Existence of Right Culture in Service-Led Organizations

This study explores the existence of the right culture in service-led organizations and its impact on performance and employee engagement. It discusses the background, research question, objectives, and justification for the research. The methodology, literature review, and conceptual model are also presented.

Running head: RIGHT CULTURE IN SERVICE-LED ORGNIZATIONS
A study that researches if the right culture in a services-led organisation exists, then performance
and employee engagement should follow
Name of the University:
Name of the Student:
Authors Note:

1RIGHT CULTURE IN SERVICE-LED ORGNIZATIONS
Table of Contentss
Chapter 1: Introduction........................................................................................................2
1.1 Background to the research.....................................................................................2
1.2 Research question....................................................................................................3
1.3. Research Objectives..................................................................................................3
1.4 Justification for the research....................................................................................4
1.5 Outline methodology...............................................................................................5
1.6 Outline of the chapters..............................................................................................5
1.7 Definitions...............................................................................................................6
1.8 Summary...................................................................................................................6
Chapter 2: Literature Review...............................................................................................6
2.1 Introduction..............................................................................................................6
2.2. Kinds of Organizational Culture...............................................................................7
2.3. Employee Engagement...........................................................................................10
2.4. Relationship between Organizational Culture and Employee Engagement...........12
2.5. Conceptual model...................................................................................................15
2.6. Summary.................................................................................................................16
References..........................................................................................................................17

2RIGHT CULTURE IN SERVICE-LED ORGNIZATIONS
Chapter 1: Introduction
1.1 Background to the research
A strong along with effective culture serves as a corporate asset which cannot be
replicated or limited by the business competitors. It has also been pointed out that team culture is
an aspect that can never be purchased or generated by implementing scientific methods. For this
reason, the existence of service led organizational culture within the business results in increase
of organizational performance within the service-led organizations. A strong and effective
business cultureis often considered as competitive advantage for the business as strong culture
facilitates in development of long term strategy and facilitates in maintaining business success.
Al Mehrzi and Singh, (2016) revealed that a service led organization being a social entity attains
a number of distinct people with distinct backgrounds together to operate in the direction of
defined objective. Employees join an organization with distinct beliefs, values along with distinct
methods of carrying out tasks. For the purpose of attaining such conjoint objective, the service-
led organization must demarcate a culture along with attempting to instill it with the employees
of the organization. Alagaraja and Shuck, (2015) also pointed out that organizational culture is
likely to be professed as unsupportive or supportive along with being negative or positive. It is
also gathered that each employee join the service-led organization which itself have particular
belief, values along ith defined method of carrying out tasks. The following research will focus
on verifying in the fact that right culture implementation within the business organization can
result in improvement of organizational performance and can also observe better employee
engagement in the companies.
Alas and Mousa (2016) also revealed that culture and engagement are the important
aspects in the era of increased corporate transparency, increased workforce mobility and severe
skills shortages In addition, engagement, culture along with employee retention has turned out to
be among the major concerns for the business leaders that is not simply recorded as HR concern.
Culture along with employee engagement is deemed as vital issue for the service-led
organizations all through the world. More than 87% of the companies cite that employee
engagement and culture serve to be most important issues those are needed to be addressed in
attaining exceptional organizational performance (Alvesson&Sveningsson, 2015). Companies

