Impact of Power, Politics, and Culture on Employee Performance

Organizational Behaviour unit
12

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
P1: Impact of power, politics and culture on employee performance.........................................3
M1: impact of culture, politics and power on individual and team behaviour............................6
P2: Motivational theory...............................................................................................................6
M2: Critical evaluation of behavioural motivation on employee performance...........................8
CONCLUSION................................................................................................................................9
REFERENCE.................................................................................................................................10

INTRODUCTION
Organization is a group of employee which have gathered together for achieving a common
target and in which organizational behaviour is the way in which organizational activities are
done. Toyota is the chosen organization for the evaluation in this report. The company tend to
provide cars at an affordable pricing and because of which has achieved a efficient economic
growth. Evaluation of impact of organizational culture, power and politics upon the employee
performance is done in this report and with that analysis of individual working on the goal
achieving capability of the employee has also being done in the report. With that evaluation of
effectiveness of motivational theories on the goal achieving capability of employee has also
being done in the report.
MAIN BODY
P1: Impact of power, politics and culture on employee performance
Culture-
Organizational culture is the collection of values, practices and expectations which is used for
guiding the actions of individual and teams. Hofstede's cultural dimensions is categorised into
following parts, which are as following.
1. Power distance index- Power distance index refers to the level of difference which is
being established between different hierarchies of level which can be seen from the lower
view point. This can be seen in the case of Toyota in which the higher authority tend to
have high power and because of which employees at lower level only have to follow the
orders which are provided to them (Meng and Berger, 2019).
2. Collectivism vs individualism- Individualism and collectivism is the employee's
preference for the completion of a desired task. This is an important segment for the
Toyota because if the employee tend to work as an individual then the company has to
face instabilities between different departments. Due to which company tend to establish
creative measures through which employees can be empowered to collaborate their
working.
3. Uncertainty avoidance index- This index tend to showcase the different ways on how
uncertainties are being tolerated within the organization, in which high index showcases
low level of tolerance towards the sudden arising situations. Similarly low index
showcases high level of tolerance for uncertainty . Therefore in the case of Toyota