Business Culture And Employee Satisfaction


Business is not only a mere representation of an idea that is being monetized. Businesses are beyond executives and rely heavily on their workforce, which is the foundation of any business. Every company that desires to be a competitive organization in the market must focus on its talent pool and ensure that the firm has a proper culture and workplace environment to cultivate the motivation and engagement of personnel. Analysts have known for a long time that organizational culture often leads to employee satisfaction, providing a competitive edge. Hence, the crucial factors are company culture and employee satisfaction when it comes to organizational structure and inducing employee enthusiasm.

Literature Review

Many scholars perceive an organization as a person with their own system and inner workings. According to Fortado and Fadil (2012), the typical daily job equilibrium was compared to how living things function, and in the end, complex relationships were found to exist between the organization’s numerous components (Fortado & Fadil, 2012). Changes made to one element of the system may have unanticipated effects on other components. This indicates the fragility of the corporate system and how one factor might cause a butterfly effect in the system.

Scholars and scientists agree that the cornerstone of any organization is its corporate culture and employees, which influence each other. According to Schein (2016), any organization with a consistent membership and a history of growing together will have a certain amount of culture, but one with a history of frequent leadership changes or one without any particularly harrowing incidents may not have any shared presumptions. Not every group of individuals forms a culture; in reality, people frequently refer to communities as groups or teams rather than crowds when there has been sufficient historical continuity for some level of culture creation.

In this sense, business culture is constituted by a set of ideals that are formed and supported by each of its employees. Employees of the firm use these ideals as a guide when communicating, thinking, and behaving, as well as when resolving issues that affect both the company and its staff (Yanti & Dahlan, 2017). Employees will turn to a company as a role model for how to perform their everyday responsibilities if such organizations have outstanding values that are deeply ingrained in their workforce (Yanti & Dahlan, 2017). An organization’s culture may stimulate and encourage workers’ devotion to the company under certain circumstances (Yanti & Dahlan, 2017). The firm’s strong moral principles serve as a crucial foundation for raising the enthusiasm of its employees.

However, corporate culture can also be expressed in surroundings and access to different amenities. Such an approach might increase employees’ level of comfort and satisfaction with the condition in which they work (Schein, 2016). While numerous organizations use this method as a status symbol, the workspace still impacts productivity (Schein, 2016). Therefore, a corporate culture that emphasizes the appreciation of employees must also be incorporated into the allocation of space. The lack of space or a regular workplace might lead to increased stress and decreased productivity.

Another crucial element in creating a solid dedication to the company is the desire to work hard. Company culture not only affects organizational dedication, but it may also play a role in enhancing work happiness (Yanti & Dahlan, 2017). Employers that consider their staff as valuable assets will foster an increasing feeling of job satisfaction (Neville & Schneider, 2021). In the study conducted by Fortado and Fadil (2012), as the respondents revealed their experiences, ideas, and sentiments, the researchers noted the respondents were more at ease and energized. Nondirective questioning has significant catalytic and cathartic effects. A person’s mood usually improves when complaints are communicated to a compassionate audience (Fortado & Fadil, 2012). Additionally, this vocalization assisted the individual in organizing and accepting what had occurred (Fortado & Fadil, 2012). Consequently, a counselling program can be effective, and employees with access to therapeutic assistance can adjust to their work environments.

Plan of Action

When it comes to the issue that Company Four faced, the management will require implementing several approaches based on the founding theories. The major problem of the company is its corporate culture and lack of employee enthusiasm. The initial approaches to change should be based on the continuous change model, which sees change as a gradual process and approaches it from the standpoint of upper executives (Johannessen, 2021). The upper executives will outline their aims or objectives, changes to the operations, or changes to the results that are anticipated to be achieved at the conclusion of the organizational change (Johannessen, 2021). The change manager may assist in recognizing and addressing issues or this stakeholder may assist in finding an alternate course of action. It might also be essential to communicate directly with the employees to gain more insight into their perceptions of the workplace. The findings of Yanti and Dahlan can aid in the process since they emphasized the importance of communication with staff.

The second step in the action plan for organizational change is with a distinct focus on the positive model. The positive model seeks to find methods to use a company’s strengths to create maximum growth, in contrast to models that concentrate on deficiencies inside a company (Hussain et al., 2018). Among the strengths of the company are its large corporate campuses and the corporate culture that was based on them. The company emphasized the importance of innovation and claimed it to be the cornerstone of its culture. With COVID and lockdowns, the employees felt like they were cut from access to their innovative workplace and could not interact with the team, all of which could build morale and a sense of unity. Therefore, Company Four should keep campuses and incorporate measures that could allow the team to communicate and build stronger relationships. In order to facilitate the team experience and engagement, personal connections meetings can take place. Such a balance between work and life, along with better interaction between the team members, will reinforce the corporate culture. In this step, both management and employees will be involved.

The timeline of the plan is therefore expected to be based on the actions presented above in a chronological order and consist of the continuous change model and the positive model. Some of the ways to maintain connectivity and creativity will include establishing a clear organizational mission and vision and providing space for critical thinking. There will be no meetings held on Fridays, and Makers’ Week will not be implemented to provide members of the team with the time to create and focus. Finally, personal connection meetings will be held when team members express the need and the desire for it.


Thus, business culture and employee satisfaction are key considerations when it comes to organizational structure and fostering employee enthusiasm. The management of Company Four will need to put numerous approaches based on the original ideas of organizational growth into practice. The continuous model should serve as the foundation for the earliest approaches to change. Problem identification and solution will be prioritized above abrupt change. The second stage in the action plan for organizational change places a clear emphasis on the positive model, allowing the business to build on its advantages. Both management and staff will be involved in the process, with a single middleman chosen to oversee the transformation and facilitate communication of difficulties.


Fortado, B., & Fadil, P. (2012). The four faces of organizational culture. Competitiveness Review, 22(4), 283-298.

Johannessen, J. A. (2021). Continuous change and communication in knowledge management. Emerald Group Publishing.

Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127.

Neville, L., & Schneider, B. (2021). Why is it so hard to change a culture? It’s the people. Inspirations for the Future of OD & the Reality of Our Work, 53(1), 41-71. Web.

Schein, E. H. (2017). Organizational culture and leadership. Wiley.

Yanti, S., & Dahlan, J. A. (2017). The effects of organizational culture, leadership behavior, and job satisfaction on employee organizational commitment. Journal of Positive Management, 8(4), 80-96.