Impact of Organizational Culture on Performance

This assignment delves into the critical relationship between organizational culture and its impact on overall performance. It requires students to examine various aspects of organizational culture, such as leadership styles, communication patterns, and employee values, and analyze how these factors contribute to or hinder organizational success. The analysis should encompass relevant theoretical frameworks and empirical evidence to support the arguments presented.

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Dissertation
Name of student:
Name of university:
Author note:

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Table of Contents
Chapter 1: Introduction..............................................................................................................4
Purpose of the dissertation.....................................................................................................4
Perimeter for the study...........................................................................................................4
Reasons for choice of topic....................................................................................................4
Background............................................................................................................................5
Research Question..................................................................................................................8
Hypotheses.............................................................................................................................8
Chapter 2: Literature review....................................................................................................10
Overview of organisational culture......................................................................................10
Models of organisational culture..........................................................................................11
Importance of organisational culture...................................................................................15
Organisational culture and employee behaviour..................................................................17
Organisational culture and employee behaviour in the construction industry.....................19
Summary of findings............................................................................................................20
Chapter 3: Research Methodology...........................................................................................22
Outline of the Research........................................................................................................22
Research Onion....................................................................................................................22
Research Philosophy............................................................................................................23
Research Approach..............................................................................................................24
Research Design...................................................................................................................25
Sampling Method.................................................................................................................26
Research Strategy.................................................................................................................26
Data Collection.....................................................................................................................27
Accessibility issues..............................................................................................................28
Ethical Issues........................................................................................................................28
Timetable and Resources.....................................................................................................29

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Chapter 4: Data Analysis.........................................................................................................31
Primary Data Analysis.........................................................................................................31
Secondary Data Analysis.....................................................................................................47
Chapter 5 Conclusion and Recommendation...........................................................................52
Linking with the Objectives.................................................................................................52
Recommendations................................................................................................................53
References................................................................................................................................54
Bibliography.............................................................................................................................58

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Chapter 1: Introduction
Purpose of the dissertation
The purpose of the dissertation was to evaluate the influence of organizational culture
on employee behavior of the construction industry in Singapore. The objective of the study
was to undertake a critical analysis of the impact organisational culture has in this particular
industry among the different important industries pointed out. The characteristics of the
internal organisations that make a mark on attitude and behaviour of employees in this
industry, thereby driving organisational success, were to be reviewed in here.
Perimeter for the study
The present research aimed at addressing the existing gap in previous research. A
rigorous study was to be presented that would add substantial additional information to the
pool of research that already exists. The methodology for the research was decided after
scrutinizing the flaws in previous literature. A mixed method research was decided upon that
would conduct both primary and secondary data analysis. Such an approach is needed to
enhance the reliability of the study and make the findings of the study valid.
Reasons for choice of topic
Recent literature has highlighted the challenges and issues faced by employees in the
construction industry in the latest times. Organisations from the construction industry across
the globe have reported behavioral issues presented by employees that have been difficult to
address. There has been little research done to understand the importance of organisational
culture in the construction industry, and thus a better understanding is required in this
context. Through a better understanding of the impact of organisational culture on employee

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behaviour, aspects related to work pressure, time of work and quality measures can be better
understood.
The prime rationale for selecting the chosen research topic for the present research
was the shortage of reliable studies that highlighted key aspects related to the research
question. The impact of organisational culture on employee behaviour in the construction
industry in Singapore had not been studied previously by any researchers. Studies conducted
in countries other than Singapore also presented a number of limitations. This mainly related
to the study methodology. To address this research gap and carry forward research on the
concerned subject, the present research was carried out.
Background
According to Draft (2012), organisational culture can be defined as the set of
behaviours and values fostered by the organisation that contribute to the psychological and
social environment. It encompasses the interactions, inner workings, self-image and future
expectations witnessed within the organisational context. The basis of the organisational
culture is the comprehensive set of customs, beliefs, attitudes and rules implemented,
validated and supported over time. Organisational culture is evident in the manner in which
the company carries out the business, in the degree of freedom given to the employees
regarding decision making process, in the process of information flow through different
levels and in the commitment levels of the employees. Organisational culture has a very
crucial part to play in the functioning and operations of business since it is a mechanism to
disseminate information on employee behaviour throughout the organisation. For bringing
about balance in the behaviour of the employee, it is important to foster a proper culture.
As opined by Moheska and Sokolva (2014) there exists a wider range of theories and
models explaining the very valuable concept of organisational culture. These theories take

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into consideration the ethical approaches that are assumed within the context of an
organisation. There is a substantial amount of debate regarding the extent to which these
theories hold true. As stated by the authors, there can be different directions from which
organisational culture can be discussed. The three main theoretical perspectives are
differentiation, integration and fragmentation. There is no certainty regarding which
perspective is perfectly right and which has flaws in it. A diverse range of worldviews has
been presented. It is noteworthy that all of them have certain advantages as well as certain
disadvantages. Since cultural aspects can be reinforcing each other, there might be
overlapping of ideas, raising questions on the effectiveness of the models.
Ghemawat and Reiche (2011) highlighted that organisational culture has a deep
impact on the performance of the employees and their productivity. Further, such a culture
sets up the guideline for customer service and care, the safety of the product, quality of
product, punctuality and attendance of employees and concern of the employees in matters of
the environment. MacIntos and Doherty (2010) in this regard commented that the
organisational culture can be affected by histories, demographics, personalities and the
manner in which people interact. At the core, it is a value that shows the direction in
understanding what might be allowed and what might not be, including the ethics, quality and
work practices.
Organisational culture is the driving factor behind the establishment of
communication between employees and managers thereby closing the gap between these two
levels within an organisation. Tsai (2011) described that an employee looks up to the culture
of the setting as the motivational factor. Such motivation is imperative for giving best efforts
and working towards the fulfilment of the organisation’s objectives and mission. The vision
of the employees is in alignment with that of the managers when the culture is in their favour.
Employee agreeing with the culture of the organisation reports better job satisfaction level.

