Strong Vs. Weak Organizational Culture: Assessing The .
ewJournaloianfabment Reageviansiness and MBuArISSN: 2223-5833Arabian Journal of Business andManagement ReviewMaseko, Arabian J Bus Manag Review 2017, 7:1DOI: 10.4172/2223-5833.1000287Open AccessResearch ArticleStrong vs. Weak Organizational Culture: Assessing the Impact on EmployeeMotivationThokozani S B Maseko*International Centers for AIDS Care and Treatment Programs, Research Unit, SwazilandAbstractOrganizational culture and motivation are crucial variables in every Organization. This is due to the generalrecognition that these variables do not only influence the individual employee’s performance but the wholeOrganization’s effectiveness, performance and sustenance. The interest in Organizational culture stems fromthe belief that culture influences behavior, decision-making, Organizational strategies, individual motivation andOrganizational performance. Employees are conscious of Organizational culture, and they learn it in their life atworkplace, then align their professional goals with the Organization’s goals. The extent to which they learn andembrace the Organizational culture varies and is determined, partly, by the Organization’s culture being either weakor strong. Non-motivated employees, generally portray a dissatisfied attitude at work, hence are less committed, andare more likely to quit the Organizational. The purpose of this review was to compare the impact of strong and weakOrganizational culture on employee motivation.Keywords: Organizational culture; Motivation; Organizationalperformance; Strong Organizational culture; Weak Organizationalculturephilosophies, visible structures and processes, and the assumptionsthat underlie the thoughts processes, feelings, beliefs, and perceptionsof individuals within Organizations [4-6].IntroductionFrom this definition, Organizational culture does not only involveemployees, but even customers. In an Organizational, the employees’behaviour is not only guided by rules but over time values and beliefsdevelop and are internalised by the employees as a code of conduct,hence it can take some time before these values and beliefs areenshrined in the Organizational. Hence Contiu, Gabor and Oltean[7] contends that employees are conscious of Organizational culture,and they learn it in their life at workplace, then align their professionalgoals with the Organization’s goals. These values, rules, beliefs andprinciples also govern the management practices and systems used byan Organization [4]. Organizational culture helps the Organizationalmembers understand what the Organizational stands for, how itoperates, and what is its area of focus and scope of practice [8]. Thus,Organizational culture becomes the underlying factor of member’sdecisions, choices; and is very vital since it can either unite or dividethe Organization’s members. Therefore, it forms an integral part of anOrganization’s environment.Organizational culture and motivation have received an almostexhaustive attention in research studies. This is due to the generalappreciation that these two variables do not only influence theindividual employee’s performance but the whole Organization’seffectiveness, performance and sustenance. The interest inOrganizational culture stems from the belief that culture influencesbehaviour, decision-making, Organizational strategies, and individualand Organizational performance. Non-motivated employees, generallyportray a dissatisfied attitude at work, hence are less committed, andare most likely to quit the Organizational. Even if opportunities to quitdo not avail, they are likely to have a detached attitude or emotionallyand psychologically withdraw from the Organizational. It is for thatreason, suggest that employee motivation is one of the characters toassess to determine the employee’s intention to quit. The focus of thisreview will be to critically analyse the difference in weak and strongOrganizational on keeping employees motivated [1-3].MethodsAn analytic review of literature published between 2011 and 2016on employee motivation, Organizational culture, and Organizationalperformance was done.Organizational cultureIn the last two decades, there has been a great deal of insightsharing and research concerning culture within Organizations, and itsimpact on various aspects of the Organizational, motivation included.The term culture is abstract and general and involves various aspectsof an Organizational. Albeit there is diversity in literature concerningOrganizational culture, they all have one consensus – Organizationalculture has both tangible and non-tangible aspects [4].Organizational culture is the Organization’s orientation towardsits employees and customers, and includes written and verbalcirculated rules that guide the employees’ behaviour added the aspectof stable beliefs, values and principles developed and shared within theOrganization. On another note, in his definition includes goals andArabian J Bus Manag Review, an open access journalISSN: 2223-5833Since Organizational do not operate in isolation, Organizationalculture, as synonymously referred to as corporate culture, is influencedby societal (national and regional) culture and industrial culture asdepicted in Figure 1. This implies that each Organization’s norms andvalues, rules and regulations have an element of societal norms andindustrial regulations. The variations in national and industrial culturesare evident in the way Organizational are structured and managed [9].