3RIGHT CULTURE IN SERVICE-LED ORGNIZATIONS
that develop a culture explained by meaningful work by developing job and organizational fit
along with strong leadership are outperforming their peers that deals with competition in
attracting top talent. Employee engagement holds a considerable place in the human resource
departments list all though the world. This is because of the employee engagement concept
touches the bottom line of the service-led organization and decreases the degree to which the
employees totally feel as company’s part and work as per the personal effort. The research will
also explain the contributing factors of leadership related to engagement, service-led
organization policies and procedures, organizational surrounding, recognition amongst other
individuals, organizational structure and rewards. Such contributing factors related with
engagement are incorporated within company’s culture and for this reason and a result of
significance of improving an effective culture that involves the personnel. A number of related
researches are carried out based on company culture. It is observed that culture is socially leaned
as well as transmitted by the service-led organizational members as it offers rules for suitable
behaviors within the companies. The organizationalculture has a belief that can guide employees
in training employees to include practices, value along with assumptions related with work. Job
performance based on several dimensions includesorganizational, promotion, job content,
reward, working partnerand environment.
1.2 Research question
The research question that is to be answered through completion of the study is indicated
below:
 Is there existence of right culture within a service-led company than performance and
employee engagement requires following?
1.3. Research Objectives
The objectives of the research are indicated below:
 To recognize the suitable culture for the service led organizations
 To recognize the manner in which the service led organizations employ the culture within
the business
 To recognize the manner in which service led organizations increases their productivity
over a given timeframe

4RIGHT CULTURE IN SERVICE-LED ORGNIZATIONS
1.4 Justification for the research
The purpose of the research is also on highlighting the reasons behind increase in
employee engagementalong with the function that the existence of positive culture has on the
business organizations. The research will focus on discussing the cultural values, employee
engagement along with increase in the organizational performance regarding business (Barrick et
al., 2015). The involvement of such vital factors along with establishing a common link that such
elements share its self-provide an increased scope in research. Employee engagement holds a
considerable place in the human resource departments list all though the world. This is because
of the employee engagement concept touches the bottom line of the organization and decreases
the degree to which the employees totally feel as company’s part and work as per the personal
effort. The research will also explain the contributing factors of leadership related to
engagement, organization policies and procedures, organizational surrounding, recognition
amongst other individuals, organizational structure and rewards (Bhuvanaiah& Raya, 2016).
Such contributing factors related with engagement are incorporated within company’s culture
and for this reason and a result of significance of improving an effective culture that involves the
personnel. A number of related researches are carried out based on company culture. Existing
research on this subject indicated that a company relationamongst engagement along with
company culture (Bin, 2015). A number of researchalso indicate that the employees those are
involved carry out their duties in an effective way in contrast to their corresponding individuals
that might involve more than a few company measures. The aim of the research is to analyze the
presence of suitable culture in the company will result in superior performance that result in
increased employee engagement within the company along with performance of the following
business organization. The use of previously existing theories and models facilitate in making
positive impacts in business along with making employees highly motivated towards the
business company (Blattner& Walter, 2015). In this specific case the researcher will focus on
attaining data from previously existing models and theories on the organizational
performancesand culture along with the employee performances. Organizational culture is
defined as the underlying beliefs, values, assumptions along with the manner of interacting
which contributing to exceptional psychological surrounding of the company. Employee
engagement is explained as the extent to which the employees are content and indicates level of

5RIGHT CULTURE IN SERVICE-LED ORGNIZATIONS
involvement, motivation and emotional commitment towards attaining common organizational
goals (Carasco-Saul, Kim & Kim, 2015).
1.5 Outline methodology
The researchmethodology used in this study will include several methodological tools
which were employed by the researcher in completing the study and attain reliable findings. The
reserveapproach used in this study was deductive as it facilitated the researcher in testing the
developed hypotheses on whether use of suitable cultural strategy facilitates in enhancing
performance of organizations and its employees (Driskill, 2018). Descriptiveresearch design was
used in this study as it offers an opportunity for the researcher to clarify developed hypotheses
along with analyzing cause-effect of research rationale. Survey researchstrategy will be used in
this research as it offers a better opportunity for the researcher to gather relevant data from
organizational perspectives. Systematic profitability sampling method has been used as it
facilitates in attaining an idea of the managerial and employees viewpoint (Hanaysha, 2016).
Both primary and secondary data collection techniques have been used as this has facilitated in
developing a clarified concept regarding cultural context within a company which facilitates in
enhancing business organizations and employees performance. SPSS data analysis technique was
employed for carrying out logical batched as well as non-batched evaluation on the variables
developed for the research (Hartnell et al., 2016).
1.6 Outline of the chapters
The first chapter of this research will offer a detailed introduction on the topic “existence
of right culture within a service-led company than performance and employee engagement
requires following” that will include explaining the background, research question, justification,
outline methodology along with important definitions. The second chapter of this study will be
focused on analyzing the literature review in which detailed explanation will be provided on the
types of organizational culture, employee engagement and relationship between organizational
culture and company culture. The third chapter of this study willsanalyses different approaches,
methods, strategies, data collection techniques and researchanalysis techniques employed in this
investigation. The fourth chapter will explain the research analysis carried out in this study for
gathering suitable findings and the fifth chapter will conclude the study findings along with

