Effects of Organisational Culture on Employee Motivation

This dissertation investigates the impact of organisational culture on employee motivation for different business organisations. It analyses the factors affecting organisational culture and employee motivation, assesses the relationship between them, and provides recommendations for improving organisational culture and motivating employees successfully.

Running head: PERFORMANCE MANAGEMENT
Effects of Organisational Culture on Employee Motivation
Name of Student
Name of University
Author Note

1
PERFORMANCE MANAGEMENT
Table of Contents
CHAPTER 1: INTRODUCTION..............................................................................................4
1.1 Overview of the research..................................................................................................4
1.2 Problem statement............................................................................................................5
1.3 Research aim....................................................................................................................6
1.4 Research objective............................................................................................................6
1.5 Research questions...........................................................................................................6
1.6 Research hypothesis.........................................................................................................7
1.7 Research rationale............................................................................................................7
1.8 Dissertation structure........................................................................................................8
1.9 Summary...........................................................................................................................9
CHAPTER 2: LITERATURE REVIEW.................................................................................10
2.1 Overview........................................................................................................................10
2.2 Conceptual Framework..................................................................................................10
2.3 Concept of organisational culture...................................................................................11
2.4 Factors affecting organisational culture.........................................................................11
2.4.1 Company value and policies........................................................................................11
2.4.2 Leadership...................................................................................................................12
2.4.3 Customers and clients..................................................................................................13
2.4.4 Employees...................................................................................................................14
2.4.5 Working environment..................................................................................................15

2
PERFORMANCE MANAGEMENT
2.5 Types of organisational culture......................................................................................16
2.6 Concept of employee motivation....................................................................................17
2.7 Factors affecting employee motivation..........................................................................18
2.7.1 Leadership...................................................................................................................18
2.7.2 Fellow workers............................................................................................................19
2.7.3 Working environment..................................................................................................20
2.7.4 Advanced opportunity.................................................................................................21
2.7.5 Beliefs and ideologies..................................................................................................21
2.8 Theory of employee motivation.....................................................................................22
2.9 Impact of organisational culture on employee motivation.............................................24
2.10 Challenges in achieving positive organisational culture..............................................25
2.11 Impact of lack of employee motivation due to inappropriate organisational culture...25
2.12 Summary.......................................................................................................................26
CHAPTER 3: RESEARCH METHODOLOGY.....................................................................27
3.1 Introduction....................................................................................................................27
3.2 Research philosophy.......................................................................................................27
3.2.1 Justification of selection of research philosophy.........................................................27
3.3 Research approach..........................................................................................................28
3.3.1 Justification of selection of research approach............................................................28
3.4 Research design..............................................................................................................29
3.4.1 Justification of selection of research design................................................................29

3
PERFORMANCE MANAGEMENT
3.5 Research strategy............................................................................................................30
3.6 Sampling technique and sampling size...........................................................................30
3.6.1 Justification of selection of sampling technique.........................................................31
3.7 Data collection technique...............................................................................................31
3.7.1 Justification of selection of data collection technique.................................................32
3.8 Data analysis technique..................................................................................................32
3.8.1 Justification of selection of data analysis technique....................................................32
3.9 Data validity, reliability and generalisability.................................................................33
3.10 Ethical considerations...................................................................................................33
3.11 Limitations of the research...........................................................................................33
3.12 Summary.......................................................................................................................34
CHAPTER 4: DATA ANALYSIS...........................................................................................35
4.1 Introduction....................................................................................................................35
4.2 Survey data analysis.......................................................................................................35
4.2.1 Demographic factors...................................................................................................35
4.2.2 Factors affecting employee motivation.......................................................................37
4.3 Discussion.......................................................................................................................49
4.4 Interview discussion.......................................................................................................56
CHAPTER 5: CONCLUSION AND RECOMMENDATION................................................63
5.1 Conclusion......................................................................................................................63
5.2 Linking with objective....................................................................................................64

4
PERFORMANCE MANAGEMENT
5.3 Recommendation............................................................................................................67
5.4 Future scope of study......................................................................................................68
Bibliography.............................................................................................................................69

5
PERFORMANCE MANAGEMENT
CHAPTER 1: INTRODUCTION
1.1 Overview of the research
Every organisation has varied cultures that are different in terms of beliefs, principles,
business environment and policies. According to Hogan and Coote (2014), the underlying
assumption based on beliefs and values highlight the organisational culture that is present
within a business organisation. Therefore, it can be said that abstract factors such as
ideologies, beliefs, principles and values within the business organisations is the formation
that provides the basis of organisational culture. As stated by Elsmore (2017) the importance
of organisational culture is that has possessed a huge impact on the manner in which the
employees work and maintain their behaviour within an organisation. At the same time, it can
be said that a healthy organisational culture can help in providing encouragement to the
employees so that they stay motivated, loyal and engaged towards the business organisations
and the work. Apart from this, appropriate organisational culture is important because it
promotes healthy competition within the workplace (Buschgens, Bausch and Balkin 2013).
As mentioned by Wressell, Rasmussen and Driscoll (2018) employees form the
backbone of the business organisations that maintain unity of work and share similar aims
and objectives so that success of the business organisations can be ensured. Every
organisation provides a diversified place that provides satisfaction of the employees working
for the company. The employees in an organisation also have different background, beliefs as
well as cultural factors. However, providing employees to install the cultural background that
exists within the country of origin may create conflict of interests. Therefore, setting up of an
organisational culture is important, as various opportunities for the business organisations to
the interests of the employees’ to a common ground can be established. At the same time, it is
necessary to ensure that motivation of the employees be provided so that they can work

6
PERFORMANCE MANAGEMENT
effectively in an organisation (Nica 2013). It has been seen that without motivation it can be
difficult to retain employees and the services provided. Therefore, examples can be provided
of several companies in a retail sector such as Woolworths, Sainsbury, Tesco and so on that
ensure motivation of employees are made with special emphasis on the development of
organisational culture.
1.2 Problem statement
The issues that can be attributed to organisational culture for the business
organisations are common and posses negative effect while trying to indulge in the
motivation of the employees. As observed by Anitha (2016) most of the times it has been
seen that lack of appropriate organisational culture can be harmful for any business
organisation. This is mainly because of the relationship between the employees and
employers. The main factors that contribute to the success of an organisation include
dedication and commitment of the individual employees along with the working environment
that can be hampered without the effectiveness of organisational culture. Organisational
culture can help in bringing about a sense of unity and provide an effective analysis of the
success factors that contribute towards the development of the reputation of a company.
According to Laforet (2016), inappropriate organisational culture can result in conflict and
negativity among the employees. This is mainly due to the unhealthy relationships at business
organisations particularly between the employees and the employers. In addition to this,
inappropriate organisational culture can result in the lack of support and cooperation among
the employees due to which the employees fail to enjoy the work assigned to them. Babnik et
al. (2014) observed that negative mind set and isolation at workplace can result in de-
motivation of the employees. Due to de-motivation, the employees provide low level of
dedication, commitment and engagement towards the job roles and responsibilities that are

7
PERFORMANCE MANAGEMENT
assigned. This usually leads to negative affects based on the success of the business
organisations (Azanza, Moriano and Molero 2013).
According to Wang and Rafiq (2014), rate of employee turnover can increase due to
lack of motivated employees that exists due to the inappropriate organisational culture. At the
same time, other important aspects such as innovation, creativity and competitive advantage
within the business organisations decreases. Hence, due to this the survival of the business
organisations in a competitive environment can be heavily threatened. As stated by Goode,
Hegarty and Levy (2018) in this intense and fierce competitive market, inappropriate
organisational culture can be harmful for business organisations. This is mainly because it
affects the motivation of the employees thereby causing harm to the pillar that provides the
actual support in an organisation.
1.3 Research aim
The aim of the research is to investigate the impact of organisational culture on
employee motivation for different business organisations.
1.4 Research objective
The objectives of the research include:
 To understand the concept of organisational culture and employee motivation
 To analyse critically the different factors affecting organisational culture and
employee motivation for business organisations
 To assess the relationship between organisational culture and employee motivation for
business organisations
 To provide suitable recommendations for improving organisational culture for
business organisations and motivating employees successfully

8
PERFORMANCE MANAGEMENT
1.5 Research questions
The research questions for the dissertation are:
 What do you mean by organisational culture and employee motivation?
 What are the different factors affecting organisational culture and employee
motivation for business organisations?
 What is the relationship between organisational culture and employee motivation for
business organisations?
 What are the suitable recommendations for improving organisational culture for
business organisations and motivating employees successfully?
1.6 Research hypothesis
The research hypotheses include:
H0: Organisational culture has no impact on employee motivation for the business
organisations.
H1: Organisational culture has an impact on employee motivation for the business
organisations.
1.7 Research rationale
The significance of the investigation of the impact of organisational culture on
employee motivation helps in understanding the mentality of the employees. This allows
addressing the potential gap that is in respect with the organisational culture that affects the
motivation of the employees. The importance of this research is that proceeding with this
study that help in the recognition of the probable reasons that inappropriate culture for the
business organisations can bring about. The effect it has on the motivation of the employees

9
PERFORMANCE MANAGEMENT
is another factor that is taken into consideration. The researcher can address the issues of
inadequate organisational culture for companies so that provision for the research can be
accessed by establishing the relationship between organisational culture and employee
motivation (Bortolotti, Boscari and Danese 2015). With the help of the research conducted,
the researcher can make comparisons and contrast organisational culture that is present in
various reputed and non-reputed companies.
This research is also significant because it can help in identifying the principle factors
that is the main reason for poor and inappropriate culture within business organisations. For
example, reputed companies like Unilever sometimes undergo massive employee turnover
that affects in the development of the organisation. The study tries to address the potential
gaps, so that suitable methods can be proposed for establishing an appropriate as well as a
positive organisational culture employee motivation at such work places. This can help in
motivating the employees suitably and ensure development of a strong organisational culture.
1.8 Dissertation structure
The first chapter of the dissertation provides an introduction and overview of the
topic. It also helps in setting the aims and objectives that need to be completed. Research
questions and hypothesis are developed to assist the dissertation further. The second chapter
consists of the literature review, which highlights the theories and models used for
understanding the topic more clearly. The dependent and independent variables are identified
in the chapter and proper link between the factors are made. Various scholarly articles are
referenced so that criticality of the topic can be achieved. The third chapter highlights the
research methodologies, tools and type of data analysis that has been used for the collection
of data. The fourth chapter analyses the topic by using appropriate analytical tools that are
suitable for the completion of the research. The fifth chapter helps in interpreting the data by
analysing the evidence received from the literature review and the results from the data

10
PERFORMANCE MANAGEMENT
analysis. The final chapter provides a conclusion of the topic and makes recommendations for
the improvement of the topic.
1.9 Summary
The analysis of the chapter can help in summarising that organisational culture can be
considered as one of the crucial factors that result in the motivation of the employees.
Employees are usually considered as the key pillars of the most business organisations that
represent the reputation as well as the significance of a company that exists in a business
environment. Most of the motivated employees display signs of responsibility, efficiency,
along with dedication and commitment to the work. Hence, providing better performances
can be considered as an opportunity for the organisations. Positive organisational culture can
help in influencing and supporting the employees so that best performance can be provided
with the assistance of better working environment, motivation and effective leadership styles.
Therefore, development of an appropriate organisational culture is crucial to ensure the
continuity of the motivation of the employees.