*Corresponding author: Thokozani SBM, International Centers for AIDS Careand Treatment Programs, Research Unit, Swaziland, Tel: 0026876254021; E-mail:tsb139099@gmail.comReceived November 14, 2016; Accepted January 24, 2017; Published February04, 2017Citation: Thokozani SBM (2017) Strong vs. Weak Organizational Culture:Assessing the Impact on Employee Motivation. Arabian J Bus Manag Review 7:287. doi: 10.4172/2223-5833.1000287Copyright: 2017 Thokozani SBM. This is an open-access article distributedunder the terms of the Creative Commons Attribution License, which permitsunrestricted use, distribution, and reproduction in any medium, provided theoriginal author and source are credited.Volume 7 Issue 1 1000287
Citation: Thokozani SBM (2017) Strong vs. Weak Organizational Culture: Assessing the Impact on Employee Motivation. Arabian J Bus ManagReview 7: 287. doi: 10.4172/2223-5833.1000287Page 2 of 5widely shared within the Organization. This implies that individualmembers of the Organizational rely more on personal principles,norms and values. Organizations with a weak Organizational cultureengage little in culture specific investments, and such cultures are morevolatile [11]. To guide the behaviour of its members, Organizationswith weak Organizational cultures rely more on rules and regulationsthan on a shared understanding of values and beliefs [17], hence thereis a strict emphasis of rules and regulations with which members’behaviour should be aligned.Since Organizational culture has an influence on motivation ofemployees, it is necessary to understand motivation: how it developsand why it is necessary in an Organizational, as alluded to below.Figure 1: Influence of societal and industrial culture on organisationalculture [22].The power and importance of Organizational culture cannotbe overemphasised. Arifin [10] argues that Organizational culturedetermines Organizational behaviour much more than directives fromsenior management and can affect the implementation of strategiesif they differ from the Organization’s culture. This emphasises thepower of Organizational culture in the Organization’s operations.An Organization’s culture establishes the regulations within whichmembers of the Organizational act and communicate, and knowwhat is required of them in various situations [11]; and as such strictprocedures and control mechanisms are rarely necessary, because itfunctions as an internal control measure that coordinates employees’effort [12]. On another note, if Organizational culture is fragmented,that is, there is little consensus between employees’ values (less groupthink) or Organizational culture is differentiated, that is, Organizationalvalues are embraced by some parts of the Organizational, it affectsefficacy and efficiency within the Organizational [13]. Organizationalcultures differ and so their success in enhancing the Organization’sperformance, as alluded to below.Types of Organizational cultureOrganizational culture is not a superficial concept, but a dynamicaspect in all Organizations. Since all Organizations have cultures,it is only logical that some Organizational cultures stand lofty thanothers. Organizational culture can take one of two forms: strong orweak. The extent to which members of the Organizational adopt theOrganizational culture mainly depends on the type of culture thatprevails in the Organizational [4,14].Strong Organizational culture: According to Madu [6], a strongOrganizational culture refers to the set of values and beliefs that arestrongly adhered to and shared widely within the Organizational, butsuch a culture requires the Organizational to do more culture specificinvestments, and such a culture is unlikely to change. This implies thatin this form of culture, Organizational should take serious actions toinstil and spread its norms and values to its employees. According toEhteshamul and Muhammad [8] the strength of the Organizationalculture is determined by the level of shared meaning of principles,norms and values; and the more universal the meaning is sharedamong the Organization’s members, the stronger the culture [15].Cultures where employees’ goals are aligned to the Organization’s goalsare often thought of as successful cultures [13].Weak Organizational culture: According to [16], a weakOrganizational culture refers to values and beliefs not strongly andArabian J Bus Manag Review, an open access journalISSN: 2223-5833MotivationMotivation is very important in the success of every Organizational.Motivated members of an Organizational are likely to be