6RIGHT CULTURE IN SERVICE-LED ORGNIZATIONS
offering suitable recommendations in improving organizational culture for increasing better
employee engagement.
1.7 Definitions
 Organizational Culture: Huhtala, Tolvanen, MaunoandFeldt, (2015) defined
organizational culture as the underlying beliefs, values, assumptions along with the
manner of interacting which contributing to exceptional psychological surrounding of the
company.
 Employee Engagement: Jhaand Kumar, (2016) defined employee engagement as the
extent to which the employees are content and indicates level of involvement, motivation
and emotional commitment towards attaining common organizational goals.
1.8 Summary
The introduction chapter focused on explaining background on the research topic
“existence of right culture within a service-led company that performance and employee
engagement requires to follow” that included explaining the background, research question,
justification, outline methodology along with important definitions. Moreover, it was also
gathered that organizational culture is likely to be professed as unsupportive or supportive along
with being negative or positive. It is also gathered that each employee join the organization
which itself have particular belief, values along ith defined method of carrying out tasks. The
right culture implementation within the business organization can result in improvement of
organizational performance and can also observe better employee engagement in the companies.
It was gathered from completion of this chapter that the researchmethodology used in this study
will include several methodological tools which was employed by the researcher in completing
the study and attain reliable findings.
Chapter 2: Literature Review
2.1 Introduction
The literature review section focused on analyzing several applicable theories on which
the organizational culture is based upon. The chapter further converses in relation to analyze the
association among organizational culture and employee engagement. Moreover, the explanations
will be based on findings gathered from past researches on “existence of right culture within a

7RIGHT CULTURE IN SERVICE-LED ORGNIZATIONS
service-led company that performance and employee engagement requires to follow” that
represents an evaluation of distinct organizational culture along with the indicators of employee
engagement (Jiang & Men, 2017). The section has developed a conceptual model that facilitated
in conducting the research in a detailed manner through implementing suitable research analysis
techniques.
2.2. Kinds of Organizational Culture
Kent et al., (2016)stated that organizational culture demarcated the stable fundamental set
of ideals, suppositions along with interpretations along with the manner in which the company
members deal with distinct issues. Culture in any organization might be observed from the
manifold scopes. One center is based on the conversation of interior which is incorporation along
with leveling in contradiction to the exterior relation, distinction along with competition along
with stress on the organic procedures, dynamism along with flexibility against the procedures
that are machine such as firmness and control. Researchers namely Khalid and Khalid,
(2015)stated that assimilating the two focuses on the contending value results in four distinct
types of cultures such clan culture, market culture, adhocracy along with hierarchy culture.
Researchers namely Kumar and Pansari, (2015)stated that assimilating the two focuses on the
contending value results in four distinct types of cultures, which are demonstrated briefly as
follows:
Power culture dimension:
In any organization, there is need of using power for exercising control as well as
influencing behavior. According to Mann and Harter, (2016), power culture could be defined as
organizational culture, which relies on the inequality of access to resources. This type of culture
is characterized by increased centralization and minimized formalization operating modes. It has
only source of power from which there is exertion of influence on the entire organization. This
denotes the centralization of power and the organizational members are associated with the
center by specialist and functional strings.
In power culture, a dominant individual sits in the center surrounded by a number of
individuals, mainly subordinates that depend on the dominant. This increases the valuation of an
informal, personal and power management style. This type of culture could be seen in small as

