INTRODUCTION:
People join or
get associated with various organizations in their lives. Every organization
has a culture. Cultural standards include the virtues of compassion,
honesty and loyalty. Cultural improvement helps to create virtue-based behaviors, which produce excellent human beings/employees. Such
people inspire others to act well that
result in satisfaction.
Culture matters
as we experience its effect on performance every day. As Edgar Schein, a
recognized authority on organizational culture and theory, points out, if
leaders aren’t consciously managing their culture, their culture will certainly
manage them. When the people in the organization believe that culture matters,
they will work to make changes and improve that culture (Denison D., 2009).
Understanding
simple notions of cultural strengths and weaknesses of an organization significantly
improves its relationship with the environment (Schultz. M., 1994), leverage
its human capital and better serve its clients, customers and key stakeholders,
thus, befitting the need for its ongoing change processes.
Simply put, “culture is the way things are done around
here.” An organization’s culture is the beliefs, values, and behaviors that a
group has adopted over time as a way to survive and succeed (Denison
Consulting, 2009).
According to (Schein.
E., 2004), a strong assumption like “Good work should speak for itself” makes
sense when viewed through cultural lenses; becoming competent to
perceive and decipher the cultural forces that operate in groups,
organizations, and occupations. It also points to phenomena that are below the
surface, that are powerful in their impact but invisible and to a considerable
degree unconscious.
Different cultures can be
equally effective for different organizations, depending on their industry,
their markets and the nature of their workforce (Schneider B., Brief. A. and
Guzzo. R., 1996). Hence, to thrive and adapt in the new economy, companies must
simultaneously build up their corporate cultures and enhance shareholder value (Beer.
M. and Nohria. N., 2000).
In reality, many
organizational cultures are in the process of changing and need to be monitored
regularly and by a variety of methods to gain a truer picture.
This paper presents a theoretical perspective of
organizational culture and employee retention, the most commonly used
organizational culture models, the relationship between organizational culture
and employee retention.
REVIEW OF
LITERATURE:
Culture:
Culture is a conceptual word discussed for thousands
of year by anthropologists, sociologists, historians and philosophers. Culture
commonly means 'civilization' or 'refinement
of the
mind' and in particular
the results of such refinement, like education, art, and
literature in Western languages. In social anthropology, 'culture'
is a catchword for all the patterns of thinking, feeling, and acting.
Culture is a collective phenomenon. Culture is learned, not inherited. It derives from one's social environment, not from one's genes
(Geert Hofstede, 1999). Culture should be distinguished from human
nature on one side,
and from an individual's personality on the other. Culture is a deep, broad and complex
issue. It is deep as it guides individual actions even to the extent that
members are not even aware they are influenced by it. It is broad as it
encompasses all aspects of its internal and external relationships. It is
complex as it essentially includes all of a group’s shared values, attitudes,
beliefs, assumptions, artifacts and behaviors. Culture provides guidance to
behaviors in the society in seeming real or true, sometimes in unnoticeable ways
and deeply influences our decision-making ( (Mobley William H., Wang Lena and
Fang Kate, 2005).
Renowned authors have defined “Culture” as follows:
The word 'culture' originated from the Latin word 'colere',
which means to build on,
to cultivate and to foster (Gupta,
N., 2007). According to White. L. (1948), culture determines everything that
people do, feel, and think. “Human behavior, therefore, is determined by
culture”. Thus, in its most general meaning, culture connotes: “That different
groups of people have different ways of life” (Morgan. G., 1986), where ‘ways
of life’ are deeply rooted, tradition-bound and stable modes of living
transmitted from generation to generation ( Kluckhom, C., 1954). (Bethlem, 1999) corroborated
with
(Freitas, 1991) by citing the definition
of culture according to the ILO study, which stated that "culture is defined as the collective programming
of the mind that distinguishes the members of one group from those of another".
Culture is a fuzzy construct (Triandis, H. C. et al., 1986).
The core of culture is formed by
values which are broad tendencies to prefer
certain states of affairs over
others. Values are among the first
things learnt
by an individual - not consciously, but implicitly.
Therefore they cannot be discussed, nor can they
be directly observed by
outsiders. They can
only be inferred from
the way people act under various circumstances. Symbols are words, gestures, pictures
or objects that carry a particular meaning which is only recognized
by those who share the culture. Rituals
are collective activities, technically superfluous in reaching desired
ends, but which, within a culture, are considered as socially
essential: they are therefore carried out
for
their own sake. One
culture has no absolute criteria or scientific standards for judging the
activities of another culture as intrinsically
superior (noble) or
inferior (low).