persistent,creative and productive [7] whereas non-motivated members areinefficient and costly. However, the biggest contention on how tomotivate the members still exists. This is due to that there is nouniversal method for motivating an individual, secondary to thevariations in individual’s needs. Methods have changed over timeand depend on situations that employee’s experience [14]. Motivatingpeople is, in fact, becoming even more difficult due to that personalizedneeds are dynamic and volatile. For instance, as Wani [1] argues,initially an employee may be satisfied and motivated by the monetarycompensation he/she receives, but over time other factors need to beconsidered to keep the employee motivated. Hence managers havea vital duty to identify their subordinate’s motivational factors andimplementing them as a culture in the Organization.Motivation is defined as the influence on direction, persistenceof action, and vigour [1], while Mihaela and Cătălin [18] add thatmotivation governs one’s choice among alternative voluntary activities.According to Arifin [10], voluntary activity influences the extent andpersistence of one’s behaviour, while continuing relentlessly withthe effects of ability, skill, and understanding of the task, within therestraints in the operating environment.Type of motivationMotivation occurs from within the individual (intrinsic motivation)or can be stimulated through external forces (extrinsic motivation) [19].Intrinsic motivation: Intrinsic motivation is defined as behaviourperformed out of interest, and one requires no reimbursement otherthan the experience of interest and enjoyment that accompanies it [7].Intrinsic motivation in the work place can be triggered by differentindividual’s needs such as the need to feel competent, desire to masterthe environment, desire for autonomy or desire for a positive feedbackfrom a performed task [3]. It can be concluded, then, that intrinsicmotivation cannot be influenced directly but can be triggered throughindirect ways such as ensuring that the employee feels valuable andrespected at the workplace [4].Based on psychology literature, intrinsic motivation comes frominnate needs. For instance, Abraham Maslow’s concept of hierarchyof needs depicts that every individual has various needs that should besatisfied as showed in Figure 2. If a manager can identify the level atwhich an employee is, he can use that to indirectly influence intrinsicmotivation towards the job [1].Extrinsic motivation: External motivation refers to behaviourtriggered by external rewards or consequences that accrue from theVolume 7 Issue 1 1000287
Citation: Thokozani SBM (2017) Strong vs. Weak Organizational Culture: Assessing the Impact on Employee Motivation. Arabian J Bus ManagReview 7: 287. doi: 10.4172/2223-5833.1000287Page 3 of 5discovered, or invented in order to be able to function, cope with itsproblems from the external environment, or adapt. These assumptionshave been observed to work well enough within the Organizational tobe considered valid, then, can be taught to new members as the rightway to perceive, think, and feel within the Organizational. Based on thefact that human beings can identify with Organizations and internalizevalues and norms of behaviour, and the interest of others [4], it can bededuced that employees can feel involved in the Organizational andidentify with its culture. If employees feel involved in the Organizationalthey may be more willing to pursue the Organizational goals and aremore dedicated to the cause [11]. It is important for an organizationalto bind employees to the Organizational through Organizational culture,so it can ensure that they unitedly pursue Organizational goals [16].Figure 2: Abraham Maslow’s hierarchy of needs [23].performance [18]. Besides rewards such as remuneration and bonuses,recognition in the form of promotion, acceptance, status or a goodworking environment can serve as external triggers of motivation[16]. Through extrinsic motivation one can adopt the Organization’sregulations as personally important or can assimilate and integrate theOrganization’s identity with one’s identity and sense of self.There are various motivational factors that can be incorporatedinto Organizational culture in order to motivate employees [2].Since motivation is more individual dependent, various methods ofmotivating employees have differing strengths, hence it is logical toexpect differences in the impact of various Organizational structures.The next section of this review will delve on the interaction betweenOrganizational culture and motivation.The Interaction between Organizational Culture andMotivationMotivation is a key component of Organizational culture. Mihaelaand Cătălin [18] contends that at the core of Organizational behaviouris human motivation at work. The behaviour of Organizations reflectshuman motivation [11]. It can, therefore, be deduced that employees’motivation plays a significant role in performing the job, hencemanagers need to identify ways to motivate their