Organisational culture Employee motivation
Company values and policies
Leadership
Customers and clients
Employees
Working environment
Leadership
Fellow workers
Working environment
Advanced opportunity
Beliefs and ideologies
11
PERFORMANCE MANAGEMENT
CHAPTER 2: LITERATURE REVIEW
2.1 Overview
The literature review provides a critical analysis of the factors that affect the variables
of the topic. It takes into account every factor that can be associated with organisational
culture and employee motivation. These factors are linked with the topic so that a better
understanding of the concept can take place. At the same time, concepts of the topics, its
impact and the challenges that are faced while achieving an effective and positive
organisational culture is provided in the chapter. Various researches from scholars are taken
into consideration in this chapter.
2.2 Conceptual Framework
Figure 1: Conceptual framework
(Source: Created by author)

12
PERFORMANCE MANAGEMENT
2.3 Concept of organisational culture
Organisational culture can be defined as beliefs, assumptions and values that help in
the interaction of unique social and psychological environment within an organisation. As
stated by Crane (2017) the expectations of organisations are indicated with the application of
organisational culture. These expectations can be attributed to both the employees as well as
the customers that expect an organisation to abide by the rules and regulations that exist in a
society. Kuo and Tsai (2017) stated that culture is based on shared attitudes, beliefs, customs
and rules that have been developed since the inception of the workplace.
Culture also includes core and abstract substances of an organisation such as the
vision, values, norms and systems that underline the assumptions and beliefs customers and
employees have from the organisations. Laforet (2016) observed that not just the abstract
values, the manner in which employees are taken care of within an organisation are also
considered in the organisational setting. This includes maintaining the health and hygiene of
the employees, paying them with proper wages and ensuring that motivation is provided to
them on a regular basis. Therefore, it can be said that organisational culture is important for
determining the future of a company and the manner in which it can gain the trust of the
employees as well as the customers (Laforet 2017).
At the same time, organisational culture can be considered as guiding factors that
define the appropriate behaviour that needs to take place in an organisation and the
interaction that needs to take place between the employees. The motivation that people
receive while working in an organisation that suits the style of work can be attributed with the
fact that it provides organisations with an opportunity to continue with personal development.
Without proper organisational culture it can be difficult for employees to understand the
nature of an organisation and therefore feel motivated towards working.

13
PERFORMANCE MANAGEMENT
2.4 Factors affecting organisational culture
2.4.1 Company value and policies
One of the most essential factors that affect organisational culture is the value and
policy that it possesses. As seen by Carlos, Rodrigues and Dibb (2014) the values of an
organisation is the ultimate factor that determines the culture that is directed to take place.
This can be attributed with the fact that in the case of human communities, culture of a
community set about the values that are followed. Similarly, in the case of an organisation,
the value that exists within the workplace determines the manner in which culture is set up
within the departments (Carvalho et al. 2017).
At the same time, the policies indicate the rules and regulations that are followed. As
stated by Maitland, Hills and Rhind (2015) policies determine the ethical rules that are
required to be followed so that legality of the business can be maintained. Organisations need
to understand the ethical laws and legal rules that the Government expects from it. Similarly
keeping this in mind, the organisations formulate new rules that provide recognition in the
market. Hence, it can be said that the policies that exist within an organisation determine the
culture that is followed and it helps in drawing in employees to represent the organisation (Fu
et al. 2015).
Thus, company value and policies are important for the management of employees as
based on these other factors such as motivation are affected. According to Kanapathy et al.
(2017), without proper values and policies organisational culture cannot be determined.
2.4.2 Leadership
Leadership in organisational culture can be defined as the manner in which every
employee can be convinced to abide by the rules. As observed by Bolman and Deal (2017) it
is necessary for every employee to understand the culture that exists in an organisation so that

14
PERFORMANCE MANAGEMENT
reputation can be withheld outside the work life. Leaders need to develop a sense of
motivation factor that can help in the retention of the trusts of the employees within an
organisational setting. As stated by Northouse (2018) organisational culture as well as
leadership can be attributed with the fact that leaders need to understand the scenario that
exists within an organisation.
One of the important aspects of leadership in an organisational cultural setting is that
it is necessary for every leader to abide by the cultural expectations. This can help in
providing an idea about the manner in which policies can be framed Fairhurst and
Connaughton (2014). The policies can help in understanding the values that need to be
continued while maintaining professionalism within an organisational setting. The leaders
need to guide other employees so that organisational culture can be upheld. Antonakis and
Day (2017) argued that proper leadership also determines the organisational culture as
supporting leaders can provide the best guidance to the employees within an organisation.
Therefore, it can be said that leaders need to understand the values and beliefs so that
they can guide every employee within the workplace and ensure that organisational culture
prevails. Hence, leadership can be considered as an essential factor that helps in the
development of organisational culture.
2.4.3 Customers and clients
Customers and clients in an organisational context can be considered as important
stakeholders. This is mainly because without the purchase from the customers or the services
availed from the clients, it can be difficult for organisations to maintain its business (Hill and
Brierley 2017). Therefore, the organisational culture needs to align with the needs and
demands of the customers. Hence, it can be said that organisational culture need to be

15
PERFORMANCE MANAGEMENT
directed at the manner in which customers and clients can be satisfied with the type of
policies and products that are offered at the work place (Blut et al. 2015).
For example, it is necessary for customers to gain trust of an organisation so that
loyalty can be maintained. As stated by Zablah et al. (2016) a loyal customer can raise the
value of an organisation by immense manner as it helps in the development of proper
reputation in the market. Hence, it can be said that for an organisation to compete in a
competitive environment, the culture need to be directed at the requirements of the customers
and the clients. According to Agnihotri et al. (2016), it is necessary that every employee and
customers are treated equally so that a balance can be maintained between the work load of
the employees and the satisfaction level of the customers.
Therefore, it can be said that customers and clients can affect an organisation in a
negative manner if the culture does not help it to meet its requirements. Hwang and Suh
(2018) stated that every customer needs to be treated as an important part for the management
of a business.
2.4.4 Employees
The employees are considered as the most important asset of an organisation as they
are the stakeholders that provide financial stability. As stated by Korschun, Bhattacharya and
Swain (2014) without the contribution of the employees, an organisation cannot continue to
dominate the market and ensure that customer satisfaction is achieved. Therefore, it is
important that the support of the stakeholders is taken into account so that every organisation
can be successful in a business. In this case it can be said that employees in an organisation
can be influenced with the culture particularly that relates to the development of motivational
factors.

16
PERFORMANCE MANAGEMENT
As stated by Erickson (2017) employees in an organisation need to be motivated so
that they can continue to work for the development of an organisation. Without motivation, it
can be difficult to get the employees to work and ensure success. Hence, organisational
culture needs to be maintained by addressing the needs of the employees. In this regard, it can
be said that organisational culture need to be supportive and encourage the decisions taken by
the employees. This can help the employees feel that they are a part of the organisation in
which they work (Siponen, Mahmood and Pahnila 2014).
The analysis proves that employees are important for organisational success and it is
necessary that organisational culture be directed at its motivation. At the same time, it is also
necessary that employees be motivated to a limit so that focus of development of
organisational culture can be directed towards satisfying customers as well (Dhar 2015).
2.4.5 Working environment
Working environment can be related to the motivation of the employees as well as
that of the organisational culture. According to Bostock, Luik and Espie (2016), every
organisation ensures that a proper organisational culture is developed that help in the
development of working environment within an organisation. The organisational culture need
to be directed at the support of the employees and for encouraging a friendly attitude among
the employees so that productivity within the organisations can take place. Watanabe et al.
(2018) stated that working environment determines the reputation of an organisation among
possible candidates that are interested in enrolling to work in the particular company.
One of the most important aspects that need to be kept in mind in this context is the
fact that the working environment in every reputed organisation may not be friendly. Most
organisations have a high turnover mainly due to bad working conditions that are adopted as
organisational culture. As stated by Haugaard et al. (2016) organisational culture determines

17
PERFORMANCE MANAGEMENT
the type of activities that take place so that an enrolment of the working conditions can be
prevalent. Bluma and Rainhorn (2016) observed that working condition can be related to the
motivation of the employees as without support from the co-workers and the senior
employees it can be difficult for employees to continue with working in an organisation
despite its reputation.
Therefore, it can be said that every factor that determines the organisational culture
are interconnected with one another. As observed by Ganta (2014) negligence in attention of
one factor may lead to the failure of an organisation overall. Hence, managers need to take
care of each of these factors so that success can be maintained.
2.5 Types of organisational culture
According to Rashid and Ghose (2015), organisational culture can be of four broad
types with unique characteristics that help in arranging people in groups. These four types
help in providing an idea about the competitiveness that may exist within organisations so
that external and internal focus of differentiation can take place. According to Gupta and
Shaw (2014), these four types can be explained in a brief manner for better analysis of
organisational culture and its effectiveness in the place of work.
Clan: This involves a friendly working condition in which relationship between
employee and employers are considered as friendly. The leaders are the mentors and they
facilitate the development of the employees. According to Kuo and Tsai (2017), human
resource development and participation are effective in this type.
Adhocracy: As observed by Muls et al. (2015) adhocracy can be considered as
providing dynamic and creative organisational culture. In this type, risks are taken by the
employees and leaders take innovative methods to develop process of an organisation. In this
case surprise and delight are essential quality improvement strategies.

18
PERFORMANCE MANAGEMENT
Hierarchy: This provides a more structured and formalised working environment.
The procedures decide the things that people need to undertake. Efficiency and time
management can be considered as characteristic that defines this type of organisational
culture.
Market: The organisational culture focus on getting things done on time and focus on
results. According to Dark et al. (2017), people are competitive and focused on goals. Market
share and profitability are main in this type of organisational culture.
Figure 2: Types of organisational culture
(Source: Alkhoraif and McLaughlin 2016)
2.6 Concept of employee motivation
Employee motivation is a manner in which leaders encourage the development of
energy, creativity and loyalty among employees. According to Lazaroiu (2015), the biggest
concern for management is the manner in which employees can be motivated. This includes
disregarding the economic condition that exists at the work place. However, for small
business, employee motivation can be considered as problematic. As observed by Ristic,
Selakovic and Qureshi (2017) small business may not have the means to provide motivation
to the employees in terms of financial or non financial means. Some of the problems that may
be faced include complacency and disinterest in working.
ClanSupportiveFriendlyenvironmentAdhocracyInnovatorsElementofsurpriseHierarchyTimemanagementStructuredMarketCompetativeGoaloriented

19
PERFORMANCE MANAGEMENT
Intrinsic and extrinsic factors drives employees to be motivated so that necessary
efforts and actions can be installed in terms of work related activities. Beltrán-Martín and
Bou-Llusar (2018) is of the opinion that psychological forces determine the demands of
individuals and the manner in which they behave in an organisation. Motivated employees
are also essential for the success of an organisation as more productivity can be generated
within a limited period of time. Therefore, it is necessary to maintain the motivation of the
employees by ensuring that motivational theories and factors are analysed. As stated by
Porter, Riesenmy and Fields (2016) employee involvement can work as an effective
employee motivating factor.
Employees can be motivated by providing assistance in terms of monetary benefits as
well as finding ways to suit the work culture so that inspiration of the employees can be
made. Ahmad et al. (2014) stated that the reality of employee motivation is that employees
are intrinsically motivated.
2.7 Factors affecting employee motivation
2.7.1 Leadership
Leadership in employee motivation is required to understand the factors that help in
encouraging the employees to work. One of the essential qualities that leaders need to possess
is the fact that they can continue with the business trends that exists within an organisation.
According to Heifetz and Linsky (2017), leadership during motivation of employees include
having a friendly attitude towards the employees. This can be attributed to the fact that every
leader need to encourage the employees in undertaking tasks that can be considered as
challenging and promising for growth. Such an approach defines the organisational culture
about the actions taken by a company and its consequences for business success. DuBrin

