1. Culture and Organizational Behaviour

2. Challenges for Organisations Cultural diversity of the workforce Changing nature of the work environment Changing job roles and job definitions Mergers and acquisitions Customer orientation Global competition and global markets High technology and telecommunication systems

3. Organizational Characterisics Internal environment - size - type of work, industry and production - type of workforce - technology - stage of development External environment - political context - legal context - educational context - institutional context - sociocultural context

4. Influence of Culture on Organisations: Theories and Approaches In what ways and to what extent does culture influence individual and group phenomena in organisations? Contingency theories –Industrialization, technological changes –‘Cultural convergence’ Political-economic theory Societal effect approach Cross-cultural school of thought –Hofstede (1980, 2001) –Aycan (2000)

5. Influence of Culture on Organisations 1. Our cultural background affects: Leadership and management styles Work values, attitudes and behaviour Work motivation Achievement orientation Organizational commitment Organizational culture Work group behaviour Social relationships Learning styles Problem-solving styles Time management Communication patterns

6. Influence of Culture on Organisations 2. Our cultural background has to be considered in: Organizational strategies and policies Recruitment and selection procedures Personnel development tools and training Performance management and rewards 3. Intercultural communication influences International assignments International negotiations Multinational/multicultural teams International meetings Diversity management

7. Multiple and Interacting Forces that Influence Organizations (Aycan, 2000) Internal & External Environmental Context Contingent Factors Organizational Characteristics Size, Industry, Dependence, Type of production, Stage of development, Formal organizational structure Level of industrial and techonological Advancement, Strategy Formalization, Centralization, Specialization, Diversification, Individual Socio-economic and Institutional system Complexity& Organizational Outcomes Capitalism vs. Socialism Organizational Processes Job outcomes Education system, Industrial relations, Performance Role of state / government, Labor laws [The ways in which formal organizationalEffectiveness characteristics are manifested]Absenteeism & Turnover Workforce Characteristics Managerial & Interpersonal CharacteristicsOrganizational Attitudes Age, Gender, Education, Cultural diversity Communication Job Satisfaction Leadership and managerial practices Organizational Commitment Socio-Cultural Context Participation and delegation Motivation Values, Beliefs, Assumptions, Attitudes, Human resource management practices Norms, Behavioural preferences Job design Team work

8. The Culture-Based Model of Work Motivation Erez & Earley, 1993; Erez, 1994 Cultural values: Collectivism Power Distance Work Behaviour: e.g., performance Independent/ Interdependent Self: Self-derived motives: Enhancement Efficacy Consistency Motivational Approaches: Rewards Participation in DM and GS Job Enrichment TQM

9. Performance Management Planning - setting goals - determining performance dimensions Evaluation Development

10. Components of commitment to the organization Continuance commitment –Side-bet theory (Becker) Affective commitment –Identification and affective involvement –Porter, Mowday, Steers Normative commitment –Normative pressures and socialization –Allen & Meyer

11. Meta-Analysis

12. What are we committed to? Organization Work team Supervisors Family and important groups (clan, religion, etc.) Occupation Union

13. Results and Implications Results Commitment higher in poorer economies with slow (negative) economic growth –Availability of job alternatives is crucial National culture less important –Commitment higher in individualistic cultures –Commitment-turnover intention relationship stronger in individualistic cultures –In collectivist cultures: affective commitment (identification) less important, normative factors might be more important Practical Implications Organizational interventions more important in richer countries and when economic growth is high Economic incentives as a way of inducing higher commitment Identification with organization is linked to intention to stay, especially in individualistic cultures Other forms of commitment might be important in collectivistic cultures (normative commitment, commitment to supervisor or work team)

14. Questions