ORGANISATIONAL CULTURE MEASUREMENT AND IMPLICATIONS Eileen Henderson eileen

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ORGANISATIONAL CULTURE MEASUREMENT AND IMPLICATIONS Eileen Henderson eileen. henderson@xtra. co. nz HENDERSON WHITE ASSOCIATES

ORGANISATIONAL CULTURE MEASUREMENT AND IMPLICATIONS Eileen Henderson eileen. henderson@xtra. co. nz HENDERSON WHITE ASSOCIATES 8 June 2004 1

Today’s Presentation Why go back to study? A culture questionnaire - OCP Use of

Today’s Presentation Why go back to study? A culture questionnaire - OCP Use of multivariate statistics - SEM Test of the factor structure of the OCP - failed! Development of new measurement model Test of the predictive relationships between - Culture vs Organisational Commitment - Culture vs Job Satisfaction Implications HENDERSON WHITE ASSOCIATES 8 June 2004 2

10 OCP Dimensions Leadership: Role of leaders in directing organisation, maintaining its culture and

10 OCP Dimensions Leadership: Role of leaders in directing organisation, maintaining its culture and serving as role models Planning: Extent to which the organisation has clear goals; plans to meet the goals, and strives to follow the plans Communication: Free sharing of information among all levels within the organisation Humanistic: Extent to which the organisation respects and cares for individuals; the people end of task vs people Job Performance: Degree to which the organisation emphasises task performance HENDERSON WHITE ASSOCIATES 8 June 2004 3

Environment: Extent to which the organisation is responsive to client needs and is

Environment: Extent to which the organisation is responsive to client needs and is influenced by/ influences the action of similar organisations Individual Development: Extent to which the organisation provides members with opportunities to develop their skills; rewards development with career advancement and challenging work Innovation: Willingness of the organisation to take risks and encourage innovation and creativity HENDERSON WHITE ASSOCIATES 8 June 2004 4

Socialisation of Entry: Time new members take to settle in and feel they

Socialisation of Entry: Time new members take to settle in and feel they understand the organisation; the effectiveness of any formal induction process Structure: Degree to which structure limits the action of its members; the influence of its policies and procedures on behaviours; the concentration of power HENDERSON WHITE ASSOCIATES 8 June 2004 5

Factors of OCP Leadership Planning Communication Humanistic Job Performance HENDERSON WHITE ASSOCIATES 8 June

Factors of OCP Leadership Planning Communication Humanistic Job Performance HENDERSON WHITE ASSOCIATES 8 June 2004 Environment Individual development Innovation Socialisation of Entry Structure 6

Factors From Literature Detert et al 2000 8 Cultural Dimensions OCP Dimension(s) No. Ref’s

Factors From Literature Detert et al 2000 8 Cultural Dimensions OCP Dimension(s) No. Ref’s Basis of truth and rationality Leadership 10 Nature of time/Time horizon Planning 7 Motivation Communication 9 Humanistic Stability vs Change/Innovation Individual Dev Orientation to work, Task Job Performance Isolation vs Collaboration -------Control, Co-ordination Structure Focus – Internal/External Environment HENDERSON WHITE ASSOCIATES 8 June 2004 17 12 17 13 11 7

Instruments 158 Survey Questions from: The Broadfoot and Ashkanasy Organizational Culture Profile (OCP) A

Instruments 158 Survey Questions from: The Broadfoot and Ashkanasy Organizational Culture Profile (OCP) A commitment questionnaire 50 15 A job satisfaction survey 36 Individualism/Collectivism 16 Two social desirability scales 36 HENDERSON WHITE ASSOCIATES 8 June 2004 8

Sample Demographics Mean age 43. 3 years Mean time in this job 16. 3

Sample Demographics Mean age 43. 3 years Mean time in this job 16. 3 years Mean time in this hospital HENDERSON WHITE ASSOCIATES 8 June 2004 6. 1 years 9

Correlations - 10 -Factor Model Variable 1 1. Leadership -- 2 3 4 5

Correlations - 10 -Factor Model Variable 1 1. Leadership -- 2 3 4 5 6 7 8 9 2. Planning . 71** -- 3. Comms . 68** . 60** -- 4. Hum . 65** . 58** . 76** -- 5. Indiv Dev . 64** . 58** . 64** -- 6. Structure -. 18** -. 25** -. 37** -. 30** -. 28** 7. Job Perform . 68** . 64** . 57** . 56** -. 19** -- 8. Environmt . 66** . 59** . 56** . 50** . 47** -. 20** . 55** -- 9. Innovation . 59** . 61** . 65** . 69** . 60** -. 32** . 57** . 50** -- 10. Soc of E . 31** . 41** . 34** . 37** . 42** -. 31** . 38** . 28** . 45** 11. Comtmnt . 54** . 57** . 54** . 61** . 59** -. 23** . 49** . 55** HENDERSON WHITE ASSOCIATES 8 June 2004 -- 10

10 Factor Model HENDERSON WHITE ASSOCIATES 8 June 2004 11

10 Factor Model HENDERSON WHITE ASSOCIATES 8 June 2004 11

7 Factor Model HENDERSON WHITE ASSOCIATES 8 June 2004 12

7 Factor Model HENDERSON WHITE ASSOCIATES 8 June 2004 12

Measurement Model Soc of Entry Collectivism Individualism Lead. S SDE IM Plan In Dev

Measurement Model Soc of Entry Collectivism Individualism Lead. S SDE IM Plan In Dev Struct Innov Hum. S HENDERSON WHITE ASSOCIATES 8 June 2004 Outcome variable/s 13

Commitment Strong belief in and acceptance of organisation’s goals A willingness to exert considerable

Commitment Strong belief in and acceptance of organisation’s goals A willingness to exert considerable effort on behalf of the organisation Desire to maintain membership of the organisation Mowday, Steers & Porter, 1979 HENDERSON WHITE ASSOCIATES 8 June 2004 14

Culture vs Commitment Individualism -. 320 Soc of Entry SDE. 365 . 294 Collectivism

Culture vs Commitment Individualism -. 320 Soc of Entry SDE. 365 . 294 Collectivism . 151 Commitment. 630 In Dev HENDERSON WHITE ASSOCIATES 8 June 2004 15

Job Satisfaction Facet Extrinsic Rewards Supervision Nature of work Op conditions Promotion HENDERSON WHITE

Job Satisfaction Facet Extrinsic Rewards Supervision Nature of work Op conditions Promotion HENDERSON WHITE ASSOCIATES 8 June 2004 Satisfaction with Pay, pay rises, other rewards Immediate supervisor Type of work, tasks, pride meaningful Rules, procedures, red tape Opportunities 16

Job Satisfaction - Positive Soc of Entry. 358 Collectivism EXR SDE. 299 1. 389

Job Satisfaction - Positive Soc of Entry. 358 Collectivism EXR SDE. 299 1. 389 . 213 No. W . 862 In Dev. 995 PROM . 881 Innov HENDERSON WHITE ASSOCIATES 8 June 2004 17

Job Satisfaction - Negative -. 764 Struct Op. C -. 690 Individualism -. 320

Job Satisfaction - Negative -. 764 Struct Op. C -. 690 Individualism -. 320 -. 588 -. 974 -. 532 Soc of Entry EXR -. 213 SDE No. W -1. 405 -1. 988 Hum. S HENDERSON WHITE ASSOCIATES 8 June 2004 18

Summary The importance of growing and developing people teamwork socialisation process managing expectations The

Summary The importance of growing and developing people teamwork socialisation process managing expectations The changing nature of the psychological contract HENDERSON WHITE ASSOCIATES 8 June 2004 19

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