Abstract
the power of corporate culture to boost employee motivation and engagement in the healthcare sector. Discover how a strong company culture, shaped by factors like management style, teamwork, and work environment, can drive collective success and improve patient care. Learn how to cultivate a positive, inclusive culture that fosters a sense of belonging, respect, and shared values among healthcare professionals, ultimately enhancing job satisfaction and performance. Explore the latest research on the impact of corporate culture on employee motivation and engagement, and gain insights into creating a strategic asset that drives business results.
Extract
[...] In: O. Devillard & D. Rey Company Culture: A Strategic Asset (pp. 43-75). Paris: Dunod. - Henry de Frahan, A. (2021). Chapter 8. Company Culture. In: A. Henry de Frahan, Create Value or Disappear: A Systemic Challenge for the Company (pp. 137-159). Wavre: Mardaga. [...]
[...] - Godelier, É. (2006). V. Company Culture and Employees. In: Éric Godelier ed., Company Culture (pp. 74-93). Paris: The Discovery. - Dumas, M., Douguet, F. & Fahmi, Y. (2016). Good functioning of care services: what makes a team RIMHE: Interdisciplinary Review of Management, Human and Enterprise 45-67. https://doi.org/10.3917/rimhe.020.0045 - Sopoh, G., Kouckodila Nzingoula, M., Sossa Jérôme, C., Hessou Ahahanzo-Glèlè, Y., Damienne Agueh, V., Tinoaga Ouédraogo, L. & Makoutodé, M. [...]
[...] Two phenomena ultimately give rise to a culture that is even more homogeneous and integral. First, we can see in the mechanisms of collective socialization how each group forms a more individual culture or represents it. Then, it is necessary to recall the role of human resources policies, which, depending on the case, can also facilitate the integration of employees or, on the contrary, weaken the work and life group in the company. In the first case, the company culture or value-based management proves to be a means of regeneration or construction of a more homogeneous community (Godelier, É., 2006).4 On the other hand, in the second case, the existing gap between discourse and certain human resource management practices can make it appear as tools of manipulation or employee conditioning to maintain an unequal and more or less superficial relationship with the company. [...]
[...] The company is a culture in two ways. First, we deal with culture as a series of fundamental values and principles, collective symbols and images, all ensured by a history and a heritage, but also by the market. All these elements are accepted by the majority of the staff and are concretized by rules, habits, routines, and prohibitions, references and procedures for the community in place. In the second case, culture corresponds to a cultural identity, a personality base, a deep structure. [...]
[...] which highlights the contribution of management style to the creation and maintenance of a company culture in a primary care facility in Italy. Similarly, Eisenberger et al. found that there was a very consistent positive relationship between perceived support and employees' job performance in terms of hard work, innovation and participation (Sopoh, G et al, 2018). BIBLIOGRAPHY - Bernard, P. & Daviet, J. (1992). Introduction. In: Philippe Jacques Bernard ed., Company Culture and Innovation (pp. 9-22). Paris: CNRS Editions. - Devillard, O. [...]
