Organisational Culture and Employee Motivation as Contributors to Organisational Performance: The Case of UK Private Sector Organisations
Citation
(2015) Organisational Culture and
Employee Motivation as Contributors to Organisational Performance: The Case of UK Private Sector Organisations, no. 125.
Abstract
Aim:
With existing empirical research's latent state, rarely encompassing employee
motivation, organisational culture and organisational performance, the aim and
purpose of this study is to investigate the relationships between employee
motivation, organisational culture and organisational performance in UK Private
Sector organisations.
Methodological Design:
The methodological design behind this study is an exploratory, phenomenological,
and qualitative approach. The researcher used semi-structured interviews to gather
data from a purposively selected, non-random sample of 10 participants in different
hierarchical positions, from four different organisations of different sizes, from
different industries in the UK Private Sector.
Findings:
By analysing data through a cyclical process, four main themes were identified:
employee performance's regulatory nature; organisational culture as a performance
driver; a conjunctive synergising performance driver; and the importance of
management's participation. As a by-product of identifying organisational culture's
link to performance, the prevailing definition of organisational culture is supported.
Overall, this study contributes to broadening the understandings of the three-way
relationship between employee motivation, organisational culture and organisational
performance.