Everyone unavoidably
carries several layers of mental
programming within oneself
as they belong to a number of
different
groups and categories of people at the same
time.
Of course, there are many kinds
of culture that affect individual and
organizational behavior at
various levels viz. Global Level, National
Level, Regional and/or
ethnic and/or religious and/or linguistic
Level, Gender-based Level, Generation
level, Social class Level, Economic Class level,
Organizational or
corporate level.
Organization:
The understanding that
applies to societies can be well applied to management science. Organizations
are quite similar to societies and communities in the sense that they are
constituted by a group of people who distinguish themselves by clear boundaries
from other work groups. ‘Organization’ has been defined as “a body of people
with a particular purpose, such as a business or government department”. An
organization is a dynamic system of organizational members, influenced by
external stakeholders, who communicate within and across organizational
structures in a purposeful and ordered way to achieve its goal. In any study or
discussion of organizations, two assumptions about them must be addressed
(Weick. K. , 2001).
1.
Organizations are open
social systems.
2. Organizational-level interpretations more
commonly reflect the views of upper-level managers.
Organizations can range in size from one person to
tens of thousands. Organizations have many subsystems, interpreting each
depends very much on one’s value and one’s nature. Organizational context is defined
as
management processes,
organizational culture, and organizational systems
that exist within an organization. Early studies have
confirmed that companies that place emphasis on key
managerial components, such as customers, stakeholders, employees, and leadership
outperform those that do not have
these cultural characteristics (Kotter
and
Heskett, 1992; (Wagner,
D. B., and Spencer, J. L., 1996)).
Organizational Culture:
The complexity of environmental changes forces firms
to search more efficient operational exploration for their development process.
Organizational culture is a concept that has dominated thinking about
organizations in recent times. The beginning of formal writing in
organizational culture started with (Pettigrew, 1979). With the publication of
In Search of Excellence by (Peters. T.J. and Waterman. R.H., 1982), organizational
culture featured at the rear of the most successful corporations as well as
guarantees their continued success. It is not a new idea (Blunt, 1988).
Conceptually, organizational culture has roots in two
distinct disciplines: anthropology and sociology (Obenchain, 2002). According to (Ouchi,
1981), researchers began studying organizational
culture when they needed to better understand the implications of organizational behavior
and what made organizations unique (Creque, 2003).
The social context in which organizational members operate has been shown to
relate to several important outcomes both for employees and organization as a
whole (Michael A. Gillespie, Daniel R. Denison, Stephanie Haaland, 2007).
Organization culture has generally been interrelated to management (Kotter and Heskett,
1992).
The reason it was ignored by managers and scholars in accounting is that it
refers to the taken-for-granted values, underlying assumptions, expectations
and definitions, the majority of which is simply undetectable most of the time,
although present in an organization. Unfortunately, people are unaware of their
culture until it is challenged, until they experience a new culture, or until
it is made overt and explicit through a model. Organizational performance has been related
with the strength of the culture ascertained through the homogeneity, length, stability
and
intensity of group membership regardless of geographic, functional or business boundaries (Burack, 1991). The similar organization culture with
different backgrounds
has common set of values and beliefs to be
effected by organization systems (Robbins, S. P. and Sanghi,S., 2007). The attraction of organization norms, values and beliefs have strong affect upon
performance and sustainability (Douglas,
2010). The norms of employees impact upon sustainable performance and management
of
organization culture as it
leads to attainment of profitability. Thus, Organizational culture should be taken into consideration in the
decision-making process of long term plans for strategic planning.
(Kerego, K and Muthupha, D.M.,
1997) describe that organization and people positively influence one another to achieve better results. He argues that employees in the organization are the
role model and because of them organizations become
more successful. Organizational culture is shared and
maintained at the group level of analysis but operates primarily by
facilitating the individual-level act of sense-making. (Van Maanen, J., and
Barley, S.R., 1985) note: “while a group is necessary to invent and sustain
culture, culture can be carried only by individuals”. The feelings of every
member towards every aspect of corporate life, when counted together,
constitute the organizational culture. The culture
usually depends on the values of the old community.
