PhD Final Thesis April 2013.pdf - Anglia Ruskin Research Online

Thesis Keith Gale 2013Dennison held similar views to Mayo by recognising significant influences on groupscaused through long term relationships and the fear of unemployment. He proposedthat removing the fear of unpredictable employment allowed the utilisation ofaffirmative forces of pride (satisfaction), team spirit and loyalty (relationships), andemulation (group motivation and incentives) (Dennison, 1925). This was reinforcedby further studies (Dennison, 1931) where influence upon output performancerequired an intrinsic mix of non-financial incentives, satisfaction, motivation andeconomic incentive. Proviso to Dennison’s conclusions was the essential presence ofa strong relationship between group members. Cohesiveness with individuals in theworkplace was also supported by Cox and Blake (1991) who stressed:‘A core of similarity among group members is desirable …. …. but the need forheterogeneity, to promote problem solving and innovation, must be balanced with theneed for organisational coherence and unity of action, (p 51).Following establishment of ‘organisational engineering’ suggested by Dennison andMayo, socio-psychological studies focussed upon separate elements of behaviour anda literature review of these are examined with particular emphasis to those applicablefor the construction process. Traditional group behaviours of motivation, satisfaction,relationship and incentives suggested by Mayo and Dennison are explored by morerecent contemporary behaviour research topics of motivation, trust, culture andpower (Walker, 2011, p viii).3.7 Influence of culture upon organisational behaviourConcept of culture has a number of definitions arising from a variety of literatureaccording to context and placement. Tylor (1871) provided a classic notion of cultureas ‘Culture . . . is that complex whole which includes knowledge, belief, art, morals,law, custom, and any other capabilities and habits acquired by man as a member ofsociety’. Organisational culture is manifested by the typical characteristics of anorganisation through the deeply rooted values and beliefs that are shared byindividuals within an organisation. Ogbonna (1992) described organisational cultureas ‘the interweaving of an individual into a community and the collectiveprogramming of the mind that distinguishes members ……. it is the values, norms,54