Declared versus actual organizational culture as indicated by an organization's performance appraisal

Abstract

This study examines the incompatible aspects of the declared and actual organizational norms as cultural aspects. Data were drawn from a performance evaluation conducted in a large multinational pharmaceutical organization. The selected evaluation dimensions are based on the publicly articulated behavioral norms stated by top level management. The empirical model partially supported the hypothesis. Two predictors, intrinsic normative motivation dimensions and professional behaviors, showed some overlap between the declared and the actual evaluative behavior norms. One implication of this study is that organizations should make a substantial effort to instil their desired vision and norms among their members.

Keywords::

• culture change
• declared vs. actual organizational culture/norms
• organizational culture
• organizational values and norms
• performance evaluation