8RIGHT CULTURE IN SERVICE-LED ORGNIZATIONS
well as big organizations. It uses a top down approach of communication and decisions are
undertaken based on influence, instead of logical explanations or procedural steps (Peng et al.,
2016).
Role culture dimension:
In the words of Popli and Rizvi, (2015), role culture could be defined as a replacement of
a group of procedures and structures for the sole power of the leader. The primary concentration
of this culture is on job specialization and description. This culture is observed to have both high
formalization and centralization on operating modes. The strength of this culture relies on its
specialties or functions, which include production, financing, purchasing and others. Thus, it
could be adjudged as a group of pillars that are coordinated and controlled from the end of a
limited number of senior officials. Thus, the firms following this culture are characterized by a
group of roles tied together logically. These job descriptions are coordinated at the superior level
with the help of a narrow band of senior management. The common point that could be observed
between power culture and role culture is that they rely on external punishments and rewards for
motivating the members of the organization (Popliand Rizvi, 2015).
The organizations following this culture function on the assumption that it is not possible
to trust people, which restrict them to provide individual freedom or discretion to lower level
members. It leads to a hierarchical command chain resulting in predictability and stability. This
could offer security for the members of the organization by providing an estimated rate of
moving up a ladder and an opportunity of acquiring specialist skill in the absence of any risk.
Thus, this culture focus on that the employees do not make mistakes along with laying stress on
legitimacy, legality and responsibility (Reis, Trullenand Story, 2016).
Achievement culture dimension:
This culture could be defined as the aligned culture that steers the individuals towards a
similar vision or purpose. The operating mode of this culture is low in centralization and high in
formalization. This states that natural balance is maintained between centrality and formality of
power shared within the business organizations. The allocation of power is made depending on
short-term horizon like classification of projects. It is necessary to ensure task completion as
team work, instead of promoting individual work or position. Rofcanin, Las Herasand Bakker,

9RIGHT CULTURE IN SERVICE-LED ORGNIZATIONS
(2017)indicated that the major strategic objective of this culture is to bring the correct individuals
together in order to attain common organizational goals. This also suggests that achievement
based culture is identical to team orientation that serves as a characteristic of organizational
culture. These reasechers also explained team orientation as the extent to which organizational
work activities are organized all through teams rather than the individual employees. Through
bringing together a cluster of employees those are specialistsin their job fields by means of
which the companies are capable of meeting the market demand.
Support Culture Dimension
Singh, (2016)revealed that the support culturedimension can be explained as an
organizational climate which is relied on mutual trust among the organization and its employees
and for this reason this culture is also termed as person-oriented culture. These reasechers also
added that support culture based company exists solely for the companies those compromise it
and that might be represented as a cluster in which no employee dominates. Taneja, Sewell, and
Odom, (2015)confirmed that the support culture resembles the individual’s orientation
characteristic based on organizational culture. Such culture is explained as the degree which
management decisions take into account the impact of outcomes on employees. On the other
hand, this culture implies that the employee’s well-being is vital for the managers in this kind of
organization. Ünaland Turgut, (2015)elaborated that the organizations following such culture is
generally smaller in size and employees have worked together over a long time and have been
efficient in building relationships. Such type of relationship is in the form of trust and mutuality
that binds employees to one another.
Zhong, Wayne and Liden, (2016)explained in their research that the functions of
organizational culture is to determine the organizational behavior through recognizing the major
goals, work methods along with the manner in which employees must interact and address one
another along with explaining ways in which they can develop personal relationships. Such
functions of organizational culture include conflict resolution, coordination and control,
uncertainty reduction, motivation and attaining competitive advantages. Taneja, Sewell and
Odom, (2015)added that organizational culture facilitates in maintaining employee commitment
along with developing employee self-interests to retain them in the organization.

