The concept of corporate culture and its influence--美国Assignment代写范文

美国Assignment代写范文:“The concept of corporate culture and its influence”，这篇论文主要描述的是对于企业的发展而言，当务之急就是建立起一个符合企业发展要求的企业文化价值观，企业文化价值观需要得到管理层以及员工的认可，这样的企业文化价值观能够凝聚起一个强大的团队和员工对于企业的归属感，从而调动员工对于企业发展的积极性，营造出一个和谐积极向上的工作氛围，帮助企业留住人才并约企业一同成长。

Martin (2003) pointed out that the primary task of corporate culture is building corporate values. Once the core values of an enterprise has been recognized by its managers and employees, it will form a very strong solidarity and cohesion within the enterprise, employees’ motivation and loyalty will be greatly improved. Karatepe and Magaji (2008), Lee and Sparks (2007) considered that corporate culture helps to create a harmonious atmosphere within an enterprise to establish cooperation, progressive corporate internal working atmosphere, the trust and cooperation between employees will be constantly enhanced and the overall efficiency of the enterprise can be greatly promoted, so that employees can have a strong sense of belonging. Ottenbacher (2007) further pointed out that the establishment of staff-oriented corporate culture allows a company and its employees to form a common destiny, so that employees will have a great sense of accomplishment, a sense of belonging and loyalty, which helps the company to retain key talents, and the core talents are willing to stay and grow up together with the enterprise.

The questionnaire results showed, the respondents gave to what extent they thought that the corporate culture construction of the hotel helped to motivate the employees to work hard the score of 3.3670±0.8946; the score for to what extent they thought that the corporate culture construction of the hotel helped to create harmonious, mutually trusted, cooperative working atmosphere was 3.7979±0.9981; the score for to what extent they thought that the corporate culture construction of the hotel helped to create the environment for employees’ involvement in business management was 3.3245±0.8689. According to Best’s (1997) standards, the respondents did not believe that their hotels’ corporate culture construction helped to motivate employees to work hard. The respondents believed that the hotels’ corporate cultures failed to help with creating a harmony, mutual trust, cooperation working atmosphere within the hotels. The figured that the hotels’ corporate cultures did not create the atmosphere for employees to participate in corporate management. The interview results in 5.7.4 of this study showed that the three hotel's corporate cultures reflected the characteristics of performance-oriented corporate culture, such a culture focused on consumers and employees’ performance. Such a corporate culture pursues efficiency but ignores the values and needs of employees, it does not establish a people-oriented business management environment, employees rarely have the opportunity to participate in business management, stressing that staff should comply with disciplines but rarely authorize employees at work, which is not conducive to the formation of harmonious working atmosphere and motivating employees to work hard. In summary, the interview results were a good explanation for the reasons for the employees’ low satisfaction with the corporate culture. The corporate cultures of hotels investigated in this study were inconsistent with what Martin (2003), Karatepe and Magaji (2008), Ottenbacher (2007), Gross and Huang, (2013) suggested. Their proposal is to establish an employee-oriented corporate culture, treating employees as stakeholders to establish a harmonious and cooperative working atmosphere. The survey results show the hotels’ corporate cultures were performance-oriented rather than employee-oriented, which was the main reason for the employees’ dissatisfaction towards the corporate cultures of the hotel.

The path analysis results (as shown in Figure 1) in 5.6 in this study revealed that the employees have low satisfaction with the corporate culture of the hotels, leading to their lower sense of accomplishment, security and fairness, which led to increased staff turnover intention. The interview results in 5.7.2 of this study proved that the three interviewees mentioned that their corporate cultures play little positive role in promoting the employees’ sense of accomplishment, fairness and security. They also acknowledged the existence of high employee turnover rate in their hotels. Results of this survey displayed that the total score for a sense of accomplishment was 10.9521±1.2969. The overall score given for a sense of security was 10.6170±1.5691, The overall score that the respondents gave a sense of fairness at work was 10.8138±1.5066.According to Best’s (1997) standards, the respondents have a low sense of accomplishment, a sense of security, a sense of fairness. The overall score that the respondents gave turnover intention was 14.4468±1.3172. According to Best’s (1997) standards, the respondents have high turnover intention.

The interview results and the questionnaire results were basically consistent. The employees have low satisfaction with their corporate cultures, leading to their lower sense of accomplishment, security and fairness, which was mainly because firstly, the value of employees was not taken seriously in the hotels, employees were not respected by the management, there was a lack of a harmonious working atmosphere. These problems led to that the employees did not like the current working atmosphere, they did not feel the importance of their own in the hotels and they were not willing to make more efforts at work, thus there was a lack of a sense of achievement. Secondly, the employees rarely have the opportunity to participate in business management, management of the hotels emphasized that the employees must comply with the disciplines of the hotels but few employees were authorized to make decisions, suggesting that the hotels’ corporate cultures were not open and transparent. It also showed that the hotels did not treat employees as stakeholders, showing no respect for employees. These factors led to declined sense of fairness of employees’. Finally, the hotels failed to establish the corporate culture to allow employees to participate in management, the value of employees was not valued and respected, so that employees were worried about their future development and they often lacked adequate sense of security. In short, as the staff has low satisfaction with their corporate culture, it lowered their sense of accomplishment, security and fairness, which further led to increased turnover intention of employees.

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