Business Research – Literature Review COVER PAGE: • Student Name: Muhammad Hammad Khan • Student ID: DEU3048 • Program: Master of Professional Accounting • Subject Code: HI6008 • Method : Literature Review • Assessment No.: 1 • Group or Individual: Individual • Length: 2500 Words • Date: Thursday 27th April 2017   Contents Introduction 2 Literature review 2 Conclusion 6 Research questions 7 Questionnaire survey 7 References 12   Introduction There has been extensive and wide research in the literature to identify and understand the impact and influence of organisational culture on the performance and motivation of the employees. For instances, the researcher (Hofstede, 1980) claim the economic performance of the corporations can be measure through the organisational culture. Though, the organisational efficiencies could be different as the cultural behaviours differ from one organisation to another and few traits could be the basis of competitive benefits by the means of fundamental uncertainty. The world is extremely dynamic and so the level of satisfaction and expectation of the employees. There are adaptations in the organisational culture for coping up with the continuous changes and meeting the varied demands of the employee satisfaction and employee expectations. Thus, the supportive organisational culture is considered by McKinnon (2003) as one of the best motivational tool which can force the employees to work efficiently and ensures improved productivity (McKinnon, et al., 2003). The literature will have its primary focus on the impact and influence of the organisational culture on the employees’ motivation and performance in respect of the Australian superstores. Literature review There are vast researches which have been carried out on the diverse issues of the organisational culture which comprises of the forms of organisational culture, stages of the culture, organisational psychology, and impact of organizational psychology on the performance and motivation of the employees (Sheridan, 1992).Though the topic of employee performance and organisational culture have been researched enormous times in the past few decades and still it is one of the highly concerned and debated topic in the literature. The researches have laid huge emphasis upon developing relation between the organizational culture and the performance, motivation and productivity of the employees. Therehave been used surveys, questionnaires and vast researches to illustrate the same. Australia has remained one of the highly used destinations in the researches performed for analysing the impact of organizational culture on the workforce (Hartog and Verburg, 2004). Organizational Culture and Motivation Factors The organisational culture is explained as the common values and beliefs present within the organisations which supports in shaping the employees’ behaviour patterns. According to Gordon and DiTomaso (1992), the organisational culture is defined as the collective process of the human mind which distinguishes the organisational members of one group from another. The motivational factors are the organisational factors which motivate the employees to work hard and achieve the organisational and individual goals (Joo and Lim, 2009). The researchershave identified number of motivational factors which influence the behaviour of the employees and their work efficiency. These factors include rewards and recognitions, appraisal, incentives, job enrichment and enlargement, growth opportunities, authoritative positions, social security, etc. (Ismail Al-Alawi, Yousif Al-Marzooqi and Fraidoon Mohammed, 2007).There is a strong co-relation between the organisational culture and the motivation factor. There were various researches conducted in the Australian supermarkets such as Aldi and Woolworths. There has been recognized strong presence of strong organisational culture in these superstores. The attrition arte of the employees is much high in such organisations. Thus there is an efficient need of motivational factors in the organisations for achieving employee satisfaction. There are motivational tools such as pay-for-performance, performance appraisal, finical rewards, etc. are offered to the employees in the Australian organisations which improves the organisational culture and arise the motivation level of the employees (Pinder, 2014). Theories of Motivation and Employees’ Performance There has been performed wide research in the area of theories of motivation. In the last many decades, there has been developed various motivational theories. The authors have focused primarily on the Maslow’s need hierarchy theory, Hertzberg two factor motivationtheory, expectancy theory and various other motivational theories.These theories have their significant role in directing the employees’ performance and productivity (Gagné and Deci, 2005).Numbers of theorists have developed a positive connection among these motivational theories and the performances of the employees. It has been argued that as per the Maslow’s need hierarchy theory, where there are five different levels of motivation in the employees’ organisational tenure. By meeting the physiological needs of the employees, the employees get motivated the initial level and started working having engagement with the organisation. Once the employees cross the ladders of each phase and achievesatisfaction at each level, their performance and efficiency level keeps on improving. And when the employees achieve the highest level of satisfaction that is in the self-actualisation has, they are turned out to be highly motivated staff which gives the best performance in theorganisation for achieving the organisational goals (Ramlall, 2004). Another motivation theory which has a direct link with the employees’ performance is the Hertzberg two factor theory, the authors have also discussed number of positive sects of the theory and the employee performance (Lindner, 1998). The researchers have laid more emphasis upon the motivation factor for achieving positive results over the employees’ productivity and performance. The motivation factors lead to higher employee satisfactions that result in improved employee performance. On the other hand, the absence of these motivational factors develops dissatisfaction among the workforce which leads to deteriorate and declined performance of the employees (Herzberg, 1968). Opposing to this, there are researchers and