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Commitment is also created than enables the employee to stay in the organisation for a long
time. This is to be referred to as the loyalty of the employees.
In this context, it would be now desirable to discuss the concept of employee
behaviour. The common idea is that employees in any organisation are to be perceived by the
managers as the lowest level having a negligible contribution in important decision-making
process of the employees. It is expected that the employees follow the instructions and other
directive provided by the managers. The underlying principle is that such a practice helps in
fulfilment of the organisation's missions. It is, however, important to build up an environment
that is ethical and justified so that the employees show eagerness to follow the mangers and
leaders (Petros and Georgios 2014). Research has indicated that behaviour of the employee is
dependent on the ethical behaviour of the leaders that make up the culture of the organisation.
The ethical behaviour resolves conflicts on one hand and leads to employee satisfaction on
the other hand (Khuong and Nhu 2015). The direct influence of organisational culture on
employees has been explained by Sharma and Bajpai (2010). As per the authors, a positive
culture in an organisation has a positive influence on the employee while a negative culture
has a negative influence. Positive behaviour can be emerging from rewards and recognition
while negative behaviour can be .emerging from unnecessary and untimely criticism.
Influence of organisational culture on different forms of employee behaviour has been
recognised in different sectors and industries. The construction industry of Singapore is one
such industry where diverse challenges might be faced in relation to employee behaviour.
Demographics point out that the total population of Singapore is 5.6 million as per the data of
2016. The construction industry contributes largely towards the economic growth of the
country and almost 5% GDP. The total construction industry can be divided into different
categories such as the construction of HDB flats 73.3%, construction of a condominium and
Other Apartments 20.4%, landed properties 5.4%, and other constructions work 0.9%

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(Singstat 2017). The demand put in place in the year for total construction was approximately
$26 billion (Lim 2017). About 426.9 thousand employees work in this industry of which
100.9 thousand are permanent residents of the country. Communication with employees has
been a significant challenge for managers belonging to the construction industry since they
come from diverse cultural backgrounds. Behaviour of employees and their motivation level
is very important for taking the organisation to the higher level. Language barrier is one of
these factors that pose an immense challenge. For achieving the goals of the organisations
within this industry, it is necessary that managers have a good understanding of the factors
that influence the behaviours of the employees. This is because cultural and ethical
implications of the value system of employees for their behaviour are noteworthy (Jeanette
and Woon 2016).
Research Objectives
 To understand the impact of organizational culture on employee behavior and
employee performance
 To understand the importance of organizational culture in the context of the
construction industry of Singapore
Research Question
For undertaking a rigorous research it is necessary to walk in a distinct direction with
a precise research question. The research question that was addressed in the present research
was “what is the impact of organisational culture on employee behaviour in construction
industry in Singapore?”
Hypotheses

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The primary hypotheses outlined for understanding how the key factors affect employee
behaviour by personal motivation, which in turn is regulated by organizational culture were
as follows:
H0- Work environment and organisational culture does not influence employee
behavior
H1 – Is the organizational culture influence employees behavior
H2 – Is the leadership key factor to communicate the organizational culture.
H3 – Work environment Influence Company’s performance.
H4 – Job satisfaction will improve organizational performance.
The main hypothesis would focus on the influence of organisational culture on
employee behaviour. The strength lies in the fact that environmental factors of the
organisation that an individual works in creates a repeated and drastic influence on the
individual in the long run . The main element of the present research formed this hypothesis.

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Chapter 2: Literature review
Overview of organisational culture
Organisational culture refers to the behaviours and values contributing to the precise
psychological as well as social environment in an organisation. According to Coffey (2010),
organisational culture is the representation of the collective beliefs, values and principles of
the members of the organisation and works as the product of multidimensional factors such as
technology, nature of employees, market, strategies, and management style. Culture includes
the values, systems, norms, language, symbols, environment, assumptions, habits, beliefs and
location of the organisation under scrutiny. The author developed the actionable definition of
organisational culture that pointed it out to be an emergence- a complex state that emerges
from the amalgamation of simple ingredients. The author outlined three distinct ingredients
of organisational culture as the employee, the work and the customer. The three ingredients
together foster the culture within the setting. In this context Stare (2011) stated that
organisational culture is to be perceived as a comprehensive collection of shared assumptions
guiding what is happening in the setting through an understanding of behaviour under
different circumstances. It is also to be thought of the pattern of behaviour to be taught to
those members of the organisations who are new to the system.
As highlighted by Creed (2011) organisational culture is the distinctive beliefs and
principles that come into contact with each other to present the organisation with a distinct
character. On the contrary, it can also be defined as the system of shared meaning promoted
by members and varying at length from one organisation to another. From the above two
definitions, it is evident that there lie significant differences between the culture of two
different organisations. Thus, culture holds importance for an organisation just as personality
holds importance for a person. Linking up the concepts, Gajendran et al. (2012) defined

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organisational culture as the series of assumptions developed or invented by a certain group
for coping up with the challenges coming up while adapting to external environment as well
as the internal environment. It thus acts as a distinctive constellation of work styles and
values.
Models of organisational culture
There exists a host of models on organisational culture as evident from literature.
Such a multitude of information is to be highlighted in this present review. The first model
that is to be discussed is that put forward by Harrison. According to Harrison’s organisational
culture model, there are four primary organisational ideologies, namely power culture, role
culture, task culture and person culture. A power culture is present in an organisation where
attempts are made to take full control of the environment and eliminate all forms of
oppositions. An organisation that has role culture focuses on order and rationality. In the
organization that has task culture, what takes the highest priority is the achievement of a
certain goal. Lastly, person culture organization serves the needs of the pool of members.
There lie certain arguments against this particular model. The organisational ideologies
pointed out by Harrison are not found as pure forms within organisations. Only one ideology
might be present at a time (Weber and Dacin 2011).

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Figure: Harrison model of organisational culture (Alvesson 2012)
The second organisational culture model is that proposed by Deal and Kennedy. Deal
and Kennedy highlighted that every company is bound to come across a distinct reality in the
business field which is dependent on the competitors, products, technologies and customers.
In summary, the environment within which the company is functional indicates the strategies
that are to be taken for achieving success. As per this model, the four segments of the
organisational culture are Work Hard/Play Hard, Tough Guy, Process and Bet-your-
company. The process culture is the environment of feedback within which employees
struggle to measure what is to be done. The work hard/play hard culture is the environment of
small risks and intensive feedback. The tough-guy culture as is the most difficult of all
business cultures and focuses on having a tough attitude together with healthy competition.
Bet-your-company cultures believe in high risk and slow feedback (Schein 2010).

