Impact of Organizational Culture on Job Stress and Employee Engagement in Pakistan

2019 ◽  
Author(s):  
Tooba Mushtaque ◽  
Danish Ahmed Siddiqui
Keyword(s):  
Organizational Culture ◽  
Employee Engagement ◽  
Job Stress

scholarly journals An empirical study of organizational culture dimensions impacting employee’s performance in IT industry, Tamilna-du

2017 ◽  
Vol 7 (1.3) ◽  
pp. 133
Author(s):  
Karthik M ◽  
A Vasumathi
Keyword(s):  
Organizational Culture ◽  
Empirical Study ◽  
Performance Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Cultural Dimensions ◽  
It Industry ◽  
Human Resource Department ◽  
Culture Dimensions ◽  
The Impact

Every company has their own unique culture. Organizational culture is a set of norms, values, beliefs and vision that define how employees and managers intermingle within an organization. Irrespective of whether a preset list of company values present or not, an organization develops its own culture. However, organizations haven’t been paying as much attention to organizational culture until now. A 2015 study by Deloitte University Press found that 87% of the organizations surveyed now cite culture and employee engagement as their top challenges. Thus the current study aims at analyzing the impact of cultural dimensions on performance management in IT organizations. Analysis, conclusion and recommendations were drawn out based on the research and findings. The study found a significant association between experience of the respondents and their responses towards often getting reminder and warning to complete their tasks. The study has also found a significance variance between age of the respondents and the practices of Human Resource Department. The study has also found an association between variety of tasks being handled and employees’ performance. 

scholarly journals EMPLOYEE ENGAGEMENT AS A MEDIATOR INFLUENCES OF WORK STRESS AND CAREER DEVELOPMENT TO TURNOVER INTENTION IN EMPLOYEE OFFICE OF PT PKSS CENTRAL OFFICE

2020 ◽  
Vol 1 (5) ◽  
pp. 695-705
Author(s):  
Wahyu Bawono ◽  
Singmin Johannes Lo
Keyword(s):  
Job Satisfaction ◽  
Career Development ◽  
Employee Engagement ◽  
Job Stress ◽  
Work Stress ◽  
Turnover Intention ◽  
Quantitative Method ◽  
Central Office ◽  
Least Square ◽  
Analysis Technique

The objectives of this study are: (1) To analyze the Effect of Job Stress, Career Development and Job Satisfaction on Turnover Intention in PT PKSS and (2) To analyze the significant influence between Job Stress, Career Development and Employee Engagement simultaneously / Jointly towards Turnover Intention at PT PKSS. This research uses a quantitative method with a sample of all employees at PT PKSS, amounting to 98 people. The analysis technique used is Part Least Square Analysis (PLS). While the variables in this study are: (1) job stress, (2) career development, (3) employee engagement, and (4) turnover intention. The results of this study include: (1) Job stress has a significant effect on employee engagement with a T-Statistic value of 5,481, (2) Career development has a significant effect on employee engagement with a T-Statistic value of 4,909, (3) Work stress has a significant effect on turnover intention with a T-value Statistics of 3.071, (4) Career development has a significant effect on turnover intention with a T-Statistic value of 5.526, and (5) Employee employee variable can mediate jointly from the effect of work stress and career development on turnover intention. Can be proven by the analysis of VAF (Variance Accounted For) value calculation above, it can prove hypothesis 8 that employee engagement variable (Y1) can mediate the effect of work stress variables and career development together on turnover intention of 21.15%.

