Introduction Of Modern And Traditional Organizational Culture Assessment
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Organizational culture plays a pivotal role in course of development and progress of an organization. The working culture prevalent in an organization is a reflection of the temperament of the workforce in an organization. It also goes on to reflect upon the aspect of the organization's control of the workforce consecutively the quality of the output of the employees and the organization as a whole. The extent of modern ways of controlling organizational culture and the traditional cultural forms are going to be discussed further in this study. The question in this context will be addressed based on various sectors involved in the aspects of organisational culture and associated employee relations in an organisation.
The organization as an entity is comprised of several people who constitute the workforce and productive unit. Organizational culture is quite a crucial factor in determining the prominence and development of an organization. The organization functions on the principle of the formulated goal in response to various external factors, like trends, competition, and overall control over the market. However, internal factors are to be considered as well, where it is highly crucial to profess thorough control and regulation throughout workflow within the perimeter of the workplace.
Discussion on modern and traditional organizational culture
Traditionally, an organization represents a specific structure in a business that usually used to be hierarchal in structure adhering to the vertical power flow. In this course of culture, this course of the organization follows a significant flow of command and every department were separated by its norms and set of rules. On the contrary, in the modern organization boundaries are more reluctant and the department functions in a networking order and follows a more collaborative approach. As a result, the modern organization is more suited for rapid innovation, and therefore, the modernized approach is optimum for the organizations functioning in the technology industry. On the other hand, the traditional format follows a fixed format of business strategy that is more optimum for a general business structure that does not involve much design and innovations.
The modern course of control over the work culture is dependent on the new challenges and associated goals. The modern course of management takes certain factors like relationship strategy, understanding, and collaborative approach where the goals change in accordance to the need at moment. Contrastingly, the traditional organization takes more of an annual approach to derive their result.
Both the modernized and the traditional culture of organizations are aligned towards a particular direction of flow and that is profit associated with productivity. The aspects of the culture and structure however differ in both of these formats. In terms of stability, it is believed that traditional organizations are more stable in their course of activities. On the contrary, modern organizations are more dynamic accompanied by different business strategies since these organizations require changes from time to time and a course of progress and it positively contributes to both local and global business.
Flexibility is the key factor to differentiate between the traditional and the newer cultural control within an organization. According to Sabuhari et al. (2020), Modern organizations are quite flexible regarding their course of workflow and they function by focusing on the aspects of connectivity and collaboration, on the other hand, traditional organizations are rigid in structure and courses ahead in a one-way planned approach. It is so because the former is need to constantly update its policies to attain a competitive advantage and employees are needed to enhance their skills and knowledge.
Influential factors in modern and traditional organizations
The traditional form of the organization follows mostly a tall hierarchical structure. According to Krywalski Santiago (2020), Tompkins and Cheney’s organization control theory is associated with the ability of one person to regulate the contribution of others towards a significant goal. The hierarchical chain following more of an authoritarian approach in the work process follows this. On the other hand, modern organizations adhere to a flat hierarchy where their departments follow a collaborative approach. According to Tavasoli et al. (2018), in the context of teamwork, a neo-classical theory is observed in the newer culture of an organization where the behavioural sciences are taken into context within the management, it propagates local and global successes for an organization in association with a healthy relationship with the employees. This culture is observed with a belief that h whoever builds more effectively gains a significant upper hand. On the contrary, a traditional form of the organization follows a significant chain of command. According to Ahmed Iqbal et al. (2021), an authoritative form of leadership is mostly observed where the employees are required to obey the orders of their superiors. This approach differentiates both the format of the organization and their respective control, significantly.