theoristswho have emphasized upon the negativerelation among the employees performance and the motivational theories. They have argued that if the employees do not attain satisfaction at each level of the Maslow need hierarchy theory, there are negative implications upon the performance of the employees (Weiner, 972). The organisational workforces get demotivated and have their deprived focus upon the organisational activities and functions. For instance, the researchers have explained that, if there is absence of accomplishment of the security needs, the employees gets diverted from their effective working and are more concerned with their individual safety and security instead of focusing upon the accomplishment of job role and organisational objectives (Latham and Pinder, 2005). Another argument in the favour of negative co-relation of motivational theories and employee performance can be explained by the theorists view on the hygiene afctors of the Hertzberg two factor motivational theory. There are various hygiene factors explained by the researchers such as the salary, association with the co-workers and managers, benefits and company policies. These factors pose a strong negative influence upon the performance of the employees if they are absent (Locke and Latham, 2004).If the employees are not offered adequate amount of wages for their work done or are not offered with the employee benefits or if the association among the co-workers or with the mangers are not smooth, then all these variable leads to high level of demotivation among the employees which directly result in declined employee productivity or inefficient performance of theworkforce. Therefore, from both the arguments the researchers have done, there is a positive as well as a negative co-relation between the motivational theories and the employee performances. These theories can boost the motivation of the employees and leads to increased and improved performance or can lead to decline and inefficient performance because of absence of the accomplishment of these motivational needs. Employee Performance, Employee Motivation and Organisational Culture (Source: plankcenter, n.d.) The theorists have done a wide research and have developed expanded literature in developing a relation among the organisational culture, employee performance and the employee motivations. All these three aspects are interlinked and co-related with each other with a direct impact on each other.A high degree and improved employee motivation can be analysed in the efficient performance of the employees and this efficient performance is related to that organisationwhichhas strong and robust culture with effective and integrated set of behaviours, beliefs and values. The organisational culture keeps the employees in line and emphasizing them towards the accomplishment of the organisational goals and objectives (Ivancevich, Matteson and Konopaske, 1990).The behaviour researchers have developed unambiguous interconnection among the culture, performance and motivation. There is high significance of the individual factors which comprises of effort and ability for developing a link between the employee performance, organisational culture and employee motivation. The organisational culture is the source of coordination and integral integration among the organisational employees and the organisational operations. The integral integration can be explained as the development of organisational commitment and social interaction of the existing organisational employees with new ones. The robust organisational culture helps the development of the employees and their performance and motivation by integrating the organisational policies with the motivation factors and theories (Egan, Yang and Bartlett, 2004). Once the organisational culture is improved by having adaptation of the motivational afctors, there are opportunities for the employees to have increased motivation and satisfaction through the supportive organisational culture. With increasedmotivation and enhanced employees’ morale, there is clear outcome shown in the performance of the employees. With the strong and robust organisational beliefs, values and behaviours, there is development of the organisational culture which ultimately has its influence on the superior and potential performance of the workforce. The culture of the organisations varied as all the organisations are diverse in nature and have a unique set of cultural values which define the culture of each organisation, thus, it can be stated that because of diverse organisational cultures, there is varied motivational factors and level of the organisational employee and so there is diverse set of employees performance among the various different organisations(Lok and Crawford, 2004). Conclusion The paper established that various aspect s of organisational culture have noteworthy and positive impact over the employees and organisationalperformance. The paper has mapped out various motivational theorise and their vital association with the employees performanceand the organisational culture. The qualitative research enabled the development of in-depth literature in the paper. Through the in-depth literature and the robust observations, the paper demonstrates that in what manner the norms, beliefs and behaviour of the employees and all considered organisational cultural aspects influenced the performance of the employees. The findings of the study significantly show both negative and positive mannerism of the organisational culture which has potential consequences on the employee motivation as well as on the performance of the employees. Therefore, it is concluded that the organisational culture of the organisations are vital variables to improve the employees; motivation. In the Australian superstores such as Aldi and Woolworths, there are implemented strong cultural values, norms and beliefs which motivate the employees to work in an efficient manner. Thus, it can be stated that the good organisational culture can effectively motivate the workforce and can develop a sense of commitment and belongingness to the organisation. Based upon the study, it can be conclude that if the management wants to increase the motivation of the employees they must evaluate the organisational culture and make adequate changes in the organisational culture which can result in enhanced employees performance and organisational productivity. Research questions Following are the research questions of the study: 1. What is the impact of organisational culture of Aldi and Woolworths have on the motivation of the employees? 