2- Introduction:
Organisational culture is often credited for achieving successful results in fostering and promoting improved organisational performance. The organisational performance in turn, is greatly attributed to individual employee performance, which critically underlines the close relationship between OC (organisational culture) and positive employee attitudes/behaviours (which constitute the basis for motivation, participation and engagement), (Behery and Paton, 2008).
The financial services industry (banking, investment, and insurance sectors) is highly characterised by a dynamic environment that constantly changes due to new customer needs and market trends. These changes are absorbed by organisations in their attempt to cope with the competitive environment and eventually build upon sales and market shares. In a rapid changing thus sector, corporations must adopt an organisational culture that enables and fosters commitment, engagement and job satisfaction on the part of employees in order to ensure that organisational performance as a whole pertains sustainable growth.(Parish et al., 2008) Financial organisations have traditionally being relying on the human aspect (namely the employees) in order to achieve successful performance, as they represent a purely services market that calls for high degree of individual motivation and willingness to participate. For this very reason, the current project will deal with analysing and exploring those issues that conclusively formulate the basis for understanding and realising the direct link between OC and employee performance in the particular industry.
2.1- Rationale:
The rationale behind the decision to research and overview the influence of organisational culture over employee performance basically lies in the fact that academic journals and previous studies provide limited empirical knowledge upon the subject. The majority of the studies available in literature focus on the prospective impact of OC (organisational culture) on the entire organisational performance, as a cumulative effort of all the 'actors' that contribute to corporate growth. Research upon the individual performance of employees constitutes a significant gap that needs to be covered effectively and efficiently as it pertains significant implications for further study. Therefore, the choice over the specific field of interest is greatly attributed to shed light to yet 'undiscovered' areas of organisational development stemming from the performance of employee's and more importantly the role of OC in various facets of the performance in account.
The financial services industry was mainly chosen due to the fact that this sector too offers little empirical evidence with regards to the nature of organisational cultures and the degree to which this changing nature (due to the dynamic market environment) can have a significant impact on the employees' commitment to improving their job performance. The research is greatly influenced by the enthusiasm to overview the specific industry and gain insights as to how OC can affect employee performance in a growing, dynamic, and constantly changing environment.
3- Aims and Objectives:
The dissertation basically aims at providing a full view of the subject of the possible effects of OC on the employee performance focusing on the financial services industry. The objectives that are to be attained through the research are narrowed to:
Investigating and identifying the general principles that apply to employee performance in the financial services sector
Exploring the OC factors that positively affect employee involvement, participation and motivation.
Analysing the extent to which particular types of organisational culture (dynamic cultures - changing as a response to changing environments) can foster different levels of employee commitment and engagement
Providing sufficient analysis for further research and recommendations upon the subject of the close and direct relationship between employee performance and organisational culture
The study will be based on existing (although limited) previous research on the issue in interest, while the main sources of knowledge will be gained through:
Academic literature and review of journals, articles and related books
Web based research of industry overview and statistics
Research conducted through interviews in a case-study approach of financial service organisations
4- Literature Review:
The organisational culture is an extensively researched subject that has gained the attention of various academics and practitioners in an attempt to conceptualise and identify its importance to the overall organisational performance. Behery and Paton (2008) argue that there is a generally acknowledged view that OC eventually impacts the level of employees fit, which in turn positively affects the entire corporate performance. To this extend, prior to exploring views and theories related to the subject, there should be a brief introduction to organisational culture, so as to gain a more holistic overview of its essential contribution to growth and development.
There are various definitions of OC available in literature, all of which underline its significance in influencing the work environment and gradually the human input (the workforce) that is generally involved. (Gordon and DiTomaso, 1992; Lee and Yu, 2004) Organisational culture refers to the corporate philosophy, ideology, beliefs and work values that either in an informal or formal manner governs the entire company and formulates the basis for the relationships among members built (Denison, 1990). Irani et al. (1997) stress that OC represents the set of deeper values, assumptions and notions that reflect the corporate philosophy and are equally shared and spread throughout the actors of the organisation.
