|Published online: May 19, 2017||$US5.00|
This case study examined the effects of imposed change of a selected organizational culture on its leaders and work groups from 1999 to 2014 as it reacted to external societal and internal operational forces. Data were collected from survey (existing survey instrument), organizational artifacts, and from a series of focus groups of employees of various lengths of service and also semi-structured, one-on-one interviews conducted with a purposeful sample of leadership within a privately owned human resource-based organization. The findings produced two individual themes that revealed impacts of imposed organizational culture change on a learning organization. The themes include 1) increased associate quality of life leads to increased personal flexibility within the workplace and 2) associate loyalty to the position leads to a decreased experienced quality of life. Findings from this study could be implemented as an effective tool to determine the appropriateness of organizational cultural change to meet the needs of twenty-first century businesses in regard to employee quality of life.
|Keywords:||Organizational Culture, Culture Change, Quality of Life, Value, Employee Satisfaction|
Owner, Robert Morris University, Rochester, New York, USA