Impact of Social Conformity on Workplace Well-Being: Men and Women
Organizational culture (Field/organization specific)- A more hierarchial organizational
culture/structure would lead to higher levels of conformity in comparison to a more collaborative
or flexible culture/structure.
- Decision making
- Hierarchy/leadership style
- Communication channels
- Innovation and creativity
- Virtual platforms and their influence
Authenticity
Self-Sabotage / a facade, choosing to suppress individual values
Internalization
Employing a quantitative method: Scale
- Conformity to masculine norms inventory (Used in a research paper that included both men and
women in the sample population)
- Conformity scale (1995)
- Barriers to creativity instrument
- A subjective well-being scale
ORGANISATIONAL CULTURE
a mark of distinction
culture and climate
Specifically, Jones and James derived six dimensions of climate: (1) leadership facilitation and support;
(2) workgroup co-operation, friendliness and warmth; (3) conflict and ambiguity; (4) professional and
organisational esprit; (5) job challenge, importance and variety; and (6) mutual trust (Jones and James,
1979).
This led to four emergent culture themes (Management Practice, Environment and Control,
relationships at work, and Demands and Expectations) and also, two goal themes (Work Goals, and
personal goals).
The General Well-Being Questionnaire (GWBQ) which measures level of anxiety (up-tight) and tiredness
(worn-out) (Cox, Thirlaway, Gotts, & Cox, 1983; Cox & Gotts, 1987) is utilized in this study as a subjective
measure of well-being in line with previous research exploring the relationships between goals and
subjective well-being (Brunstein, 1993; Elliot & Sheldon, 1998; Harris et al., 2003; Kehr, 2003; King,
Richards, & Stemmerich, 1998). The GWBQ has yet to be related to goals, and therefore this research
may enhance its usefulness in organizational stress research.
In 1990, Hofstede, Neuijen, Ohayv and Sanders carried out a qualitative and quantitative study of 20
cases using Hofstede’s Organizational Culture Questionnaire. The questionnaire included 135 items
given in 5-point scales, which were based on three values: need for security, importance of work and
need for authority. Within these, there are six factors relating to practice issues: process vs outcome,
employees vs task, parochial vs professional, open vs closed system, loose vs tight control, normative vs
pragmatic.
In the mid-1990’s, McKenzie’s Culture Questionnaire (1995) was developed in the frame of National
Health Service. It includes 76 items and respondents tick each statement that they consider to be
broadly true of their organization. The questionnaire assesses various factors: employees’ commitment,
attitudes to and belief about innovation, attitudes to change, style of conflict resolution, management
style, confidence in leadership, openness and trust, teamwork and cooperation, action orientation,
human resource orientation, organizational direction.
In 1996, Walker, Symon and Davies published the Corporate Culture Questionnaire, evaluating four
principal domains: performance, human resources, decision-making and relationships. There are two
versions of the Questionnaire, one of 69 and another of 126 items, each given in a 5-point Likert-type
scale.
Buckingham and Coffman (2000) suggested the Core Employee Opinion Questionnaire which addressed
13 issues of business units, companies and other organizations: overall satisfaction, understanding of
expectations, access to required resources, appropriate use of skills, recognition and praise for
achievements, relationship with supervisors, encouragement for self-development, perceptions of
worth, engagement with organizational mission, commitment of all employees, friendship appraisal,
opportunities for career progression.
Cameron and Quinn (2006) created the famous Organizational Culture Assessment Instrument (OCAI),
based on the four culture types mentioned above. The evaluation of a culture is made through those
four core values, in a 2 x 2 competing values, Flexibility and discretion opposing Stability and control and
Internal focus and integration versus External focus and differentiation. According to Jones et al. (2006),
internal versus external focus separates the organizational improvements driven by mostly internal
business processes and people caring from the ones caused by external stakeholder