Organisational Culture is in many cases directly linked with the organisational performance to the extent that it successively fosters employee commitment through building a work environment that favours employee engagement and participation. (O'Reilly et al., 1991). Various studies have been focusing on exploring the key aspects of OC that eventually and conclusively affect issues related to the overall employee perception of the corporation and promote job satisfaction, which ultimately leads to improved results on the part of the workforce. Lee and Yu (2004) stress that the OC context is what really motivates individuals to either commit to or disregard the working environment and thus, greatly determines the degree to which employees are putting effort into improving overall performance. Likewise, Denison (1990) concludes that corporate culture forms the fundamental basis for empowering people and eventually managing to get the best out of employees with regards to willingness to participate and become more involved in the organisational goals. To this extend, a research conducted by Behery and Paton (2008) on the relationship of OC to various aspects of employee behaviours and attitudes towards their work environments, indicated that the organisational culture has profound positive impacts on commitment and satisfaction on the one hand, and a positive influence on reducing turnover rates on the other hand.
Parish et al. (2008) argue that the strength of the organisational culture is of great importance, as it merely implies whether employees can identify with and define their professional and personal objectives through corporate values and norms. In other words, they claim that a 'strong' culture is more likely to positively influence organisational performance as a whole and employee performance on an individual basis. To further support this argument, Joiner (2001) attempts to conceptualise generic types of OC that exhibit different levels of effect on performance: Family (power oriented culture), Eiffel Tower (role oriented culture), Guided Missile (task oriented culture) and Incubator (fulfilment oriented culture). Each of these types significantly influence employees' commitment and engagement, with the more strong being the last one as it primarily represents organisational contexts which promote and support self-fulfilment and self-expression of individuals.
Employee performance is an output of a combination of factors including enthusiasm, participation and willingness to engage to the work environment, job satisfaction, job importance and overall individual perception of the corporation itself. (Denison, 1990; Trinka, 2005) Behery and Paton (2008) underline that high performance cultures are significant successors of all those above described issues that gradually build upon a constructive relationship between the organisation and the workforce. Therefore, it is only natural to assume that the more consistent an OC is the more the prospective positive impacts on employee attitudes and behaviours towards the organisation. In supporting this argument, O'Reilly et al. (1991) state that the degree of fit between individuals and corporations is highly determined by the very nature of the organisational culture existing. In other words, the 'fit' factor which is greatly credited for employee job satisfaction and engagement is influenced by the OC to extend in which individuals come to feel part of the organisation and therefore, providing excessive effort to achieve exceptional performance.
Much attention has been focused on the issue of change in organisational culture as a means of adapting to dynamic and changing industry and market trends. OC change is sought to create problems and obstacles in sustaining and maintaining employee commitment and engagement, as it merely implies 'reconsideration' of already accepted and shared values, norms and beliefs. (Gordon and DiTomaso, 1992) Parish et al., 2008 are critical of the issue, arguing that employee participation and involvement cannot always follow the changes structured in organisational culture. To this extend, it is OC needs to encompass and integrate a dynamic nature so as to effectively and efficiently prompt the individual commitment that will conclusively lead to better employee performance.
5- Methodology:
This chapter focuses on fully describing the methodology specifics of the research in account.
5.1- Research Philosophy:
Prior to selecting the most effective and appropriate research method and strategy, the research that is to be conducted indeed needs to commit and follow a philosophical perspective in order to be consistent, contingent and fully integrated to the overall attempt of the researcher towards generating conclusions. (Shankar and Goulding, 2001). Saunders et al. (2007) indicate that the philosophy of a research project is largely based on the way that the researcher himself perceives overall knowledge development. This simply means that people view the world in a different manner and from a different perspective; a fact that highlights the different approaches to methodology and research design. Amongst the most widely research philosophies applied in business and management studies are: the Positivist and the Interpretive Paradigms (Easterby-Smith et al., 2002; Jancowicz, 2005).
Positivism is a research philosophy emphasising the issue of objectivity in the scientific method deployed as a necessary prerequisite for producing general statements, which validly explain phenomena or build theories (Amaratunga et al., 2002; Partington, 2000). The Positivism theory on research is a rather amplified approach that - in the bottom line - states that there is a direct relationship between variables and outcomes. Positivists tend to consider that the exploration and the explanation of such variables will eventually provide the essentials for achieving and accomplishing more accurate predictions for the future behaviour with regards to the issues that are tested. (Szmigin, and Foxall, 2000, p. 190). To that extend, researchers view their role within the overall research scheme as collectors of facts and data; these data need to be studied so as to investigate and identify the causal relationship between phenomena. Black (2006) argues that positivism is strongly associated with quantitative data analysis, due to the very nature of the particular philosophical view.