employees.Organizational culture is argued to have a significant role inproviding a framework where motivational factors operate [4]. Forinstance, Organizational culture provides five sources of motivation,namely: mission which provides inspiration to employees to believe inthe importance of their work; agenda control which enables employeesto control their careers; shared value creation which involves rewardingthe employee for successful efforts; provides learning opportunities; andgives employees reputation, that is, employees have the opportunity tomake a name for themselves in that field or profession [1]. Based onthe above-mentioned evidence, there is a strong interaction betweenOrganizational culture and motivation, and more so in strong cultureswhich often results in motivated work force [4].In this time of vicious competition in the business world, it iseven more imperative that Organizations reach their goals in orderto survive and grow. Understanding the interaction and impact ofOrganizational culture can enable Organizations to achieve their goals.Many studies have shown that an Organization’s culture can affect itsperformance, to the extent that some business successes and failureshave been attributed to corporate cultures contends that there is a linkbetween culture and motivational factors, which are essential for theOrganization’s performance [6,8,10].Impact of a strong Organizational culture on motivationOrganizational culture plays an important role in an Organizationpertaining how people feel about the job, their level of motivation,commitment, and in turn job satisfaction [4]. It can encourageemployees to give out their best for the sake of Organizational goals,or it can discourage or demoralize them with a subsequent detrimentto the Organization’s success [20]. Organizational culture impacts onworking operations as it impacts on Organizational behaviour as wellas employees’ motivation. Hence, understanding Organizational life isimportant as it is widely acknowledged that Organizational cultureshave an impact upon Organization’s performance.When Organizational culture is strong, it can be a determinantof performance through employee behaviour and decision-makingpatterns. Bigliardi, Dormio, Galati, and Schiuma [14], argued thateven if people can change Organizations, their effectiveness ispartly dependent on that Organization’s culture. This implies thatOrganizational culture creates the platform for employees to performtheir duties. Yeh and Chien [17] further contends that creativity whilecarrying one’s tasks, job satisfaction, the inclination to taking risks,job involvement, and the possibility to leave the job are affected byOrganizational culture.There is a mutual interdependence between the Organization andits employees, and both parties have an impact on each other’s success[4]. Some researchers even emphasize the importance of Organizationalcultures for performance, growth, and success of Organizational [15].There is, therefore, a need to prompt Organizational culture to ensureemployee motivation and to achieve Organizational goals.Organizations with strong Organizational cultures are also arguedto be more successful than Organizations with weak cultures as aresult of unity among employees as they hold common beliefs andvalues [15]. This implies that Organizations with strong cultures havea greater propensity to achieve their goals than those with relativelyweak cultures.According to Koesmono [2], Organizational culture consists ofbasic assumptions that the Organizational as a group has developed,Of more interest to this review is that Organizations with strongcultures are thought to have a higher degree of OrganizationalArabian J Bus Manag Review, an open access journalISSN: 2223-5833Besides motivation, Organizational culture facilitates importantaspects of Organizational life such as unity among employees and overallwellbeing [7]. It is for that reason [6], argues that Organizational culturecan be viewed as the total sum of all needed Organizational activities inorder to fulfil its purpose. The effectiveness of Organizational culture instimulating motivation varies between strong and weak Organizationalcultures, as alluded to below.Volume 7 Issue 1 1000287
Citation: Thokozani SBM (2017) Strong vs. Weak Organizational Culture: Assessing the Impact on Employee Motivation. Arabian J Bus ManagReview 7: 287. doi: 10.4172/2223-5833.1000287Page 4 of 5success because of the perceived link to motivation. According toKarlsen [13], the higher performance achieved in Organizationalwith a strong Organizational culture are presumed to be derived fromconsequences of having widely shared and strongly held norms andvalues, which comes in three forms: an enhanced coordination, controlwithin the Organizational and improved goal alignment betweenthe Organizational and its members leading to increased employeemotivation and effort.Several studies support that Organizations with strong culturesoutdo Organizations with weak cultures [15,21]. Sokro [4] argues thatthe