In the course of the work process and the quality of the output morale of the employee plays a pivotal role. Being an employee in a modern organization an individual is granted flexibility and freedom to opinionate their thought and assessment. In this kind of organization, one can find high employee morale on the other hand, in the traditional form of organization; employee morale is not a factor of consideration. According to Al khajeh, (2018) bureaucratic form of approach is considered where the guidelines of management are considered final this affects the employee relation in an organisation. It constricts the innovation in the work process
Traditional organizations adhere to strict policies for the risks that might arise. The modernized organizations are quite brave in this aspect, they readily take on new challenges and adapt their measures as per the flow of the output, this enhances their propagation and grasp in the national and global market. In modern days, diversification plays a major role in determining the culture of a specific organization. Modern organizations emphasize this factor immensely. As opined by Younis (2019), in context to the cognitive diversity theory, it is believed that multiple perspectives would enhance the rate of productivity and bring in variation in terms of ideas, and generate opportunities; it forms a healthy work life culture and propagates effective relation between employees and employers. This is mostly observed in technological sectors, as of 2021, women amount for 29% of all technical functions, and ethnic minorities make up 22% of all employees (statista, 2022). It is also observed in retail industries taking a modern approach which shows on a global rate of sucess. On the contrary, the traditional culture of the organization follows more of a rigid structure of work process and business modelling adhering to conservative policies and traditional rules.
Employee engagement for high-level business growth
Employee engagement is a key aspect that facilitates growth for the business of a particular company in context. According to Shrotryia and Dhanda (2018), the engagement of employees is crucial for the benefit of both traditional as well as newer cultures of organizations to prosper in a high-level business market. However, modern organizations have been emphasizing this aspect immensely to generate more humanistic values in the organization and to engage the employees towards the organizational goals and ambitions.
Organization of any sector is it technology or retail, formulating an effective engagement is not an easy feat to achieve. A lot of organizations struggle to put down key strategies to incorporate proper engagement strategies for employees. Employees being engaged in an organization uplift a stage of progress from the very beginning and it mitigates the cases of falloffs between employees and management alike, this helps in forming a bridge in healthy connection of employee relation summing up to local, national and global business growth depending on the scale of organisation. According to Briker et al. (2021), one of the primary reasons, traditional organizations do not incorporate proper employee engagement strategies is because of their hierarchal structure of work process where they adhere to an autocratic structure of leadership. Here they solely focus on the process of the flow of command regarding the course of the work process to quantify the productive output. Organizations adhering to modern cultures on the other hand follow a flat hierarchical structure where employee engagement. According to Odumegwu (2019), they follow a Democratic or participative form of leadership to an extent that enables the employees to voice their opinion regarding their course of work and provides them with a sense of freedom in the work process. This feature of the modern culture of organizations allows them to grow in terms of innovation, design, and overall growth of business in a high-paced competitive ambiance.
The culture of an organization plays a pivotal role in developing strategies regarding the engagement of the employees. According to Vila-Vázquez et al. (2018), Kahn’s engagement theory suggests that the aspect of process engagement is associated with the degree to which an individual shows their personal preference in a task to strengthen the connection between their sole dedications towards the course of a job. According to Tewari and Kumar (2019), it further enhances their performance through emotional, cognitive, and physical investment in the working ambiance. However, this kind of dedication is expected in the traditional culture of the work process however, essential strategies are not incorporated as such.
Most organizations fail to incorporate proper employee engagement strategies because they do not comprehend or recognize its associated benefits regarding the course of business. The Association of employees within the organization enhances the course of business growth in the high-paced environment since it propagates a significantly high amount of productivity associated with the quality of work as well. Effective strategies also pave the way to more efficient collaborations.
Post-COVID work culture: In recent times, many modern organizations have been implementing work-from-home strategies during and after COVID scenario; subsequently the employees are used to the course of the work process as well (Buli?ska-Stangrecka and Bagie?ska, 2021). Enforcing strong principles of the work process of collaboration is a lot easier said than done. According to Hamouche (2021), one of the most efficient ways of professing collaboration in the course of workflow is encouraging employee engagement in the workflow. An employee who is well accustomed to their job role working with other employees with similar mindset working together reaps efficient results. An employee who is engaged with an organization and is provided a ground to provide their opinion also enhance their room for improvement.
