What Is the Relationship Between Organizational Culture and Performance?

Performance culture refers to the company's long-term development direction and vision, through the company's strategy, human resources, finance, team building and other effective integration and performance evaluation, the establishment and improvement of the assessment system, so that employees gradually establish The common values advocated by enterprises have gradually formed an excellent corporate culture centered on the pursuit of high performance. The specific manifestations include the simplicity of the organization, the smooth flow of the process, the improvement of the process, the skilled work, and the professionalism of the employees.

Performance culture

Right!

Performance culture refers to the company's long-term development direction and vision, through the company's strategy, human resources, finance, team building and other effective integration and performance evaluation, the establishment and improvement of the assessment system, so that employees gradually establish The common values advocated by enterprises have gradually formed an excellent corporate culture centered on the pursuit of high performance. Specific manifestations include the simplicity of the organization, the smooth flow of the process, and the craftsmanship.

Corporate culture refers to the values, beliefs, and attitudes of corporate members that are formed by the long-term advocacy of corporate leaders and the long-term practice of employees under the influence of a large social cultural environment. , Code of conduct, moral concepts and traditions and habits, which is the ideology of the enterprise. Performance, as the sole criterion for an enterprise to measure the success of its management, is naturally an inevitable result of the accumulation of corporate culture.

Corporate culture includes four levels: (1) Enterprise

In 2001, a joint survey by a world-renowned human resources consulting company and US Business Weekly showed that "the first element of business success is performance management."

Performance culture

The performance culture mainly emphasizes three aspects: assessment view, benefit view and distribution view.

The evaluation concept emphasizes fairness. Through scientific evaluation methods, the laborer's effort, difficulty, and goodness are evaluated in order to evaluate the effect of strategy implementation, evaluate the production and management activities of the enterprise, and evaluate the post work. If an enterprise cannot establish a sense of evaluation, it cannot be said to be a strong performance culture. The concept of benefits, emphasizing that culture serves the benefits of enterprises, is a touchstone. If a corporate culture cannot promote the improvement of corporate efficiency, this culture is unhealthy. In fact, efficiency is also one of the ways of reflecting strategic value. Performance culture tends to be more about culture serving performance. The view of distribution emphasizes the gap. Fairness is not equal to average, and harmony is not equal to cauldron rice. The gap properly reflects the value of labor, and the performance culture can be reflected.

Performance culture is reflected in three aspects, one is the goal, the other is the process, and the other is the result. From the goal direction, it mainly emphasizes strategic awareness and promotes everyone's goals to be consistent with organizational goals. From the process point of view, it mainly emphasizes the awareness of differences and promotes people to do their best. From the result, the difference is fair, and no difference is unfair, and it promotes distribution according to performance.

Performance culture emphasizes the concept of evaluation, then performance culture also needs evaluation. That is, a company's performance culture must be measurable in order to qualify as a qualified performance culture. If a proponent of performance culture can't operate in a performance culture, it can only be a sitting argument.

How to evaluate? In terms of cultural evaluation, Liu Xiaoquan in China is authoritative. How does he make his own technology "secret", here I only talk about his own understanding. It is often said that cultural fit is good, and how to call it fit. The first is that the culture and the strategic direction match. Culture refers to one direction, and strategy is one direction, which is not suitable. The second is that the cultural structure is not in conflict. Quality culture emphasizes one aspect, but human resources emphasize another aspect, which is not suitable; the third is the level of cultural management. Without the basic ability to manage culture, it may only be possible to shout at the small conference.

After measuring, differences may be found. The culture of differences is also reflected in three aspects, one is individual differences, the other is differences between individuals and organizations, and the third is external differences.

The first is the difference between individuals. We must acknowledge that there are differences between people, in terms of abilities, different people have different advantages and disadvantages in different abilities, and different people also have differences in the same ability. Manage this difference effectively. The evaluation of cultural differences between individuals is a difficult point, involving input and output.

Second, there are differences between individuals and organizations. Personal goals and organizational goals cannot be completely matched. We must acknowledge this difference. Only when we recognize them can we continue to rectify and keep the personal goals and organizational goals consistent. On the other hand, there are differences in contributions, methods of contribution, and the amount of contributions. In fact, there are also differences between different groups of teams in the organization, which is often the focus of quantitative evaluation and requires a certain level of quantitative technology.