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Figure: Deal and Kennedy model of organisational culture (Alvesson 2012)
Even though there are a number of similarities between the two above explained
models, there are a number of dissimilarities between the two. William Schneider worked on
those differences to come up with a different and developed organisational culture model.
The model is also described as a four-square matrix. The four elements of this model are
Collaboration, Control, Cultivation and Competence. The Cultivation culture is the one
propagating faith and heralding beliefs that the employees would do what is valuable. The
Collaboration culture is the environment in which individuals work as teams and tries to fulfil
a common objective. Control cultures present objectivity, eliminating all chances of display
of emotions. Lastly, the basis of the Competence culture is on achievement motive (Alvesson
2012).

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Figure: Schneider model of organisational culture (Alvesson 2012)
The model of cultural organisation presented by Cameron and Quinn has used four
values; Clan, Adhocracy, Hierarchy, Market. It is to be noted that these four values that are
very primitive, are a representation of competing assumptions. In a hierarchy culture,
functions and task are coordinated and integrated and there is no uniformity among workers.
The market culture entails that are that the employees perceive the external environment as
being hostile instead of benign. In a clan culture it is believed that the environment is better
managed through teamwork while looking into development of employees. Adhocracy
culture promotes dynamic function within the organisation (Kinicki et al., 2014).

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Figure: Cameron and Quinn model of organisational culture (Alvesson 2012)
The above four models of organisational culture illustrate diverse aspects of the topic.
The first model has the emphasis on the manner in which decisions and processes take place
within an organisation. The second model focuses on the different forms of decisions that are
taken and the stakes involved. The third model primarily focuses on the different forms of
thinking to revolve around that decision making process. Lastly, the fourth model focuses on
the values fostered by the organization.
Importance of organisational culture
The importance of organisational culture can be best understood from the research of
Charman (2017). As per the researchers, the culture of an organisation is the key to oversee
the manner in which employee behave in a certain manner with the higher authorities as well
as within themselves. Organisational culture determines the manner of employee interaction
in a setting. Further, it promotes a healthy competition between employees. A healthy culture
always acts a driving factor for motivating the employees and enabling them to be loyal to the

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organisation. In addition, organisational culture is a representation of the predefined policies
guiding employees and providing them with a sense of direction. For the organisation, its
culture gives itself a strong identity and establishes its brand image. All employees are on a
common platform due to such cultures that bring together individuals from different
backgrounds and with different mentalities. Employees are also given a sense of unity. While
healthy relationships are built among employees, the best is extracted from the members
through a suitable culture.
Bitsani (2013) carried out an exploratory study that pointed out that there exists
technical disputes on the issue of definition or organisational culture since there is no
adequate theoretical framework. As per the author organisational culture considers attitudes
of employees and behavioural characteristics. The paper adds that there exists a difference
between organisational climate and culture that emerges from the theoretical perspective each
hold. The link between these two ideas is based on different aspects, one of which is
overlapping concepts. However, the study can be critiqued on the basis of the fact that
cultural elements including symbols and rituals were given attention that can be linked more
with organisational climate and not culture. In this regard, Serpa (2016) gave a distinct and
comprehensive overview of the idea of organisational culture. Organisational culture is to be
referred to as the shared process of thinking and acting in a cohort of individuals having
reciprocal expectations. Such a culture is to be formed, disseminated and changed in due
course of time. The author critiques that there cannot be one single definition for
organisational culture since it is multilayered and there are different connotations present in
the approach towards culture of an organisation. Since it is easy to manipulate the culture of
an organisation, the impact of the same on employee behaviour is a controversial matter.

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Organisational culture and employee behaviour
Organisational culture and employee commitment
Huhtala and Feldt (2016) had discussed the relationship between organisational
culture and commitment levels of employees. The study considered data collected from 270
Finnish school psychologists and highlighted that ethical organisational culture was
beneficial for fostering a positive person-organisation fit. This fit, in turn, enhanced work
engagement that led to lower rates of employee turnover. There were, however, some
limitations of the study, the main one being the sample population covering only one
occupational group. Further, a cross-sectional single source data was used for the study,
minimising its generalizability. Studies in future should investigate the same issue with other
occupational groups. Milne (2007) in this alignment had studied organisational culture,
incentives and motivation. The issue with the paper was that it only highlighted the previous
research undertaken and did not carry out any primary research. The paper found that
recognition and reward programs have a positive impact on motivation levels of employees.
The research limitation was that it did not highlight any influence of organisational culture on
knowledge sharing among employees. Nevertheless, the paper suggested that recognition
programs are beneficial as a strategy for bringing change in the organisation’s functioning.
Organisational culture and job satisfaction
Trivellas and Dargenidou (2009) aimed at examining the impact of organisational
culture together with job satisfaction on the quality of services provided by an educational
institute. Structured questionnaire was used for measuring the culture of the institute, job
satisfaction, and internal processes. The results highlighted that particular archetypes of
culture had a distinct link with the service quality. Hierarchy culture was highlighted as the
most prominent form of culture prevailing in the organisation. The findings also highlighted

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the significance adhocracy culture holds in relation to service delivery. Green (2012)
highlighted the link between organisational culture and total quality management (TQM)
through a conceptual paper. The author highlighted the ‘4P model’ that can be implemented
for TQM within the organisational culture. The model had been proposed to be ideal for
enabling a journey of excellence. However, the author mentions that the findings need future
empirical research though there is a pool of evidence supporting the need for paying attention
to cultural aspects assisting TQM initiatives. The research of the author was limited since the
validity of the model had not been tested empirically. The study finding of Giles and Bills
(2017) is also present in this context. The case study research had highlighted that
organisational culture and relational leadership at a primary school in South Australia
develops interpersonal leadership and teachers. Dynamic interpersonal relationships emerged
as the key theme of organisational culture.
Organisational culture and productivity
The association of organisational culture and productivity has been discussed in a rich
pool of literature. In this alignment, Mathew (2007) had studied the relationship of
organisational culture with quality and productivity. The study had two phases; one adopting
a qualitative methodology and examining the aspects of organisational culture, quality,
productivity and nature of relationship culture has on these two variables; the second
adopting a quantitative approach of the mentioned relationship in a software organisation.
The main result was that organisational culture plays an important role in driving changes in
planning, conception, implementation and utility of quality initiatives. Since there existed
very few studies in this context, debate remained evident regarding the impact of culture on
productivity. Further, the generalisability of the study was also doubtful, demanding further
studies.