On top of it, efficient strategies regarding employee engagement in an organization also enhance employee retention and employee empowerment that is very crucial for a positive culture in a working ambiance of an organization. Employees being provided with a proper work-life balance are bound to enhance the overall productivity of an organization. According to Hopper (2020), an organization incorporating Maslow's hierarchy of needs into practicality allows the employees to have a healthy work-life balance that reflects upon a positive culture of an organization in association with their respective employees. Proper employee engagement enhances communication within the organization and increases transparency within the organization ensuring a smoother flow of work.
Some of the key strategies that would enhance the work culture include a combination of several factors that propagate high-paced business growth. According to Setiyani et al. (2019) The AON-Hewitt model suggests granting the employees a stage to rationally decide their course of work in association with the leadership, management and other essential practices of the company would allow a better quality of performance. On boarding the employees from the beginning is important, an employee well versed with the workflow of the organization and the associated work process and policies of the organization is crucial. Employees are provided with interactive and engaging learning content, for example, video content and role-play organized by HR departments help the employees to have a sense of clarity. This aspect is mostly noticed in modern organizations that generate intrinsic benefits as well as high-level business growth. Propagation of healthy competition in the work process helps in generating overall productivity and also increases the quality of employees. Subsequently, rewarding the employees comes into context; this aspect is highly missing in traditionally cultured organizations. According to Saeed and Mughal (2019), it is a very important stage in generating overall employee morale involving transactional leadership in the process of workflow. It reflects upon a positive culture of the work process that is observed in the newer organizations and enhances the quality of production and overall output of the organization. Employees being allowed to provide feedback regarding the course of workflow exponentially enhance the intrinsic quality of work culture and process of work. Pulse interviews are a crucial aspect that allows employees to provide their honest feedback and suggestions regarding the work culture prevailing in an organization that sheds light on the areas of improvement in a specific organization.
All these aspects of strategies are mostly observed in the newer organizations that are oriented towards a progressive approach and engage their employees with their associated progress. It allows an organization to have a healthy ambiance for workflow. In traditional organizations, however, the engagement of employees is mostly limited to their associated production and training modules to churn out the amount of productivity.
Employee relations and their impact on practice and policy of an organization
Employee relations are an important feature to address in both traditional as well modern organizations. According to Kelly (2018), employee relations have been advocated for ages now since the advent of industrialization that marked the advent of the Marxist theory of employee relations that prevailed during the World War period. Policies of employee relations are observed in both the course of organizations. Relations for employees with an organization are crucial to address in all the stages of the work process that reflects upon the policies of the organization and the overall engagement of employee in the workplace.
Employee relations: Employee relations are associated with the relationship between the employee and the employee, implementing such policies in an organization enhances the overall productivity and in general, develops the course of organizational performance. According to Li, (2018), Inclusion of Herzberg's hygiene factors in the workplace is noted to propagate a sense of security in the workforce that is beneficial to both cultures of an organization and motivates the employees to be more engaged in the working ambiance and the organizational practices. It reaps positive benefits from the organization's outcomes and enhances performance. According to Aylott (2022), effective employee relations program is ought to define working conditions benign provided to the employees with well-defined working hours. The provision of proper pay and giving fringe benefits to the employees enhance their motivation and generates productivity. According to Miliani et al. (2022), a healthy work-life balance is an important feature of employee relations and elevates employee engagement toward the organizational goals and its associated productive output. According to Kapur (2022), reward and recognition of employees are most prevalent in modern organizational culture that preaches healthy competition in the workforce allowing a stage of improvement to the overall performing output of the organization and employee engagement. These policies are highly crucial to be present in organizations as they are contributing factors towards the generation of highly skilled and productive workers within the organization and such effective policies also help an organization retain their talented employees.
There are several other associated benefits of having efficient employee relations in an organization. Efficient policies regarding relations between employees ensure reduction in conflict and generate a healthy ambiance of work culture with a prevalence of mutual respect and a cordial approach to working. Clear and concise policies from the management regarding employee relations ensure legal compliance for the management of internal relations. It is also helpful in complying with overall health and safety in the workplace for the employees.
