Impact of Culture on Motivation and Performance

The report examines how organizational culture affects motivation and performance in a selected company. It highlights the importance of cultural factors such as role culture, communication models (Shannon and Weaver, Berlo's Model), and Maslow's Hierarchy Need theory in motivating employees and contributing to business success.

ORGANIZATIONAL
BEHAVIOUR

TABLE OF CONTENT
INTRODUCTION......................................................................................................................3
1. Identify the culture with model..........................................................................................3
2. Culture improve effectiveness of company with focus on communication.......................5
3. Role of culture on employee motivation............................................................................6
4. Company utilise the culture to further increases their success..........................................8
CONCLUSION..........................................................................................................................9
REFERENCES.........................................................................................................................10

INTRODUCTION
Organization behaviour is learning of both single person and team execution and
attitudes within the company. It is the revise of human behaviour in setting the interfaces
among man like attitude and company. The leading objective is to revitalise approach of
company and develop better concept of life of firm (Miner, 2015). It is the directly focused
with the understanding, forecasting and control of human attitudes in company. This study is
based on Marks and Spencer. It is the multinational retailer which selling high quality
clothes, home and foods products across the world. Report will identify the culture by
utilising the model. It will explain role of culture on employee motivation in the company.
1. Identify the culture with model
Organizational Culture:
It is the described as the underlying values, hypothesises and modes of
communicating which contribute to the specific social and emotional atmosphere in the
company. Organizational culture involves probability, experiences, thinking and beliefs
which guide member attitude. It is articulated in members self image, internal activity and
communication outside world as well as upcoming opportunities (Vasu, Stewart and Garson,
2017). Culture is based on shared behaviours, values and custom which have been evolved
over time and are measured valid. Also, it includes vision, value, standards, signs,
communication, and practices as well as hypothesises. For that, Marks and Spencer needs to
follow the Handy’s organizational culture which can aid to determine the culture of
organization.
Handy’s Organizational Culture:
There are four cultures in this model like power, role, person and task which are
followed. Power distribution is the all about the level to that top of the company that is open
to work with either bottom-up or top-down concept. For example bottom-up concept, there is
high power sharing. Workers are ordinary to take their accountability that determine their
activities and make independent decisions (Gelfand and et.al., 2017). There is hardly and
power allocation, management and owner is completely in control and is the only individual
decisions in case of case of whole top-down concept.
Power culture:
This kind of culture is featured of business organization. In this culture, an individual
is held power of organization. The businessman has discovered their firm with much love.
Thus, it is the difficult to delegate decisions making. Cooperation is tremendously essential in

companies with power culture. The largest power lies with top figure in the power culture.
Workers are loyal to the leaders of the firm. There are few rules and procedures due to flat
structure and start-up nature of company. As outcome, company is highly flexible. The
relationship among workers is defined by the leader, but also by the means available to them.
The founder attaches great significance to their power (McShane and Glinow, 2017). They
control company centrally after that they determine who gets more power or to whom they
delegates certain activity. Individual execution and mutual collaboration are highly important.
Role culture:
This kind of culture is highly job-oriented which can frequently be discovered in
bureaucratic company. There are large level of cooperation and low power sharing in the role
culture. Worker wants as much security and stability as possible in role culture. The culture is
called for their regulations, obligation, agreements and process. There is clear hierarchy and
status in more essential than performance (Alvesson and Sveningsson, 2015). Administration
of activities takes places through means of process and clear job description. This relates to
both individual jobs and communication among departments. Safety, stability, conservatism
and inevitability are keywords within the role culture.
Person culture:
This kind of culture can frequently be establish in professional companies where
workers have complete freedom which are high educated and can work with their expertise.
This type of culture is people-oriented. It is all about the knowledge and expertise of the
workers who are preferably rather than referred to as members of the company. The number
of workers in person culture is normally small (Bortolotti, Boscari and Danese, 2015). There
is lower cooperation degree and high power sharing in person culture. Individual is central in
the person culture. There are few regulations and processes in these companies
Task culture:
There are many projects and matrix companies have task culture that is leading result-
oriented. Workers are experienced professionals and oriented problem solving. Task culture
companies frequently organize temporary teams in which cooperation is paramount. The
hierarchical power is not needed to connect to particular person but it increases over the
whole organization. Outcomes are more essential than rules, the balance of power or
individual personal wants. Expertise and flexibility are focused as well as coordination
depends on the task or project requirements.
In order to that, Marks and Spencer follow the role culture effects on team and
individual behaviour in which offers security and chances to get special expertise,