But on the other hand, new values come into the organization. These new
and old are at conflict. It is difficult for the new values to be accepted in the organization.
However, if the organization members are open to novelty,
these members learn to believe in
these values and this means
that the culture is open to be reshaped
(Bulent Aydin and Adnan Ceylan, March 2011).
The organizational culture in each company is
influenced by its human resource systems, policies and practices
(Brown, 1998). The practices of an organization serve as the
variables at an organization
level that are
closely influenced
by and related to organizational culture (Jaivisarn,
2010). (Hofstede, 2011b) shares this opinion “Because organizational cultures
are rooted in practices, they are to some extent manageable; national cultures,
rooted in values, are given facts for organization management.”
According to (Schein,
1984), culture is best thought of as a set of psychological predispositions (which he calls ‘basic assumptions’)
that members of an organization possess,
and which leads them to think and act in certain ways. Whereas
(Hofstede G., 1984) wrote of “the collective programming of the mind
which distinguishes the members
of one human group from another” as the meaning of the term organizational
culture. In contrast, (Brown
A.,1995,1998) stated the definition
of organizational culture in
his book Organizational Culture as
follows: “Organizational culture refers to the
pattern of beliefs, values
and learned ways of coping with experience
that have developed during the
course of an organization’s history, and which tend to be
manifested in its material arrangements
and in the behaviors
of its members.” The most commonly known definition is “the way we do things around here” (Lundy, O., and Cowling, A., 1996). One
depiction that best captures the experiential component is that of Lawson and
Shen (1998) as “the shared and unifying thoughts, feelings, values and actions
of organizational members in response to organizational issues and
challenges.”(Neal M. Ashkanasy, Celeste P M Wilderom, Mark F. Peterson, 2000)
Although there is no consensus on the definition of
organizational culture, most authors agreed that organizational or corporate
culture referred to something that is holistic, historically determined (by founders
or leaders), related to things anthropologists study (like rituals and
symbols), socially constructed (created and preserved by the group of people
who together form the organization) (Beyer and
Trice, 1993), allied with different levels of the organization
incorporating to all aspects of organizational life (Pettigrew A. M., 1990) and (Hofstede, G., Neuijen, B., Ohayv, D. D.,
and Sanders, G., 1990), soft and difficult to change.
Culture can be divided into two stages: A behavioral
(descriptive) stage related with organizational climate and an ideational level
stage compatible with norms and values (evaluative aspect of culture).
According to (Ekvall, 1988), organizational climate is related to behaviors,
attitudes and feelings easily accessible to observation. Culture on the other
hand, refers to more deep rooted assumptions, beliefs and values which are
often preconscious. Behavioral aspects are supposed to be governed by beliefs
and values. According to (Hull, 2003), it is the employees who, through their
behavior, transmit the climate and culture of the organization. Douglas Steward
(2007, 2010) stated that an organization’s cultural norms strongly affect all
who are involved in the organization. Denison (1990) linked management
practices in his studies with the underlying assumptions and beliefs that it
was important but often neglected step in the study of organization.
Finally, an organization’s culture is reflected by what is valued, the dominant
managerial and leadership styles,
the language and symbols, the procedures and
routines, and the definitions of success that make an organization
unique (Kim S. Cameron and Robert E.
Quinn, 1999).
Organizational Culture
Models:
Various models have been developed in the context of
organizational culture. The models facilitate us in understanding/ being
aware of the current status of the culture of an organization in a meaningful
and productive way so that one can create, change and influence the direction
of organizational culture. The noteworthy contributions include:
1. The Schein Model:
The model developed by Edgar G. Schein (2004)
considers culture to be three - layer phenomenon with artifacts at the surface
level, then espoused values and basic assumptions at its core. Table 1 below
shows the Levels of Culture:
Table 1: Levels
of Culture
Adapted from
Edgar G. Schein (2004)
|
Artifacts
|
Visible organizational
structures and processes often hard to decipher
|
|
 
|
|
|
Espoused Values
|
Strategies,
goals, philosophies
|
|
|
|
|
Underlying
Assumptions
|
Unconscious taken
for granted beliefs, habits of perception, thoughts and feelings
|
2. The Competing Values Model - Cameron and Quinn
(2006):
Initially this model identified indicators of
organizational effectiveness namely three value dimensions: internal-external,
control-flexibility, means-ends (Quinn and Rohrbaugh, 1983).