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Babnik, Dermol and Sirca (2013) contributed to the understanding of contents of the
mission statement in the context of employee behaviour from the perspective of
organisational culture. A mixed research method was used for this purpose. The results
indicated that five orientations could be highlighted in the context of the mission statement;
concern for stakeholders, orientation towards cooperation and innovation, orientation towards
stability, and development and growth. The inference drawn was that mission statements of
organizations draw in primitive contents of organisational culture. The research was valuable
since the methodology used gave novice opportunities in the research of organisational
culture perspective. Nevertheless, there were some limitations of the study, the main being
the fact that mission statements available online were only included in the study.
Organisational culture and employee behaviour in the construction industry
Wilar et al. (2016) identified that profiles of organisational culture had been
emphasised in construction companies in Indonesia. A Clan organisational culture has been
identified within such organisations that are predominantly family-type. Further, two
noteworthy culture profiles have been Market types and Hierarchy types due to the
implementation of QMS-ISO 9001:2008. A hybrid of Hierarchy-Market culture would deem
fit in the future. The researchers stated that there is a wide scope for future research. There is
no study conducted confirming the existence of mixed culture profile. Further, examinations
of the relationship between QMS variables and organisational culture are important. Lastly, it
is to be kept in mind that there exist dissimilar legal guidelines, cultures and business
environments in different countries. The interplay between organisational culture and
leadership in the construction sector of Turkey was assessed by Giritli et al. (2012).
Multinomial Logistic Regression analysis indicated that managers in this certain industry
have diverse cultural characteristics that make the need for diverse leadership styles more

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imperative. The study was however constrained and limited due to the measures embraced. In
addition, since data were collected at a single point in time it was a limitation.
Nukic et al. (2014) had highlighted that trends in organisational culture and its impact
on employees belonging to the construction industry had not been investigated completely.
The study was done in a particular Civil Engineering Institute that highlighted the desired and
dominant form of organisational culture to be a clan, followed by adhocracy and hierarchical
cultures. The importance of organisational culture had been linked with strategy
implementation, the behaviour of employees, decisions of employees, the image of the
organisation and subsystems functioning within the setting. The authors pointed out the need
for further research to perceive trends of organisational culture in the construction industry on
a larger scale.
Summary of findings
From the above review, it is to be highlighted that the exact impact of organisational
culture on employee behaviour is still ambiguous. Indefinite aspects prevail when it comes to
linking organisational culture with the productivity of employees, their attitude, behaviour
and values. This uncertainty is prominent in case of the construction industry. The main
concern related to existing literature is that most of the studies had improper research
methodology. Most of the studies focused on secondary research analysis reflecting on the
already conducted studies. The number of studies that undertook a primary research
methodology was scarce. There is a need for conducting primary research in the field of the
construction industry has been felt immensely. The assessment of organisational culture in
this particular industry is still evolving, and much research has to be done in future for
highlighting the accurate measures of this topic. The complexities involve in studying
organisational culture in the construction industry are noteworthy. Since culture is perceived

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as an important topic for research, it would be a good idea to study the impact of
organisational culture on employee behaviour in Singapore. The proposed study would work
on the basis of the gaps identified in the existing research that has primarily focused on
theoretical aspects without putting emphasis on practical aspects.

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Chapter 3: Research Methodology
This portion of the research paper aims to discuss about the research design and the
methods that have been applied to collect data about the research. It is essential to use proper
research methods that will be relevant to the research topic and will thereby help in collecting
and accurately analysing the research study.
Outline of the Research
The primary outline of the research is meant to provide a clear understanding of the
concepts that are related to the proposed study.
Research Onion
The purpose of the research onion is to ensure that proper systematic methods are
being applied within the research plan and during data analysis. The research work is meant
to deal with the inclusion of exclusive research approach along with a design that will
facilitate simplification of the research methods. The layers of the research onion are aimed
to ensure that all steps of the research are followed systematically, in an organised way. Data
collection and analysis form the innermost layer of the research onion. On the other hand,
interpretation of the research philosophy and the research approach form the outermost layer.
Each steps of the research needs to ensure that the preceding and succeeding steps are
performed carefully.

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Research Onion
Research Philosophy
The investigators have the option of selecting two types of research philosophy that
will provide the basic guidelines for collection of the data. The concept of positivism research
philosophy aims to directly examine the research problem with the help of all types of facts
and real incidents associated with that of the research problem. Hence, this type of
philosophy helps in critically analysing all situations. On the other hand, the interpretivism
philosophy is based upon real facts that are collected from the observation of the incidents
related to the research (Flick 2015).
In order to evaluate the effects of organizational culture on the behaviour of
employees working in the construction Industry at Singapore, the investigators have used the
positivism research philosophy. This will help in collecting data related to all kinds of
cultural issues that are encountered in the aforementioned workplace. This philosophy will
also provide assistance to logically analyse the collected data that is being used to evaluate

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the cultural issues faced by the employees working at the construction industry. On the other
hand, the interpretivism philosophy will not prove effective in understanding the practical
issues that are being encountered due to workforce cultural diversity.
Research Approach
There are two kinds of research approaches that can be chosen by the researchers to
deal with the research problems. These include the inductive and the deductive approach. The
main purpose of the deductive approach is to acquire relevant knowledge that is required to
analyze the existing situation within the research. The hypothesis of the research is also
generated utilising this approach from the literature review. Hence, it is possible to analyze
the relevant data and theories that are related to the research problems.
On the other hand, the inductive research approach is aimed to generate new theories
that will highlight upon new perspectives related to the research subject. This type of
approach is generally applied at the initial stage of the research that builds the foundation of
the data collection process for future analysis (Vaioleti 2016).
For the current research work, the investigators have opted for the deductive approach. This
helped them to apply all relevant theories related to organizational culture and their influence
on personal behavior. On the other hand, on few occasions the researchers have also utilised
the inductive approach. Hence, it was possible to introduce new types of organizational
theories in order to undersrand the importance of organizational culture in the context of the
Singapore's construction industry.

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Research Design
Gast and Ledford(2014), have mentioned about three types of research design that can
be implicated in most investigation works that include the explanatory, exploratory and
descriptive. The design is generally selected based upon the aim and the particular problems
of the research. In case of the Exploratory method, the investigators take in account the
psychological aspects of the research problem, while in case of the explanatory design the
data are being evaluated without the consideration of the positive and negative aspects of the
outcomes. The latest case, there is no formal sets of objectives that are being used for the
purpose of the research. The researchers initially also do not have enough knowledge and
information related with that of the research subject.
There is also the descriptive form of research design that is applied in the matters of
implementing specific research questions and research objectives. The advantages and
disadvantages of the research subject are being discussed in this type of design. Hence, it is
possible for the researchers to simply the research design in the accordance. This is the best
suited research design that has been implemented in the respective investigation work. The
current research work does have particular objectives that include identifying the influencing
factors of the organizational culture in the context of the construction industry of Singapore.
It will also be possible for the investigators to focus on the positive and negative aspects of
cultural diversity in the workplace of the construction industry of Singapore. The depth of the
primary data can also be analysed within the very short span of time.

