What is the relationship between corporate culture and employee behavior?

There are many definitions of corporate culture, and different people have different views. However, the author agrees that corporate culture refers to the sum of consciousness, values, professional ethics, codes of conduct and standards that all members abide by through work practice under certain conditions. Generally speaking, corporate culture is the spiritual cesspit of enterprises.

According to the latest viewpoints and research, corporate culture can be formed in enterprises after being set and planned by leaders or planners, or a unique culture with values as the core can be formed by enterprises in their own development process. No matter how corporate culture is formed, it is an invisible force to unite people, realize employees' self-worth and enhance the competitiveness of enterprises. Corporate culture is a systematic management project. Not a slogan, not a slogan. It has a process of practice and understanding.

The main contents of corporate culture include corporate values, corporate spirit, corporate purpose, moral fashion, and the moral code of conduct that employees of the company abide by.

First, the characteristics and classification of corporate culture

A successful corporate culture is attractive externally and cohesive internally. Generally speaking, an excellent corporate culture has the following four characteristics:

1. Corporate values can be widely recognized by employees.

The corporate culture recognized by employees is the real culture. Excellent corporate culture has obvious guiding, encouraging and restraining effects on all members. There are more than 1.3 million large and small enterprises engaged in training and consulting business in China. Only Cheng Ju Information Group, located in Shenzhen, can grow into an industry leader in just seven years, which is closely related to its cultural concept of "school, army and family". All the teachers or students who participated in the process chrysanthemum class were shocked by its strong atmosphere.

2. Simple and clear, with strong operability.

For example, cultural concepts such as "Goldman Sachs 14 Business Principles" and "Lenovo Core Values" can become industry benchmarks, not because of gorgeous cultural language, but because of clear cultural behavior. You can do it well if you say it. Being literate does not lie in "language characteristics", but in the group behavior characteristics of enterprises. It is found that the more excellent enterprises are, the more they attach importance to "cultural transformation power", while the more growing small and medium-sized enterprises, or some enterprises eager to show "they are very literate", the more they attach importance to "cultural expression power". Once the "expressive force of culture" is excessively pursued, corporate culture will easily be derived into "corporate myth".

3. Attractive to the outside world and cohesive to the inside.

The good goodwill formed by excellent corporate culture will not only attract customers, suppliers, consumers, the public and other partners, but also closely unite employees to form a strong centripetal force, so that employees can work together to achieve corporate goals in one step. Of course, the cohesion of employees is based on the clear goals of enterprises, and the cohesion of corporate culture comes from the correct choice of the fundamental goals of enterprises. If the enterprise's goals are in line with the interests of the enterprise and the interests of the vast majority of employees, collective and individual goals will be formed.

Win-win will have the interest base of enterprise cohesion.

4. It can make enterprises have unrepeatable competitiveness.

In different stages of enterprise development, corporate culture reengineering is the driving force to promote enterprise progress, and only excellent corporate culture can form the core competitiveness of enterprises. Therefore, corporate culture has actually gone beyond the scope of management and become an unrepeatable competitive culture. Therefore, the competition of modern enterprises is largely rooted in corporate culture, or brand culture competition. Excellent corporate culture is the most powerful competitive weapon for enterprises, and it is difficult to be copied by competitors. Many people know Haier's "always sincere", but most enterprises can only imitate Haier's appearance, but can't copy its fundamental spirit.

Due to the different classification methods, our corporate culture is divided into many different types. Its classification structure is divided from the perspective of leaders, from the performance and attitude of employees, and from the degree of achievement of enterprise goals; Due to the differences in enterprise structure, objectives and affiliation, their classification methods are naturally different.

At the present stage of China's economic development, for most enterprises, the author thinks it is more important to advocate and establish a performance-oriented corporate culture.

Second, the relationship between corporate culture and employee behavior shaping

1. Corporate values are reflected through employees' behaviors.

We know that what an enterprise insists on and opposes is fundamentally determined by its core values. An enterprise that puts profit first, when there is a conflict between market demand and enterprise interests, its first choice must be to safeguard enterprise interests. The core of corporate culture is corporate values, and the direct expression of these values is the behavior of all employees.