The Interpretive approach, on the other hand, - humanist model as viewed by theorists- tends to disregard and de-emphasize the notion that the reality is out there (objective), and alternatively stresses that each individual (respondent) gives another dimension to this apparent 'reality' (Goulding, 1997). Interpretive generally attempt to understand the phenomena by evaluating, assessing and gradually understanding the meanings that individuals assign to them. Shankar and Goulding (2001) argue that the interpretive approach is seeking to understand rather than simply to predict. Interpretive, in more details, is the school of thought which supports that the researchers are actually attempting to understand the environment as a means of acquiring knowledge over the phenomena that exist, as they are not concerned with neutrality, rather they focus on interpreting the findings over their research (Jankowicz, 2005). Proponents of Interpretive are more concerned with eventually understanding peoples' perceptions and interpretation of the world through the focus on words and meanings, rather than on numbers and facts.
The philosophy underlining the entire research approach highlights the interpretive view. Since the research philosophy depends in essence on the research question (Saunders et al., 2007) I have decided to take more of interpretive stance. The intent lies in the fact that there is a need to understand the OC issues that drive employee performance and not just to describe the phenomenon; thus it is clear that exploration and realisation of those factors is significant in eventually achieving the objectives that are set.
5.2- Research Approach:
There are actually two basic approaches to research, the Deductive and the Inductive. Deduction underlines the direction of the researcher towards validating/verifying or rejecting an initial hypothesis. In other words, deploying a deductive approach implies having set an argument and eventually searching over data and information to support and justify it or to disregard it. (Cooper and Schindler, 2003) The process associated with deductive reasoning is: theory formulation, hypothesis and narrowed perspectives and observations, and finally hypothesis testing that enable conclusions to be drawn that either confirm or reject the initial theory set. (Trochim, 2000)
The Inductive approach on the contrary, underlines the development of a theory only after observing and analysing phenomena. (Collis and Hussey, 2003) In addition, it involves the investigation of beliefs and meanings through the use of open questions to relatively small samples, as well as the process of these data under the scope of producing less generalised outcomes (Saunders et al., 2007) Trochim (2000) argues that the inductive reasoning process initiates by observing and measuring data in order to identify patterns or regularities and eventually formulate hypotheses that are to be tested over generating conclusions or theories. In addition, induction implies drawing conclusions from the evidence that are being investigated and explored; from the specific we move towards the general. "The conclusions explain the facts, and the facts support the conclusions" (Cooper and Schindler, 2003, p. 37).
The current project will follow an inductive reasoning process as it appears to be the most suitable for the analysis of the qualitative data that are going to be obtained. The inductive approach involves investigating and exploring meanings and beliefs, using open questions from relatively small samples and processing these data that lead to less generalized outcomes. (Quinton and Smallbone, 2006). In more details, it was decided to use the inductive approach because the research "question" and the limited knowledge on the subject matter determine this approach.
A deductive approach seems to be less of an option with its tendency to a rigid methodology. With an inductive approach the research tends to be based on a small sample and is concerned with the context in which the events are taking place in order to answer the research questions. Easterby-Smith et al. (2002) argue that the knowledge of the research allows you to adapt your research design to cater for constraints.
5.3- Research Strategy:
Literature suggests that there are four main strategies with regards to research in the organizational development field:
Interviews: one-on-one interviews that probe and elicit detailed answers in structured interviews. Interviews can be structured, semi-structured or unstructured. (Anderson, 2004; Proctor, 2003)
Questionnaires: A set of questions designed to generate the data necessary for accomplishing the objectives of the research project. (Sekaran, 2003)
Structured observations: Recording behavioral patterns without verbal communication. The observer usually fills out a questionnaire - like form. (Malhotra and Birks, 2003)
Case studies: researches over specific and particular case(s) within the overall scheme of phenomena (Anderson, 2004)
Experiments: studies that investigate phenomena which are governed by a cause and effect relationships (Keppel et al., 1992; Proctor, 2003)
This research project will basically use the case study strategy applying it to financial service organisations in an attempt to explore the degree of impact of the organisational culture on the employees overall performance. This approach was chosen on the basis of providing more holistic results upon the subject researched, rather than gain limited knowledge over situation existing in various organisations; this means that the case study will enable the researcher to closely identify and explore the relationship between culture and performance within the context of entire organisational environments. Anderson (2004) stresses that case studies allow for the in depth investigation of an issue under the consideration of interacting and interrelated factors and the development of integrated methods of collecting data from groups.
