Cultural Fit and Employee Commitment

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Cultural fit is an essential component in modern day businesses and organizations. Ideally, cultural fit is the likelihood evidenced or established that a candidate for a certain job offered by a business firm will be in a position to adapt to the collective traits that define a company. Various human resource departments in companies place this aspect into consideration when interviewing and assessing applicants. This criterion of assessment helps them to find the ideal candidates who will quickly be oriented and absorbed into the full operations of the company.

In essence, cultural fit and employee commitment are both co-relational. Upon displaying cultural fit, a candidate or an employee can easily have commitment to their work; commitment to follow and adhere to the core values and norms of the organization. The two concepts- cultural fit and employee commitment play an integral role in the success of an organization (Karen 2006 p198; Pellet 2009 p34; Boulter 1998 p 14).

Relationship between a person-environment, employees values, cultural orientation, organizational values and organizational loyalty

Analysis of self

It is vital to know that much as I am a person who can work well with other people be it in teams or whichever manner I am not perfect. Effective communication is something that I do not take for granted. I strive to be top notch in my line of field. I am purpose and goal-driven individual. I agree to the fact that employee commitment and adherence to the cultural fit in place are determinants for once successful work experience in an organization.

Personal, cultural profile

It is vital to evaluate and assess self. After knowing where I stand as an individual the process of profiling other factors and making evaluations on other aspects regarding the organization will be an easy and manageable task to carry out

Universalism	I am an open-minded person. I am additionally good-natured and just
Benevolence	I am one person who is loyal, responsible; I value true friendship other than just being professional in the place of work. In regard of this, I believe that good relationships can be built even beyond the construct of the workplace alone.
Tradition	I am a modest person who has respect for the tradition in place. Be it the tradition and values of an organization and even someone else’s.
Conformity	I am one person who is as polite as is hardworking. Self-discipline and discipline guide me in regard to colleagues at work, my supervisors, my other bosses, older people, parents and essentially other people as well. I endeavor to find a balance in many aspects of life.
Security	Family security is paramount and as such my family’s security is my mandate, and I have to ensure that all of them (members of my family) are safe and sound.
Power	I believe that people in authority should be respected but not feared to the extent that might become a hindrance to carrying out of operations and even the work relationship.
Achievement	I am one person who is result-oriented. I am ambitious, success-oriented, I like to be influential, I often love to engage in intellectually stimulating activities.
Hedonism	I score little on this value.
Stimulation	I engage in stimulating activities. Having exciting moments et al.
Self-direction	I adhere to self-respect. I incorporate creativity and independence in various aspects, and additional I am a team player whenever the situation demands.

The circumplex model of individual values

This model focuses on the three core dimensions of family and marital systems. These three dimensions are; communication, flexibility, and essentially cohesion. The hypothesized argument of this model contends that family systems are more balanced and more functional as compared to unstable systems that tend to be less functional.

In my family we communicate effectively within ourselves. It is in agreement with the circumplex model and the dimensions that it presents within. Our high culture notwithstanding, it is undeniable that we sometimes encounter some difficulties when engaging in communication. Our culture in Spain has a uniqueness of a kind.

Communication in a high context and low context scenarios /cultures

Joas (2008 p 56) opinionates that people in Spain have a high context culture. High context cultures are ones that a lot of things are left unsaid. The context as opposed to words takes the center stage. On the other hand, Low context communication is more detailed in its conversation aspect.

As a matter of continuity, my family has managed to keep the aspect of communication effective. In fact communication is very explicit. For example, when we disagree on cases that are family-related, we come together as a family and talk about them and strive to come to a common ground.This has extended to my workplace where some of my values become pronounced such include; engaging in effective communication and being polite to people in and out of the workplace (Magee &Smith 2013 p22). In my personal analysis, I come across as a person who is not overly inclined to a lot of connectedness among persons or overly individualist person. Instead, I try to find a balance between the two. This trait is informed by my family history and also the unique culture that is prevalent in the region that I dwell; that is Spain (Joas 2008 p50).

