Organisational Culture: Establishing what makes an Organisation Attractive

By Quentin Jones, Director, Human Synergistics

Page 4 of 7

How does Culture Impact Organisational Outcomes?

Strong statistical links are consistently found between culture and individual, group and organisational outcomes. Correlation studies show highly significant relationships between Constructive behavioural expectations and high staff satisfaction, intentional to stay (retention) and referral of an organisation as a good place to work (employment branding). Passive/Defensive and Aggressive/Defensive behaviours - in particular, the Avoidance and Oppositional behavioural styles - were highly negatively correlated to desirable staff outcomes.

The following Circumplex diagrams show the relationship between culture and these individual outcomes. This is a subset of individuals who nominated themselves as Engineering and Architecture in the demographics of the Organisational Culture Inventory (OCI).

To what extent are you satisfied being a member of this organisation?

Culture of those who responded "Not at all" or "To a slight extent", N = 17		Culture of those who responded "To a moderate extent", N = 45		Culture of those who responded "To a great extent" or "To a very great extent", N = 60

To what extent do you expect to be with this organisation two years from now?

Culture of those who responded "Not at all" or "To a slight extent", N = 28		Culture of those who responded "To a moderate extent", N = 23		Culture of those who responded "To a great extent" or "To a very great extent", N = 71

To what extent would you recommend this organisation to someone like yourself as a good place to work?

Culture of those who responded "Not at all" or "To a slight extent", N = 13		Culture of those who responded "To a moderate extent", N = 45		Culture of those who responded "To a great extent" or "To a very great extent", N = 64

Next: Page 5: Changing Culture to Enhance Attraction and Retention