The IUP Journal of Organizational Behavior
Linkages Between Culture (National, Organizational and Professional) and Total Reward Expectation of Employees: A Conceptual Framework

Article Details
Pub. Date : Oct, 2019
Product Name : The IUP Journal of Organizational Behavior
Product Type : Article
Product Code : IJOB21910
Author Name : Gagandeep Kaur and RRK Sharma
Availability : YES
Subject/Domain : Management
Download Format : PDF Format
No. of Pages : 25

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Abstract

This study tries to provide a unique view of the relationship between culture and reward by exploring and examining the concept of linkage, alignment or fit between reward elements and culture. The study presents several unique propositions and showcases a framework and model that aligns and harmonizes culture at national, organizational and professional level with employee expectation of different tangible and intangible elements of reward program. The latent rationalization behind this is that alignment or synchronization between culture and reward is very important to positively influence the behavior of employees in the organization. Both culture and reward have influence on each other and they convey information about the company to the outside world. As such, it is very important for the two to be aligned. When culture and rewards are not congruent to each other, they send confusing information or signal to employees in the organization and inconsistencies between the two could lead to miscommunication in the minds of employees and negatively impact their behavior. The framework and model conceptualized in this study can help remuneration managers and practitioners manage and harmonize the relationship between culture and reward and help in improving the effectiveness of the total reward program as well as provide distinct competitive advantage to the organization.


Description

The idea of ‘fit’, ‘congruency’, ‘linkages’ and ‘alignment’ is an age-old concept used by researchers in a variety of studies to accentuate the vital role of consistency among key elements of organizational behavior (Nadler, 1981). In fact, congruency model of organizational behavior is structured around input (which includes environment, history of an organization, resources and organization strategy); transformation that has four components (task, individuals who perform the task, formal as well as informal organizational arrangements and output which includes patterns of individual, group and organizational performance and behavior). According to this model, organizational behavior and performance will be most effective when there is congruency between all the major components of this model (Nadler and Tushman,1977, 1980; and Nadler, 1981). Based on this model, the concept of fit has been used in strategic human resource management where the focus is on the fit between rewards, organizational strategies and mission of organization (Lawler, 1981;


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