20
PERFORMANCE MANAGEMENT
(2015) stated that leadership is one of the most essential factors that help in linking
organisational culture as well as the employee motivation scheme.
Tourish (2014) is of the opinion that the primary objective of leaders while trying to
motivate employees is to ensure that the organisational culture is suitable for work. This can
help in understanding the concepts that exist within an organisation so that every employee
can be considered as an important individual for success. Support is needed for motivating
the employees to work along with financial benefits and recognition. Covin and Slevin (2017)
stated that organisations adopting employee motivation as an important element usually
possess a culture that warrants recognition.
Hence, leadership helps to build an organisation to success so that motivation of
employees can be maintained. Without effective leadership it can be difficult for
organisations to continue with its development and ensure that success be maintained with
the implementation of proper organisational culture (Naile and Selesho 2014).
2.7.2 Fellow workers
Fellow workers help in the motivation of employees by encouraging during the time
of failure. As stated by Othman et al. (2018) this can be related to leadership in a manner as
the senior employees need to encourage the junior employees in terms of working in the
organisation. As such it is the duty of the leaders as well as the managers to ensure that
motivation of the new employees take place in terms of providing encouragement while
working. These motivations can come in the form of leading by examples as well as giving a
motivational speech that can help in achieving high status within the organisation (Mone and
London 2018).
Apart from this it is also necessary that co-workers support one another. Co-workers
in this case denote the peers that work at the same level (Albrecht et al. 2015). For example,

21
PERFORMANCE MANAGEMENT
same level employees that are a month or year senior to the new joiners can encourage them
in terms of working hard and getting the desired result. This can help in understanding the
requirements of the new joiners and provide an analysis of the expectations that are expected
from them. Karanges et al. (2015) is of the opinion that fellow workers can provide a positive
atmosphere that can help in the production of an organisation.
Hence, it can be said that support of the fellow workers provide an important factor
for the motivation of employees. Friendly working condition along with guidance is
necessary for motivating employees within an organisation.
2.7.3 Working environment
The working environment can be attributed as a huge motivating factor for
employees. As stated by Ciarimboli et al. (2017) without a proper motivating factor, it can be
difficult for organisations to ensure that employees are retained. Every employee expects
basic functions from its senior members as well as the co-workers. These factors can be
attributed with the possibility of applying motivational theories so that employee motivation
based on work place and organisational culture can take place (Nea et al. 2016). Hence, it can
be said that working environment is effective for the success of an organisation as well as for
the motivation of employees.
As seen from the analysis, working environment is one of the most important
motivating factors. Therefore, the expectations of the employees need to be considered while
setting up the working environment in the organisation (Tietenberg and Lewis 2016). For
example, it is necessary that working environment address the demands of the employees in
terms of the safety of the employees. Therefore, it can be said that every employee can feel
safe while working in an organisation so that mainly deals with using dangerous equipments

22
PERFORMANCE MANAGEMENT
for manufacturing. As stated by Wehrmeyer (2017) working conditions need to provide
employees with an opportunity to address an organisation as a part of the life.
In this regard it can be said that proper working conditions also allows workers to
remain loyal towards a particular company. Hence, employee turnover rate can decrease by
maintaining effective workplace condition.
2.7.4 Advanced opportunity
Advanced opportunity can be attributed to the fact that every employee need to be
presented with a scope of development and growth. As observed by Walsh, Boehm and
Lyubomirsky (2018) every employee does not seek financial growth and benefit as it does not
help in the growth from one position to another. Instead, promotion and recognition of the job
done are sought after by the employees. As stated by Beigi, Wang and Arthur (2017)
advanced opportunities are usually provided to people that contributes significantly to the
success of an organisation. However, equal opportunities need to be provided so that
depression among the other employees does not take place.
Advanced opportunity can even result in an automatic improvement of present salary.
Bagdadli et al. (2018) is of the opinion that providing employees with an opportunity to grow
usually provides a double motivational scheme for the employees. This is mainly because the
advancement in the positions can provide excess growth in the financial stature. Koh (2016)
is of the opinion that growth in organisations can be external as well as internal. Relocating
from the current place can be considered as a part of increase in opportunity. However, most
employees remain reluctant in accepting such offers and due to this; the particular factor can
be considered as non-effective in terms of motivating employees. Therefore, it can be said
that advance opportunity is an effective yet controversial factor that helps in the motivation of
employees.

23
PERFORMANCE MANAGEMENT
2.7.5 Beliefs and ideologies
Beliefs and ideologies can be considered as cultural aspects that govern the dedication
of an employee. As stated by Collings, Wood and Szamosi (2018) every employee in an
organisation belong to different cultural backgrounds. The cultural background of the
employees needs to be maintained so that they can continue to work in a peaceful manner at
the organisations. This includes not invading personal space in terms of cultural and
ideological beliefs that determine the characteristic and personality of an individual. In the
words of Vaiman and Brewster (2015) ethical considerations need to be maintained so that
employees can belief in the leaders and continue to work in a motivated environment.
At the same time, another important consideration that needs to take place is the fact
that cultural beliefs of the employees need to be maintained. None of the employees can be
forced to continue to work abandoning the belief system that they have. As stated by Evrard
(2017) the beliefs and ideologies provide an analysis of the factors that is essential for the
development of an employee within an organisation. For example, it is necessary that the
beliefs and ideologies of every employee be understood by the leaders and managers so that
ethics related to it can be maintained (Bakir et al. 2015).
Hence, the analysis show that every factor related to the motivation of employees is
related to one another. In order to ensure that every employee be happy within the
organisation it is necessary that managers understand the application of motivational theories
so that loyalty of the employees can be retained.
2.8 Theory of employee motivation
According to Lepper and Greene (2015), application of theories related to employee
motivation can help in the proper development of an organisation. Various theories exist that
can be applied practically so that every employee can be motivated within an organisation.

24
PERFORMANCE MANAGEMENT
These theories take into consideration the factors that are essential for motivating the
employees (Stoyanov 2017). In this regard an analysis of one such theory can be made that
can help in the motivation of employees within an organisational context.
As seen from the earlier discussion that employees may prefer both financial as well
as non-financial mode of motivation. At the same time the basic requirements of an employee
also need to be fulfilled so that they can continue to work in a proper environment (Reeve
2014). In this regard, the application of Maslow’s hierarchy of needs can be considered that
helps in determining the factors required for the motivation of employees. In this theory
every employee need to pass through levels so that the desired motivating factor can be
reached. As observed by Miner (2015) these factors start from the basic requirements such as
food, shelter, clothing and end up accomplishing high end needs of an individuals. These
stages are affected by the organisational culture as support of the employees play a major role
in the development of an organisation and motivation. Organisational culture in this case can
be related to the progress of the stages of the employees.
Figure 3: Maslow’s hierarchy of needs
(Source: Pinder 2014)

25
PERFORMANCE MANAGEMENT
Therefore, application of Maslow’s hierarchy of needs can be considered as an
important motivation factor that determines the level of encouragement required for every
employee in an organisation. Apart from this, the application of Herzberg’s two factor theory
can also be used to identify the level of motivation and the factors that influence the
motivation of employees. According to Fallatah and Syed (2018), the two factor theory
provides an analysis of the requirements of the employees and the factors that determine the
success rate as well as the required improvement level of the employees.
Figure 4: Herzberg’s two factor theory
(Source: Herzberg 2017)
2.9 Impact of organisational culture on employee motivation
The impact of organisational culture on the employee motivation can be attributed to
the success an organisation faces. According to Othman et al. (2018), the success and growth
of an organisation depends upon the level of work that an employee does at the work place.
The different concepts of organisational culture as well as employee effectiveness can be
considered at the work place. As observed by Mone and London (2018) employee
performance can help in the communication within the workplace and ensure that

26
PERFORMANCE MANAGEMENT
organisational culture and job performance are a means of developing identity in an
organisation.
At the same time, motivated employees help in interacting well with the customers.
As seen previously, customers and clients are important for the success of an organisation.
Therefore, interaction between the employees and customers can provide for an added
advantage for an organisation to succeed. Albrecht et al. (2015) is of the opinion that it is
necessary that managers identify the variables and factors that affect employee motivation so
that organisational culture can be established within the business process. Appropriate
organisational culture need to be promoted that suits the business needs of the organisations.
2.10 Challenges in achieving positive organisational culture
Some of the challenges that managers may face while achieving a positive
organisational culture is the fact that it needs to be reinforced at all times. As stated by Eason
(2014) developing an organisational culture is easy however, maintaining it and
implementing it for a long period can be a challenge mainly because consistency of quality
and quantity can decrease with the rise of competition. In this regard, a proper value and
belief system need to be incorporated so that ideas and opinions of every employee can be
undertaken (Elsmore 2017).
Along with this, another challenge that can be faced is the changes that can take place.
As stated by Lozano, Ceulemans and Seatter (2015) organisational culture as well as the
application of motivation towards employees can be done by implementing changes.
However, resistance of the employees may hamper the growth of an organisation and with it
any possibility of organisational change can have a negative impact. In the words of Lozano,
Nummert and Ceulemans (2016) it is necessary that every organisation address these changes
as a serious threat for the downfall of an organisational success.

27
PERFORMANCE MANAGEMENT
2.11 Impact of lack of employee motivation due to inappropriate organisational culture
According to Saks and Gruman (2017), organisations may have to face severe
consequences if the employees are motivated properly. One of the consequences that may be
faced by the organisations is that employee turnover can be more. As seen from the previous
analysis, organisational culture need to be the main source for employees to remain motivated
at work. Without friendly support and encouragement it can be difficult for employees to
adjust working at the organisation.
Along with this, the reputation of the organisations may be hampered due to lack of
employee motivation (Bryson and White 2018). This is mainly because de-motivated
employees may not communicate properly with the customers which in turn can lead to the
loss of profitability. Failure to implement a support system as an essential quality of an
organisation can be considered as a negative sign and can result in the loss of business as well
as shutting down of operations.
2.12 Summary
The chapter provides an overview of the concepts that help in understanding the topic
in an in-depth manner. At the same time, the factors linked with the topics are analysed in the
chapter. These factors help in understanding the importance of organisational culture and the
manner in which employee motivation can be gained with effective organisational policies.
The insights derived from the analysis of the scholars of the researchers help in understanding
the topics in a more clear and depth manner. The next chapter focuses on the methodologies
that are needed for continuing with the research.

28
PERFORMANCE MANAGEMENT
CHAPTER 3: RESEARCH METHODOLOGY
3.1 Introduction
The chapter helps to understand the methods that are used for conducting the research
in a successful manner. Each of the research methodologies that has been used are defined in
the chapter along with justification about the reasons for applying the methods. The
importance of the research methodology is that it helps in identification of the manner in
which research can be conducted successfully. Apart from the research methodologies, the
ethical considerations that are required to be followed are defined in the chapter. The
limitations faced while conducting the research is also mentioned. One important aspect that
the research methodology provides is that it helps in anticipating the sample size of the
research.
3.2 Research philosophy
Research philosophy defines the method required for collecting data for conducting a
research. Research philosophy can be of three different types that includes realism,
ontological and interpretivism. According to Bernard (2017), ontological can be considered
as a high structured research philosophy that takes into consideration large sample size.
Along with this interpretivism denotes a sample size that is small and focuses mainly on the
belief of the general people in terms of the chosen research topic. On the other hand, Flick
(2015) pointed out that realism consists of the characteristics that can be attributed to both the
positivism as well as the interpretivism philosophy. This provides a sense of complication in
the philosophy.