5.4- Methods of Sample Selection:
The project follows a non-probability sampling design, which does not predetermine whether each population entity is included in the sample. (Easterby-Smith et al, 2008) According to Quinton and Smallbone (2006), a researcher undertaking a project has to ensure that the data collected are relevant to the subject in account, based on rational assumptions, as contemporary and up-to-date as possible, free from any biases (cultural or social). Following the above principles, the general scope of this research project is highlighted by the attempt to select data stemming from relevant, valid and reliable sources, so as to minimise any discrepancies or incredibilities. The sample will consist of four financial services organisations operating in the industry for more than a decade so as to ensure that proper collection of data will be feasible; this means that the companies must have fully developed organisational cultures (adapting to external market trends) and must be able within a reasonable period to evaluate the overall performance of employees.
5.5- Methods of Data Access:
Accessing the sample (and eventually the data) is not an easy process; although there are various techniques and methods, the disadvantages or limitations posed are significant. Amaratunga et al, (2002) suggest two ways for researchers to gain access as company 'outsiders'. The first way is the cold-calling (getting in touch with the sample via telephone or e-mail), which is inefficient in the sense that it is time-consuming and it produces a high degree of uncertainty that the individuals will respond (Easterby-Smith et al., 2002). For this very reason conducting research in an organisation the researcher is familiar with and maintains a form of relationship (personal networks), offers greater potentials for success. (Anderson, 2004) The most important aspect here is to convince the "gatekeeper" that the benefits of the entire research clearly outweigh any potential associated risks and costs. (Easterby-Smith et al., 2002). This simply means that persuading the key individuals that the project aims at retrieving information to serve general conclusions will prove an effective way through the research. However, this can only be achieved if there are minimum resources requested and the entire project is politically sensitive.
5.6- Generalisability, Validity and Reliability of the Research:
Saunders et al. (2007) suggest that there are two ways to ensure generalisability in a qualitative research. The first is to prepare a report on findings and outcomes that comprises sufficient details, in order to provide the reader with the ability to assess whether the conclusions can be applied to related contexts and settings. The second way refers mainly to the use of probability sampling. As this project uses non-probability sampling the only way to ensure generalisability is the first one. However, it is my belief that since the sample consists of only 5 corporations, findings and conclusions of this research study cannot generalise to a wider population. The results will be enhancing in the sense of indicating the merits and the overall situation of the researched particular context.
The validity of measurement is actually the degree of accuracy regarding the situation or event to be measured as intended. (Jankowicz, 2005) Academics and practitioners state that there are indeed various threats and biases relating to research projects (which might pose risk to the overall study with regards to assumptions and conclusions): interview bias, respondent bias and research bias. (Easterby-Smith et al., 2002) In order to avoid all these threats and biases and eventually, secure the validity of the research project, the researcher has adopted the 'audit trail' strategy, which aims at reducing the researcher bias through maintaining intact all the data retrieved and obtained. The specific strategy also provides the opportunity to validate and justify the various stages on the analysis which gradually lead to the general outcomes.
Jankowicz (2005) defines reliability as the precision of a measurement implemented in a repetitive manner. This simply means that reliability refers to obtaining the same results in every re-measurement of the data, assuming that the situation remains unchanged. Reliability is closely related to the subject bias (respondents truthfully expressing themselves and providing honest responses) and the observer bias (misconceptions or false assumptions on the part of the researcher) (Gummeson, 2000). Therefore, in order to avoid the particular threats, all interviewers will be given a guarantee for securing their anonymity, as far as possible, by giving generic work titles to all of them. Furthermore, all interviewers will be assured that all seniors or supervisors, would not be informed about the specific responses given. Additionally, keeping detailed records of the interviews will attach more reliability on the findings.
5.7- Data Analysis:
After having performed the research, the data will need to be analysed. This signifies that a categorisation of the data will have to take place in order to recognise any relationship between the data itself and the theory. Before being able to categorise the data, a framework for analysis needs to be identified. Explanation building developed by Yin (1994) seems to be the most appropriate or the most interesting method of analysis for this research.
Saunders et al. (2007) propose the followings stages for Explanation building
- Devising a theoretically based proposition
- Undertaking data collection through an initial case study in order to be able to compare the findings from this in relation it this theoretically based proposition;
- Where necessary amending this theoretically based proposition in the light of the findings from the initial case study;
- Undertaking a further round of data collection in order to compare the findings from this second case study;
- Where necessary farther amending this revised proposition in the light of the findings from this second case study;
- Undertaking further iterations of this process until a satisfactory explanation is derived.