In the compilation of Spencer-Oatey (2012 p9) it is portrayed that culture is a construct of both an individual and the society. Theories of the self-have been constructed in the various paradigms precedent from both the fields of anthropology and psychology. Each paradigm has divergent perspectives, and they present specific dimensions regarding motivation, emotion, benevolence and other traits that are prevalent among individuals (Gudykunst et al n.d p511. These values are precedent in the workplace. Marriot is one place that has managed to find a balance in the values that define individuals. Much as people have varying personalities and character, there is a cultural fit of being polite and kind to everyone. Hard work promptness are some of the values adhered to in Marriot.

Organizational Analysis

Marriott’s Organization structure

Organization structure of Marriot Hotel

Working as a project manager at Marriot Hotel in Mallorca is one of the best experiences that one can ever hope to go through. The core values of the organization make it the Hotel that is admired worldwide and the success within. The layout of the dining areas, the ample car packs, and the serenity of the environment are some of the formidable attributes of the Hotel. All employees are well catered for, and the salary range is also consistent with the status of the hotel (Program & exhibit guide2002 p 5).

As the hotel makes forward strides, it does not forget to put people first. The philosophy of the founder emphasized a people-oriented organization. As such, as a Hotel that has been in service for over 85 years, our friendly, communicative and hard working culture has earned us numerous awards and recognition on a worldwide scale. We are proud of our thriving organizational culture and history that serves to guide our operations.

Ideally, an organization is comprised of persons mandated with different tasks aimed at achieving a common goal. The organization’s behavior, therefore, plays a very integral part in the efficient running of operations in the organization and the success thereinafter.

In individuals, there is a lot of discernment on factors like self-awareness- which means being conversant with one’s emotions and moods. Secondly there is self-regulation; thinking thoroughly about one’s individual actions and controlling or rather shelving the ones that are of adverse nature to the wellbeing of other people especially colleagues at the place of work. Motivation follows in, and it means working hard to achieve both the organization’s goals and one’s own goals and ambitions.

Employees in an organization ought to exercise empathy at all times. Social skills are also essential; these are the skills that enable one to develop good work relationships and connections with other people. The hierarchy of needs by Maslow can also help predict the values of individuals and eventually their loyalty to the organization.

Moreover, there is a connectedness of a kind between the behaviors of the employees and the culture that is deeply entrenched in the construct of the organization. Workers ideally depict the values that define the organization

Organizations that are mechanistic, for instance, have a lot of bureaucracy and independence in the discharge of duty, on the other hand; organic culture is more concerned about an all inclusive kind of approach in communication. Decision-making is also consultative and all participatory.

Individualism- collectivism

Organizational behavior might support individualism or collectivism. Individualism has it that people exhibit high levels of independence and tend to carry out activities on their own it does not engage in much group work rather people prefer to work individually. Collectivism calls and leans more on working as a team or rather as a team. Here the input of the members of a team plays an integral part. Marriot has a somewhat balance of these two aspects, it recognizes that there is group diversity and social presence as such there are no extremes in them. Collectivism takes the upper hand because Marriot upholds team work. For example in creation of new projects for the Hotel, teams are made and set to generate viable ideas (Gomez n.d p1092).

Power distance

Essentially power distance tries to explore the measure to which members of an institution agree that power is distributed in unequal manner (Laura 2012 p108; Bialas n.d p107. This value attests that people in any kind of authority should be respected. Power distance is an aspect that is prevalent in quite a number of organizations especially those that are highly mechanistic and monochronic.

It is true that in Marriot there is respect that is accorded to the persons in management and in charge of various sections in the organization such as the operations manager et al. It however an organization in which all employees irrespective of the rank get to interact without the issue of power distance setting in. Marriot identifies that interaction of workers the rank notwithstanding is inherent to its success.