29
PERFORMANCE MANAGEMENT
3.2.1 Justification of selection of research philosophy
For this research the application of ontological philosophy has been made. The reason
for the application of ontological philosophy can be justified, by the fact that it is the most
appropriate philosophy for the collection of quantitative data. The aim of the research is to
analyse the effectiveness of organisational culture on the motivation of employees. Therefore,
the application of ontological philosophy provided an opportunity to consider the response of
the target sample size so that research objectives can be addressed. Ontological philosophy
has helped in gaining a scientific approach for considering effectiveness of organisational
culture on motivation of the employees. Therefore, accuracy of data has been taken into
consideration.
3.3 Research approach
The application of a suitable research approach provides an opportunity to validate the
research hypothesis. In the case of research approach, the application of inductive as well as
deductive approach can be stated. As pointed out by McNabb (2015) inductive approach aims
towards the evolution of new theories and concepts that are based according to the obtained
observations and the data collected. Therefore, the data that are collected are followed by the
development of new theories and concepts relevant to the topic. On the other hand, deductive
approach helps in validating the research hypothesis based on the analysis of the literature
review and the collected data. As stated by Neuman and Robson (2014) alignment is made
with the observations and the results of the collected data with existing theories and concepts.
3.3.1 Justification of selection of research approach
For this research, deductive approach has been used as it provides an opportunity to
validate the questions that have been formulated and investigate the effectiveness of
organisational culture on the motivation of employees. The application of literature review
along with the survey method can be used to validate the formulated research question.

30
PERFORMANCE MANAGEMENT
Therefore, deductive approach is the suitable for conducting the research. At the same time
deductive approach manages provide opportunity for the researcher to refer previous existing
literature that consists of relevant theories and concepts. Therefore, the use of previous
research has provided a deep understanding of the topic and its application in the research.
3.4 Research design
Research design provides an opportunity to gain responses to the research questions
that has been developed based on the research aim and objectives. According to Vaioleti
(2016), research design consists of three types that include descriptive, explanatory and
exploratory research design. The application of exploratory design allows exploring concepts
and new ideas that are relevant to the research questions. On the other hand, the use of
explanatory research design provides an opportunity to explain the factors currently in the
research with required information. McCusker and Gunaydin (2015) are of the opinion that
descriptive research design consists of a combination of characteristics that can be pertained
to explanatory and exploratory research designs. It helps to explore new ideas and concepts
and explains the presence of the specific phenomenon.
3.4.1 Justification of selection of research design
The research is conducted using descriptive design as it allows verifying and gaining
insights that help to complete the research in a well-defined manner. Deducing of the
conclusion of the research is done in a more rigid manner. Investigation on the effectiveness
of organisational culture for the motivation of employees is done by the application of
theories in a well defined manner. Another reason for the use of descriptive design is that it
consists of both the characteristics of explanatory and exploratory research design. Therefore,
the application of this design provides an opportunity to explore the concepts of motivation
and organisational culture. Therefore, descriptive design is the most appropriate method.

31
PERFORMANCE MANAGEMENT
3.5 Research strategy
The research is conducted using the following the steps in a manner so that it can be
completed within the allocated time period. The steps that are included for conducting the
research strategy in a successful manner are described below:
 Review of relevant literature and academic sources so that a background as well as
sufficient grounds related to secondary data can be developed
 A questionnaire is designed that is solely on the basis of background knowledge and
secondary data
 Data collection process is used by visiting different organisations so that the
employees can responds to the questionnaire
 The collected data is organised and categorised in order so that it can be easier to
interpret. For example, it is organised according to the age, gender and work
experience
 Data is entered in an analytical software
 Conclusion drawn after careful analysis and interpretation of the data
3.6 Sampling technique and sampling size
The two most common types of sampling techniques include the random probability
sampling technique and non-probability sampling technique. As pointed out by Lewis (2015)
random probability sampling technique provides light on the ability to collect data from a
large population. Therefore, every participant in the selected population is presented with an
equal opportunity of being selected for the data collection technique. On the other hand,
Bryman (2015) is of the opinion that non-probability sampling technique, selects the
participants individually by judging their suitability in terms of the research topic, aim and
objectives. The application of non-probability sampling technique enhances the quality of the
research work.

32
PERFORMANCE MANAGEMENT
3.6.1 Justification of selection of sampling technique
The research has used the application of random probability sampling technique. This
is because 30 employees working in different organisations are to be surveyed for identifying
the effectiveness of organisational culture for employee motivation. The reason for drawing
survey from different organisations is that it can help in gaining the perception of various
employees working in different organisational culture and setting. Thus, the application of
random probability sampling technique can help in providing opportunity to consider the
entire population of the target employees. The age of the participants ranges from 28 years to
40 years. The sample population consists of the employees working in the different
organisations and consists of male as well as female participants so that adequate,
competitive and adaptable results could be drawn. In this manner equality between the
participants can be made. Apart from this, interview is conducted on 2 managers of small
retail sectors so that perception regarding the topic from the manager’s perspective can be
understood. These managers are asked five questions that are related to the topic at hand.
3.7 Data collection technique
Primary and secondary data collection techniques are usually used while collecting
data. As stated by Mertens (2014) primary data collection is collected from the participants of
the research directly. On the other hand, the secondary data is collected from using resources
such as books, journals, official websites and other internet facilities. The primary data
collection technique can be divided into qualitative as well as quantitative techniques.
Primary quantitative data collection technique considers the quantity in terms of a large
number of samples whereas the primary qualitative data collection method considers the
quality of the data rather than providing focus on the numbers.

33
PERFORMANCE MANAGEMENT
3.7.1 Justification of selection of data collection technique
In this research, the researcher has applied primary data collection technique. The
application of primary quantitative data collection technique can be justified, as it allows
collecting data from the employees working in various industries. With the application of
primary data collection technique consideration about the perspectives of employees in terms
of organisational culture can be considered. Questionnaires are provided to the employees so
that effectiveness of the organisational culture can be taken into account. Application of
objective related questions has also been justified as it allows in reaching the research aim
and objective.
3.8 Data analysis technique
According to Lampard and Pole (2015), data analysis can be done using qualitative as
well as quantitative techniques. The qualitative data analysis technique helps in focusing on
the quality of the data and depicts it by analysing the transcript. On the other hand, the
quantitative data analysis technique helps in emphasizing on the quantity of the data. The
data collected can be analysed by considering several the numerical values that can be
represented by using bars, charts, graphs and pie charts. For the research, the application of
MS Excel for plotting the graph is used.
3.8.1 Justification of selection of data analysis technique
Quantitative data analysis technique is used for this research as the number of
respondents can be taken into account. Hence, emphasise is made on the quantity of the
respondents rather than the quality. This has helped in gaining perspectives of the
effectiveness of organisational culture over the motivation of the employees. The application
of statistical tools has helped in providing data accuracy and validity. At the same time graph
plot has been used for this research after collecting responses from the participants. Due to

34
PERFORMANCE MANAGEMENT
this, the research has been able conducted by considering 30 employees from various
organisations.
3.9 Data validity, reliability and generalisability
The selection of quantitative research design based on the primary and secondary data
is done to maintain the reliability and validity of the research. The study results are an
indication of the extensively based response of the participants that have more than 5 years of
experience in a professional field. The application of latest literature supports the response of
the participants and maximises the reliability as well as the validity of the research
3.10 Ethical considerations
The research need to be conducted by ensuring that it includes maintaining the
confidentiality of the data collected and the identity of the respondent. Researchers are
strictly prohibited to disclose any relevant information without the consent of the
respondents. The participation of the respondents for the data collection process needs to be
done willingly. Forcing respondents to be a part of the research can be considered as violation
of ethics. The respondents need to sign a consent form so that the participation of the target
people in a wilful manner can be ensured. The data need to be collected from authentic
resources to ensure data validity and data relevancy.
3.11 Limitations of the research
Some of the limitations of the research include issues related to time management.
Only 10 months were provided for the research to be conducted which is less given the
number of tasks that exists while conducting the research. At the same time, online
recruitment can be a limitation as lack of financial resources participant from the researcher
need to be identified from online sources. In the case of secondary data, the study that is

35
PERFORMANCE MANAGEMENT
conducted need to be done using limited sources as data is unavailable despite accessing
books and journals.
3.12 Summary
The chapter focuses on the effective application of the research methods so that the
topic can be conducted in a successful manner. Without the effective application of research
philosophy, research design and research approach the topic may not be guided in an
effective manner. Ethical consideration regarding conducting the research needs to be
maintained so that analysis can be done without any controversies. The limitations identified
can prove as a hindrance for effectively conducting the research. The next chapter helps in
developing data and analyse it for gaining the appropriate results from the topic.

36
PERFORMANCE MANAGEMENT
CHAPTER 4: DATA ANALYSIS
4.1 Introduction
The chapter provides an analysis of the data by considering methods of graphical
interpretation. The responses of all 30 participants have been taken into consideration while
trying to analyse the data.
4.2 Survey data analysis
4.2.1 Demographic factors
Q.1 What is your gender specification?
Female Male
0
2
4
6
8
10
12
14
16
18 17
13
Gender
Figure 1: Gender
Q.2 Which age group do you belong to?

37
PERFORMANCE MANAGEMENT
28-30 years 31-35 years 36 years and above
0
2
4
6
8
10
12
14
16
18 16
11
3
Age
Figure 2: Age
Q.3 How long have you been working at this organisation?
12 years and above 5-7 years 8-11 years
0
2
4
6
8
10
12
14
16
18
2
16
12
Duration
Figure 3: Duration
Q.4 What is your monthly salary?

38
PERFORMANCE MANAGEMENT
$10,000-$15,000 $16,000-$21,000 $22,000-$24,000 $25,000 and above
0
2
4
6
8
10
12
14
6
12
7
5
Salary
Figure 4: Salary
The demographic factors help in narrowing down the participants and segregating
them according to the different parameters based on which the survey can be conducted. It
has also allowed the researcher in understanding the different types of participants that are
present in the sample population that has allowed the study to be authentic. In this particular
study, it can be seen that most of the female employees who are aged between 28-30 years
have taken up the survey. They have been working in the organisation for a period of 5-7
years and have an income of $16,000-$21,000 on a monthly basis.
4.2.2 Factors affecting employee motivation
Q.5 Do you feel motivated to work in the organisation?

39
PERFORMANCE MANAGEMENT
Maybe No Yes
0
5
10
15
20
25
2
6
22
Feel motivated
Figure 5: Feel motivated
The participants were asked whether they feel motivated to work within the
organisation to which it was seen that most of them have agreed. They have stated that they
feel motivated in working within the organisation.
Q.6. Are you satisfied with the leave policy of the organisational culture?
Dissatisfied High dissatisfied High satisfied Neutral Satisfied
0
2
4
6
8
10
12
14
3
6
4
5
12
Leave policy
Figure 6: Leave policy

40
PERFORMANCE MANAGEMENT
The participants were further asked whether they are satisfied with the leave policy
that is present in the organisation currently. It has been seen that most of the participants have
stated that they are satisfied with the policies.
Q.7 Are you aware of the bonus policies that exist due to the implementation of the
organisational culture?
Dissatisfied High dissatisfied High satisfied Neutral Satisfied
0
2
4
6
8
10
12
6
3
5 5
11
Bonus policies
Figure 7: Bonus policies
The participants were also surveyed whether they are aware of the bonus policies that
are present in the organisation due to the culture that exists. It can be seen that most of the
participants have stated that they are satisfied with the bonus policies that are present so that
it can help in maintaining the culture within the organisation.
Q.8 Are you satisfied with the guidance provided in the organisational culture?

41
PERFORMANCE MANAGEMENT
Dissatisfied High dissatisfied High satisfied Neutral Satisfied
0
2
4
6
8
10
12
4
2
5
8
11
Guidance
Figure 8: Guidance
The participants were also asked in the survey whether they get a proper guidance
with respect to the organisational culture that is present. They have stated that they are
satisfied with the guidance that is provided to them with respect to the culture that is present.
Q.9 Do you feel satisfied with the support of the leaders in the organisational culture?
Dissatisfied High dissatisfied High satisfied Neutral Satisfied
0
2
4
6
8
10
12
5
2
7
6
10
Support of leaders
Figure 9: Support of leaders

42
PERFORMANCE MANAGEMENT
The participants were surveyed with respect to the level of satisfaction that they have
regarding the support that they get from the leaders regarding the culture that is present in the
organisation. It has been seen that most of the participants are satisfied with the support that
they get from the leaders with respect to organisational culture.
Q.10 Are you aware of the demands of the customers from an organisational culture?
Dissatisfied High dissatisfied High satisfied Neutral Satisfied
0
2
4
6
8
10
12
14
2
1
8
6
13
Customer demands
Figure 10: Customer demands
The participants were also asked whether they can understand the demands that are
present among the customers with regarding to the culture that is present in the organisation.
It can be seen that the participants have stated that they are satisfied and can understand the
demands of the customers through the perspective of organisational culture.
Q.11 Are you satisfied with the personal relationships that exist between the customers
and the organisational culture?