10RIGHT CULTURE IN SERVICE-LED ORGNIZATIONS
2.3. Employee Engagement
Taneja, Sewell and Odom, (2015)stated that at the time employees are engaged or
involved, each individual benefit as the employees have a notion that they are capable to use
their talents along with maintaining a productive relation in addition to increasing proficiency
through the means of the relation theyhave generated. It is additionally proclaimed by Taneja,
Sewell and Odom, (2015)that the performance of the engaged employees regularly levels along
with the enterprise intervention that moves the organizationfrontward. These reasechers also
proclaims that employee engagement is a situation in which personnel work as well as articulate
themselves emotionally, mentally, physically when the employees perform their functions. It is
also further expressed that the staff those are not involved repetitively have the chance to
withdraw from performing their parts along with trying to buffer themselves emotionally,
mentally along with physically. Zhong, Wayne and Liden, (2016) stated those
employeesthoseare engaged are the ones those are present at work mentally. It is also expressed
that the engagement of employees as work related with satisfying along with positive mental
state that is characterized by the means of job absorption, dedication along with vigor at work.
According to Zhong, Wayne and Liden, (2016) “Maslow’s Needs Hierarchy theory” has
an engagement with the employee engagement in orgaanzations as this explains aspects those
serve as effective manner in engaging with them. In addition, it is also stated that this theory
must be followed by the companies in order to better management their employee engagement
programs. Concentrating on the needs of employees can serve to be an effective manner in
increasing employee loyalty and engagement levels. As per this theory, in the survivalaspect
employees need basic requirements such as financial and job independence and safety is the
dotage where they feel confident and engaged towards their work and perform them in a better
manner. Zhong, Wayne and Liden, (2016) explained that the sense of belonging also increases
employee engagement levels and for this reason they must be provided with volunteering
activities along with health and wellness programs so that they are engagement in their job role.
These reasechers also added that the highest in the hierarchy that is desired to be attained by all
the orgaanzations are highly engaged employees set those are deeply rooted within the firm and
fosters the culture followed by the organization.

11RIGHT CULTURE IN SERVICE-LED ORGNIZATIONS
On the other hand, revealed that “Gallup’s Engagement Hierarchy” explains employee
engagement through learning and development along with developing sense of career
opportunities andbelongings to increase staff engagement. These reasechersalso indicate that
employers must focus on thestrengths of employees along with constructing developing plans
relied on the same. As per this theory these factors that matter for employees in attaining job
engagement is not just focused on receiving but also on the aspects that they are giving back to
the companies in attainingorganizational goals. Zhong, Wayne and Liden, (2016) stated that
when the employees feel that their work is not that appreciated or has no important impact on the
organization they feel low which results in high employee turnover rate. For this reason, it is
based on the employers to decide the motivational factors offered by them to employees along
with making them feel engaged within the workplace. “IES Model of Engagement”
alsorecognized ten important factors those resulted in employees to feel valued along with
maintaining belongingness to stay engaged within the organization.
Zhong, Wayne and Liden, (2016)revealed that the suggested finding from the
engagement model includes the drivers that are important for all the companiesregardless of the
industry, however, certain unevenness is likely to occur. This engagement model puts more focus
on the sense of feeling valued and involved which an employee gets at the time of working in a
company. Such feeling of getting involved comes from factors such as co-operation,
communication, family friendliness and feeling of being valued which areattained by fair
treatment, equal opportunities, training and development. In contrast to such factors, explained
“Robinson Model of Employee Engagement” that put more focus on feeling valued along with
getting involved by employees within companies. Such feeling of values derives from numerous
policies and practices those are followed within the companies. Such policies and procedures
include communication, training and development along with co-operation which makes
employees feel that they are highly valued, job satisfaction, health and safety and pay benefits
and conditions. Zhong, Wayne and Liden, (2016)added that the major ingredients of employee
engagement involves offering an individual with an environment in which the person can attain a
meaningful and enriching work experience.
Along with that, employees use several emotional, physical along with cognitive levels of
themselves within their daily work performances. Thesereasechers also confirmed that rational as

