| المستخلص: |
This study is aimed at critically evaluating the degree of influence the US organisational culture would have on employees of Microsoft in Saudi Arabia. This was considered important since, in an increasingly competitive global environment, accomplishing optimum job performance through an organization’s resource of key e personnel has a direct impact on earnings and consequently the profits of the organization. A questionnaire survey was distributed to 36 employees who completed it online; the degree of motivation resulting from the types of reward, financial or non-financial, and the organisational culture were investigated. Participants were asked regarding what additional factors, in their opinion, could be introduced in their jobs to improve their performance. The research paradigm employed was interpretivist as this enabled collection of facts and feelings. Qualitative data was collected using a standard questionnaire distributed to the participants with a case study strategy being employed as the study focused on a single issue viewed from multiple perspectives and sought to answer questions such as “how” and “why”. The findings based on the survey were analysed and suggested that Microsoft’s organisational culture did not succeed in maximising motivation and hence performance outcomes at Microsoft Saudi Arabia (MSA) although its US cultural values were inferred as being embedded through the degree the Saudi employees shared the MSA valued but failed to find ways to involve employees in decision making and sharing ideas. IN addition the levels of honesty and openness were not found to be as great as observed at headquarters level and its individualistic values was concluded not to be totally accepted by the participants. The study had a high level of reliability owing to the consistency of the responses, use of theoretical framework and the employment of a standard questionnaire plus the close alignment between the secondary data and participant high validity. Further study needed to be conducted to find out why there was a high degree of value sharing but also misalignment of employee and employer values at MSA. In addition a study of how employees could be more involved in decisions whilst satisfying national cultural preferences was required.
|