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Sampling Method
The sampling methods are needed to select the source of the data collection that is
relevant to the sample size. According toHumphries (2017), there are two types of sampling
methods that are used in general for all types of investigation work. This includes the
probability sampling method, where the sample size is being selected in the random methods.
However, it is essential to ensure that the overall chosen population are being properly
represented within the data collection. On the other hand, in case of non-probability sampling
method, the investigators will collect data only from the fixed source (Bauer 2014).
For the current research work, the investigators have used fixed sample size that will
focus upon the data collection from the 12 employees in the construction industry of
Singapore. The researchers have selected the few of the best companies in the region of
Singapore within the construction industry. The companies have been chosen is having
higher level of cultural diversity. This will be useful in the matters of collecting more relevant
data. The researchers have selected fixed questionnaires that are needed to collect the relevant
data. The investigators will also fix 5 managers; with whom they will conduct the interview.
The managers have been chosen depending upon their past experience and performance. The
researchers have also approached the survey participants and interviewee according to their
personal convenience in order to get the best possible data.
Research Strategy
The strategy of the research has been decided based upon the requirement of the
research. For the current work of investigation, the research strategy has been based upon the
surveys and interviews. The chosen sample has also been selected that have the capability to
provide the wide range of data. This is quite effective in utilizing the data and interpretation
of the same. The strategy has also aimed to ensure that the data is being collected from the

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reliant and trustworthy sources. Extensive forms of original data have been used as a part of
the research. The data are properly noted in the relevant databases that can be used for all
future references.
Data Collection
This is the most important part of the research, where, it is possible for the
investigators to focus on the relevant data and gather proper information. For the current
research work, the investigators have focused upon both primary and secondary forms of
information.
Tuohyet al.(2013), have mentioned about the importance of quantitative data
collection process that is aimed to obtain data in the forms of numeric values. These data can
then be analyzed in the using various forms statistical tools and represented in the forms of
tables, charts, and graphs. This is also believed to be one of the cost effective ways of data
collection as it can help in the maters of saving time. It is also possible to validate the data as
it is only collected directly from the selected sample size of the research. Most of the
quantitative data are collected from the primary sources that will include the surveys and
interviews and all forms of direct communication with the sample size. For the given research
work quantitative primary data are being collected from the survey of the workers in the
construction industry of Singapore. Interview has also been conducted of the managers, who
have been working for long period in the construction industry of Singapore.
On the other hand, the qualitative forms of data collection are collected from the
secondary sources. These include the relevant journal and articles that have been published
previously related to the current subject of research. For the current research work 30 relevant
peer-reviewed articles have been chosen that is relevant to the organizational culture and the

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existing condition of the construction industry of Singapore. The articles have been analyzed
by extracting themes from each type and category of articles.
Accessibility issues
The accessibility is one of the major issues that have prevented the investigators to
collect more amount of research information. In case of the primary data, the accessibility
issue is due to the fact that it is not possible for the investigators to reach out to more number
of survey participants. There are also the issues of fixing date for the interviews with that of
the managers. It was also not possible for the researchers to get proper access to the
secondary data sources due to the copyright holds. The investigators also did not get the time
to deal to get the access for all the journals and articles and past research information related
to that of the organizational culture and behavior among the employees of the construction
industry in Singapore.
Ethical Issues
The ethical issues are few of the major areas of concerns that can compromise upon
the quality of research work. The research includes data or general information about the
constuctuion industry that exists in Singapore. The information collected for the research is
not specific for any particular company. In addition, there is no need of any sensitive
information.. Thus, data collection can be carried out without supervision and there is no
requirement for conduction of a criminal record screening.
The participants will be provided adequate information on the purpose of the research
and will be given a clear understanding of the process by which the collected information is
intended to be used. They will also be informed of the research outcomes. One researcher
will interview each participant in a friendly environment and will not be given any pressure

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that might modify the responses. The participants will be provided the discretionary power to
refuse answering a particular question if he/she is not willing to disclose some information.
The collected data will be kept anonymous and confidentiality will be maintained. Survey
tools can be used for a through analysis of the data. The anonymous feedback will encourage
honest answers. Since the information will be kept anonymous, it will probably not give rise
to any issues that are not foreseen by the researchers.
Timetable and Resources
The research is intended to get completed and submitted by the 31st of December,
2017. The activities and progress of the proposed research plan have been planned
accordingly in order to complete it within the stipulated time.
Gantt chart for submission of the research paper
Submission of a research plan on time is governened by two critical factors that
include, approval of the research proposal and the interview of the respondents. An approved
research proposal is generally used as a guideline to prepare for the investigation and
facilitates an organised preparation of the research report. The interview responses given by
the participants and the method of data collection help in determining the quality of feedback
and this in turn affects the research analysis.

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Approval of the research proposal will help in formulating the interview structure,
followed by conduction of the proposed interview among the selected participants. The best
and rigorous tools will be used during the data collection process and a literature review will
also be conducted parallel to the interview, in order to correlate the results obtained from the
research with earlier studies. The data collected after conduction of the interview will be
compiled together and the final results will be evaluated using structured analysis tools. This
will result in completion of the dissertation project. Although, a review will be conducted at
every step of the research process, a final review will give an overall idea of the research
study and will help in assessing whether the report is consistent with the analysis findings.
Completion of the dissertation report will help in proving the proposed hypotheses and
will provide references for the influence of organisational culture on the job performance of
employees, working in the construction industry in Singapore. The research is expected to
provide a sound understanding of the various key factors that play an essential role in
influencing the employees that help the concerned company to achieve its goal. It will also
assist in evaluating whether the employees show willingness to change their behaviours in
order to adapt to the culture of their organisation, which eventually results in improved job
performance.

