High-Performance Cultures
Two characteristics of high-performance cultures are selected for discussion from many existing traits. In selecting the two characteristics, it is acknowledged that no single size fits all high-performance cultures. Therefore, the selected two might not fit all high-performance cultures but fit a majority. The two characteristics entail common purpose and goals and open and effective communication. Regarding common purpose and goals, high-performance cultures have employees working within an organization feeling unified in pursuing organizational goals. Every employee in high-performance cultures is aware of the benefits it brings by working together with others (Dastmalchian et al., 2020). Additionally, they bring benefits to society and, thus, benefit those who matter to them. Need help with your assignment ? Reach out to us. We offer excellent services.
The success of these cultures is drawn from this notable trait regarding open and effective communication characteristics of high-performance cultures. According to Tan (2019), open and effective communication means that organizations with high-performance cultures have employees staying on the same page and collaborating to work together effectively. Open communication entails the provision of alternative communication channels from which employees select those that suit them the most in delivering their mandate. The effectiveness of the channels is ensured by ensuring that the communication channels are used to deliver the intended information in the right manner and on time (Hess, 2011). The organizations have clear reporting hierarchies that ensure information is conveyed to relevant offices and feedback is received as required. Open and effective communication ensures interaction is maintained across the organization. Various advantages are derived to an organization from this characteristic of high-performance cultures. The advantages include the growth of the organization, outstanding employee performance, and increased productivity (Alqudah et al., 2020). The two identified high-performance culture characteristics can be embraced by any organization seeking to achieve success through the effort of its workers.
References
Alqudah, I. H., Carballo-Penela, A., & Ruzo-Sanmartín, E. (2022). High-performance human resource management practices and readiness for change: An integrative model including affective commitment, employees’ performance, and the moderating role of hierarchy culture. European Research on Management and Business Economics, 28(1), 100177.
Dastmalchian, A., Bacon, N., McNeil, N., Steinke, C., Blyton, P., Satish Kumar, M., & Varnali, R. (2020). High-performance work systems and organizational performance across societal cultures. Journal of International Business Studies, 51, 353-388.
Hess, E. D., (2011). Growing an entrepreneurial business: Concepts & cases. Stanford University Press
Tan, B. S. (2019). In search of the link between organizational culture and performance: Abreview from the conclusion validity perspective. Leadership & Organization Development Journal, 40(3), 356-368.
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High-Performance Cultures
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