43
PERFORMANCE MANAGEMENT
Dissatisfied High dissatisfied High satisfied Neutral Satisfied
0
2
4
6
8
10
12
14
16
2 2
4
7
15
Personal relationship
Figure 11: Personal relationship
The participants were also surveyed with respect to the level of satisfaction that they
have in the personal relationship that exists between the customers and the culture within the
organisation. It can be seen that most of the participants have stated that they are satisfied
with the personal relationship that is present between the customers and organisational
culture.
Q.12 Are you satisfied with the involvement in the decision-making process as part of an
organisational culture?

44
PERFORMANCE MANAGEMENT
Dissatisfied High dissatisfied High satisfied Neutral Satisfied
0
2
4
6
8
10
12
14
2
3
5
7
13
Decision-making
Figure 12: Decision-making
The participants were surveyed whether they are satisfied with the involved of
decision-making process as part of the culture that is present within the organisation. It can be
seen that most of the participants have stated that they are satisfied with the involvement of
the process of decision-making within the organisational culture.
Q.13 Do you think maintaining the ethical consideration is important in an
organisational culture?
Dissatisfied High dissatisfied High satisfied Neutral Satisfied
0
2
4
6
8
10
12
14
5
2
8
3
12
Ethical consideration

45
PERFORMANCE MANAGEMENT
Figure 13: Ethical consideration
The participants were also surveyed whether they think that it is important in
maintaining the ethical considerations with respect to organisational culture. It can be seen
that most of the participants have stated that they feel that it is important to maintain ethical
consideration as part of the culture that is present in the organisation.
Q.14 Are you happy with the support received from co-workers as part of the
organisational culture?
Dissatisfied High dissatisfied High satisfied Neutral Satisfied
0
2
4
6
8
10
12
6
1
4
8
11
Co-worker's support
Figure 14: Co-worker's support
The participants were surveyed with the level of support that they receive from the co-
workers so that the organisational culture can be increased within the company. It can be seen
that most of the participants have stated that they are satisfied with the support that they
receive from the co-workers as part of the organisational culture.
Q15. Are you satisfied with the flexibility working hours that is provided as an
organisational culture?

46
PERFORMANCE MANAGEMENT
Dissatisfied High dissatisfied High satisfied Neutral Satisfied
0
2
4
6
8
10
12
6
3
5
6
10
Flexibility
Figure 15: Flexibility
The participants were also asked whether they are satisfied with the level of flexibility
that is provided to them in their shift hours as part of the organisational culture. It was seen
that most of the participants have stated that they are satisfied with the flexible hours of
working that is given to them as part of the organisation culture.
Q.16 Are you motivated by the experience possessed while guiding the team members?
Dissatisfied High dissatisfied High satisfied Neutral Satisfied
0
2
4
6
8
10
12
14
4
1
7
5
13
Experience motivation
Figure 16: Experience motivation

47
PERFORMANCE MANAGEMENT
The participants were surveyed with respect to the motivation that they receive from
the other team members so that they can be guided in a better way for their tasks. It can be
seen that most of the participants have expressed that they are satisfied through the
motivation that they get from the experienced employees as part of guidance towards
performing the responsibilities in a proper manner.
Q.17 Are you motivated with co-operation received within the organisation?
Dissatisfied High dissatisfied High satisfied Neutral Satisfied
0
2
4
6
8
10
12
4
2
10
4
10
Co-operation
Figure 17: Cooperation
The participants were also surveyed with respect to the motivation that they receive in
the organisation from the factor of cooperation. It can be seen that most of the participants
have stated that that are satisfied and highly satisfied at the same time from the motivation
that they receive from the factor of cooperation within the organisation.
Q18. Do the policies provided at the organisation motivate you?

48
PERFORMANCE MANAGEMENT
Dissatisfied High dissatisfied High satisfied Neutral Satisfied
0
2
4
6
8
10
12
14
16
18
4
1
5
3
17
Policy motivation
Figure 18: Policy motivation
The survey was also conducted with respect to the policies that allow the participants
to remain motivated within the organisation. It can be seen that most of the participants have
stated that they are satisfied with the policies that are present in the organisation, which also
motivates them to a greater level.
Q.19 Are you motivated at earning promotion to a new position?
Dissatisfied High dissatisfied High satisfied Neutral Satisfied
0
2
4
6
8
10
12
14
3
1
3
10
13
Promotion
Figure 19: Promotion

49
PERFORMANCE MANAGEMENT
The participants were also surveyed with respect to the level of motivation that they
receive when they are promoted to a new position within the company. It can be seen that
most of them are satisfied with the promotional activities that takes place and they feel
motivated as well.
Q.20 Do the positive values of your culture help in motivation?
Dissatisfied High satisfied Neutral Satisfied
0
2
4
6
8
10
12
14
3
8
7
12
Positive values
Figure 20: Positive values
The participants were also surveyed with respect to the positive values that are present
as part of the organisational culture that allows in increasing the level of motivation. It can be
seen that most of the participants have stated that they are satisfied with the positive values
that are present in the organisation, which also motivates them to a great extent.
Q.21 Does organisational structure motivates the work performance of the employees?

50
PERFORMANCE MANAGEMENT
Maybe No Yes
0
5
10
15
20
25
1
8
21
Organisational structure
Figure 21: Organisational structure
The participants were also asked in the survey whether the structure in the
organisation helps in motivating their performance within the work place. It can be seen that
most of the participants have agreed to the fact that organisational structure helps in keeping
them motivated within the organisation.
4.3 Discussion
One of the most important factors that help in motivating the employees are the leave
and bonus policies that are present in the organisation. As per Carvalho et al. (2017), it can be
stated that values that are present within the organisation helps in determining the culture so
that the employees can work effectively within the departments. In the figures 6 and 7, it can
be seen that most of the employees who have been surveyed has stated that the leaves and the
bonuses that are provided by the organisation are effective and helps them in staying
motivated towards the duties and responsibilities that they need to carry out within the
company. Maitland, Hills and Rhind (2015) had stated that further that these policies help in
maintaining the legality of the business to a great extent so that they can be recognized in the
market.

51
PERFORMANCE MANAGEMENT
In figure 8, it can be seen that the employees are satisfied with the level of guidance
that they receive within the organisation. This is due to the fact that the quality of leadership
plays an important role and according to Bolman and Deal (2017), it is important for the
leaders to understand the culture that is present so that the employees can work in an effective
manner. This will allow in increasing the level of motivation so that the employees can be
retained by increasing the level of trust between them. Northouse (2018) stated that proper
guidance can be provided to the employees through effective leadership skills in the
organisation. This can be done by understanding the situation that is present in the
organisation and among the employees as well.
Figure 9 states that the employees are satisfied with the support that they receive from
the leaders within the organisation. Fairhurst and Connaughton (2014) stated further that the
leaders play an important part in setting the cultural aspects within the organisation. This
helps in matching the expectation of the employees within the organisation as well. The
values and policies that are present in the organisation can be framed in a proper manner so
that it can increase the level of professionalism within the system. Proper leadership
according to Antonakis and Day (2017) helps in increasing the level of support so that the
employees can be guided in a proper manner. The leaders also have a better understanding of
the values and beliefs, which will help in guiding the employees in a [roper manner within
the work place. This allows in developing the organisational culture in a proper way as well.
In figure 10, it can be seen that most of the employees have stated that they are aware
of the demands of the customers through the culture that is present within the organisation.
Further Blut et al. (2015) stated that the culture that is present within the organisation is
directed mostly towards the customers and clients so that they can be satisfied with the
products and services that are being offered to them by the organisation. Zablah et al. (2016)
is also of the opinion that proper organisational culture helps in increasing the loyalty of the

52
PERFORMANCE MANAGEMENT
customers so that the organisation can be recognized within the market as well. This allows
the company to be competitive in nature and offer the products and services at a cheaper and
competitive price to its customers. Hwang and Suh (2018) also stated that the needs of the
customers need to be analysed by the organisation so that the business can be managed in an
effective way.
Figure 11 shows that the employees have stated that they are satisfied with the fact
that personal relationships exists between the organisational culture and the customers. In
effect to this, Korschun, Bhattacharya and Swain (2014) stated that level of contribution that
is done by the employees will allow the company in dominating the market in an effective
manner. This can only be done with the help of developing a better level of relationship
between the customers and the company. The products and services that are being provided
by the company will help in increasing the level of loyalty among the customers so that the
culture within the organisation can be developed in a further manner. Erickson (2017) was
also of the view that the employees stay motivated within the organisation when they have
full knowledge regarding the products and services that are being taken up in the market. This
allows them in having a sense of personal relationship with the customers as well. The
feedbacks that are being provided by the customers need to be communicated with the
employees so that they can have a better idea regarding the demand of the products and
services in the market.
Figure 12 show that the employees have stated that they are satisfied with the
involvement of organisational culture in the decision-making process. This allows the
decisions to be made in an effective manner so that it can help the company to be profitable
in nature. The employees will also have a sense of belonging, as they are taking part in the
process of making the decisions. This will help in providing proper feedbacks to the leaders
regarding certain policies and procedures and the amendments that can be made to it.

53
PERFORMANCE MANAGEMENT
Siponen, Mahmood and Pahnila (2014) have stated that the success of the organisation
depends solely on its employees and the culture that needs to be presented should be directed
towards them. This will help them in being motivated within the work place so that the
products and services can be provided at a proper manner.
In figure 13, it can be seen that the employees have stated that ethical considerations
need to be maintained so that the organisational culture can be increased. According to
Vaiman and Brewster (2015), ethical considerations among the employees help in increasing
the beliefs of the leaders so that they can work within the environment under constant
motivation. The leaders also need to take in to consideration the different cultures to which
the employees belong and are working together in the work place. The beliefs of the
employees need to be upheld as per Evrard (2017) so that it can play an important part in
developing the organisation in a positive manner. The ideologies and beliefs of the employees
need to be supported by the leaders so that it can help in the effective functioning of the
organisation. The private space of the employees should not be entered by the co-workers or
the leaders so that there is less interference with respect to their personal culture. This will
help the employees to feel motivated on the work floor as well.
Figure 14 shows that the employees have stated that they are happy with the support
that they get from the co-workers, which results in increasing the organisational culture to a
great extent. The support allows in increasing the level of efficiency among the employees as
well, as the experienced workers help the young ones in understanding and completing the
assigned responsibilities within the shortest span of time. According the Mone and London
(2018), communication plays an important part in increasing the level of support among
them. It also helps in increasing the level of performance so that the organisation can develop
to a greater extent. Albrecht et al. (2015) was also of the opinion that it is necessary for the

54
PERFORMANCE MANAGEMENT
leaders to identify the various factors that are present so that it can increase the level of
support among the employees.
Figure 15 shows that most of the employees have stated that they enjoy flexible
working hours within the organisation, which helps in increasing the culture within the work
place. It also allows the employees in completing their shift hours according to their
convenience, which allows them to produce premium quality products and services. This
allows the company in enjoying a competitive advantage in the market. According to
Bostock, Luik and Espie (2016), it can be seen that it helps in developing a friendly
environment within the organisation so that the employees can work in an effective manner.
This allows in increasing the level of productivity in the organisation as well. Haugaard et al.
(2016) also stated that it helps in increasing the number of activities within the organisation
so that the environment can be positive for the employees. The positive working environment
will also allow the employees to remain motivated so that the level of production can increase
to a great extent.
Figure 16 shows that most of the employees have stated that they are satisfied with
the level of guidance that they get from the experienced members. This allows them to
understand the work in a better manner so that the duties can be completed within the shortest
period of time. According to Bluma and Rainhorn (2016), the support from the experienced
workers help the young employees to feel motivated within the organisation, which allows in
increasing the level of reputation for the company as well. The experienced employees will
also help in providing their expertise on the tasks that are assigned to the new employees so
that it can be done in an effective manner. This will help in increasing the level of efficiency
of the employees within the organisation so that it can enjoy a competitive advantage in the
market as well.