Table 2:
Competing Values Framework (CVF)
Adapted from
Quinn and Rohrbaugh (1983)
|
Internal
|
Flexibility
|
External
|
|
Human
Relations Model (Clan)
Means: Cohesion,
Morale
Ends: Human
Relations Development
|
Open System
Model (Adhocracy)
Means:
Flexibilty, Readiness
Ends: Growth,
Resource Acquisition
|
|
Means:
Information Management, Communication
Ends: Stability,
Control
Internal
Process Model (Hierarchy)
|
Means: Planning,
Goal setting
Ends: Productivity,
Efficiency
Rational Goal
Model (Market)
|
|
Control
|
The first value dimension focused on the internal
organization emphasizing on the well being and development of the people in the
organization to the focus on the external organization emphasizing on the
wellbeing and development of the organization itself. The structure of the
organization was the hub of the second value dimension with importance on
stability to that on flexibility. These two dimensions categorized four models
each one containing a different set of effectiveness criteria. Quinn and
Rohrbaugh (1983) termed the four models as the human relations model, open
system model, rational goal model and internal process model respectively.
Quinn and Rohrbaugh (1983) also advocated paying attention to all criteria in
any of the models to have a complete view of performance. In spite of this, at
any given time there are likely to be trade-offs between the criteria. The four
effectiveness criteria models in the CVF are also called four organizational
culture types. Cameron and Quinn termed the four culture types as Clan,
Adhocracy, Market and Hierarchy respectively. (Yu Tianyuan and Wu Nengquan, 2009)
The Competing Values Framework (Cameron. K. and Quinn.
R., 2006) is able to inform if the predominant organizational culture falls
into one or two of the four
types: hierarchy culture, market culture, clan culture
and adhocracy culture.
The Hierarchy Culture:
This type of culture is noticed in ordered
organizations with formal rules and policies laying emphasis on stability,
predictability, and efficiency. Here, tasks and functions are generally
integrated and evenness in products and services is maintained. Organizations
with such a culture tend to rely on clear lines of decision making authority
and procedures. Control and accountability mechanisms are valued as the key to
success.
The Market Culture:
Organizations with this type of culture tend to
familiarize towards the external environment. They concentrate on the
transactions with external constituencies such as suppliers, customers,
contractors, licensees, unions and regulators. They function primarily
through economic market mechanisms, such as monetary exchange. The main
aim of such organizations is profitability, bottom line results, and strengths
in market niches, stretch targets and secured customer. These are result
oriented, and give emphasis on winning.
The Clan Culture:
This type of culture is seen in family type
organizations that emphasize shared values and goals, cohesion, inclusion,
individuality and a sense of engagement. Teamwork, employee-involvement
programs and corporate commitment by employees remain the focal point here.
The Adhocracy Culture:
This kind of culture implies something
temporary, specialized and dynamic. These encourage adaptability; flexibility
and creativity where uncertainty, ambiguity and information overload are usual.
Here, individuality, risk-taking and anticipating the future are highlighted.
3. Denison Model – Daniel R. Denison (www.denisonconsulting.com, 2005-06):
The Denison
model of Organization culture developed by Daniel R. Denison and William S.
Neale highlights four key traits (mission, consistency, involvement and
adaptability) for an organization to be effective. Each trait is further broken
down into three specific indices for a total of 12 indices. The four traits
are:
1. Mission- Defining a meaningful long-term
direction for the organization. It consists of indices- Strategic Direction and
Intent, Goals and Objectives, and Vision.
2. Consistency- Defining values and systems
that are the basis of a strong culture. It consists of indices- Coordination
and Integration, Agreement and Core Values.
3. Involvement- Building human capability,
ownership and responsibility. It consists of indices- Capability Development,
Team Orientation and Empowerment.
4. Adaptability- Translating the demands of
the business environment into action. It consists of indices- Creating Change,
Customer Focus, and Organizational Learning.
It has been found
that organizations with strengths in two of the traits often share certain
orientations and outcomes as described below:
External Focus
(Adaptability + Mission):
An organization with
a strong external focus considers adjusting to the changes from the external
environment. It is constantly aware about its move in the market place. It
affects revenue, sales growth and market share.