12RIGHT CULTURE IN SERVICE-LED ORGNIZATIONS
well as emotional factors are highly important in keeping employees engaged within workplace.
The emotional factors improving employee engagement includes sense of pride, mission and
passion of their achievement. Zhong, Wayne and Liden, (2016)explained that the rationalefactors
include sources, resources along with tools those are available to the employees in performing
their job in a better manner. Moreover, engagement acts as the measure of employees’
intellectual and emotional commitment to their companies along with its success. Employee
engagement is also viewed as a result if professional engagement along with organizational
experiences of suchemployees. Such experiences are categorized by certain behaviors those are
segmented into three major categories including say, stay and strive. Zhong, Wayne and Liden,
(2016)added that engaged employees just have positive things to say about the companies and
their job functions, their employees along with their companies along with indicating a nature of
convincing other candidates to join their organization. These researches also confirmed that
employees are engaged when:
 They maintain strong relationships with their manager
 There exist a clear communication among employees and their superiors
 The employees have clear goals set for them in attaining organizational goals
 The employees have strong interpersonal relationships with colleagues
 The employees motivate and encourage others to accept risks and thrive for attaining
organizational excellence
2.4. Relationship between Organizational Culture and Employee Engagement
Rofcanin, Las Herasand Bakker, (2017) revealed that the employees engagement is
considered as a field that is relatively new along with a number of research is also present
regarding the effect of organizational culture on the employee engagement. These reasechers
also stated that in respects to analyses the relation in the middle of employee engagement along
with organizational culture. Rofcanin, Las Herasand Bakker, (2017) also elaborated that it is
rational for an organization to foster a culture that is constructive along with developing a culture
which makes sure that the employees feel along with enduring towards being associated within
the work that is performing with the intention for retaining staff within the organization longer in
comparison to the business that do not focus or endorsing employee engagement. Researchers
namely...indicated that there is an increased association among the organizational culture and the

13RIGHT CULTURE IN SERVICE-LED ORGNIZATIONS
employee engagement. The relation of the middle of employee engagement along with
organizational culture might be explained from point of view of “social exchange theory (SET)”
(Rofcanin, Las Heras& Bakker, 2017). These reasechers also indicated that employee
engagement is direct result of an exceptional company culture and it also refers to the way in
which employees feel regarding culture along with their job. The stronger an organizational
culture, the better employees understanding the aspects that can make people motivated, happy
along withcommitted to the organization. Rofcanin, Las Herasand Bakker, (2017) stated that an
engaged employee is more associated with company’s mission, motivated to exceed their goals
along with being proactive regarding learning new skills along with starting new projects. A
high-performance culture has the norms and behaviors that leads your company to attain superior
results by setting clear business goals, explaining employees responsibilities that generates
trusting environment along with encouraging employees to regularly reinvesting and growing
themselves. High-performance cultures such as positive, supportive and proactive and they
engage employees on a regularly basis. Kumar and Pansari, (2015) elaborated that companies
have high performance cultures leads their sector along with recruitment of top talent. These
organizations with a different culture facilitatethem to remain competitive in the financial and
employer market. These reasechers also stated that high performance cultures in the company.
This indicates that the high performance cultures clearly explain the norms and behaviors that are
supportive and healthy. Employees clearlyrealize their culture along with the desirable
performance expected from them.
Kumar and Pansari, (2015) revealed that several researches have claimed that there is a
link between organizational culture and employee engagement in organizations that is explained
by social exchange theory (SET). Based on such theory socialbehavior is an aspect of exchange
process and the time the employees perceive culture of an organization it facilitates them in
maintaining an effective relationship with other members of the organization in which they have
the required supports and power among others. In contrast, Kumar and Pansari, (2015) revealed
that from a cross-sectional study of employees within an accounting organization it has been
revealed that the employees feel committed and engaged towards their work not due to the nature
of attractive incentives but because of exceptional organizational culturecompatible with staff
values. These reasechers also established that in case the culture of an organization is not that
appreciated by its employees then they develop an increased tendency to quit job that to stay.

