نویسندگان
1 گروه مدیریت منابع انسانی، گروه رهبری و سرمایه انسانی، دانشکده مدیریت دولتی و علوم سازمانی، دانشکدگان تهران، دانشگاه تهران، ایران.
2 گروه رهبری و سرمایه انسانی، دانشکده مدیریت دولتی و علوم سازمانی، دانشکدگان تهران، دانشگاه تهران، ایران.
3 گروه مدیریت رسانه، گروه مدیریت رسانه، واحد علوم و تحقیقات، دانشگاه آزاد اسلامی، تهران، ایران.
4 گروه مدیریت استراتژیک، گروه مدیریت، واحد تهران جنوب، دانشگاه آزاد اسلامی، تهران، ایران.
کلیدواژهها
عنوان مقاله English
نویسندگان English
Purpose: Given the critical role of banks in the economy and financial interactions of society, their sustainable and effective performance depends on internal cohesion and employee commitment. Organizational culture, as a set of shared values, beliefs, and norms, guides employee behavior and shapes decision-making processes and workplace interactions. In this context, identifying the current status of organizational culture and its key components in banks provides a foundation for enhancing performance, fostering motivation and commitment, and increasing alignment with strategic objectives. This study aims to examine the organizational culture of Sepah Bank and propose strategies for its effective management. The study aims to examine the key components of organizational culture and provide practical recommendations to enhance performance and align employees with the bank's strategic objectives.
Methodology: The research employed a quantitative survey method. The survey instrument used was the Ethics, Values, and Culture (EVC) questionnaire. The collected data were analyzed using Excel and SPSS software.
Findings: The results indicated that the organizational culture of the bank is at a moderate level across all seven components of the EVC model, highlighting the need for developmental and improvement initiatives. The lowest mean score was related to the Structure component, indicating it as a priority for development programs. Additionally, the ranking of component importance from the employees' perspective showed that Strategy, Employees, and Shared Values were of the highest priority, whereas Skills and Systems were of the lowest priority. Demographic analysis revealed that employees' perceptions of organizational culture were influenced by age, work experience, education, contract type, job position, and organizational unit. Younger, more educated, and headquarters staff provided lower evaluations, whereas more experienced employees and branch staff offered higher evaluations.
Originality/Value: This study provides a comprehensive assessment of Sepah Bank's organizational culture using the EVC model to identify strengths, gaps, and development priorities. It presents a practical framework for enhancing organizational culture and ensuring alignment with the bank's strategic objectives.
کلیدواژهها English