However, the correct concepts, ways of doing things and behavior habits of human beings are not entirely innate, but more come from the cultivation of the day after tomorrow. A person's life is a process of constantly changing ideas, ways of thinking and ways of behavior. In an enterprise, it is through corporate culture that employees' behavior is shaped, and finally employees become outstanding talents in line with the development of the enterprise and voluntarily make the greatest contribution to the development of the enterprise.

Haier's cultural construction began with the stipulation in 13 that it is forbidden to urinate anywhere and smash unqualified refrigerators with sledgehammers. Insist on shaping employees' behavior with advanced institutional culture, so that employees can gradually understand the deep requirements of Haier culture in practice, and promote employees to consciously and actively practice corporate values, implementation concepts and professional concepts, thus improving Haier's core competitiveness.

2. Corporate culture provides clear guidance for employee behavior.

Two years ago, a management bestseller named "Leaving HP with a Smile" was written by Mr. Gao Jianhua, a former member of HP's China decision-making committee. HP is an international company with a good and profound cultural background. It has been rated as the most respected foreign-funded enterprise in China by relevant domestic institutions and media for many years. Hewlett-Packard Company's continuous performance growth for many years is inseparable from its corporate culture construction. HP attaches great importance to letting employees who leave HP take the initiative to talk about HP, which is in sharp contrast with many domestic companies. A company can give up.

Open employees keep saying yes, which shows how much their culture can guide employees!

A company with distinct cultural orientation is bound to have distinct personality characteristics, and all the words and deeds of its employees will naturally bear the brand of the enterprise, which is undoubtedly formed by the orientation of corporate culture.

3. Excellent corporate culture will obviously improve employees' job performance.

Corporate culture permeates the organizational structure, rules and regulations and employee behavior of enterprises, which is the soul and lasting power of modern enterprises. The results of its comprehensive effects on employees and society, such as guidance, restraint, cohesion, encouragement, regulation and radiation, can guide employees' behavior orientation and guide employees' behavior motivation to enterprise goals. In order to solve the contradiction between enterprise goals and personal goals, leaders and leaders, a realistic and feasible road has been opened up, which will greatly reduce the internal friction of enterprises, improve the work performance of employees, and constantly spread and radiate all kinds of enterprise information to the society, so that people can have a relatively complete understanding of the name, logo, products and services of enterprises, thus helping enterprises to establish a good corporate image in the public, improving their reputation and consumers' trust in enterprises.

Mengniu, a leading domestic dairy company, has achieved sustained growth in performance in just a few years. Not all employees are better than their peers, but their excellent corporate culture has greatly stimulated the enthusiasm of ordinary employees!

4. The performance-oriented corporate culture will provide a distinct value orientation for the growth enterprises in China.

We say that any enterprise can achieve longer-term development and better plan the future only if it is profitable. Therefore, profitability is the most basic requirement of a normal development enterprise, that is to say, for a qualified entrepreneur, maintaining corporate profitability is its most basic moral quality. From the perspective of value creation, enterprises that do not need to occupy a lot of social resources but continue to lose money. This is also one of the main factors for the state to regulate macro-policies and guide the reorganization of state-owned enterprises through the strategy of "retreating from the state and advancing from the people" a few years ago.

However, in order to maintain the sustainable profitability of enterprises, it is necessary to establish an obvious performance-oriented corporate culture within enterprises. In any work, although the process is critical, the result is more important. In practice, we often encounter such a situation. When judging the work of a grass-roots sales manager, senior managers of enterprises see that although the employee's performance is not in place, there will be a lot of pictures of promotional activities in his work report-boutique information network. There is no doubt that these pictures are a record of his work process. Finally, the manager will think that although the performance of the manager is not good, he has done a lot of work, and there should be no credit for his efforts, and he should be given a judgment without reward and punishment. In this way, the fighting capacity of the whole team will gradually decline, which will inevitably affect the performance of the enterprise. Our view is that for a qualified employee, if he occupies and spends a lot of enterprise resources, but ultimately fails to achieve due performance, he must be punished. Only in this way can he be punished.

It can provide a clear corporate culture orientation and lay the foundation for the continuous improvement of the performance of the whole team. Therefore, in the China market with relatively limited resources and increasingly fierce competition, only advocating the cultural concept of taking performance as the main measure is the basic guarantee for the sustained growth of the performance of a large number of growth enterprises.

Therefore, different corporate cultures will provide different employee behavior orientations, and only excellent corporate culture can shape employee behaviors that satisfy both enterprises and society.