
Key Factors for Sustainability - Corporate Culture and Employee Well-being
- 1 Taylor’s University, Malaysia
- 2 Taylor’s University, Malaysia
* Author to whom correspondence should be addressed.
Abstract
In the context of sustainable development, the impact of corporate culture on employee well-being is particularly significant. This paper examines why corporate culture is a key factor in enhancing employee well-being and driving corporate sustainability. Research shows that when corporate culture emphasizes respect, inclusiveness, justice and teamwork, it can significantly enhance the enthusiasm and creativity of employees, thus promoting the innovation and long-term development of enterprises. In a diverse work environment, building a supportive and inclusive corporate culture is essential to accommodate the needs of employees from different backgrounds. This will not only help improve the job satisfaction of employees, but also enhance the social responsibility and market competitiveness of enterprises. The paper also analyses the role of corporate culture in responding to modern workplace challenges such as remote working and work-life balance. Flexible work arrangements, employee health and welfare programs, and continuous career development opportunities were identified as key to enhancing employee well-being. These measures not only improve the quality of life of employees, but also enhance their loyalty and sense of belonging to the enterprise. A positive, inclusive and supportive corporate culture is essential to improve employee job satisfaction and loyalty and promote the long-term beneficial development of the business.
Keywords
Corporate culture, Employee well-being, Sustainable development, Job satisfaction, Multicultural environment
[1]. Christopher, O.A. and Edwinah, A. (2022) 'Organizational Culture and Corporate Performance: A Review'.pp.152-162
[2]. Quan, N.M., Chi, N.T.K. and Giang, P.H. (2022) 'Sustainable Development under the Impacts of the Fourth Industrial Revolution and the Role of Corporate Culture Renovation'.pp.19-29
[3]. Thanetsunthorn, N., & Wuthisatian, R. (2018). Cultural configuration models: corporate social responsibility and national culture. Management Research Review, 41(10), pp.1137-1175
[4]. Reidhead, C. (2021) 'Employee Well-Being Becomes Top Priority'. pp.2268-2274
[5]. Zulfikar, R. Z., Widyanti, R. W., Basuki, B., Mayvita, P. A., & Purboyo, P. (2021). Encourage SMEs sustainable behavior during Covid-19 pandemic through competitive advantages and corporate culture. Serbian Journal of Management, 16(2).
[6]. Bùi, T. M. T., & Lê, N. Đ. K. (2016). Building Research Framework of Relationship Between Corporate Culture, Working Motivation and Employee’s Loyalty. pp.144-149
[7]. Wang, S., & Huang, L. (2022). A study of the relationship between corporate culture and corporate sustainable performance: evidence from Chinese SMEs. Sustainability, 14(13), 7527.
[8]. Fang, W., Ma, C., & Lei, Z. (2022). Research on Sustainable Development of Transport Infrastructure Based on Corporate Culture and Low-Carbon Perspective. Journal of Environmental and Public Health, 2022.
[9]. Izmailova, M., 2022. The Importance of Corporate Culture for the Sustainability of Companies in the Context of Crisis Phenomena. MIR (Modernization. Innovation. Research). https://doi.org/10.18184/2079-4665.2022.13.1.8-26.
[10]. Gunaraja, T. M. (2014). Organizational corporate culture on employee performance. Journal of Business and Management, 16(8), 8-42.
[11]. Sundararajan, T. P., Kee, D. M. H., Albert, P. J., Subramaniam, M., Thirupathi, H., Angarita, L. S. C., ... & Pandey, R. (2020). The Effects of Organizational Culture on Employee Performance: A Study of the Edge Newspaper. International Journal of Applied Business and International Management (IJABIM), 5(2), 44-53.
[12]. Narayana, A. (2017). A critical review of organizational culture on employee performance. American Journal of Engineering and Technology Management, 2(5), 72-76.
[13]. Panes, R., & Galanta, I. (2021). Determinants of Employee Engagement in a Tertiary Christian Institution in Mlang, North, Cotabato. Journal of Business and Management Studies, 3(2), 12-18.
[14]. Naidoo, P., & Martins, N. (2014). Investigating the relationship between organizational culture and work engagement. Problems and perspectives in Management, (12, Iss. 4 (spec. iss.)), 433-441.
[15]. Evangeline, E. T., & Ragavan, V. G. (2016). Organisational culture and motivation as instigators for employee engagement. Indian Journal of Science and Technology, 9(2), 1-4.
[16]. Liu, X., Yu, J., Guo, Q., & Li, J. (2022). Employee engagement, its antecedents and effects on business performance in hospitality industry: a multilevel analysis. International Journal of Contemporary Hospitality Management, 34(12), 4631-4652.
[17]. Amah, E., & Baridam, D. (2012). Adaptability and organizational effectiveness: A study of the Nigerian banking industry. International Journal of Business and Management Tomorrow, 2(3), 1-10.
[18]. Marin-Pantelescu, A., & Maniu, L. C. (2015). The Importance of the Organizational Culture. Case Study: Assessing the Organizational Climate Factors inside a Four Stars Hotel from Romania. International journal of Academic Research in Business and Social Sciences, 5(9), 303-309.
[19]. Khymych, I., Khymych, O., Tymoshyk, N., & Podvirna, T., (2021). Corporate culture of organizations in pandemic. Galic'kij ekonomičnij visnik. https://doi.org/10.33108/galicianvisnyk_tntu2021.06.097.
[20]. Yaniieva, D., (2022). EMPLOYEE MOTIVATION SYSTEM OF THE IT SPHERE ORGANIZATION. Innovation and Sustainability. https://doi.org/10.31649/ins.2022.4.186.192.
Cite this article
Li,Z.;Hu,J. (2024). Key Factors for Sustainability - Corporate Culture and Employee Well-being. Advances in Economics, Management and Political Sciences,78,263-267.
Data availability
The datasets used and/or analyzed during the current study will be available from the authors upon reasonable request.
Disclaimer/Publisher's Note
The statements, opinions and data contained in all publications are solely those of the individual author(s) and contributor(s) and not of EWA Publishing and/or the editor(s). EWA Publishing and/or the editor(s) disclaim responsibility for any injury to people or property resulting from any ideas, methods, instructions or products referred to in the content.
About volume
Volume title: Proceedings of the 3rd International Conference on Business and Policy Studies
© 2024 by the author(s). Licensee EWA Publishing, Oxford, UK. This article is an open access article distributed under the terms and
conditions of the Creative Commons Attribution (CC BY) license. Authors who
publish this series agree to the following terms:
1. Authors retain copyright and grant the series right of first publication with the work simultaneously licensed under a Creative Commons
Attribution License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this
series.
2. Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the series's published
version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgment of its initial
publication in this series.
3. Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and
during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See
Open access policy for details).