performance up to required standards which compensated on the appropriate pay scale. It is
possibly by promotion within the functional areas. On the other hand, this culture is
frustrating for ambitious people who are power oriented wants control over their work or
more interested in outcome than methods (Kontoghiorghes, 2016). These people will be
content in role culture only as senior manager. The significance of this culture is that it
recommends which bureaucracy itself which is not culture free.
2. Culture improve effectiveness of company with focus on communication
The ideas, values, regulations and policies of company form its culture. The modes
the workers interact between themselves and with other outside the company contribute to the
culture of the workplace. The culture provides an identity to the company and creates it
different from others. Communication and relationship play essential role in the healthy
organization culture. Effective interaction is important for positive culture at the workplace
(Prasetyo and Amboningtyas, 2018). Transparency in communication is compulsory at all
levels for better understanding of work and better relationship between individuals. Culture is
easily outcome of the communication among staff working for extensive time period in the
Marks and Spencer. Communication plays essential role in enhancing the comfort elements
between workers and ultimately healthy culture at the workplace. This aid to improve
performance and behaviour of individual ultimately they contributes in developing culture
and behaviour of Marks and Spencer. Also, they contribute in competitive edge in the retail
industry.
In order to that, Marks and Spencer follow the different communication theories and
models like Berlo’s Model, Shannon’s models and so on.
Berlo’s Model of Communication:
This model is also called as S-M-C-R model of communication which stands for
sender, message, channel and receiver (Arifin, 2015). These elements are such as followed:
 Sender: The first component is the source. All interactions must come from some
sources. The source can be individual, group of people of organization. There are
many ways of sources will operate in procedure of communication like
communication skills like abilities to think, draw and speak, social background,
education, salary and culture.
 Message: It is information, perspectives and thoughts to be sent through the source.
The source can select the code or language for sending the message (BERLO’S S-M-
C-R MODEL, 2018).

 Channels: The channels are the technique like telegraph, radio, poster and other
media through that the message will be transmitted.
 Receiver: It is the last components in procedure of communication. The receiver is
the audience of the message.
Figure 1: BERLO’S S-M-C-R MODEL
Source: (BERLO’S S-M-C-R MODEL, 2018)
Shannon and Weaver Model of Communication:
The actual theory was designed to mirror the functioning of radio and telephone
technologies. Their initial theory consisted of three leading parts like sender, channels and
receiver. It also identified that frequently there is standing that interferes with one listening to
telephone conservation that they deemed noise (Shannon and Weaver Model, 2018). The
noise can also refer the absence of signal. There are many things involves in this model like
data sources that usually give way an email, sort of receiver that decodes the specific
communication from the indication, some sort of desired destination in which the interaction
happen and so on. The strengths of this model are simplicity, generality and quantifiable.
Figure 2: Shannon and Weaver Model
Source: (Shannon and Weaver Model, 2018)
3. Role of culture on employee motivation
The culture of company play essential role in employee motivation in the workplace.
Motivated and involved workers want to drive to be better and create business better more
fulfilling place to work. The development of engaging organizational culture is the business
concept which can outline employee motivation and improve business performance in critical

fields (Tong, Tak and Wong, 2015). In order to that Marks and Spencer adopted Maslow’s
Hierarchy of Needs by which culture forms motivation and engagement.
Maslow’s Hierarchy of Needs:
This theory provides insight into requirements and desires of human to live fulfilling
life. Work and career play important role in aiding people meet each and every those basic
wants. The aim of business is not to aid each team members, self actualize and manager with
culture of business which does not assist advancement towards that objective is at risk of
losing star performers (Raina and Roebuck, 2016). There are many ways or modes by which
culture meet the needs of employees in the workplace.
Physiological Needs:
As long as, Marks and Spencer pay people to work or all of their survival wants.
However, people fixed in survival way will continuously be searching for something better.
Survivals wants can have various meanings for different kinds of employees.
Security Needs:
Employees who do not feel secure will not likely stay with business for long. To
improve sense of security of employees, Marks and Spencer need strong as well as ethical
leadership, doesn’t tolerate aggression, harassment or discrimination at workplace,
transparency about performance of company (Miner, 2015).
Belonging Needs:
People are social being for the most portion and company like to feel as though they
belong. The culture of Marks and Spencer can address the need to belong through recruiting
for cultural fit, paying focusing on training needs, promoting open lines of interactions
among co-workers, employees and administration and embracing diversity proposal in the
culture.
Self Actualization Needs:
Most of people attempt to be the best description of themselves and career
achievements which can play into self actualization. The culture of Marks and Spencer
assistance self actualization concerning about the achievements of workers. It is the top of
hierarchy, so that company have to think about the most meaningful and important team
culture and aiding workers fulfil their professional possibility (Vasu, Stewart and Garson,
2017). There are many programs involved educational help, wellness program, community
service, corporate social responsibility proposals and flexible schedules within the workplace.
If the Marks and Spencer get right culture of business, they will have more than just
team of happy workers. There are various results from that like lower absenteeism, improved