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Chapter 4: Data Analysis
This chapter is aimed to analyze the collected data within the forms of the quantitative
and qualitative analysis. This will help to deal with both the primary and secondary forms of
data that are being collected from various relevant sources. The discussions and conclusion
will be done based upon the findings of the collected data.
Primary Data Analysis
Part A:
Quantitative Data Representation and Interpretations
1) Mention your age group
Options Response
Frequency
Total Respondents Percentage of
Response (%)
25-35 years 11 12 91.6
35-50 year 1 12 8.3
50-60 years 0 12 0
Above 60 years 0 12 0
Table 1: Age Group

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Response Frequency
25-35 years 35-50 year 50-60 years Above 60 years
Figure 1: Age Group
From the findings, it can be said that more than 91% of the participants of the survey are
within the age of 25-35 years. Hence, the investigators mainly focused on the younger
employees. It can also be said that most of the employees in the Singapore construction
industry are at the younger age as it will help to deal with the issues of difference in the
organizational culture. Only 8% of the participants are in the middle age group and no
participants are there, who were above the age of 50 years.
Q2) Your Gender
Options Response
Frequency
Total Respondents Percentage of
Response (%)
Male 2 12 16.66
Female 10 12 83.33
Table 2: Gender of Participants

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Response Frequency
Male Female
Figure 2: Gender of Participants
More than 83% of the participants in the survey are female and just 17% were females.
Hence, more focus has been given on the female workers as they will have the tendency to
affect more due to the difference in the organizational culture. The females however also
have the ability to deal with the issues of the organizational culture.
Q3) Do you agree with the fact that organizational culture is able to influence the
employee behavior?
Options Response
Frequency
Total Respondents Percentage of
Response (%)
Strongly agree 8 12 66.66
Agree 3 12 25
Neutral 0 12 0
Disagree 0 12 0

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Strongly Disagree 1 12 8.3
Table 3: Effect of organizational culture on Employee Behavior
From the above collected data it is clear that more than 91% of the respondents believe about
the fact that employee's behavior can have strong effect due to the consequence of culture.
Out of that 66% have strongly provided their opinion in the favor of effects of organizational
culture. Just 8.3% of the respondents have disagreed about the given fact. Hence, it can be
said that the organizational culture has been able to affect the behavior of the employees
within the Singapore construction industry is highly relevant. This also ensures that there is
high level of cultural diversity in the workplace of the construction industry of Singapore.
Response Frequency
Strongly agree Agree Neutral
Disagree Strongly Disagree
Figure 3: Effect of organizational culture on Employee Behavior

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Q4) Do you agree that leadership within the organization is the key factor that can help
to promote the organizational culture?
Options Response
Frequency
Total Respondents Percentage of
Response (%)
Strongly agree 6 12 50
Agree 5 12 41.66
Neutral 0 12 0
Disagree 1 12 8.33
Strongly Disagree 0 12 0
Table 4: Effect of Leadership on Organizational Culture
More than 90% of the respondents have agreed the view that leadership is a high critical
element that helps in the matters of dealing with the organizational culture. This is mainly
due to the effective styles of leadership that are implemented by the managers of the
construction industry in Singapore. Just 8.33% participants have disagreed with the given
fact. This means that only few percentages of employees have not been able to make the best
use of the leadership style that has been implemented to deal with the issues of organizational
cultural diversity.

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Response Frequency
Strongly agree Agree Neutral
Disagree Strongly Disagree
Figure 4: Effect of Leadership on Organizational Culture
Q5) How far do you believe that the workplace environment is able to influence the
performance level of the organization?
Options Response
Frequency
Total Respondents Percentage of
Response (%)
Have Strong
Influence
10 12 83.33
Have Moderate
Influence
0 12 0
Have Little
Influence
2 12 16.66
Have no Influence 0 12 0

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Table 5: Effect of workplace environment on Organizational Culture
Response Frequency
Have Strong Influence Have Moderate Influence
Have Little Influence Have no Influence
Figure 5: Effect of workplace environment on Organizational Culture
From the above findings, it is clear that the more than 83% of the people, who participated in
the survey believe that the environment in the workplace has strong influence about the
matters related to the performance level of the employees. This only 16% of the participants
believe that organizational culture has little influence. Hence, it can be said that majority of
the employees do get affected due to the environment within the workplace within the
environment. However, few of the employees do not get affected due to the environment
within the workplace.
Q6) Do you agree that the level of Job satisfaction will help to improve the level of
organizational performance?
Options Response
Frequency
Total Respondents Percentage of
Response (%)
Strongly agree 6 12 50

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Agree 3 12 25
Neutral 0 12 0
Disagree 1 12 8.33
Strongly Disagree 2 12 16.66
Table 6: Effect of job satisfaction on organizational performance
Response Frequency
Strongly agree Agree Neutral
Disagree Strongly Disagree
Figure 6: Effect of job satisfaction on organizational performance
From above data it shows that 75% of the participants have agreed with the fact that
high level of job satisfaction is required to gain high level of job performance. This is due to
the fact that with high level of job performance, it is possible to devote better efforts within
the workplace. However, nearly 25% of the employees have not been able get affected by the
level of job satisfaction in the level of job performance.

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Q7) Do you think that the organizational culture is able to play significant role in the
implementation of change management?
Options Response
Frequency
Total Respondents Percentage of
Response (%)
Strongly agree 6 12 50
Agree 4 12 32.44
Neutral 2 12 16.66
Disagree 0 12 0
Strongly Disagree 0 12 0
Table 7: Effect of organizational Culture in the implementation of change management
Response Frequency
Strongly agree Agree Neutral
Disagree Strongly Disagree
Figure 7: Effect of Organizational Culture in the implementation of change
management

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The above findings suggest that more than 82% of the participants in the survey have
agreed with the fact that organizational culture plays an important role in the matters of
dealing with the elements of change management within the organization. The rest 17% are
neutral about this matter as they do not have their personal opinions about the matters related
to change management and its link with organizational culture. None of the participants,
however, disagreed with the same facts.
Q8) What are the best ways do you think is the best way to encourage workplace
diversity?
Options Response
Frequency
Total Respondents Percentage of
Response (%)
Hiring employees from
different nations
3 12 25
Implementing effective
business communication
methods
2 12 16.66
Implementing effective
and flexible style of
leadership
7 12 58.33
Use of technology for
improved the level of
business communication
0 12 0
Table 8: Best ways to implement workplace Diversity

