This report discusses about the effect of
culture on the organisational behaviour. The report also elaborates on the role of culture in
relation to the performance of the employees.
The cultural elements of an organization have an effect on the aspect of sustainability
pertaining to an organization. There are certain kinds of organizational culture that pave the
way for increased organizational performance. Organizational culture refers to values and
beliefs that have an impact on the behaviour of the employees. The culture that prevails
within an organization has a great effect on the aspect of organisational behaviour.
Organizational performance consist of actual production along with the outcome of an
organization that is measured against the expected outcome (Wilson 2018). Hofstede
focussed on values that are work-related within the organizational culture. Hofstede has
stated that culture can be classified based on dimensions that have an impact on behaviour
along with organizational practice. First dimension in the theory of Hofstede talks about
whether the individual or the collective action can help in dealing with issues (Hofstede
2015). The cultures that are oriented towards individualism lay stress on the aspect of
individual needs along with concerns. On the other hand within the collectivist society an
individual carries out interaction with the members within one’s group.
Power distance refers to the differences in status which is accepted within culture.
The dimension of uncertainty avoidance is indicative of relationship of culture to that of
uncertainty characteristics of future. The societies that are high in relation to uncertainty
prefer the rules that helps in the aspect of operation within predictable situations. The

2ORGANIZATIONAL BEHAVIOUR
dimension of masculinity-femininity is indicative of degree to which the values can be said to
be associated with the stereotypes pertaining to masculinity along with femininity. The high
masculinity culture lay stress on the element of achievement and growth. People act in a more
assertive manner in this kind of a culture and they show less amount of concern for that of
individual needs (Barry and Wilkinson 2016). The last dimension is short term or the long
term orientation that reflects on the view of a culture regarding the future. Short-term
orientation is indicative of values that are focussed on the present. The thought pattern that is
long term is oriented towards the future (Gagné, Sharma and De Massis 2014). These values
have an impact on the performance of the employees in organisation.
Organizational culture has a great impact on employee performance within an
organization. Organizational Performance refers to the capability of an organization that
helps it in accomplishing the goals in an effective manner. The idea of that of organizational
performance is associated with the aspect of success in relation to an organization.
Computation pertaining to organizational performance is crucial for both service along with
manufacturing organization. Organizational performance acts as most important criterion that
helps in managing action along with environment of an organization (Zayas-Ortiz et al.
2015). Culture can provide a firm with competitive advantage as it can help in augmenting
performance of the employees. There exists a positive co-relation between that of culture and
the performance of the employees. Sustainable competitive advantage can take place by
forming organizational competencies that cannot be imitated by competitors. Organizational
performance depends on the degree to which the cultural values are shared within an
organisation (Greenberg 2017). The organisational culture that gives importance to learning
can augment performance of the workers in an organization. Organizational culture helps in
bonding the employees together that makes them feel themselves to be an intrinsic part in

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relation to corporate experience. It can help in attracting the new staff and retain good
performances that increases efficiency of employees.
Cultural elements pertaining to an organization can ensure its sustainability in the
prevailing environment. Organizational culture has an impact on performance of employees
and it can increase performance of employees in an organization. There are different kinds of
work-related values that can increase the efficiency of work being carried out in an
organization. The dimensions which are based on culture have an effect on the organizational
practice. It can be stated that the cultures that are oriented towards the aspect of individualism
lay stress on the needs of individual employees. The individuals in a collectivist society
interacts with the members of a group. Organizational performance is important for both the
service and the manufacturing organization. Organizational performance can help in
managing environment of that of an organization. The organizational culture can help in
providing an organisation with the competitive advantage that can increase employee
performance. It has been found that positive co-relation exist between the organizational
culture and that of employee performance.

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References:
Barry, M. and Wilkinson, A., 2016. Pro‐social or pro‐management? A critique of the
conception of employee voice as a pro‐social behaviour within organizational
behaviour. British Journal of Industrial Relations, 54(2), pp.261-284.
Gagné, M., Sharma, P. and De Massis, A., 2014. The study of organizational behaviour in
family business. European Journal of Work and Organizational Psychology, 23(5), pp.643-
656.
Greenberg, J., 2017. Promote procedural justice to enhance acceptance of work
outcomes. The Blackwell Handbook of Principles of Organizational Behaviour, pp.189-204.
Hofstede, G.J., 2015. Culture’s causes: The next challenge. Cross Cultural
Management, 22(4), pp.545-569.
Wilson, F.M., 2017. Organizational behaviour and gender. Routledge.
Wilson, F.M., 2018. Organizational behaviour and work: a critical introduction. Oxford
university press.
Zayas-Ortiz, M., Rosario, E., Marquez, E. and Colón Gruñeiro, P., 2015. Relationship
between organizational commitments and organizational citizenship behaviour in a sample of
private banking employees. International journal of sociology and social policy, 35(1/2),
pp.91-106.