retention, happier consumers, enhancing profits and better quality candidates within the
Marks and Spencer. The accurate organizational culture also aid company win identification
and award as the best to work in their location. This kind of drone aids put their business at
the top of mind for regions job seekers. The developing and maintaining healthy and
involving company culture needs objectives, target, focus and budget of company. This aid to
improve performance and behaviour of individual ultimately they contributes in developing
culture and behaviour of Marks and Spencer. Also, they contribute in competitive edge in the
retail industry.
4. Company utilise the culture to further increases their success
The following of right culture of company that aid to increase motivation and
effective communication among employees, co-worker and management in the workplace. In
addition to that, Marks and Spencer follow the role culture by which manager assign the roles
to employees as per their qualification and job position. Through this, workers easily and
happily working as well as highly motivated in relation to increase profits and improve the
performance of company (Gelfand and et.al., 2017). Through this, employees also work in
order to accomplish the objectives and increase success of Marks and Spencer. It is probably
by encouragement within the functional areas. On the other hand, this culture is trying for
determined people who are power familiarized wants control over their work or more
interested in result than methods. These people will be content in role culture only as senior
manager. The significance of this culture is that it recommends which bureaucracy itself
which is not culture free.
In order to that, culture of company aid to increase competitive advantages and
performance within the industry in which they operates. The culture of company effects
behaviour, decision making, company strategies and performance of individual as well as
organizational. Company culture is orientation of firm towards their workers and consumers.
It involves written and verbal distributed regulations and guides the worker attitude further
the view of stable value, principles evolved and shared within the Marks and Spencer. In
organizational culture, not only involve workers but also consumers (McShane and Glinow,
2017). Workers attitudes are not only conducted by rules but also over time values and beliefs
evolve and internalised by the workers as code of conduct. Company culture aids the
members understand what stands for company, ways of operation and in which areas they
focus and scope of activities.
Therefore, company culture becomes the fundamental elements of decisions and
choice of employees. It is very wider since it either unites or divides members of Marks and

Spencer. This, it figure an important portion of an environment of company. Organizational
culture determines behaviour of company much more than commands from senior
administration which can influences the implementation of strategies if they differ from
culture of the company (Alvesson and Sveningsson, 2015). The culture of company is set up
the regulations for member who are actions and communicate in the company.
Firm culture if differentiated in which involves values that are hold by some parts
which influences efficacy and efficiency within the Marks and Spencer. If the companies get
right culture of business, they will have more than just team of happy workers (Bortolotti,
Boscari and Danese, 2015). There are various results from that like lower non-attendance,
improved preservation, happier clients, enhancing profitability as well as better quality
candidates within the Marks and Spencer. This aid to improve performance and behaviour of
individual ultimately they contributes in developing culture and behaviour of Marks and
Spencer. Also, they contribute in competitive edge in the retail industry.
CONCLUSION
This report has summarised that culture aid to increase motivation and effective
interaction between the employees and manager in the selected company. It can be concluded
that company follow the role culture for raising motivation and impressive communication in
the workplace. It can be discussed that various communication models like Shannon and
Weaver as well as Berlo’s Model of Communication in the culture of company. It can be
defined that culture aid to raise motivation by following the Maslow’s Hierarchy Need theory
of motivation in the workplace. Furthermore, study has completed that company culture aid
to increase success of business in the industry.

REFERENCES
Books and Journals
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Gelfand, M. J. and et.al., 2017. Cross-cultural industrial organizational psychology and
organizational behavior: A hundred-year journey. Journal of Applied
Psychology. 102(3). p.514.
Kontoghiorghes, C., 2016. Linking high performance organizational culture and talent
management: satisfaction/motivation and organizational commitment as mediators. The
International Journal of Human Resource Management. 27(16). pp.1833-1853.
McShane, S. and Glinow, M. A. V., 2017. Organizational behavior. McGraw-Hill Education.
Miner, J. B., 2015. Organizational behavior 1: Essential theories of motivation and
leadership. Routledge.
Prasetyo, P. and Amboningtyas, D., 2018. THE EFFECT OF MOTIVATION OF WORK,
LEADERSHIP STYLE, AND ORGANIZATIONAL CULTURE TO
PERFORMANCE OF EMPLOYEE PRODUCTION FURNITURE STUDIES IN PT
SCANCOM INDONESIA. Journal of Management. 4(4).
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communication in relationship to job satisfaction, organizational commitment, and the
employees’ propensity to leave in the insurance sector of India. International Journal of
Business Communication, 53(1), pp.97-130.
Tong, C., Tak, W. I. W. and Wong, A., 2015. The impact of knowledge sharing on the
relationship between organizational culture and job satisfaction: The perception of
information communication and technology (ICT) practitioners in Hong
Kong. International Journal of Human Resource Studies. 5(1). p.19.
Vasu, M. L., Stewart, D. W. and Garson, G. D., 2017. Organizational Behavior and Public
Management, Revised and Expanded. Routledge.
work in progress. Routledge.

Online
BERLO’S S-M-C-R MODEL. 2018.[ONLINE].AVAILABVLE THROUGH.: <
https://thebusinesscommunication.com/types-of-communication-model/>.
SHANNON AND ALSO WARREN WEAVER MODEL . 2018.
[ONLINE].AVAILABVLE THROUGH. :
<https://thebusinesscommunication.com/types-of-communication-model/ >.