55
PERFORMANCE MANAGEMENT
Figure 17 shows that most of the employees have stated that they are satisfied with
the level of cooperation that they receive from other employees within the organisation. This
helps in increasing the level of motivation, as the level of communication increases within the
employees of the organisation. The level of cooperation received from the other employees
also helps the work environment to be positive in nature so that it can result in increasing the
level of productivity within the organisation. According to Othman et al. (2018), the
cooperation that the junior employees receive from the leaders and senior employees help
them in staying motivated within the organisation so that it can result in creating a positive
impact on the level of production. The increase in the level of cooperation will also result in
completing the duties and responsibilities given to them at a faster rate, as the employees will
become efficient in nature.
Figure 18 shows that most of the employees have stated that they are satisfied and
motivated as well with the policies that are present in the organisation. The rules and
regulations are directed in a manner that allows them to remain motivated so that the level of
productivity can be improved. According to Ciarimboli et al. (2017), the policies act as a
factor of motivation for the employees, as it is the primary thing that they look out for before
entering the organisation. It also allows in increasing the level of retention among the
employees as well. Nea et al. (2016) had stated that the culture that is present within the
organisation is greatly influenced by the policies that are taken up, as it helps in increasing
the level of retention among the employees. Wehrmeyer (2017) also stated that demands of
the employees need to be met so that they can feel safe within the organisation. This will
allow in increasing the level of productivity to a great extent.
Figure 19 shows that most of the employees have stated that they feel motivated when
they are promoted to a new post within the organisation. This helps them in getting an
advanced opportunity within the company so that they can convince others in talking up the

56
PERFORMANCE MANAGEMENT
duties and responsibilities in an effective manner as well. According to Walsh, Boehm and
Lyubomirsky (2018), it also allows the employees in enjoying a financial growth so that it
can benefit them in the future as well. It will also allow the employees in removing the levels
of depression that they may suffer due to the stagnant growth in the organisation. Koh (2016)
had similarly stated that the growth of the employees within the company allows the
employees to feel more motivated, which affects the overall level of productivity in a positive
manner. The intrinsic system of rewarding the employees allows them to get motivated to a
greater extent.
Figure 20 show that most of the employees are satisfied with the positive values that
are present in the organisation, which helps in developing a positive culture. This also affects
the level of motivation in a positive manner. Collings, Wood and Szamosi (2018) had stated
that employees working together in an organisation belong to different cultural backgrounds,
where it is necessary for the organisation to set positive values so that it can result in
motivating the employees. The positive values present within the organisation will help the
employees in working in a peaceful manner so that the level of production can be increased to
a great extent. Evrard (2017) had stated that positive values will help in setting up the beliefs
and ideologies of the employees within the organisation in a proper manner so that it can
allow them to enjoy certain benefits, which will help them in gaining a competitive advantage
in the market.
Most of the employees have stated that the structure present in the organisation helps
in motivating the employees so that they can perform in a better manner according to figure
21. According to Muls et al. (2015), it can be seen that the hierarchical structure present
within the organisation allows the employees to work in a better manner. This is due to the
fact that the top management can help in addressing the duties and responsibilities to the
junior employees in a better manner. It will also allow the employees to communicate in both

57
PERFORMANCE MANAGEMENT
ways that is upwards and downwards so that the grievances and feedbacks can be
communicated and mitigated as well in a proper way. It will allow the employees to remain
motivated within the organisation so that the level of production to a great extent based on
which the company can enjoy a competitive advantage in the market.
4.4 Interview discussion
Q1) Do you think the organisational culture that is followed at the organisation is
appropriate for motivating employees?
Manager 1 Manager 2
Yes, I think we provide employees with
enough motivational factors such as
monetary benefits and leaves so that they can
remain loyal to the organisation
Yes, appropriate motivational efforts are
taken to motivate the employees by
maintaining organisational culture. The
culture provides opportunities for employees
to realise their potentials
Table 1
Discussion
From the analysis of the interview it can be seen that the managers of the
organisations provide employees with enough motivation so that they can continue to work.
The organisational culture in these is followed that provides monetary benefits to the
employees for development. The responses of the first manager show that the organisation
managed provides monetary benefits as well as leaves. These two are major motivational
factors for employees to remain employed in an organisation. It suggests that a balance is
made between the employee motivation and in maintaining the reputation of the organisation
in a proper manner.

58
PERFORMANCE MANAGEMENT
Along with this, the second manager provides motivation to employees based on the
organisational culture. This suggests that the required organisational culture provides an
understanding of the requirements of the employees and the manner in which it can help in
retaining the services of the employees. Therefore, a relation can be made with the
organisational culture as well as the motivational factors of the employees.
Every employee that works in the organisations managed by the managers need to
abide by the organisational policies so that they can get the required motivation necessary for
the development of the organisation. Therefore, employee motivation can be considered as an
important phenomenon for the development of organisational culture.
Q2) Do you agree that ethical considerations are an essential part of organisational
culture that motivates employees?
Manager 1 Manager 2
Yes ethical consideration is important for the
development of an organisational culture.
Employee motivation can be done based on
the manner in which organisations can
continue to build relationships with
employees based on the ethical constraints
Ethical considerations are maintained within
an organisation so that every employee is
treated with respect. This is part of the
organisational culture for motivating
employees so that they can work in a
peaceful manner within the organisation
without any feeling of biasness
Table 2
Discussion
The responses of the managers suggest that ethical consideration is an important
factor for the development of an organisation culture and to motivate the employees. It is
important that every employee within a workplace remain aware of the rules and policies

59
PERFORMANCE MANAGEMENT
related to providing equality among the employees. The first manager suggests that ethical
consideration is maintained as it aims to strike a balance between the employee motivation
factor as well as the organisational culture.
This can help in the development of a cordial relationship between the employees and
employers so that no sense of biasness can exist. The second manager implies that ethical
considerations are a part of the organisational culture that helps in the development of
employees in an organisation. The ethical considerations can help in maintaining peace
within the organisation so that every employee can continue to work with the knowledge that
biased attitude does not remain in the business.
Therefore, it can be said that both the managers believe that it is important for
organisations to remain unbiased and abide by the ethical considerations. At the same time
every employee is treated with respect so that they can continue to feel a part of the
organisation. Hence, ethical consideration is essential for the development of an
organisational culture.
Q3) Does the ability to take decision along with the management helps in motivating the
employees?
Manager 1 Manager 2
Yes it does, but we prefer to take decisions
by ourselves and impose it on the employees.
However, senior and tenured employees can
have a say against the managerial decisions
in case any discrepancies occur
Employees in the organisation are allowed to
make decisions along with the managers.
This is mainly because employee motivation
is important and allowing them with an
opportunity to make decisions can help them
to be a part of the organisation
Table 3

60
PERFORMANCE MANAGEMENT
Discussion
The analysis of the responses of the managers provides an understanding of the
elements required for the motivation of employees. Both managers agree that allowing
employees to make decisions for the organisation can help in motivating them. However, the
first manager does not does not allow every employee to be a part of the decision making
process. This is mainly because some level of margin needs to be maintained between the
employees and the employers. It is for this that the senior employees within an organisation
can have equal say with the management.
Thus, the level of motivation within the organisation can be low. The analysis of the
response provided by the second manger indicates that participation of employees in decision
making activities is important for the development of motivation. This statement is aligned
with the previous statements made by the manager that prioritises employee motivation on a
higher level.
Therefore, it can be said that involvement of employee is important for the motivation
but at the same time organisational culture based on the relationship between employee and
employers need to be maintained. Hence, the responses from the managers provide two
different perceptions about employee motivation as well as organisational culture.
Q4) Are there any issues in leadership or working environment based on the
organisational culture followed?
Manager 1 Manager 2
No there is no such issue in the leadership or
working environment based on the
organisational culture. Every employee
The employees remain happy with the type of
motivation factor that is involved. The
working environment within an organisation

61
PERFORMANCE MANAGEMENT
remains satisfied by the manner in which
they are treated and the manner in which they
can continue to progress in the organisation
helps in the development of opportunities in
the business. The leaders also support the
decisions that are taken by the employees and
guide them properly for motivation
Table 4
Discussion
The analysis of the managers provides an understanding of the importance of
leadership and working environment within an organisation. The first manager is of the view
that leadership and working environment helps in the development of talents of the
employees and ensures that organisational culture is maintained. The employees working
within the organisation remain satisfied as they are encouraged and treated efficiently within
the organisation.
The second manager provides view that the employees are happy and act as per the
guidance of the leaders. The leaders assigned to the employees help in reaching the potential
and guide them so that loyalty within the organisation can be maintained. Therefore, it can be
said that both the managers are aware of the factors that motivate employees and ensure that
issues regarding leadership or working environment does not hamper the progress of the
employees and the organisation.
At the same time, motivation of employees is done keeping in mind the manner in
which leaders help in guiding the employees. Therefore, the analysis show that managerial
issues such as poor working environment, lack of leadership quality as well as lack of
motivational factors may occur within any organisation and hamper its culture.

62
PERFORMANCE MANAGEMENT
Q5) What plans are considered to mitigate any organisational culture issue that may
affect the motivation of the employees?
Manager 1 Manager 2
In order to mitigate organisational culture
issues, it is important that the employees be
provided with enough motivation factors,
Branches around the city can be opened so
that employees does not feel monotonous in
working for the same customers every time
Change management is considered to
mitigate any organisational threat issue. The
motivation of employees is done by
providing them challenging opportunities
based on regular changes in the working
environment. However, these changes are
made keeping in mind the reaction of the
employees
Table 5
Discussion
The analysis of the responses shows that the mitigation technique for the managers is
different. The first manager is of the view that enough motivation factors can help in
mitigating threats in organisational culture whereas the second manager feels that change
management can be used to mitigate the threats. Both the techniques can help in the
development of the organisations and at the same time help in the development of the
employees. From the perception of the first manager it can be seen that changing the scenario
of work can help in mitigating organisational culture issue. Interactions with different
customers can help in reducing any form of monotonous activities with the organisation. The
second manager feels change management can bring about new challenges for employees.
However, the changes need to be done in a small scale marginal basis so that excess change
does not provide the employees to react negatively. Therefore, it can be said that the

63
PERFORMANCE MANAGEMENT
mitigation techniques are effective for the development of proper organisational culture.
Based on the responses provided by the managers conclusion can be drawn that can also help
in providing recommendations for improvement.