The human resource department thus is a crucial part of both traditional newer cultures of organizations that preaches a healthy work-life environment for the workers involved in the task force. In case the well-being of workers is not ensured in an organization, they risk losing important assets thereby hindering the course of production and quality of output. Employee relationship management strategies: Certain crucial employee relationship management strategies are instrumental in both the format of organizations that follows either of traditional and a modern approach. Communication and transparency are core values that are needed to be incorporated into an organization for a smother working process. It clarifies unnecessary misunderstandings. Employees being treated like cogs will burn out fast and eventually depart from the organization sooner than expected henceforth it is essential to ensure a healthy work-life balance is ensuring within an organisation. Assurance of a balance in the work culture reflects upon the temperament of the workforce and the overall quality of production.
The incorporation of efficient employee relations ensures the formation of efficient policies that are in harmony with both the management and the employees of an organization. According to Kaufman et al. (2021), in this case, unitarist theory prevails and allows the formation of policies that advocates for a synchronous relationship between management and employees dedicated to organizational aims and goals. According to Dobbins (2021), on the other hand, the pluralist theory addresses the separate needs and functions of different subgroups in an organization considering the interests of both the employees and the employer. An organization that implements efficient employee relations paves a path to fair and consistent treatment of all the employees working in the workplace. Most important safety, cases of sexual, bullying, and verbal harassment are still at large in the working atmosphere that calls for strong actions. A lack of clear and defined policies regarding these issues will make the workplace undesirable, it will in turn negatively impact employee performance and the overall performance of the organization. Henceforth it calls for active participation of the human resource department that formulates necessary strategies that provide a healthy professional ambiance within the workforce that allow employees to get satisfaction in their line of job. Assurance of the right of the workers in a workplace builds a strong bridge of employee relations that reflects on overall organizational performance.
Employee relation practices: These are noticed in traditional organizations as well but mostly on the legal side that guarantees safety to the workers and ensures the rights of the workers. On the contrary, the newer organization mostly broadly focuses on humane ends and other relations that establish healthy connections in the workplace between the employee and the management. Effective policies and practices are incorporated that preaches efficient policies that preach a positive working ambiance. Employees being provided with additional benefits like rewards, leaves, paternity, and maternity benefits are noticed to be more dedicated toward the organizational goals and benefits of the organization. Assertion of effective employment relationship marks a healthy organizational culture. According to Chernyak-Hai and Rabenu, (2018), incorporating a relationship of social exchange in an organization establishes a healthy professional ambiance between the employer and the employee. Over time, an effective rapport that emanates from a successful employment relationship results in a situation where a synchronous relationship is formed between management and employees.
Trust is a key factor in both the ends of management and the employees, which is also essential for the overall ambiance of organizational culture. This kind of relation is mostly observed in the working culture of modern organizations where a flat hierarchical structure and more efficient employee engagement in noticed. On the contrary, in the traditional workplace employee relations are mostly formed in a sense of formality and legal perspectives. Henceforth implementation of recurring benefits and their associated reciprocation is crucial for efficient employee relations where employees and employers alike conform to the notions of transparent policies of engagement within an organization.
Employment relations supporting organizational performance
The relationship between the employees and the management reflects the overall performance output of an organization in both the cultures of traditional and modern organizations. The relationship established between employees and the management is crucial to address in multiple aspects it assists in coursing towards progress more efficiently because of the engagement of both the units of workforce towards organizational development.
Importance of employee relations: The importance of employer and employee relationships for the progress of an organization is synonymous with the rate of progress found in the culture of an organization. One of the most valuable assets an organizational culture can attain is found in most successful organizations in function. Most fortune 500 companies are known for their attributes associated with efficient employee relations that relatively benefit both the working staff and the employees alike who help them attain a global scale of success. According to Muller (2020), it is so because the newer organizations make the employees the centre of their business strategy because they recognize the employee as the most crucial part of the productive unit as well as organizational structure. On the contrary, the traditional work culture considers employees as productive units of the company henceforth employee relations are not precisely defined and are associated with critical situations. Along with the provision of facilities, employees being provided with up-to-date equipment and necessary support enhance the quality of output of the organization. A supportive working ambiance is known to cultivate a positive employer and employee relationship. When members of a particular organization share a mutually beneficial working atmosphere, the productivity of employees, overall employee engagement, and workplace motivation soar to successful heights. The course of employment in any organization's culture is ought to considered as an exchange of positive work culture where the management recognizes and awards the contribution of the employee.