Polychronic and monochronic tendencies

Highly mechanistic organizations tend to have monochronic tendencies. Such organizations advocate protocol, timeliness, orderliness and routine in carrying out of operations among other activities

People defined by Polychronic cultures have a characteristic of doing multiple things at the same time. They seldom subscribe to protocol. They often change plans to suit the situation. Promptness and other issues of similar nature are based on the relationship as opposed to the objectives and the tasks at hand ( Bluedorn &Lane 1992 p24).

Marriot is an organization to reckon with, there is somewhat a prevalence of these two tendencies. The organization adheres to orderliness and also engages in multiple activities at a go for example corporate social responsibility and expansion services can be effected at the same time.

Uncertainty avoidance

Ideally, uncertanty avoidance implies a situation in which people attempt to suppress anxiety and live with it in the same breathe. People in cultures with high uncertainty are often emotional; they will endeavor to maintain rigid behaviors and codes. On the other hand, the ones of low uncertainty avoidance are at home with situations that are unstructured. These people are open-minded and furthermore are flexible.

Marriot hotel in Mallorca is defined by low uncertainty avoidance. It advocates for open-mindedness and flexibility. As such the hotel is very receptive to the responses or feedback that is given by the clientele. It moves in swiftly to address any issue of concern. For example there was a suggestion to upgrade the children’s park, the hotel moved in swiftly to address the suggestion that had been made by a client (Shalom 2009 p16).

Masculinity and Femininity

Masculine tendencies tend to be goal and purpose driven. Seldom is there mincing of words in a masculine setting. Communication is direct in most cases. Most men exhibit these characteristic. Most women also exhibit feminine tendencies, summarily, feministic tendencies focus much on building personal relationship. Communication is detailed, and there is use of qualifiers and fillers when communicating.

There are activities that are predominantly considered as being feminine such include receptionist posts these are often considered as being feminine. However, men can also be receptionists. There are no absolutes in these approaches. Marriot does not condone stereotypic profiling of its workers and as such workers are based specifically on their talents and abilities. For example Marriot has technicians who are female irrespective of the stereotype that technicians’ kind of work is a reserve for men.

Derived from Hofstede graph of dimensions from high to low

Franzen & Moriarty (2009 p 36) bring forth Hofstede dimensions in this graph. It brings to light, the data entry of Qatar, India, Sweden and United Kingdom. The United Kingdom is almost a replica of Sweden because both are low context cultures. For example, there is a high case of individualism since people prefer to work individually in a task-oriented basis. In addition, there is little focus on long-term orientation.

PE fit can be defined as the degree or the extent to which a person and the characteristics of the environment match. Marriot Hotel in Mallorca is one that has very friendly people. The staff in the hotel is also a friendly lot. This PE fit is just perfect, a friendly individual and friendly environment rhyme quite well (Karen 2006 p3).

PO fit

The hotel exudes ambience and offers exemplary services, working as a project manager in the hotel is one of the best experiences. As earlier indicated I am one person with great flexibility and hard work therefore, there is a working fit between the hotel and me.

PV fit

At all times, a career at hand must be in synch with the person who is doing it. If the opposite is the case; for instance, a missing link between the vocation and the individual is bound to be yield negative results; job dissatisfaction and poor results as well. I love working as a project manager and more specifically in the Hotel. Conclusively there is a fit between my vocation and myself as an employee.

PG fit

As mentioned earlier, I am flexible and team player kind of person. My benevolence trait and adaptability has made it possible to build a good relationship with the group that I work with. Undoubtedly, there are challenges that are occasionally, encountered as part of the work but we strive to solve them amicably and maintain our group fit.

PJ fit

As the project manager, I have to be coherent with the roles that I mandated to effect and as such I have to be in synch with my job. I am a time planner, a creative, goal-oriented individual. In addition, I can work in a team. All these traits work to my advantage and help achieve the person and particular job fit.

