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Creating a strong workplace culture that will allow keeping organizational behavior in order and promote corporate values in decision-making practice is paramount for any company. However, when building the required set of values and introducing staff members to them, managers often face the challenge of balancing organizational culture with national one to ensure that staff members’ self-actualization needs are met while also convincing them to accept corporate values (Nazarian et al., 2017; Barczyk et al., 2019). Therefore, the two types of culture must be integrated carefully into the HRM framework of an organization to boost staff members’ loyalty and performance levels.
The rationale behind the decision to us national culture for employee engagement and organizational one for decision-making can be explained with the help of Maslow’s Theory of Needs and thee respective model. Specifically, the need for self-actualization must be considered when analyzing the effects of organizational culture and national one in business (Masri et al., 2017; Beugelsdijk and Welzel, 2018). Since the acknowledgement of the staff’s national culture shows the company’s appreciation for their personal needs, it motivates them to perform better in response, whereas the promotion of organizational culture shows how they can improve their performance, which is why the two need to be introduced equally well into the corporate setting.
The described requirement is equally fair in every context, which includes the corporate environment of a bank. Namely, by introducing the essentials of corporate culture, including integrity, corporate social responsibility, initiative, and innovation, bank leaders are likely to succeed in introducing staff members to the idea of how the tasks must be performed, whereas the emphasis on their national culture and the appeal to the respective values will help them to realize why these actions must be carried out in the specified way (Owusu Ansah and Louw, 2019; Abuzarqa, 2019). For example, the Saudi Banking industry, particularly, the IMIBA case, indicates that the levels of engagement in staff members increase exponentially with the promotion of organizational values based on the appeal to the Saudi employees’ perceptions and philosophy (Shehri, 2017). Therefore, organizational and national cultures must be seen as two crucial items in building an HRM approach.
Reference List
Abuzarqa, R. (2019) ‘The relationship between organizational culture, risk management and organizational performance’, Cross-Cultural Management Journal, 21(1), pp. 13-20.
Al Shehri, M., McLaughlin, P., Al-Ashaab, A. and Hamad, R. (2017) ‘The impact of organizational culture on employee engagement in Saudi banks’, Journal of Human Resources Management Research, 1, 1-23.
Barczyk, C. C., Rarick, C. A., Klonowski, M. and Angriawan, A. (2019) ‘Structuring organizational culture to complement Poland’s national culture – an approach for achieving high impact entrepreneurship’, The Journal of Applied Business and Economics, 21(2), pp. 11-26.
Beugelsdijk, S. and Welzel, C. (2018) ‘Dimensions and dynamics of national culture: Synthesizing Hofstede with Inglehart’, Journal of Cross-Cultural Psychology, 49(10), pp. 1469-1505.
Masri, R., Arokiasamy, L. and Arumugam, V. (2017) ‘Islamic approach of Maslow’s theory in fulfilling physiological needs for organizational performances: A perspective of imam AL-GHĀZALĪ’, The Turkish Online Journal of Design, Art and Communication, 7, pp. 518-534.
Nazarian, A., Atkinson, P. and Foroudi, P. (2017) ‘Influence of national culture and balanced organizational culture on the hotel industry’s performance’, International Journal of Hospitality Management, 63, pp. 22-32.
Owusu Ansah, M. and Louw, L. (2019) ‘The influence of national culture on organizational culture of multinational companies’, Cogent Social Sciences, 5(1), 1-15.
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