Explain the main points from this paragraph extensively?

endows the employees with guidance about expected and acceptable future organizational behaviors and norms. Some theoretical models assert that the effective human resource system of an organization is based on supporting values and then these systems, in turn, create a positive impact on employee attitudes and behavior, which facilitate organizations performance (Ferris et al., 1998). Mercer and Bilson (1985) also point out the correlation between organizational culture and employees performance; and this employees performance then translated into organizational outcomes such as customer satisfaction (Schmidt, Shull, and Schmitt, 2001).

Findings of research conducted by Renn and Vandenberd (1995) demonstrate a conceptual linkage between organizational culture and employee performance Most organizations assert its performance as a dependent variable which seeks to recognize other independent variables that produce variations in its performance (March and Sutton, 1997). Martin and Siehl (1990) argue that organizational culture is theoretically related to performance and do have positive influence on it. Explaining the variation in performance of effectiveness, Bowen et al. (1989) in his relevant work highlighted that the role of culture is very vital in nurturing, sustaining and enhancing the performance of organizations. In addition to this, Kopelmal et al. (1990) clarified that cultural system of any organizations adds to the coordination of assignments and minimizes inefficiency employee efforts and firms resources.

In order to meet the organizational objectives and achieve competitive advantages, all organizations are thriving to recruit highly performing individuals. On the other hand, individuals need supportive organizational culture to help them reach individual objectives. Therefore, an organization is a consciously coordinated system where characteristics of individuals, groups and organization interact with each other and effective interaction among them highly depends on organizational culture that shapes the individual performance (Kozlowski & Klein, 2000) and in most of cases high performers are more appreciated and promoted than low performers (Cross et al., 2000). As a result evaluation of employee performance basically depends on the factors like performance appraisals, compensation, employee recognition, employee motivation, training and development, job security, flexible time system, organizational structure, employee satisfaction etc. But, this paper will concentrate on the basic factor or the roots of all above traits and that is the organizational culture.

There are numerous researchers who consider the importance of individual factors (i.e. ability and effort) to make a link between organizational culture and employee performance (Gardner & Schermerhorn, 2004; Schermerthorn et al, 1990), it requires further investigation for better understanding and prediction of the relation between organizational culture and employee performance. According to Furnham and Gunter (1993), organizational culture functions as the internal integration and coordination between firms operations and its employees. Internal integration can be described as the societal interaction of new members with the existing ones, creating boundaries of the organization feelings of identity among personals and commitment to the organization. Shared system which forms the basis of communication and mutual understanding in organization is due to its culture and if the organizational culture fails to fulfill these functions at satisfactory level, the culture may have significant negative influence on the efficiency of the employees (Furnhum and Gunter, 1993).

A strong organizational culture supports adaptation and develops organizations employee performance by motivating employees toward a shared goal and objective; and finally shaping and channeling employees behavior to that specific direction should be at the top of operational and functional strategies (Daft, 2010). A firms mission reflects its ultimate long term objective which is accomplished by conducting integrated operational and behavioral activities. A firms performance improves if it has a clear sense of purpose and commitment towards its mission. Successful and well performed organization defines its organizational goals as the report card of forthcoming (long term) future (Ohmae, 1982; Mintzberg, 1987; Hamel and Prahalad, 1994).

Along with others, shared value of employees is one of the basic components of organizational culture (Smit and Cronje, 1992; Hellreigel et al., 1998). Schein (1994) clarifies that value which is a set of social norms that define the rules or framework for social interaction and communication behaviors of societys members, is a reflection of causal cultural assumptions. Individuals who hold similar values may feel and interpret situations and events similarly (Meglino, Ravlin, & Adkins, 1989) which can reduce uncertainty (Schein, 1985), role ambiguity, and conflict (Fisher and Gitelson, 1983), allow for the accurate prediction of others behavior (Kluckhohn, 1951), and make successful interpersonal interactions more likely (Meglino et al. 1989). Academics and practitioners argue that the performance of an organization is dependent on the degree to which the values of the culture are widely shared (Peters and Waterman, 1982; Deal and Kennedy, 1982; Denison, 1990; Ouchi, 1981; Pascale and Athos, 1981 and Kotter and Heskett, 1992). Similarly, it is widely argued that shared and strongly held values enable management to predict employee reactions to certain strategic options and by reducing these values, the consequences maybe undesirable (Ogbonna, 1993).