The third is the difference between the enterprise as a whole and the outside. There are differences between domestic counterparts, advantages and disadvantages. We must give play to our advantages, avoid them, and maximize the performance of the entire enterprise. There are also differences from world-class companies, and even this difference is comprehensive, and it requires more efforts from more organizations to continue to evolve into excellent companies. This is often people's willingness to analyze qualitatively or quantitatively. It has certain reference value to the strategy and is relatively easy.

Jack Welch once said: "Our

Performance culture is the essence of corporate culture, and it is the performance values formed through performance management. Yintl (Eagle Consulting) believes that the soul of performance management is to establish performance values through the system and clearly communicate the company's values to employees, that is, what the company advocates and opposes, and what are the rewards and punishments. This is the content of performance culture .

Yintl (eagle consulting)

Overview of Performance Culture

For enterprises, performance culture is neither an empty slogan nor a catch-up to fashion trends. It should be a solid foundation for companies to implement performance management. To a certain extent, the great success of IBM under Gerstner's leadership lies in taking a lot of ingenious and effective ways to create a high-performance cultural atmosphere.

When companies build a high-performance culture, Performance Sword points out that they should focus on:

Performance culture values performance culture

The focus of performance management is shifted from specific evaluation methods to the cultural level, and the atmosphere of performance culture is really built inside the enterprise. By widely publicizing the meaning, role and methods of performance management, managers and employees are made aware that performance management is not a student's examination paper, it is a management idea, thought and philosophy. Enterprises should strengthen the training and promotion of performance culture, so as to form a climate in which managers and employees learn performance, understand performance, consciously use performance management tools, and actively advocate performance culture from top to bottom.

Performance culture defines performance goals

To establish a performance culture, we must first express the entire company's vision, strategy, goals, policies and strategies in the form of performance indicators, and truly communicate it to every employee, so that all employees can understand what the company's goals are. And this kind of work needs to be continued, and the strategic goals of the company are constantly adjusted. All employees need to be informed so that they can make corresponding adjustments when setting their own goals.

The performance culture must allow each employee to clearly see the big direction and big goal, and then make the employees focus on the big indicators, and the execution of the small indicators obeys the execution of the large indicators.

Performance culture is based on performance

Performance culture emphasizes that the focus of business management must be on performance. For the company and every employee, the pursuit of excellent performance is always the top priority of the company. This is first manifested in the concept of pursuing high standards of performance, and the performance culture encourages the setting of challenging high-standard goals, using all means and mobilizing all resources to fight for this goal.

If an enterprise promotes and promotes a performance culture, it must pay attention to the decisions of the people concerned-job arrangements, salary and remuneration, promotion, training, rewards and punishments, and resignation-as a directional signal of the strategic direction of the company.

In this regard, Lenovo has set an example for us. One of Lenovo's corporate cultures is that employees are required to "save down to work and earn money properly", which reflects that the specific management measures are in the final analysis that people not only rely on academic qualifications and ability, but also on qualifications and performance, everything depends on performance. Each employee may enter Lenovo in chronological order and may have a high or low education level, but as long as they have the ability to create significant results, they can be reused and can develop. In Lenovo, because of outstanding performance, there are those who have been promoted three times in a year, and only three months into Lenovo, and those who have strong ability to reuse. In Lenovo, you will always be a "small horse-drawn cart", because once you grow into Malaysia, there will be a larger car for you to pull, which also forces employees to constantly put forward higher requirements for themselves and improve Continually respond to work pressures and challenges.

High integration of performance culture system and culture

Performance system and performance culture are the "two hands" of performance management. The system provides the legal basis for this, which is the guarantee; and culture attaches importance to the cultural incentive and guidance of organizational members. The combination of rigid and flexible systems and cultures is indispensable, forming the X + Y rule for performance management (for details, see the content in Section 2 of this chapter).

Therefore, in the process of building a performance culture, it is necessary to take the system as the legal foundation, establish the overall behavior norms followed by the enterprise and individual employees through the system, consolidate and promote the concept of performance value, and promote the development of performance culture.