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Selecting a faith-based organization as one of the cases for the study, the author determined how decision-making is mainly influenced by the organizational culture, influenced by the values of solidarity, guardianship, and (belief in a) mission (361). While from an organizational effectiveness perspective, this kind of decision-making is not recommended, Yaghi ultimately pointed out that organizations with a highly-organized and dominant culture results to improved employee morale and commitment, mainly because subsistence to the values of solidarity, guardianship, and commitment to the mission "strengthen (the) relationship among organization's members" (357).
From this review of literature relevant to employee morale and its link with organizational culture, it was established how person-to-job fit or subjective fit in the organization, including subsistence to its values and dominant culture, ultimately determine the cohesiveness between the organization and its employees. For managers, this is critical as the more cohesive an organization is, there would be a general perception that employees are committed to their organization and its goals, in effect influencing perceived employee morale, and hopefully, this would translate to their improved performance in the organization as well.
III. Managing Organizational Culture: Synthesis and Recommendations
Discussions and review of extant literature on organizational culture and its management highlighted how the concept of organizational culture is linked to numerous factors critical to the eventual evolution of an effective organization/company. In order to achieve organizational effectiveness, the company must be able to ensure that it is sustainable and has continuity. However, continuity and sustainability will only be possible if the company/organization will manage its internal cultures effectively, and this will only become possible if managers will be able to identify, describe, and understand these cultures and use them to the organization's advantage or benefit.
Taylor (2008) recommended...
That is, intervention should begin as early as the individual's application to the organization, wherein subjective fit is assessed based on the individual's perception of "adaptability" and "sense of mission" as a potential member of the organization. The author asserts that "organization culture starts as early as recruitment," and if a subjective fit is identified early at the recruitment stage, organizations/companies are ensured that the individual will be highly likely to have good functional performance and high level of morale and psychological commitment to the organization (504-5).
References
Deem, J. (2010). "The relationship of organizational culture to balanced scorecard effectiveness." SAM Advanced Management Journal.
Dixon, M. And D. Dougherty. (2010). "Managing the multiple meanings of organizational culture in interdisciplinary collaboration and consulting." Journal of Business Communication, Vol. 47, No. 1.
LaGuardia, D. (2008). "Organizational Culture." T+D (Training and Development).
Liu, S. (2009). "Organizational culture and new service development performance: insights from knowledge intensive business service." International Journal of Innovation Management, Vol. 13, No. 3.
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519). The point before proceeding is that when employees sense that their organization is ethically responsible vis-a-vis citizenship, their work engagement is "likely stimulated" (Lin, p. 521). The procedure Lin follows in this research is to conduct empirical research using a survey of personnel from "20 large firm of an industrial zone in northern Taiwan" (high-tech and more traditional companies) (Lin, p. 522). Of the 600 questionnaires Lin sent out,
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