6- Action Plan:
Nov-Dec 2009 Preparation of the Research Proposal
Mar-Apr 2010 Search of Secondary Data
Analysis of Secondary data
May 2010 Arrange Dates for Interviews
Carry out first Interviews and ongoing Analysis
May- Jun 2010 Continuation of Interviews
Preliminary study of the Research Findings
Jun 2010 Analysis of Qualitative Data
Revisit Literature
Initiation of the Dissertation Project
7- Data Collection:
The research in account will be based on the use of semi-structured interviews as they generically underline the effectiveness in serving and facilitating qualitative research approach. Semi-structured interviews are credited by the fact that they generally enable the inquirer to identify and indicate individuals' perceptions and views upon the subjects in interest and eventually explore the different meanings that participants attach to the overall issue. Thus, through 'discussion' rather than rigid interview, the researcher can indeed identify the various perspectives taken on several subjects and gradually understand and realise the importance of these subjects to the respondents. (Anderson, 2004; Gummeson, 2000; Proctor, 2003;)
The difference of semi-structured interviews lies in the fact that although there is a general scheme of questions prepared by the researcher, the entire discussion can be further directed by the respondents themselves. This means that although there is a framework of relevance within which the questions are going to be set, there is a high probability that these questions will be altered or modified as the interview progresses. (Easterby-Smith et al., 2002)
Semi-structured interviews will, thus, be used because the research is rather qualitative and exploratory. Another important reason for choosing the specific method is because of the personal contact element inherent in the semi-structured interviews. The participants are more likely to agree on an interview rather than on completing a standard questionnaire. Furthermore, it gives to the interviewee an opportunity to receive a feedback about the way the information will be used.
More specifically, the semi-structured interviews will be conducted on one-to-one basis and will be addressed to individuals in a hierarchical mode with regards to relevance with the subject. (Easterby - Smith et al., 2002) The questions of the interview will not be given in advance so as to avoid any prepared responses; a fact that would undermine the whole project as it is clear that we are searching for the 'real' and 'honest' answer.
7.1- Quantitative and Qualitative Data:
Both quantitative and qualitative data offer alternative advantages and benefits that eventually serve the validity and the credibility of the entire research project. However, due to the nature of the dissertation, which is exploratory research mainly, the significant weight will be attributed to the qualitative approach.
Qualitative research describes the technique of obtaining data that basically rely on non-numerical figures in a non-straightforward manner (Collis and Hussey, 2003). Academics and researchers argue that these data are mostly based on meanings (vague or precise) expressed through the communication process. Furthermore, qualitative data set the basis for realizing and understanding the reasoning behind certain attitudes and behaviors.
The research process will primarily adopt a qualitative nature. Qualitative data are associated with concepts and are characterized by their richness and fullness based on ones opportunity to explore a subject in as real a manner as possible (Sobh and Perry, 2006) I will therefore be using qualitative data to allow for a thorough analysis and conceptualization or the data and information obtained. .
Qualitative research can:
Lead to deeper understanding of the issue of OC's impacts on employee performance
Provide flexibility allowing for changing areas of exploration as the study progresses (Gummeson, 2000)
8- Ethical Issues:
The ethical issues that underline the whole research to be undertaken are an integral and important aspect that needs to be ensured in order to provide credible, reliable and valid information at the disposal of readers. Therefore, considering the ethics factor we should 'attach' it from the very beginning of the project; namely the design stage (Collis and Hussey, 2003). Especially in the case of qualitative research, where the researcher has great control over the responses (since in the majority of the cases it is the interpretation of results that matters the most), ethical codes need to be taken into account (Easterby-Smith et al., 2002). Amaratunga et al. (2002) argue that the research should be implemented in such a way that is professional and responsible so as to use appropriate methods of data access, ensure informed consent by the respondents, control deception and interpret careful the findings.
9- Summary:
Finally I have found that the topic of my proposal has a key role in any organization and there is always a wide space of research is available. As I have found so many evidences and material in supporting my research topic. On the other hand, there are several researchers who research on this topic and there is enough data available to justify my research question, and I will try my level best to justify the question by using the methodology I have discussed in this proposal earlier and the other sources accordingly. I will also use the primary as well as the secondary data in my research. The completion of my proposed dissertation will be according to the action plan I have given in this proposal and I am very hopeful that I will be able to prove and justify my proposed title by the all ways, means and sources I have explained in this proposal.