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Response Frequency
Hiring employees from different nations
Implementing effective business communication methods
Implementing effective and flexible style of leadership
Use of technology for improved the level of business communication
Figure 8: Best ways to implement workplace Diversity
From the findings it is clear that majority of the participants (more than 58%) agree
with the matters related to that of flexibility of the leadership style as the most effective ways
to deal with the challenges of workplace diversity. This clearly indicates that most of the
managers in the construction industry of Singapore have flexible style of leadership. This is
followed by 25% of the participants, who have expressed their views in the matters of hiring
more employees from the foreign nations. Nearly 17% have expressed their opinions about
the use of effective business communication methods as helping the purpose of challenges of
cultural diversity. None of the participants have expressed their views in the matters of using
communication technology.
Q9) Do you agree upon the fact that with better experience it is possible to have high
level of cultural awareness?
Options Response
Frequency
Total Respondents Percentage of
Response (%)

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Strongly agree 6 12 50
Agree 3 12 25
Neutral 3 12 25
Disagree 0 12 0
Strongly Disagree 0 12 0
Table 9: Role of job experience in improving the cultural awareness
Response Frequency
Strongly agree Agree Neutral
Disagree Strongly Disagree
Figure 9: Role of job experience in improving the cultural awareness
The above data suggest that 75% of the participants agree upon the fact that with better level
of job experience, it is possible to improve the cultural awareness that is needed in the
workplace. The 25% of the participants, who are neutral about this fact, does not seem to
have any ideas about the importance of cultural awareness. None of the participants have
disagreed with the given fact.

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Q10) Do you agree upon the fact that diverse culture is being maintained within the
Construction industry of Singapore?
Options Response
Frequency
Total Respondents Percentage of
Response (%)
Strongly agree 1 12 8.33
Agree 7 12 58.33
Neutral 4 12 32.68
Disagree 0 12 0
Strongly Disagree 0 12 0
Table 10: Diverse Culture in the Construction industry in Singapore
Response Frequency
Strongly agree Agree Neutral
Disagree Strongly Disagree
Figure 10: Diverse Culture in the Construction industry in Singapore
From the above collected data it is clear that 69% of the participants have agreed with the fact
that diverse culture is being maintained within the workplace of Singapore construction

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industry. It can also be said that nearly 33% of the participants are neutral about the given
facts. This makes it clear that 33% of the participants are not personally aware of the facts
related to the level of cultural diversity in the given place.
Part B: Qualitative Data Interpretations
Carryout Interview with the Managers (5 managers of the construction industry)
4 questions have been set in order to conduct the interview of 5 managers, who are
connected working in the construction industry of Singapore. Response given by the
managers are noted down below
Q1) how do you believe that the organisational culture in an organisation can affect the
performance and behaviour of all employees?
According to the first manager organisational culture is an integral part that defines
the organisational aim and its purpose in the context of existing business scenario. The terms
and conditions or the guidelines that needs to be followed within the organisation are also
done according to the work place environment or organisational culture.
The second manager added in the context that the working protocol of the employee is
done according to the organisational culture. It is also possible for the corporate culture of
modern day to bind all the workforce together in order to get the best possible results and
team work coordination.
According to third and fourth manager, organisational culture is a dominant part of all
type of business firms that helps to decide the activity of the operational department. In order
to deal with the tough level of competition in external business environment, most of the
organisations trying to implement flexible working nature and organisational culture. The
bureaucratic organisational culture is believed to be one of the effective ways to deal with the

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strict protocol for organization. However, this type of culture may not be effective in the
modern day due to the fact that the workers to not get the opportunity to express their
thought.
The fifth manager manager finally added that it is essential to implement strong
organisational culture in the modern day corporate world. This is believed to be one of the
effective ways to ensure ethical performance and behaviour are being obtained from every
employees. The culture will also encourage the employees to devote more time and potential
to their respective workplace.
Q2) what type of organisational culture do you believe is best suited for the Singapore
construction industry?
The first and the second manager suggested that organizational culture can highly be
effective within the construction industry of Singapore, which currently employs workers
from different nations. In the context, the managers added that it is important to implement
marketing based working culture within the Singapore construction industry. This will help
the business management to establish long term relationship with all type of employees and
decide upon their future goals. The fifth manager also agree to this notion and added that it is
essential for the employees to understand the change within the market. This can also help
them to change their working protocol within the organisation and thereby help in the process
of business sustainability. .
The third manager have mentioned about the hierarchy type of work culture. In this
type of work culture the manager or the leaders decide upon the long term goal. It is also
essential for the leader to take proper consent from every employees. This will help them in
the matters of dealing with different types of workplace environment. It is also possible for
the management to make future predictions and guarantee high level of working performance

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from every employees. The fourth manager has mentioned about the importance of Clan
working culture, which can help the Singapore construction industry to develop friendly work
environment. In this type of work culture people having common issues within the workplace
can decide together about the matters related to detection of the challenge. This type of work
culture also focuses upon the quality of performance, which can be enhanced by taking
proper support from every group of employees.
Q3) how do you think that organisational culture can affect the policy of Change
management in the context of Singapore construction industry
The first and the third manager suggested that change is highly an integral part of the
Singapore construction industry and hence it is important to ensure the work culture
environment within the respective domain are properly suited enough to deal with the
challenges of workplace. It is the duty of the management to incorporate flexible style of
working culture that can help the employees to inherit the changes which are incorporated
after the change in the nature of workplace protocol.
The second and the fifth manager suggested that it is the duty of the management to
properly inform all the employees about the new changes that are being implemented within
the workplace. This type of culture can easily help the employees to adapt themselves during
the time of Change management process. Hence, it is essential to maintain clarity within the
organisational culture that can help them to deal with the challenge of Change management in
context of Singapore construction industry.
The fourth manager on the other hand suggested that organisational culture is an
effective element to measure the quality of performance that are provided by employees
within the construction industry of Singapore. This is also helping them upon to maintain the
working protocol that is needed to deal with the challenge of change management.