Successful relations between employee and the management resolves multiple tensions that occasionally arise in the working culture by forming a psychological deal of trust anchored based on cooperation. Both the modern and the traditional organizations that seek to uphold values of employee relations make sure a unifying culture is facilitated within the workforce. In this case implementation of the human relations theory is crucial that emphasizes the necessities and additional benefits of the employees who deal in accordance with the performance of the organization. Considering all the factors of employee relations organizations attain success on both local and global stages.
Employment engagement: The employment engagement that is observed in an organisation functioning in both the ambiance of traditional and a modern ambiance. According to Budrien? and Diskien? (2020), management formulating effective strategies that voice for valuable relations of employees with the organization advocates for efficient employee engagement with the organizational goal. According to Duque et al. (2020), it results in the overall goal and success of the organization. Employment engagement is a critical aspect that focuses on multiple aspects that address the concerns of clarity and quality of production (Arifin et al. 2019). These sections are effectively addressed if a proper relationship between the employees and the employers is established. The engagement of employees is important in shaping the overall aspect of prosperity at all stages of business.
Diversity management: It is one of the poignant factors that are addressed mostly in a modern ambiance. On the contrary, traditional organizations are mostly conservative towards this kind of approach. According to Koellen (2021), in modern organizations, diversity is highly advocated in recent times, and people are allowed to voice their opinion freely, the constructive feedback and exchange of ideas are reflective of the rate of success of globally recognized companies. According to Mousa et al. (2020), the sense of diversity and openness to variance in ideas sheds light on new perspectives that help attain competitive edges. This aspect is quite necessary for designing an effective organizational structure and policy. Management of diversity is a critical factor in developing efficient employee relations strategies.
Negotiation and bargaining: Negotiations and bargaining are part of business that is prominent in both the formats of organizational culture. It allows a free dialogue between the employers and employees regarding various features and benefits of an organization in context. According to Jang et al. (2018), accommodators and analysts who establish a healthy relationship in an organization and avoid unnecessary conflicts carry out the best formation of negotiation. The course of bargaining however is carried out on both the ends and their associated profits. These two factors are important for the benefit and ease of both the employees and the organization.
Conflict resolution: Resolving conflicts are highly important and are noticed in both the traditional and modern culture of organizations. According to Kumar et al. (2018), it is critically important to establish a healthy bridge of connection between employees and the management. Settlement of disputes and misunderstandings in organizational ambiance is highly critical in the detainment of positive working culture and healthy relations between employees and the management.
Change management: Incorporation of necessary strategies is crucial in designing an effective course of change towards progress and positivity within an organization. According to AlManei et al. (2018), the change management theory entails the creation of the perception that a change is required for the new mode of work, then moving on to a new job. Finally it solidifies the new behaviour as the new normal.
Management control: Management control is a crucial aspect that is necessary for the completion of multiple activities within an organization. It acknowledges the controlling of facilities, infrastructures, machines, and intellectual property of an organization (Lee et al. 2020). It is established by effective communication and clarity in terms of employment relations and it is observed in traditional organizations and modern organizations alike. Management control is crucial in designing the aspects of organizational structure and associated employee relations.
The organizational culture is quite different in both traditional and modern organizations. The former adheres to more of a rigid structure of work process following a hierarchical flow of work culture. The latter provides more freedom and accessibility towards decision making and overall functions of a specific process which brings forth new opportunities for innovation and propagation. Each of the arguments being conveyed in the essay addresses various features of organisational culture in associating with the employee relations prevalent in two different formats of organisation. Over time, the course and flow of organizational policies have undergone modernization developing a contrast between the new ways of governance against the traditional forms. The newer culture of control is more liberating and grand more freedom in course of action for the employees as compared to the traditional organisations that considers the employees as more of productive unit and follows a rigid structure of workflow.
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