Employee swapping produces risks of reduced morale and poor alignment of cultures. Nonetheless, this case showed that Google and P&G can learn from one another’s cultural values and practices, so that they can both enhance their organisational effectiveness. Table of Contents Executive Summary 1 Table of Contents 2 Introduction 3 Competing Values Model 4 Overview 4 Applications 4 Employee Swapping 5 P&G and Google’s Employee Swapping 5 Conclusion 7 Reference List 8 Introduction The construct of organisational effectiveness is an important concept in organisational studies because organisations commonly aspire to improve or attain organisational effectiveness.
Organisational effectiveness, however, is hard to measure because it does not possess a universally-agreed definition. As a result, several scholars criticised its significance to organisations, such as Steers (1975) and Hannan and Freeman (1977). Quinn and Rohrbaugh (1983) offer a model of effectiveness criteria in “A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis.” They conducted a two-part exploratory investigation on how individual theorists and researchers conceive the construct of organisational effectiveness.
The first study included seven experts, while the second used 45 theorists and scholars. Findings showed that organisational effectiveness can be constructed using three axes of values: control-flexibility, internal-external, and means-ends. These values pertained to the critical issues of “competing values” in defining and measuring effectiveness, which has been embodied in the competing values framework (CVF) (Quinn and Rohrbaugh 1983, p.370). This paper applies the Competing Values Approach to Google and Procter & Gamble (P&G), as well as employee swapping.
Competing Values Model Overview The Competing Values Approach is composed of three competing values, and they are control-flexibility, internal-external, and means-ends. These values offer four mid-range theories of organisational analysis: open systems model, human relations model, internal process model, and rational goal model (Quinn and Rohrbaugh 1983, p.369). The human relations model highlights on flexibility and internal focus. The open systems model concentrates on flexibility and external focus.
The rational goal model prioritises control and external focus, while the internal process model emphasises stability and control (Quinn and Rohrbaugh 1983, p.371). Applications Procter & Gamble. P&G is described as having an internal process model with hierarchical and market attributes. It uses information management and communication to attain the ends of stability and control (Quinn and Rohrbaugh 1983, p.371). In terms of culture, it possesses a mixture of market and hierarchical cultures.
It has a market culture because employees behave according to clear objectives and are rewarded through their achievements (Hartnell, Ou and Kinicki 2011, p.679). The company’s main values are communication, competition, and achievement. P&G is effective in gathering customer and competitor information and developing the competitiveness of its products (Robbins, Judge and Campbell 2010, p.480). P&G is also hierarchical because of rules and regulations that clearly define roles and responsibilities.
Behaviours are characterised with conformity and predictability, which it wants to change by swapping employees with Google (Robbins,
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