Derived from Korasek 1979 diagram on psychological demands.

As seen in the fits, the decision latitude is profoundly influenced by an individual’s capacity to conform to the values that is adhered to by an organization The various fits be it matching with the environment (PE), matching with group (PG) are informed of decisions and personal behavior and values. If there is a mismatch between the job and the person, for instance, there is a high likelihood of being passive and even having unnecessary strain thus reduced productivity ( Franzem & Moriarty 2009 p40; Lucas 1999 p60).

Franzem & Moriarty

According to this model presented by French, Rogers and Cobb 1974; adapted from Harrison 1978, the traits of a person include abilities and their needs. Concurently, the features of the environment are the surrounding values, the supplies, and the intended to meet the needs of the employee.

The PO fit is agreeably the match that predicts affective loyalty of a person the most, concerning Marriot Hotel not only in Mallorca but also in other parts of the world. The thriving culture and the fair and exceedingly respectful manner that is attached to the employees irrespective of the level is the greatest determinant of the effective loyalty accorded to the Organization.

There are lessons that are learned in regard to the use of multi-dimensional PE. Firstly and most essentially is that when there is a match between the person and the environment they are most likely to have a high level of affective loyalty to the Organization. The employees will be more productive, purpose-driven and result oriented. Other lessons learned herein include; proper placement of a person’s character temperament and social skills in regard to the PE fit. A mismatch can indicate an individual’s character as being not being consistent.

In conclusion it is clear that there are various factors that are inclined to cultural fit and employee commitment. As pointed earlier these two aspects are very much correlated. The higher the degree of cultural fit; that is the probability of an individual conforming to the core values of the organization, the more likely they will have commitment to an organization. It is also important to note that other factors such as the culture; whether it is a high context culture or a low context, has an impact on the way people communicate and behave. Masculinity, femininity uncertainty avoidance et al have an hand in the values and behaviors that would define an individual or an employee to an organization.

References

2002 MRS Spring Meeting: Program & exhibit guide, April 1-5, 2002 San Francisco, CA, San Francisco Marriot and Argent Hotels. (2002). Pittsburgh, P.A.: Materials Research Society.

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Bluedorn, A., Kaufman, C., & Lane, P. (1992). How many things do you like to do at once? An introduction to monochronic and polychronic time. Executive, 17-26.

Franzen, G., & Moriarty, S. (2009). The science and art of branding. Armonk, N.Y.: M.E. Sharpe

Gomez, C. (n.d.). The Relationship Between Acculturation, Individualism/Collectivism, And Job Attribute Preferences For Hispanic MBAs*. Journal of Management Studies, 1089-1105.

Gudykunst, W., Matsumoto, Y., Ting-Toomey, S., Nishida, T., Kim, K., & Heyman, S. (n.d.). The Influence Of Cultural Individualism-Collectivism, Self Construals, And Individual Values On Communication Styles Across Cultures. Human Communication Research, 510-543.

Joas, H. (2008). The cultural values of Europe. Liverpool: Liverpool University Press.

Karen, J. (2006). Toward a Multidimensional Theory of Person- Environment Fit. Journal of Managerial Issues, XVIH(2), 193-212.

Laura, E. (2012). DEFINING RELATIONAL DISTANCE FOR TODAY’S LEADERS. International Journal of Leadership Studies, 7(1), 96-113.

Magee, J., & Smith, P. (n.d.). The Social Distance Theory of Power. Personality and Social Psychology Review, 158-186.

Magee,J.,&Smith, P. (2013) The Social Distance Theory of Power.

Pellet, L. (2009). The cultural fit factor creating an employment brand that attracts, retains, and repels the right employees. Alexandria, Va.: Society for Human Resource Management.

Shalom H, S. (2009). Basic Human Values.

Spencer-Oatey, H. (2012) What is culture; A compilation of quotes.

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