64
PERFORMANCE MANAGEMENT
CHAPTER 5: CONCLUSION AND RECOMMENDATION
5.1 Conclusion
Based on the research, conclusion can be made that can help in highlighting the
effectiveness of the organisational culture on the motivation of employees. It can be seen
from the analysis that organisations need to take into consideration the satisfaction level of
the employees as well as that of the customers. For this reason, it is necessary that a proper
organisational culture be developed that can help in maintaining both the satisfaction of the
stakeholders. Hence, organisational culture needs to be affected by various factors such as the
policies, leadership, employees, customers and the working environment. Therefore, it can be
said that without a proper organisational culture, it can be difficult to gain the support of the
customers and the employees.
At the same time, motivation is another important element that can help in the
development of employee loyalty. This is mainly because without the support from the
employees it can be difficult for organisations to progress in a competitive market. Therefore,
application of motivational factors can be a consideration for the development of employees
in an organisation. In this case it can be said that the retail organisations need to understand
the factors that affect motivation and apply it so that it can help in retaining the loyalty of the
employees. Along with this, it is necessary to understand the perception of the employees as
well as the managers while trying to analyse the factors required for motivation.
The analysis of the survey and the interview show similar results that can help in
understanding the results of the analysis. It has been seen that most of the respondents from
the survey provide opinion about the link between the organisational culture as well as
employee motivation. Organisational culture can be considered as an important form of

65
PERFORMANCE MANAGEMENT
motivational factor as it helps in providing employees with an opportunity to work in an
effective environmental setting. The interview also shows that managers usually choose to
maintain the motivational factors of employees so that organisational stability can be
maintained. Employees have an opportunity to make organisational decisions and in a similar
manner provide for its success.
5.2 Linking with objective
Objective 1: To understand the concept of organisational culture and employee
motivation
The objective analyses the concepts that are associated with employee motivation and
organisational culture. The analysis of the literature review provides an effective
understanding of both the concepts and the application of the concepts in an organisational
context. The link between the two concepts is the retention and loyalty of the employees
mainly based on the understanding of the satisfaction level of the employees. The
organisational culture helps in gaining reputation in the market based on the effectiveness of
the motivational factors of the employees. The survey provides an analysis that the
respondents are aware of the concepts and that a link can be established between the two
concepts. One such link is the fact without proper guidance and work place environment it
can be difficult for employees to remain loyal in an organisation. Therefore, it is important to
understand the factors that contribute towards maintaining the motivation of the employees as
well as the organisational culture. Hence, from the analysis it can be said that based on the
scholarly sources of the literature review as well as the survey results the concepts of
organisational culture as well as the employee motivation has been met in an effective
manner.

66
PERFORMANCE MANAGEMENT
Objective 2: To analyse critically the different factors affecting organisational culture
and employee motivation for business organisations
The objective aims at analysing the factors that may have an effect on the
organisational culture as well as the employee motivation. These factors may have a positive
as well as negative impact on the manner in which the two concepts can be used in a
simultaneous manner. From the literature review, a conceptual framework is provided that
helps in analysing the factors that affect the concepts. It has been seen that factors like
employees, leadership, customers, company value, fellow workers and working environment
are the major factors that play a significant role in the development of organisational culture.
These factors help in gaining an insight into the manner in which organisations can ensure the
success of the employees. The analysis of the survey also shows that these factors are the
demands of the employees in order to remain motivated in an organisation. Every
organisation need to maintain these factors and at the same time ensure that these factors do
not cause hindrance while trying to develop a reputation in the business. Therefore, based on
the analysis of the literature review as well as the survey it can be said that the objective has
been met. At the same time, the interview also provides an understanding of the manner in
which managers perceive these factors as important element for organisational success.
Objective 3: To assess the relationship between organisational culture and employee
motivation for business organisations
The objective analyses the relationship that exists between organisational culture and
the factors that motivate employees. It has been seen from the literature review that working
environment and advanced opportunity are two of the essential factors that help in motivating
the employees. Therefore organisations providing these two factors can help in the
development of an employee and with the development of a culture of support towards the

67
PERFORMANCE MANAGEMENT
employees. At the same time, factors such as organisational values affect organisational
culture as the values define the type of activities that take place in an organisation. Along
with this the survey shows that employees believe that these factors are essential in retaining
employees and help in the growth of business. Hence, a link can be established between the
two concepts that justify the importance of one concept with the other. Without proper
working environment employees remains de-motivated and consequently organisational
culture in the form of motivating employees among other constituents like customer
satisfaction need to be maintained. Therefore, based on the analysis of the literature review as
well as that of the responses from the survey conducted it can be said that organisational
culture has a direct relationship with that of the motivation of the employees.
Objective 4: To provide suitable recommendations for improving organisational culture
for business organisations and motivating employees successfully
The objective is set to provide effective recommendation for the improvement of
organisational culture so that business organisations can successfully motivate employees.
The analysis of the literature review shows that the factors that affect organisational culture
as well as the employee motivation need to be linked simultaneously so that organisational
activities can be maintained. The manner in which employees can ensure that organisational
rules be maintained can help in the development of organisational culture. It is necessary that
every employee understand the culture that they are working in so that an effective
management of the facilities can be maintained. Ethical considerations can help in mitigating
the issues that may occur due to failure to incorporate organisational culture. This is also
reflected from the interviews that are taken of the managers. The methods used for the
mitigation techniques such as change management and identifying motivating factors can be
used to provide recommendation for the organisations. At the same time, it can help
organisations to maintain stability in its business by ensuring success. Hence, the analysis of

68
PERFORMANCE MANAGEMENT
the literature review and interview provides evidence that this particular objective has been
met.
5.3 Recommendation
Based on the analysis of the research recommendations can be provided to the retail
sectors so that it can improve upon the organisational culture as well as that of the motivation
of the employees. One such recommendation that can be provided is the fact that
organisational culture needs to be maintained based on the services or products that it
manufactures. For retail organisations, the culture needs to be supportive towards the
employees as well as the customers. This can help in the effective maintenance of
organisational culture and people can trust an organisation. The employees can be motivated
with the knowledge that organisations can provide an effective working environment for the
development of potential.
Along with this, another recommendation that can be provided is that of the manner in
which motivational techniques are applied. It is necessary that the needs of every employees
be understood and based on it the motivational factors be maintained. For example, the
employees with the basic need be provided with proper salary and the guarantee of safety
within the organisation. This can help in realising the potential of the organisations and at the
same time ensure that employee is encouraged with the organisational culture that exists.
Such practises usually account for the loyalty of the employees with an additional influence
of gaining the trust of the customers.
The loyalty of the employees can be associated with the organisational culture based
on the support received from the managers. Therefore, organisations can ensure that
employees be involved in the decision making activities that may help in the development of
an organisation. This can allow employees to feel as important for organisational success.

69
PERFORMANCE MANAGEMENT
The involvement of the employees can be associated as an in-direct form of motivation and
therefore, organisational culture can be associated with understanding of the factors that can
help in ensuring the level of loyalty of the employees.
Specific Measurable Achievable Realistic Time bound
Maintain
organisational
culture based on
services or
products
It can be
measured by
applying
techniques such
as total quality
management so
that quality of
the services or
products can be
checked
This can be
achieved by the
united effort of
the employees
as well as the
coordinators
Good quality of
work can be
achieved and it
can help in the
development of
a reputed
organisational
culture among
the customers
The results can
be achieved
within a year of
its
implementation
Understand
employee needs
This can be done
by conducting a
survey about the
feedback of the
employees
The managers
need to
understand the
importance of
the employees
Motivation of
the employees
and the loyalty
of the
employees can
be ensured
The results can
be achieved if
employees are
approached on a
contractual basis
Allow
employees to
take active
decisions
Senior
employees can
be allowed to
make decisions
about the
The employees
as well as
managers need
to work
cordially to
Employees can
be made to feel
as an essential
part of an
organisation and
Immediate
implementation
of the employee-
employer
relationship can

70
PERFORMANCE MANAGEMENT
welfare of the
organisations
achieve this
objective
with the
retention of the
employees can
be made in a
realistic manner
help in attaining
success
Table 6: SMART Recommendation
(Source: Created by author)
5.4 Future scope of study
The future scope of the study is that it can help in identifying the relation between
organisational culture and employee motivation taking into consideration the context of an
organisation. Specific organisation or industry can be chosen to identify the factors that help
in the development of an organisation culture. At the same time the impact that organisational
culture have on the reputation of an organisation can also be taken into account. This can help
in identifying and analysing the factors that affect organisational culture in a detailed manner.
The practical application of the employee motivational factors can also be considered for
future research.

71
PERFORMANCE MANAGEMENT
Bibliography
Ahmad, F., Abbas, T., Latif, S. and Rasheed, A., 2014. Impact of transformational leadership
on employee motivation in telecommunication sector. Journal of management policies and
practices, 2(2), pp.11-25.
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee
engagement, human resource management practices and competitive advantage: An
integrated approach. Journal of Organisational Effectiveness: People and Performance, 2(1),
pp.7-35.
Alkhoraif, A. and McLaughlin, P., 2016. Organisational culture that inhibit the lean
implementation. The International Academic Forum.
Anitha, J., 2016. Role of Organisational Culture and Employee Commitment in Employee
Retention. ASBM Journal of Management, 9(1).
Antonakis, J. and Day, D.V. eds., 2017. The nature of leadership. Sage publications.
Azanza, G., Moriano, J.A. and Molero, F., 2013. Authentic leadership and organisational
culture as drivers of employees’ job satisfaction. Revista de Psicología del Trabajo y de las
Organizaciones, 29(2).
Babnik, K., Breznik, K., Dermol, V. and Trunk Širca, N., 2014. The mission statement:
organisational culture perspective. Industrial Management & Data Systems, 114(4), pp.612-
627.
Bagdadli, S., Gianecchini, M., Kaše, R., Andresen, M., Bosak, J., Briscoe, J.P.,
Chudzikowski, K., Cotton, R., Russo, S.D., Lazarova, M. and Reichel, A., 2018. The impact
of organisational career management practices on career success and the moderating role of

72
PERFORMANCE MANAGEMENT
institutional factors. In 34th EGOS Colloquium: Surprise in and around Organisations:
Journeys to the Unexpected.
Bakir, A., Blodgett, J.G., Vitell, S.J. and Rose, G.M., 2015. A preliminary investigation of
the reliability and validity of Hofstede’s cross cultural dimensions. In Proceedings of the
2000 Academy of Marketing Science (AMS) Annual Conference (pp. 226-232). Springer,
Cham.
Beigi, M., Wang, J. and Arthur, M.B., 2017. Work–family interface in the context of career
success: A qualitative inquiry. Human Relations, 70(9), pp.1091-1114.
Beltrán-Martín, I. and Bou-Llusar, J.C., 2018. Examining the intermediate role of employee
abilities, motivation and opportunities to participate in the relationship between HR bundles
and employee performance. BRQ Business Research Quarterly, 21(2), pp.99-110.
Bernard, H.R., 2017. Research methods in anthropology: Qualitative and quantitative
approaches. Rowman & Littlefield.
Bluma, L. and Rainhorn, J. eds., 2016. History of the Workplace: Environment and Health at
Stake. Routledge.
Bolman, L.G. and Deal, T.E., 2017. Reframing organisations: Artistry, choice, and
leadership. John Wiley & Sons.
Bortolotti, T., Boscari, S. and Danese, P., 2015. Successful lean implementation:
Organisational culture and soft lean practices. International Journal of Production
Economics, 160, pp.182-201.
Bostock, S., Luik, A.I. and Espie, C.A., 2016. Sleep and productivity benefits of digital
cognitive behavioral therapy for insomnia: a randomized controlled trial conducted in the

73
PERFORMANCE MANAGEMENT
workplace environment. Journal of occupational and environmental medicine, 58(7), pp.683-
689.
Brannen, J. ed., 2017. Mixing methods: Qualitative and quantitative research. Routledge.
Bryman, A., 2015. Social research methods. Oxford university press.
Bryman, A., 2017. Quantitative and qualitative research: further reflections on their
integration. In Mixing methods: Qualitative and quantitative research (pp. 57-78). Routledge.
Bryson, A. and White, M., 2018. HRM and Small-Firm Employee Motivation: Before and
After the Great Recession. ILR Review, p.79-94.
Büschgens, T., Bausch, A. and Balkin, D.B., 2013. Organisational culture and innovation: A
meta‐analytic review. Journal of product innovation management, 30(4), pp.763-781.
Carlos Pinho, J., Paula Rodrigues, A. and Dibb, S., 2014. The role of corporate culture,
market orientation and organisational commitment in organisational performance: the case of
non-profit organisations. Journal of Management Development, 33(4), pp.374-398.
Carvalho, A.M., Sampaio, P., Rebentisch, E., Carvalho, J.Á. and Saraiva, P., 2017.
Operational excellence, organisational culture and agility: the missing link?. Total Quality
Management & Business Excellence, pp.1-20.
Ciarimboli, G., Frericks, M., Riemenschneider, T. and O'Neill, M., 2017. Effects of
Workplace Environment on Recruitment and Retention. Routeledge
Collings, D.G., Wood, G.T. and Szamosi, L.T. eds., 2018. Human resource management: A
critical approach. Routledge.
Covin, J.G. and Slevin, D.P., 2017. The entrepreneurial imperatives of strategic
leadership. Strategic entrepreneurship: Creating a new mindset, pp.307-327.