Internal Focus
(Involvement + Consistency):
Here, dynamics of the
internal integration of systems, structures, and processes are the centre of
attention. The quality of the products or services and people are valued. A
strong internal focus leads to fewer defects and less rework, good resource
utilization, and high employee satisfaction.
Flexibility
(Adaptability + Involvement):
Such an organization
is typically linked to higher levels of product and service innovation,
creativity, and a fast response to the changing needs of customers and
employees.
Stability (Mission +
Consistency):
A stable organization
has the capacity to remain focused and predictable over time. It is related to
high return on assets, investments and sales, as well as strong business
operations.
Denison’s research focuses on the link between
organizational culture and bottom-line performance measures such as
profitability, growth, quality, innovation, and customer and employee
satisfaction. It has demonstrated that
effective organizations have high culture scores in all four traits. Thus,
effective organizations are likely to have cultures that are adaptive, yet
highly consistent and predictable, and that foster high involvement, but do so
within the context of a shared sense of mission.
Employee Retention:
Introduction:
Employee Retention has become a major
concern for organizations in the current scenario as well as for immediate
future. Corporate leaders are facing employee retention issues as the most
critical workforce management challenge due to the shortage of skilled labor
both in terms of continuing globalization and technological innovation (Burke,
R., and Ng, E., 2006), economic growth and employee turnover.
"Get the right people on the bus and
the wrong people off the bus" -Jim Collins. It is rightly said that good
people help to foster the growth of the organization and hence we have to keep
those good people in the bus for betterment of our organization. Talent
management and retention of talented employees is a double edged sword. If used
prudently it could give very rich dividend, otherwise could spoil a rising
star. Intelligent employers always realize the importance of retaining (Sachin
Jadhav, Swati Jadhav, Lavanya M, December 2014).
Retaining a key, positive, talented,
competent, skilled, trained, experienced, high potential staff is vital to an
organization's success, competitiveness and above all its survival. Such
employees are being attracted by more than one organization at a time, which
offers various kinds of incentives.
Employee retention can be practiced better
by choosing a right strategy at the proper level. An increasing number of
today’s employees believe they have suffered an injustice or have been treated
unfairly by their employers. Outstanding employees may leave an organization
because they become dissatisfied, under paid or unmotivated (Coff, 1997). In
addition, organizational mergers and acquisitions have left employees feeling
displeased and worried about their job security for the companies they work. As
a result, employees are now making strategic career moves to guarantee
employment that satisfy their need for security. Hence, it becomes the utmost
responsibility of management to allocate work according to the abilities of the
job holder.
A number of factors have been articulated
in order to explain the reason employees leave one organization for another, or
in some cases, leave the country. Organizations in this new millennium will
continue to lace difficult corporate challenges that arise from changing
demographics, downsizing, mergers, increasing competition, and rapid changes in
technology. In response, many organizations establish mentoring programs
because they stove a business purpose as well as help meet the developmental
needs of employees (Catalyst, C., 1993). Successful organizations will be those
which adapt their organizational behavior to the realities of the current work
environment where longevity and success depend upon innovation, creativity and
flexibility. In fact, the dynamics of the work environment will have to reflect
a diverse population comprised of individuals whose motivations, beliefs and
value structures differ vastly from the past and from one another. This
phenomenon is especially true in light of current economic uncertainty and
following corporate downsizings when the impact of losing critical employees
increases exponentially (Capplan, Gayle and Teese, Mary, 1997). Empirical
studies such as (Stovel M, Bontis N, 2002) have shown that employees, on
average switch employers every six years.
Retention:
According to Oxford English dictionary the word
retains means - keep in one’s service, secure the services of a person or
absorb and hold (Abate, 1998). Retention has been viewed as “an obligation
to continue to do business or exchange with a particular company on an ongoing
basis” (Zineldin, M., 2000). (Lockwood, N.R., 2006) defined retention as “the
implementation of integrated strategies or systems designed to increase
workplace productivity by developing improved processes for attracting,
developing, retaining, and utilizing people with the required skills and
aptitude to meet current and future business needs”. According to Workforce
Planning for Wisconsin State Government (2015), employee retention is “a
systematic effort to create and foster an environment that encourages employees
to remain employed by having policies and practices in place that address their
diverse needs”. (Workforce Planning for Wisconsin Government State. 2005.
Employee Retention) In summary, the literature defines retention as continuing
relation between employees and their organization.