bases for the greater success of Organizations with strong culturesis that a strong Organizational culture supports the effective transferof information, knowledge, processes, programs, resources and people.Having the same perception of values and beliefs can make employeesto have a strong connection with each other and with the Organization[2], hence the employees have a strong group feeling and motivate eachother.The connectedness and unity within the Organizational alsoinfluences new employees who join the Organizational to put an effortto understand the Organizational and be participating members [14].The employees are motivated to make sense of their environment andunderstand how and why things are done in a particular way [5]. Thisimplies that the employees feel an intrinsic motivation to be part ofthe Organizational and gain autonomy, and they derive satisfaction inbeing productive participants in the Organizational and seeing theirbehaviour as the right thing to do. New employees observe behavioursthat are common in the members of the Organizational, then determinewhat behaviours are expected.On another note, extrinsic motivation in the form of rewards onprescribed values and norms then stimulates the employees to regard theOrganizational values and behaviours as positive and start embracingthem [7]. As employees adhere and embrace the Organizational cultureand receive rewards from the Organizational, these values becomeintegral to their own behaviour that they may find it difficult to separatethem from their own [4]. It is then logical that a strong Organizationalculture creates a feeling of belonging, increased commitment and jobsatisfaction. It can be argued that a strong Organizational culture oftenresults in motivated employees, and the result is job satisfaction asportrayed in Figure 1.Impact of a weak Organizational culture on motivationWeak Organizational cultures, in comparison to strongOrganizational cultures, are argued to be less successful in achievingOrganizational goal due to the perceived link of culture andmotivation. Organizations with a weak Organizational culture focusmore on action by the individual employee, hence sharing of norms,values and philosophies among employees is less important. Thereis also less groupthink and less group action in Organizations withweak Organizational cultures, hence there is less inter-influence andmotivation among the employees.To ensure persuasion of its goals, Organizations with weakOrganizational cultures rely more on enforcement of rules andregulation. This implies that employees adhere to Organizationalrules because of fear of unkind consequences, not because they derivesatisfaction from their jobs. These Organizations also use extrinsicmotivators to persuade employees to achieve its goals. These extrinsicmotivators are used to keep employees excited and motivated to dotheir jobs and perform well. Organizations with weak Organizationalcultures use reward systems to promote the desired behaviour fromArabian J Bus Manag Review, an open access journalISSN: 2223-5833its employees. This means that employees who perform their tasksindependently are rewarded [4-10].A weak Organizational culture, by stimulating individual action,triggers intrinsic values like responsibility and challenge in theindividual employee. The individualised approach apparent weakOrganizational cultures has benefits such as independent decisionmaking and risk-taking spirit, and can lead to greater innovation. It canbe deduced that while Organizations with strong cultures use intrinsicmotivation initially to produce the desired behaviour from employees,weak cultures initially use extrinsic motivators through rewarding thedesired behaviour in the Organizational, and as the individual assumesthe roles and responsibilities and relies more on independent decisionmaking and innovative character, intrinsic motivation develops overtime [15-23].ResultsWeak Organizational cultures are argued to be less successfulthan strong Organizational cultures in achieving Organizational goaldue to the perceived link of culture and motivation. This is due to thatOrganizations with strong Organizational cultures have more unityamong employees as they hold common beliefs and values. Having thesame perception of values and beliefs makes employees have a strongconnection with each other and with the Organizational, hence theemployees have a strong group feeling, are motivated and motivateeach other.ConclusionIn entanglement, the importance of Organizational culture in anOrganizational cannot be overemphasised. Organizational cultureplays a significant role in motivating employees. Both strong and weakOrganizational cultures can utilise intrinsic and extrinsic motivationalfactors to keep employees motivated. Based on the above reviewedliterature, it is tempting to advocate for a strong Organizationalculture compared to a weak one due to that it is quick to indirectlyinfluence intrinsic motivation in employees, and the use of rewardsas extrinsic motivators enable