74
PERFORMANCE MANAGEMENT
Crane, A., 2017. Rhetoric and reality in the greening of organisational culture. In Greening
the Boardroom (pp. 129-144). Routledge.
Dark, F., Whiteford, H., Ashkanasy, N.M., Harvey, C., Harris, M., Crompton, D. and
Newman, E., 2017. The impact of organisational change and fiscal restraint on organisational
culture. International journal of mental health systems, 11(1), p.11.
Davies, M.B. and Hughes, N., 2014. Doing a successful research project: Using qualitative
or quantitative methods. Palgrave Macmillan.
Dhar, R.L., 2015. Service quality and the training of employees: The mediating role of
organisational commitment. Tourism Management, 46, pp.419-430.
DuBrin, A.J., 2015. Leadership: Research findings, practice, and skills. Nelson Education.
Eason, K.D., 2014. Information technology and organisational change. CRC Press.
Elsmore, P., 2017. Organisational Culture: Organisational Change?: Organisational
Change?. Routledge.
Erickson, B.H., 2017. Good networks and good jobs: The value of social capital to employers
and employees. In Social capital (pp. 127-158). Routledge.
Evrard, A.Y., 2017. Modernity at Large: Cultural Dimensions of Globalisation. Macat
Library.
Fairhurst, G.T. and Connaughton, S.L., 2014. Leadership: A communicative
perspective. Leadership, 10(1), pp.7-35.
Fallatah, R.H.M. and Syed, J., 2018. A Critical Review of Maslow’s Hierarchy of Needs.
In Employee Motivation in Saudi Arabia (pp. 19-59). Palgrave Macmillan, Cham.

75
PERFORMANCE MANAGEMENT
Flick, U., 2015. Introducing research methodology: A beginner's guide to doing a research
project. Sage.
Fu, S.L., Chou, S.Y., Chen, C.K. and Wang, C.W., 2015. Assessment and cultivation of total
quality management organisational culture–an empirical investigation. Total Quality
Management & Business Excellence, 26(1-2), pp.123-139.
Ganta, V.C., 2014. Motivation in the workplace to improve the employee
performance. International Journal of Engineering Technology, Management and Applied
Sciences, 2(6), pp.221-230.
Goode, C.A., Hegarty, B. and Levy, C., 2018. Collaborative Curriculum Design and the
Impact on Organisational Culture. TechTrends, pp.1-10.
Gupta, N. and Shaw, J.D., 2014. Employee compensation: The neglected area of HRM
research. Human Resource Management Review, 24(1), pp.1-4.
Haugaard, P., Stancu, C.M., Brockhoff, P.B., Thorsdottir, I. and Lähteenmäki, L., 2016.
Determinants of meal satisfaction in a workplace environment. Appetite, 105, pp.195-203.
Heifetz, R. and Linsky, M., 2017. Leadership on the Line, With a New Preface: Staying Alive
Through the Dangers of Change. Harvard Business Press.
Herzberg, F., 2017. Motivation to work. Routledge.
Hogan, S.J. and Coote, L.V., 2014. Organisational culture, innovation, and performance: A
test of Schein's model. Journal of Business Research, 67(8), pp.1609-1621.
Kanapathy, K., Bin, C.S., Zailani, S. and Aghapour, A.H., 2017. The impact of soft TQM and
hard TQM on innovation performance: the moderating effect of organisational
culture. International Journal of Productivity and Quality Management, 20(4), pp.429-461.

76
PERFORMANCE MANAGEMENT
Karanges, E., Johnston, K., Beatson, A. and Lings, I., 2015. The influence of internal
communication on employee engagement: A pilot study. Public Relations Review, 41(1),
pp.129-131.
Koh, C.W., 2016. Work-Value Profile and Career Success. Pearson
Korschun, D., Bhattacharya, C.B. and Swain, S.D., 2014. Corporate social responsibility,
customer orientation, and the job performance of frontline employees. Journal of
Marketing, 78(3), pp.20-37.
Kuo, T. and Tsai, G.Y., 2017. The effects of employee perceived organisational culture on
performance: the moderating effects of management maturity. Total Quality Management &
Business Excellence, pp.1-17.
Laforet, S., 2016. Effects of organisational culture on organisational innovation performance
in family firms. Journal of Small Business and Enterprise Development, 23(2), pp.379-407.
Laforet, S., 2017. Effects of organisational culture on brand portfolio performance. Journal of
Marketing Communications, 23(1), pp.92-110.
Lampard, R. and Pole, C., 2015. Practical social investigation: Qualitative and quantitative
methods in social research. Routledge.
Lazaroiu, G., 2015. Employee motivation and job performance. Linguistic and Philosophical
Investigations, 14, p.97.
Lepper, M.R. and Greene, D. eds., 2015. The hidden costs of reward: New perspectives on
the psychology of human motivation. Psychology Press.
Lewis, S., 2015. Qualitative inquiry and research design: Choosing among five
approaches. Health promotion practice, 16(4), pp.473-475.

77
PERFORMANCE MANAGEMENT
Lozano, R., Ceulemans, K. and Seatter, C.S., 2015. Teaching organisational change
management for sustainability: designing and delivering a course at the University of Leeds
to better prepare future sustainability change agents. Journal of Cleaner Production, 106,
pp.205-215.
Maitland, A., Hills, L.A. and Rhind, D.J., 2015. Organisational culture in sport–A systematic
review. Sport Management Review, 18(4), pp.501-516.
McCusker, K. and Gunaydin, S., 2015. Research using qualitative, quantitative or mixed
methods and choice based on the research. Perfusion, 30(7), pp.537-542.
McNabb, D.E., 2015. Research methods for political science: Quantitative and qualitative
methods. Routledge.
Mertens, D.M., 2014. Research and evaluation in education and psychology: Integrating
diversity with quantitative, qualitative, and mixed methods. Sage publications.
Miner, J.B., 2015. Organisational behavior 1: Essential theories of motivation and
leadership. Routledge.
Mone, E.M. and London, M., 2018. Employee engagement through effective performance
management: A practical guide for managers. Routledge.
Muls, A., Dougherty, L., Doyle, N., Shaw, C., Soanes, L. and Stevens, A.M., 2015.
Influencing organisational culture: a leadership challenge. British Journal of Nursing, 24(12),
pp.633-638.
Naile, I. and Selesho, J.M., 2014. The role of leadership in employee
motivation. Mediterranean Journal of Social Sciences, 5(3), p.175.
Nardi, P.M., 2018. Doing survey research: A guide to quantitative methods. Routledge.

78
PERFORMANCE MANAGEMENT
Nea, F., Poushahidi, K., Corish, C., Kearney, J., Livingstone, B. and Bassul, C., 2016. Shift
work–the effects on dietary and lifestyle behaviours and the role of the workplace
environment. Proceedings of the Nutrition Society, 75(OCE1).
Neuman, W.L. and Robson, K., 2014. Basics of social research. Pearson Canada.
Neuman, W.L., 2013. Social research methods: Qualitative and quantitative approaches.
Pearson education.
Nica, E., 2013. Organisational culture in the public sector. Economics, Management and
Financial Markets, 8(2), p.179.
Noble, H. and Smith, J., 2015. Issues of validity and reliability in qualitative
research. Evidence-Based Nursing, pp.ebnurs-2015.
Northouse, P.G., 2018. Leadership: Theory and practice. Sage publications.
Othman, A.K., Mahmud, Z., Noranee, S. and Noordin, F., 2018. Measuring Employee
Happiness: Analyzing the Dimensionality of Employee Engagement. In International
Conference on Kansei Engineering & Emotion Research (pp. 863-869). Springer, Singapore.
Panneerselvam, R., 2014. Research methodology. PHI Learning Pvt. Ltd..
Pinder, C.C., 2014. Work motivation in organisational behavior. Psychology Press.
Porter, T.H., Riesenmy, K.D. and Fields, D., 2016. Work environment and employee
motivation to lead: Moderating effects of personal characteristics. American Journal of
Business, 31(2), pp.66-84.
Rashid, S. and Ghose, K., 2015. Organisational culture and the creation of brand identity:
retail food branding in new markets. Marketing Intelligence & Planning, 33(1), pp.2-19.

79
PERFORMANCE MANAGEMENT
Reeve, J., 2014. Understanding motivation and emotion. John Wiley & Sons.
Riff, D., Lacy, S. and Fico, F., 2014. Analyzing media messages: Using quantitative content
analysis in research. Routledge.
Ristic, M.R., Selakovic, M. and Qureshi, T.M., 2017. Employee motivation strategies and
creation of supportive work environment in societies of post-socialist transformation. Polish
Journal of Management Studies, 15.
Saks, A.M. and Gruman, J.A., 2017. Human resource management and employee
engagement. In A Research Agenda for Human Resource Management. Edward Elgar
Publishing.
Siponen, M., Mahmood, M.A. and Pahnila, S., 2014. Employees’ adherence to information
security policies: An exploratory field study. Information & management, 51(2), pp.217-224.
Smith, J.A. ed., 2015. Qualitative psychology: A practical guide to research methods. Sage.
Stoyanov, S., 2017. A theory of human motivation. Macat Library.
Taylor, S.J., Bogdan, R. and DeVault, M., 2015. Introduction to qualitative research
methods: A guidebook and resource. John Wiley & Sons.
Tietenberg, T.H. and Lewis, L., 2016. Environmental and natural resource economics.
Routledge.
Tourish, D., 2014. Leadership, more or less? A processual, communication perspective on the
role of agency in leadership theory. Leadership, 10(1), pp.79-98.
Vaiman, V. and Brewster, C., 2015. How far do cultural differences explain the differences
between nations? Implications for HRM. The International Journal of Human Resource
Management, 26(2), pp.151-164.

80
PERFORMANCE MANAGEMENT
Vaioleti, T.M., 2016. Talanoa research methodology: A developing position on Pacific
research. Waikato Journal of Education, 12(1).
Walsh, L.C., Boehm, J.K. and Lyubomirsky, S., 2018. Does Happiness Promote Career
Success? Revisiting the Evidence. Journal of Career Assessment, 26(2), pp.199-219.
Wang, C.L. and Rafiq, M., 2014. Ambidextrous Organisational Culture, Contextual
Ambidexterity and New Product Innovation: A Comparative Study of UK and C hinese
High‐tech Firms. British Journal of management, 25(1), pp.58-76.
Watanabe, K., Kawakami, N., Otsuka, Y. and Inoue, S., 2018. Associations among workplace
environment, self-regulation, and domain-specific physical activities among white-collar
workers: a multilevel longitudinal study. International Journal of Behavioral Nutrition and
Physical Activity, 15(1), p.47.
Wehrmeyer, W., 2017. Greening people: Human resources and environmental management.
Routledge.
Wressell, J.A., Rasmussen, B. and Driscoll, A., 2018. Exploring the workplace violence risk
profile for remote area nurses and the impact of organisational culture and risk management
strategy. Collegian.