Retention is considered as
all-around module of an organization’s human resource strategies as well as a
multifaceted component of an organization’s human resource policies (Freyermuth,
2007). If the retention strategies are not properly embedded in the business
processes, all the effort since recruitment will ultimately prove futile (Earle,
H. A., 2003). It commences with the recruiting of right people and continues
with practicing programs to keep them engaged and committed to the organization
(Freyermuth, 2007). In fact, companies that offer employee development programs
are finding success with retaining workers (Logan, J. K., 2000). (Baker, 2006)
gave stress on the fact that hiring new employees are far difficult as well as
costlier than to keep the current employees in the organization. The adage,
good help is hard to find, is even truer these days than ever before because
the job market is becoming increasingly tight (Eskildsen, J.K., Nussler, M.L.,
2000). That is why the core issue in any organization is to give a continuous
ongoing effort to identify and try to keep all the best performers irrespective
of their age. If the conditions of the job are not taken into account
seriously and are not improved the employee will prefer leaving the
organization (Noe, R.A., Hollenbeck, J.R, Gerhart. B., Wright, P.M., 2007).
(Abassi S.M., Hollman K.W., 2000) argue that
dysfunctional turnover (that is, good performers leave, bad performers stay)
damages the organisation through decreased innovation, delayed services,
improper implementation of new programmes and degenerated productivity. Above
all, an employee can still choose to leave the workplace because of, for
example, bad management (Kaliprasad, M, 2006).
Organizational Culture and Employee
Retention:
Andrew Carnegie, the famous industrialist
of 19th century commented, “Take away my factories, my plants; take away my
railroads, my ships, my transportation, take away my money; strip me of all of
these but leave me my key employees, and in two or three years, I will have
them all again” (Gupta, V. and Srivastava, S., 2007). Even in today’s evolution
of technology, these words are very true.
The biggest factor in attracting and most
importantly retaining key employee is culture. It is important for employees to
feel like they are part of a team, need a connection to the vision and
direction of the organization and their co-employees, need ways of working
better together, which ultimately lead to more collaboration (Norman, 2012). An
organization that nurtures and maintains conducive environment guarantees the
employees’ stay in the organization in line with the propounding of Kotter J.P.
and Heskett, J.L. (1992) on the role of strong culture and workplace climate.
Workplace managers are compelled to improve skills in decision making and
leadership styles to ensure improved work climate pertaining to retaining of
best talents and employees (Murphy, K.J, 1985) (Hong, L.C and Kaur, S, 2008) (Abdullah,
2009).
According to (Ghapanchi, A.H. and Aurum,
A., 2011) retention factors include remuneration and benefits, training
opportunities, fair and equal treatment, organizational culture. While (Allen,
D.G. and Shanock, L.R., 2013) stressed on relationship with colleague socialization,
(Andrews, D.R. and Wan, T.T., 2009) emphasized on management style and
leadership to increase an organization retention capability. A group of
researchers led by (Loan‐Clarke, J., Arnold, J., Coombs, C., Hartley, R. and
Bosley, S., 2010) noted autonomy,
work-schedule flexibility and social support help organization to keep their
employees for a longer period of time. (Christeen, G., 2014) identified eight
retention factors: management, conducive environment, social support and
development opportunities, autonomy, compensation, crafted workload, and
work-life balance. Studies have also indicated that retention is driven by
several key factors, which ought to be managed congruently: organizational
culture, communication, strategy, pay and benefits, flexible work schedule and
career development systems (Logan, 2000) (Fitz-enz, J., 1990).
Most importantly, it is no use having good
personnel if they are just as likely to leave, and there is little utility
having employees retained in the organization if they do not engage with the
organization and what it does.
CONCLUSION:
At the end, it can be inferred that the
culture of an organization is a vital factor in the retention of employees.
The complexity of environmental changes in terms of
continuing globalization, technological innovation, economic growth etc. is
forcing firms to be aware of
the current status regarding their culture for the development process as well
as shortage of skilled labor. This necessitates the understanding of their
culture in a meaningful and productive way to create, change and influence its
direction. Also, it calls for retaining key, positive, talented, competent,
skilled, trained, experienced, high potential staff for the organization's
success, competitiveness and above all its survival. Since the level of
similarity between an organization’s culture and employees’ value preferences
can predict employee retention, an organization should nurture and maintain
favorable environment to ensure the stay of such employees’ in the
organization.
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