employees to embrace and identifywith the Organization’s values and norms much quicker than inweak cultures. Notwithstanding that a weak Organizational culturestimulates independent thinking, entrepreneurship and innovation inthe individual employee, strong Organizational cultures proffer moreadvantages such as more motivated employees, unity and groupthinkamong employees, and often Organizations with the later culture outdothe ones with the former.Since Organizational culture has a great impact on motivation, andmotivated employees take pride in their job and feel responsible forsuccess of the Organization, it is important for managers to identifyproper ways to use Organizational culture to motivate their employees.Based on the fact that individual needs are dynamic and volatile, hencekeeping employees motivated is a challenge to managers, relying ontraditional motivational practices such as money and promotion areno longer adequate, managers need to identify innovative motivationalmeasures. This implies that there is need for more studies aimed atinvestigating innovative motivational tools that will fit the differingindustries and Organizational cultures, and to assess managers’understanding and acceptance of those tools. There is also a need tostudy employees’ patterns of deriving motivation from both intrinsicand extrinsic factors, so that that can be used by managers as toolsto drive and keep their employees motivated and achieve moreOrganizational success.Volume 7 Issue 1 1000287
Citation: Thokozani SBM (2017) Strong vs. Weak Organizational Culture: Assessing the Impact on Employee Motivation. Arabian J Bus ManagReview 7: 287. doi: 10.4172/2223-5833.1000287Page 5 of 5References1. Wani SA (2011). The impact of organizational culture on employee motivation.Masters’ Thesis.12. Kalaw JF (2014) Organizational Culture and Job Satisfaction among TeachingEmployees of Lyceum of the Philippines University-Batangas: Basis ofEnhancement. International Journal of Information, Business and Management6.2. Koesmono HT (2014) The Influence of Organizational Culture, ServantLeadership, and Job Satisfaction Toward Organizational Commitment and JobPerformance Through Work Motivation as Moderating Variables for Lecturersin Economics and Management of Private Universities in East Surabaya.Educational Research International 3: 25-39.13. Karlsen JT, (2011) Supportive Culture for Efficient Project UncertaintyManagement. Int J Managing Projects in Bus, 4: 240-256.3. Yusof HSM, Said NSM, Ali SRO, (2016) A Study of Organizational Cultureand Employee Motivation in Private Sector Company. J Appl Environ 6: 50-54.15. Uddin MJ, Luva, RH, Hossian SMM (2012) Impact of Organizational Culture onEmployee Performance and Productivity: A Case Study of TelecommunicationSector in Bangladesh. International Journal of Business and Management8:ISSN 1833-8119.4. Sokro E (2012) Analysis of the Relationship That Exists Between OrganisationalCulture, Motivation and Performance. Problems of Management in the 21stCentury. Volume 3:106-118.14. Bigliardi B, Dormio AI, Galati F, Schiuma G (2012) The Impact of OrganizationalCulture on the Job Satisfaction of Knowledge Workers. VJIKMS 42: 36-51.5. Sysinger YE, (2012) A study of organizational culture and commitment inmanufacturing organizations, PhD thesis, Purdue University, Indiana.16. Ashipaoloye FK (2014) A Comparative Analysis of the Organizational Cultureand Employee’s Motivation of Selected Cities in Calabarzon: Basis forEmployee’s Motivation, Leadership and Innovative Management. APJMR 2:54-63.6. Madu BC (2012) Organizational culture as driver of competitive advantage.JABE 5:1-917. Yeh H, Chien S (2012) The Mediating Effect of Organizational Commitment onLeadership Type and Job Performance. HRAL 8: 50-59.7. Contiu LC, Gabor MR, Oltean FD (2012) Employee’s Motivation from a CulturalPerspective-A Key Element of the Hospitality Industry Competitiveness.Procedia Economics and Finance 3: 981-986.18. Mihaela O, Cătălin P (2014) The Relationship between Staff Motivation Organizational Culture - Company Performance. Annals of the ConstantinBrâncuşi University of Târgu Jiu, Economy Series: ISSN-L 1844 - 70078. Ehteshamul M, Muhammad, SA (2011) Impact of Organizational Culture onPerformance management practices in Pakistan. Department of ManagementSciences, COMSASTS Institute of information Technology, Islamabad,Pakistan.19. McLeod S (2016) Maslow's Hierarchy of Needs.9. Suppiah V, Sandhu MS (2011) Organizational Culture’s Influence on TacitKnowledge-sharing Behavior. Journal of Knowledge Management 15: 462-477.10. Arifin M (2015) The Influence of Competence, Motivation, and OrganizationalCulture to High School Teacher Job Satisfaction and Perfo
Organizational culture mainly depends on the type of culture that prevails in the Organizational [4,14]. Strong Organizational culture: According to Madu [6], a strong Organizational culture refers to the set of values and beliefs that are strongly adhered to and shar
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