Organisational Culture and Employee Motivation as Contributors to Organisational Performance: The Case of UK Private Sector Organisations

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.