Organizational Culture & Employee Well Being (With Special Reference to Automotive Sector)
DOI:
https://doi.org/10.31305/rrijm2024.v04.n01.007Keywords:
Organizational culture, OC, Employee Well-being, EWB, Job satisfaction, Mental healthAbstract
In contemporary workplaces, organizational culture (OC) plays a pivotal role in shaping the experiences and well-being of employees (Belias & Koustelios, 2014). Impact of OC on employee well-being cannot be overstated, as it serves as a cornerstone for fostering a supportive and thriving work environment. OC shapes the attitudes, behaviours, and experiences of employees, influencing their satisfaction, engagement, and overall quality of life. A positive organizational culture can enhance employee morale, motivation, and resilience, leading to higher levels of job satisfaction, lower stress levels, and improved mental health outcomes (Simeli, Theocharis, Vasileiou, & Tsekouropoulos, 2024). On the other hand, a negative or toxic culture can breed disengagement, burnout, and even physical and psychological health issues among employees. Recognizing and nurturing a conducive organizational culture is essential for promoting employee well-being, driving productivity, and sustaining organizational success in the long run (Assoratgoon & Kantabutr, 2023). So, this paper tries to analyse the impact of organizational culture on well-being of employees with the help of literature review a qualitative research approach.
References
Adler, M. G., & Fagley, N. S. (2005). Appreciation: Individual differences in finding value and meaning as a unique predictor of subjective well‐being. Journal of personality, 73(1), 79-114.
Assoratgoon, W., & Kantabutra, S. (2023). Toward a sustainability organizational culture model. Journal of Cleaner Production, 400, 136666.
Belias, D., & Koustelios, A. (2014). Organizational culture and job satisfaction: A review. International review of management and marketing, 4(2), 132-149.
Bobbio, A., Canova, L., & Manganelli, A. M. (2022). Organizational work-home culture and its relations with the work–family interface and employees’ subjective well-being. Applied Research in Quality of Life, 17(5), 2933-2966.
Chang, W. J., Liao, S. H., & Wu, T. T. (2017). Relationships among organizational culture, knowledge sharing, and innovation capability: a case of the automobile industry in Taiwan. Knowledge Management Research & Practice, 15, 471-490.
Cook, J., & Wall, T. (1980). New work attitude measures of trust, organizational commitment and personal need non‐fulfilment. Journal of occupational psychology, 53(1), 39-52.
Fiol, C. M. (1991). Managing culture as a competitive resource: An identity-based view of sustainable competitive advantage. Journal of management, 17(1), 191-211.
Ganyang, M. T., & SE, M. (2019). The Impact of Organization culture and Work Environment on Employee Engagement and It’s Implication on Employee Performance of The Automotive Industry In Jakarta, Indonesia. Archives of Business Research, 7(9), 64-70.
Harms, P. D. (2011). Adult attachment styles in the workplace. Human Resource Management Review, 21(4), 285-296.
Sharma, D., & Joshi, U. (2016). A comparative study of work culture, Job performance, and subjective well-being of private and public sector banks. Metamorphosis, 15(2), 102-108.
Soni, S. (2019). Impact of organizational culture on employee engagement and effectiveness in Indian manufacturing company. IITM Journal of Management and IT, 10(2), 42-52.
Sabil, S., Hakim, L., Lestiningsih, A. S., & Widodo, D. P. (2024). The Effect Of Work Environment and Organisational Culture On Work Productivity Through Job Satisfaction In Employees Of The Automotive Component Industrial Area in Karawang. Dinasti International Journal of Education Management And Social Science, 5(3), 379-386.
Sarie, F., Alisyahbana, A. N. Q. A., & Isma, A. (2023). How does Organizational Communication affect Job Satisfaction among Employees of Automotive Companies?. Fundamental and Applied Management Journal, 1(2), 82-91.
Singh, R., Mangat, N. S., Singh, R., & Mangat, N. S. (1996). Stratified sampling. Elements of survey sampling, 102-144.
Srivastava, A. K., Gupta, D. A., Singh, D. R., & Srivastava, A. A. (2017). Corporate social responsibility (a literature review). International Journal of Pure and Applied Researches, 2(2), 121-131
Vehovar, V., Toepoel, V., & Steinmetz, S. (2016). Non-probability sampling (Vol. 1, pp. 329-45). The Sage handbook of survey methods.
Wright, L. T., & Wright, R. (2016). Qualitative research. In The Marketing Book (pp. 191-210). Routledge.
Williams, C. (2007). Research methods. Journal of Business & Economics Research (JBER), 5(3).Casula, M., Rangarajan, N., & Shields, P. (2021). The potential of working hypotheses for deductive exploratory research. Quality & Quantity, 55(5), 1703-1725.
Zahra, P. F., Kee, D. M. H., Aqilah, N., Ng, X. Y., Lin, J. Y., Vashishth, K., ... & Quttainah, M. A. (2020). How Does Organizational Culture Affect Proton’s Employee Performance? Asia Pacific Journal of Management and Education (APJME), 3(2), 45-57.
Zelin, A., & Stubbs, R. (2005). Cluster sampling: A false economy ?. International Journal of Market Research, 47(5), 501-522.