How culture, leadership and engagement helped a small business survive during the pandemic

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
John F. Blattner ◽  
William P. Karmia ◽  
Thomas J. Walter
Keyword(s):  
Organizational Culture ◽  
Employee Engagement ◽  
Value Systems ◽  
Workplace Culture ◽  
Organizational Survival ◽  
Content Type ◽  
Company Culture ◽  
Organizational Culture Inventory ◽  
Business Challenges

Purpose The purpose of this case study is to investigate how a small catering company has coped with the current Covid-19 pandemic. Initial research was performed in 2014 and repeated in 2018. Given the far reaching business challenges of the pandemic, the authors examined the viability of the organization within the current climate. Design/methodology/approach Embedded organizational components of culture, leadership and engagement are explored as key elements in the sustainability of the company during the pandemic crisis. Prior research data using the organizational culture inventory is used to assess organizational culture over a four-year period. Employee data and interview analysis within company structure is used to determine how leadership and employee engagement is impacted. Culture research is examined to determine the influence of company culture upon organizational survival. Findings This paper identifies workplace culture elements that contribute to company sustainability. Embedded core value systems, strong employee engagement mechanisms and focused leadership styles were observed to be critical influences upon company survival during the pandemic. Originality/value This research would assist industry professionals and practitioners in understanding the active workplace culture mechanisms found to be effective for organizational survival during periods of crisis. Companies that adopt similar practices may acquire sustainability advantage during the pandemic.

scholarly journals MEASURING THE EFFECT OF SOCIAL NETWORKING, ORGANIZATIONAL CULTURE TOWARD EMPLOYEE ENGAGEMENT IN SOES ORGANIZATION: CASE STUDY OF SOES IN INDONESI

2020 ◽  
pp. 181
Author(s):  
Victor Wiley ◽  
Thomas Lucas
Keyword(s):  
Organizational Culture ◽  
Social Networking ◽  
Employee Engagement ◽  
Employee Performance ◽  
Business Climate ◽  
Private Organization ◽  
New Strategies

SOEs in Indonesia has been expanded their project with tight time and more challenged business climate. In fact, similar to private organization, SOEs also faced with employee performance in their projects. The employee performance has many aspects of social networking, organizational culture and employee engagement. This study tested the influence of social networking, organizational culture and employee engagement on in several projects which ventured by State Owned Enterprises in Indonesia. The variables are analyzed by using SEM AMOS. It is explained that social networking, organizational culture and employee engagement affect employee engagement in SOEs-based projects in Indonesia. This study suggested an approach to improve social networking, organizational culture and employee engagement as new strategies for SOEs in Indonesia. This study result can be a recommendation to the SOEs managers to maintain social networking, organizational culture and employee engagement in order their project to be manageable.

Identification of drivers of employee engagement in Indian power companies

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Samarendra Kumar Mohanty ◽  
Arunprasad P
Keyword(s):  
Organizational Culture ◽  
Employee Engagement ◽  
Social Exchange ◽  
Power Distribution ◽  
Structural Equation ◽  
Organizational Trust ◽  
Equation Modeling ◽  
Power Sector ◽  
Content Type ◽  
Supervisor Trust

PurposeThe purpose of this paper is to extend the scope of social exchange theory (SET) to explore employee engagement and test its application in the context of Indian power companies. The study also attempts to explore the antecedents of employee engagement. This study includes organizational culture and three trusts, that is co-worker trust, supervisor trust and organizational trust whose presence in the organization influences employee engagement.Design/methodology/approachThe study includes a sample of 812 executives who represent three major functions of the Indian power sector, that is power generation, power transmission and power distribution. The relationships between constructs are evaluated using structural equation modeling.FindingsThe findings of this study indicate that four resources in the organization influence employee engagement in different ways. Three constructs representing co-worker trust, supervisor trust and organizational trust partially mediate the relation between organizational culture and employee engagement. This study also compares the engagement levels of the employees from three power companies.Research limitations/implicationsThis study is focused on companies operating in only the government sector.Practical implicationsEnsuring engagement from employees for the critical power sector is expected to support the development of the HR practices in this sector. Identification of sector-specific resources is expected to aid both employees and policymakers from the organization.Social implicationsThis study assists the policy makers in the organization by showcasing the importance of organizational culture, interpersonal and organizational trusts and their impact on employee engagement.Originality/valueResource theory explains why certain resources in the workplace are exchanged for employee engagement. This study extends theories of engagement as well as SET and examines their application as employee engagement in the context of executives from Indian power companies. This understanding will aid the practitioners and researchers to further their understanding of employee engagement.

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