14RIGHT CULTURE IN SERVICE-LED ORGNIZATIONS
Kumar and Pansari, (2015) added that “Person-Environment (P-E) Fit Model” explained that the
companies those develop cultures compatible with their members values are capable of retaining
and involving an increased fraction of their employees. Moreover, it has also been revealed by
previous studies that there is an impact of power and authority culture followed within an
organization on employee behavior. These researches confirmed that when the power and
authority level in these companies are intensified then a lower level of employees felt intimidated
by their superiors that led to a heightened tension within the companies. Khalid and Khalid,
(2015) elaborated that in high power cultured companies, very less number of employees feels
demotivated that leads to an increased intention of employee turnover long with indicating low
level of engagement.
Research conducted by Khalid and Khalid, (2015) elaborated that in an organizations
where there is a culture that explains the roles and responsibilities of the employees particularly
those of the junior staff and new recruits clearly, the intensity of ambiguities in employee
responsibilities are limited. This results in better job performance of employees for over years.
For this reason, it is logical for a company to develop a positive culture that can make sure that
the employees feel and continue being highly engaged in work for sustaining the employees that
the companies those do not focus on promoting employee engagement. Khalid and Khalid,
(2015) explained that the market culture along with the hierarchy culture do not indicate any
negative relationshipwith the work engagement. The reasechers focused on identifying the type
of organizational cultures that impacts employee engagement along with determining and
manifesting culture of employee engagement. These reasechersalso indicated that employee
engagement and positive organizational culture has an impact on an employee’sadaptability to
embrace organization change by means of maintaining a positive organizational culture. Khalid
and Khalid, (2015) also added that companies with positive organizational culture also foster
organizational engagement along with job involvement among the organization staff. Moreover,
the employees with increased levels of job engagement are less adaptableto change.
Communication serves as vital part of developing organizational culture through which the
employees feel comfortable and safe while expressing their opinions in the workplace
environment. Kent et al., (2016) indicated that the management must develop a culture of
respecting all the employees through listening to them and letting them know that their concern
is addressed. A culture which invites open culture might also encourage engagement,

15RIGHT CULTURE IN SERVICE-LED ORGNIZATIONS
participation along with sharing innovative ideas. It is rational for an organization to foster a
culture that is constructive along with developing a culture which makes sure that the employees
feel along with enduring towards being associated within the work that is performing with the
intention for retaining staff within the organization longer in comparison to the business that do
not focus or endorsing employee engagement.
2.5. Conceptual model
The conceptual framework indicated in the figure below explained relationship among
organizational culture and employee engagement that facilitated in enhancing employee
performance within organization. In addition, the conceptual framework also explains that
employee engagement is direct result of an exceptional company culture and it also refers to the
way in which employees feel regarding culture along with their job (Kaliannan&Adjovu, 2015).
The stronger an organizational culture, the better employees understanding the aspects that can
make people motivated, happy along withcommitted to the organization. In addition, it can also
be gathered that the employees feel committed and engaged towards their work not due to the
nature of attractive incentives but because of exceptional organizational culture compatible with
staff values. Moreover, the management must develop a culture of respecting all the employees
through listening to them and letting them know that their concern is addressed (Kang & Sung,
2017).

16RIGHT CULTURE IN SERVICE-LED ORGNIZATIONS
2.6. Summary
The literature review section focused on analyzing several applicable theories on which
the organizational culture is based upon. The section has developed a conceptual model that
facilitated in conducting the research in a detailed manner through implementing suitable
research analysis techniques. It was gathered from the literature review that the employees’
engagement is considered as a field that is relatively new along with a number of research is also
present regarding the effect of organizational culture on the employee engagement. Moreover,
employees thoseare engaged are the ones those are present at work mentally. It is also expressed
that the engagement of employees as work related with satisfying along with positive mental
state that is characterized by the means of job absorption, dedication along with vigor at work.
This further establishes a relationship between suitable organizational culture and better
performance of employees though attaining increased engagement towards work.

17RIGHT CULTURE IN SERVICE-LED ORGNIZATIONS
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