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Q4) what type of leadership style do you believe is best suited for improving the level of
organisational culture?
The second and the fifth manager emphasized upon the importance of
transformational leadership, which is Highly Effective in the context of the modern day
business world. In transformation and leadership the managers can encourage the workers to
improve upon their level of cultural awareness in the context of the corporate business. The
fourth manager added in the context that with the help of effective style of business along
with that of transformational leadership, it is possible to ensure workers within an
organisation have the capability to take risk and deploy changes within their working
protocol. This type of leadership style also increases the workers to improve upon their level
of cultural awareness that is highly essential in the context of modern day corporate world
and globalisation.
The First and the third manager have mention about democratic leadership style,
which is believed to be one of the common style of management that is implemented in the
current day's workplace environment in a Singapore construction industry. This type of
leadership encourages to have wider range of cultural diversity within the workplace.
Secondary Data Analysis
For the current research work the investigator conducted secondary data analysis by
deriving themes from the relevant journal articles of previous research work related to
organisational culture and its impact on the construction industry of Singapore. 30 relevant
journal articles has been chosen for the secondary data analysis. However, in order to
maximize the level of precision the analysis, the main themes are being derived from 5
journal articles.

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Theme 1: organisational culture along with the leadership style can act as a predictor of
business performance
The organisational culture and transformational leadership has been an integral part of
measuring the effectiveness within an organisation. The transformational leadership also
increases the workers to perform better in wide range of organisational culture. Hence, it will
be possible for the workers to deal with the process of change and allow themselves to
encourage and maintain wide range of cultural diversity. It is important to note that the
transformational leadership is believed to be one of the effective way to deal with the
challenge of multiple level of challenges that are associated with difference in culture among
employees working within an organisation. It is also possible for the transformational
leadership style to provide the social support that is necessary in the matter of dealing with
the challenge of cultural diversity in the workplace.
Theme 2: The relationship between organisational effectiveness and organisational
culture
It is highly essential to measure the value of organisational effectiveness that can be
implemented with the help of respective workplace Framework. The competitive value
Framework is believed to be one of the widely used process that compares the cultural value
within different organisation in order to measure their effective performance level. It is also
important to consider the theoretical perspective that is relevant to the financial performance
and marketing values of every organisation. This criteria are believed to be Highly Effective,
in the context of conducting meta-analysis of the net performance level within the Singapore
construction industry. The competitive value framework and also help to identify the issues
within the organisational culture that are compromising upon the level of performance.

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Theme 3: The link between the organisational culture and structure that can help to
improve the level of knowledge management
The practice of knowledge management is highly essential in the context of the
modern day business as it is believed to be Highly Effective to influence the level of
organisational performance. With better level of knowledge related to cultural diversity in the
corporate world it is possible to generate effective performance level from the employees
within an organisation. The knowledge management also has the capability to fully mediate
the role of organizational culture.
It is also important to improve upon the scope of knowledge management that can help to
implement better level of workplace culture. This can ensure proper utilisation of the human
resource and use the same for gaining competitive advantage in the context of the modern
business world.
Theme 4: The role of organisational culture in bringing about innovation
Workplace innovation is believed to be one of the important criteria to maintain
sustainability within a respective industry and gain competitive advantage. The innovation
can motivate the employees to bring about modification in the style of workplace
environment. With effective style of organisational culture, it is possible for the employees to
adopt innovative style of working behaviour. This is believed to be Highly Effective in the
context of bringing about orientation within the limited resources supply. It is also the duty of
the managers to improvise upon the level of organisational culture that can bring about
motivation and innovation within the value of organisational performance.
Theme 5: The impact of leadership and Change management in maintaining
organisational culture

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Changes that occur within an organisation have a Deep Impact within the level of
organizational culture. It is important to have an effective method of communication that is
necessary to deal with the changes that occur within an organisation. It is also important to
note that the culture within the organisation plays a significant part in maintaining effective
business communication. It is highly essential to maintain effective style of leadership and
communication, which will help the employees to deal with the challenge of change in the
workplace culture. These changes usually occurs during the time, when a business
organisation merges with other businesses firms. There are also the cases of business
acquisitions, where employees have to deal with significant change within the workplace
culture. This change usually occurs due to the new style of leadership that are usually
implemented due to the new style of workplace culture.
Theme 6: Organisational culture and its effect on total quality management in the
construction industry of Singapore
The parameter of total quality management is believed to be one of the essential and
integrated part of organisational culture. The certified construction workers an organisation in
Singapore aims to maintain a high level of quality in order to identify the level of their
performance. There are 4 types of organisational culture in the context of Singapore
construction industry which includes strong comprehensive culture, clan driven work culture,
week comprehensive work culture and hierarchy driven work culture. It is important to note
that construction firms in Singapore having strong comprehensive culture are the best suited
for the purpose of dealing with the challenge of cultural diversity which is highly come on in
the respective industry.
It is important to use this parameter of Total Quality Management to ensure that
proper organisational culture are being maintained within All Construction forms of

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Singapore. The quality management also can assure manifestation and changes that is likely
to occur within the construction industry of Singapore.

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Chapter 5: Conclusion and Recommendation
From the information collected from the above research and by a thorough analysis of
the data, it can be concluded that most of the organizational behaviour do play a significant
part in deciding upon the behaviour of the employee within the organization. This can also
have the capability to influence upon the workplace performance level. The construction
industry of Singapore maintains effective level of organizational culture to deal with the
issues related to poor level of performance. The objectives of the research have been fulfilled
due to the fact that it has been possible to establish the relationship between employee
behvaiour and organizational culture.
Linking with the Objectives
Objective 1: To understand the impact of organizational culture on employee behaviour
and employee performance
From the findings of the research it is clear that organizational culture is highly essential in
the context of dealing with the challenges of performance level. The survey of the primary
data analysis suggests that most of the workers need to adopt themselves with the change in
the style of workplace culture. The organizational culture also depends on the style of
leadership that is being implemented by the research. From the findings, it can also be said
that flexible level of culture within the workplace will allow the employees to deal with most
of the challenges of change management within the organization
Objective 2: To understand the importance of organizational culture in the context of
the construction industry of Singapore
From the collected information, it can be said that the matters of total quality
management can be marinated within the construction firms of Singapore that is possible due

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to the effective level of performance of the workers. It is also clear that the flexible style of
leadership that is being maintained within the industry has helped the workers to deal with
the issues of organizational changes. The managers of the construction industry of Singapore
also takes special care of the leadership styles that help them to maintain coordination with
the culturally diverse nature of the workplace.
Recommendations
In the context of the existing conditions of the construction industry of Singapore, it is
important to deal with the issues of the cultural diversity. The management of the
construction industry needs to implement the flexible style of leadership that is needed to
maintain multiple cultural diversity within the workplace. The leaders of the organization
also need to have the ability to maintain effective style of communication within the
workplace. This will help the employees from different cultural background to easily adopt
with the changes of the workplace environment.

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