2. Are there any differences in the motivational management practices of Woolworths and Aldi? 3. What effectdo the weak and strong organisational cultures have on employees’ motivation? 4. Whether the organizational culture is a determinant of improved employee productivity and performance? If so, why? 5. How the organisational culture affects the performance of the employees? 6. Which characteristics of the organizational culture are significant to workforce in determining their level of job efficiency or work performance? Questionnaire survey Question 1.In the organization, the organisational change is observed more as a challenge rather than an opportunity. Strongly Disagree Disagree Neither Disagree nor Agree Agree Strongly Agree Choices Response 5 5 15 15 10 Count Response 10% 10% 30% 30% 20% From the response, it has been analysed that majority of the employees i.e. 10 employees strongly agree and 15 employees also agreed that they face challenges at the time of implementation of the organisational changes. There is a need to have appropriate discussion with the workforce so that the challenges can be overcome. Question 2.The policies related to the organisational culture are reviewed annually for assessing effectiveness. Strongly Disagree Disagree Neither Disagree nor Agree Agree Strongly Agree Choices Response 0 5 15 25 5 Count Response 0% 10% 30% 50% 10% From the response, it has been analysed that majority of the employees i.e. 50 percent of the total employees surveyed are satisfied with the policies as they are modify and review annually. There is a need to have a little more discussion at the time of reviewing the policies. Question 3. The HR department is creative enough in finding innovative ways to attract talent amongst the varied groups. Strongly Disagree Disagree Neither Disagree nor Agree Agree Strongly Agree Choices Response 5 20 5 10 10 Count Response 10% 40% 10% 20% 20% From the response, it has been analysed that majority of the employees i.e. 40 percent of the total employees surveyed does not find the HR department to be efficient enough to have pioneering ways to attract the talent. It is essential for the organisations to improve the efficiency level of the HR department so that the talented resources can be utilized efficiently. Question 4.There is openness to feedbacks and suggestion from the employees at all levels of the organization. Strongly Disagree Disagree Neither Disagree nor Agree Agree Strongly Agree Choices Response 0 5 10 25 10 Count Response 0% 10% 20% 50% 20% From the response, it has been analysed that majority of the employees i.e. 50 percent of the total employees surveyed agree that they have their involvement in the organisational decisions as well as they usually offer their views and feedbacks to the managers. Question 5. The organizational culture helps in boosting the morale of the employees to achieve targets. Strongly Disagree Disagree Neither Disagree nor Agree Agree Strongly Agree Choices Response 5 5 5 25 10 Count Response 10% 10% 10% 50% 20% From the response, it has been analysed that majority of the employees i.e. 50 percent of the total employees surveyed agree that the organisational culture supports the increasing motivation of the workforce and motivates them to accomplish the organisational goals. Question 6.There is adequate emphasis given over the employee development. Strongly Disagree Disagree Neither Disagree nor Agree Agree Strongly Agree Choices Response 5 10 10 15 10 Count Response 10% 20% 20% 30% 20% From the response, it has been analysed that there is a mixed response of the employees. 50% of the employees agreed that organisations works upon the employee development but 30% did not agree with the same. Question 7.There are conducted regular organizational training and programs which supports the development of the employees. Strongly Disagree Disagree Neither Disagree nor Agree Agree Strongly Agree Choices Response 5 10 10 15 10 Count Response 10% 20% 20% 30% 20% From the response, it has been analysed that there is a mixed response of the employees. 50% of the employees agreed that the organisation offers adequate and continuous trainings to the employees for their development but 30% did not agree with the same. Question 8.The major reason behind the increasing attrition rate of the employees is employee dissatisfaction. Strongly Disagree Disagree Neither Disagree nor Agree Agree Strongly Agree Choices Response 5 5 20 10 10 Count Response 10% 10% 40% 20% 20% From the response, it has been analysed that majority of the employees i.e. 40 percent of the total employees surveyed are in a confusing state of mind and are neither agree nor disagree that the primary reason of the increasing attrition rate is because of high level of employee dissatisfaction. But another 40% agrees that this is only the key reason of attrition. Question 9.The rewards and recognition schemes are biased in nature. Strongly Disagree Disagree Neither Disagree nor Agree Agree Strongly Agree Choices Response 15 5 10 10 10 Count Response 30% 10% 20% 20% 20% From the response, it has been analysed that there is an equal response i.e. 40% agrees that there is biasness in the rewards and recognition programs where on the other and 40% disagrees that there is no biasness or inequality at the time of appraisal. Question 10.There should be any kind of changes done in the organizational culture. Strongly Disagree Disagree Neither Disagree nor Agree Agree Strongly Agree Choices Response 5 5 10 15 15 Count Response 10% 10% 20% 30% 30% From the response, it has been analysed that majority of the employees i.e. 60 percent of the total employees surveyed agreed that there must be performed changes in the organisational culture so that there can be restructured practices which can improve the employees’ performance and motivation level.   References Egan, T.M., Yang, B. and Bartlett, K.R., 2004. The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention. Human resource development quarterly, 15(3), pp.279-301. Gagné, M. and Deci, E.L., 2005. Self‐determination theory and work motivation. Journal of Organizational behavior, 26(4), pp.331-362. Gordon, G.G. and DiTomaso, N., 1992. 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