esearch has explored the relationship between the attitudes employees have about their jobs and their level of work productivity. One example of particular concern to organizations has been the demonstrated link between a lack of employee satisfaction and withdrawal behaviors such as tardiness, employee theft, and intent to leave (Hulin, 1991). A relationship has also been found between satisfaction and positive outcomes, such as level of commitment and organizational citizenship behaviors (Ostroff, 2002). Because employee attitudes are related to these and other organizational outcomes, it is important that their relationship to culture be examined (Kopelman, Brief,& Guzzo, 2000).
One recent study of military organizations (Roberts, Rousseau,& LaPorte, 2000) found a significant relationship between behavioral norms and satisfaction, person-organization fit, propensity to stay, and role conflict. Cultures described as “satisfaction-oriented” with an emphasis on achievement, self-expression, affiliation, and helpful norms were associated with increased satisfaction, fit, retention, and decreased role conflict. On the other hand, “security-oriented” cultures that had strong norms of power, perfectionism, conventionality, and approval were found to be negatively related to these individual outcomes. Although these findings appear promising and increase understanding of the effects of culture, research exploring the relationship between culture and individual variables英语论文网 【http://www.51lunwen.org】 using civilian work organizations should be done. Clearly, the effect of culture on the attitudes and perceptions of employees deserves further investigation.
2.5.2 Organizational Performance
So far, there has been little solid evidence regarding the impact of organizational culture on measures of performance. The few research studies that have been conducted are encouraging, however. For example, a recent study has demonstrated that organizational culture has important consequences for job performance (Kopelman, Brief, & Guzzo, 2000). According to Kopelman and his colleagues, cultural values potentially impact organizational effectiveness by enhancing the quality and quantity of outputs and by reducing labor costs.
The environment, or local culture of work, influences work effectiveness through such contextual factors as goal emphasis, administrative systems, the socio-cultural system, the production system, technology and structure, and different kinds of support systems (Smircich, 1983).
Task support may be a critical aspect of culture because it is related to motivation level. The provision of task support can affect performance motivation by influencing one’s judgments about the capability of accomplishing a certain level of performance. Task support also has a direct positive impact on performance by providing the individual with the necessary resources, materials, and skills to effectively perform a task (Kopelman et al, 2000).
Socio-
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