This thesis is about the creation of a culture of appreciation at the workplace.
The basic needs of a human being were first addressed by the scientist Abraham Maslow, who designed a pyramid of needs. In this pyramid, he identified five hierarchical levels, which factors are essential for people to experience a satisfying feeling. At the top of the list is the need for self-fulfillment.
This need is also reflected in the world of work. Almost everyone wants to be seen and appreciated by their colleagues and managers. The topic of appreciation in the workplace is not new, but it is becoming increasingly important for companies. As the birth rate in Germany is steadily declining, there will be fewer and fewer young skilled workers on the labour market in the future. From this, the question can be derived, to what extent can employees be made to feel equally valued as a human being and as a worker? And does this appreciation have a higher value for the employee than the salary.
Table of contents
List of figures
List of tables
1. Introduction
1.1 Problem definition
1.2 Objective of the thesis and structure
2. Basics
2.1 Definition of the term appreciation
2.2 Motivation
2.2.1 Intrinsic and extrinsic motivation
2.2.2 Motivational tools
2.2.3 Financial incentives
3. Appreciation as part of corporate culture
3.1 Definition and models of corporate culture
3.2 Characteristics of an appreciative corporate culture
3.2.1 Characteristics of a successful corporate culture
3.2.2 Definition communication
3.2.3 Schulz von Thun´s communication model
4. Leadership as a motivational tool
4.1 Mc Gregor´s X-Y theory
4.2 Appreciative leadership
4.2.1 Trust
4.2.2 Clarity
4.2.3 Effective Communication
4.2.4 The expression of praise
4.3 Communication models
4.3.1 Non-violent communication
4.3.2 The Grow Model
4.3.3 Feedback
5. Empirical study
5.1 Research interest and object
5.2 Choice of research method
5.3 Presentation of the results
5.4 Evaluation of the research results
6. Creation of a culture of appreciation using the example of Zalando
6.1 Company profile
6.2 Corporate culture
6.2.1 360 degree Feedback (Zonar)
6.2.2 zBeat
6.2.3 Online Employee reviews about the company Zalando
7. Conclusion
8. Bibliography
Appendix I Survey
Appendix II Descriptive statistics
List of figures
Figure 1: Maslow's Hierarchy of Needs
Figure 3: Appreciation
Figure 4: Motivation and retention model
Figure 5: Corporate Culture as an Iceberg
Figure 6: Four-sides-model by F. Schulz von Thun
Figure 7: Iceberg model communication
Figure 8: The Grow- Model
Figure 9: Distribution of the variable gender
Figure 10: Distribution of the variable age
Figure 11: Distribution of the variable employment
Figure 12: Distribution of the variable industry
Figure 13: Distribution of recognition of leadership
Figure 14: Distribution of the type of recognition
Figure 15: Distribution of recognition environment
Figure 16: Distribution of workers in homeoffice due to Covid- 19
Figure 17: Distribution of people with a desire to change the job
List of tables
Table 1: Summary appreciation by the manager
Table 2: Summary of leadership culture
Table 3: Summary corporate culture
Table 4: Reasons for job change
1. Introduction
1.1 Problem definition
“Human beings need to be needed”1
A short sentence, which is nevertheless very expressive and memorable. Because in its brevity it represents a great need of most people, the desire to be needed.
The basic needs of a human being were first addressed by the scientist Abraham Maslow, who designed a pyramid of needs. In this pyramid, he identified five hierarchical levels, which needs are essential for people to experience satisfaction. At the bottom is the need with the highest urgency, which must be fulfilled: there are basic needs such as sleep, food or health. This is followed by the next higher level, which people strive to achieve, the satisfaction of security needs, such as law and order or a fixed income. In the third level, there are social needs such as family, friendship, and social exchange. These are followed by individual needs, and at the top of the list are the self-fulfilment needs.
This is illustrated in Figure 1.
Abbildung in dieser Leseprobe nicht enthalten
Figure 1: Maslow's Hierarchy of Needs
Source: Simply Psychology: https://www.simplypsychology.org/maslow.html, accessed: 28/01/2021
These needs are also reflected in the world of work. Almost everyone wants to be seen and appreciated by their colleagues and supervisors. The topic of appreciation in the workplace is not new, but it is becoming increasingly important for companies. As the birth rate in Germany is steadily declining, there will be fewer and fewer young skilled workers on the labour market in the future.
Abbildung in dieser Leseprobe nicht enthalten
Figure 2: Demoraphic Change: The Difference between births and deaths from 1950 – 2020
Source: Statistisches Bundesamt, https://de.statista.com/statistik/daten/studie/880713/umfrage/differenz-von-geburten-und-sterbefaelle-in-deutschland/, accessed: 25/01/2021
Figure 2 shows that the birth rate in Germany in the years 1950 - 2020 is in a negative ratio to the death rate. Accordingly, fewer children are born than people die. This leads to a continuous decline in the population. Whereas in 1970 there were 72,073 more births than deaths, by 2020 the number had dropped to a negative of 212,454 people. A decline of about 295 percent.
Based on these findings, it is clear that companies in Germany will be confronted with an increasingly competitive labour market in the future. For this reason, it is becoming increasingly important to retain good employees, because a company can only be as good as its employees. This challenge raises the question of how employee retention can be achieved. Many researchers see the key to success in the expression of appreciation. As soon as employees have the feeling that they are seen and feel valued for their work, they develop a good level of motivation. Since they realise that what they have done, has a positive contribution for the company and want to maintain this performance, or even increase it further, they are more motivated.2 This thesis aims to provide an insight into the extent to which appreciation has an influence on employee motivation in everyday work life. The ManpowerGroup surveyed 789 participants in Germany on the topic of the influence of managers on job satisfaction. A multiple-choice answer was possible. The survey clearly shows that the expression of appreciation by managers to their employees is an important factor in achieving employee satisfaction (91%). Regular and honest feedback is also on the same level of importance (91%), closely followed by the desire to see interest in the employee and not just for work-motivated reasons.3
From this, the question can be derived, to what extent can employees be made to feel equally valued as a human being and as a worker? And does this appreciation have a higher value for the employee than the salary?
1.2 Objective of the thesis and structure
In the first chapter of this thesis, the basics of the topic are explained, including definitions of important terms and the differentiation from other topics that are important for further understanding. The second and third chapters look at the influence of the corporate culture and the manager on the appreciation culture of a company. The main focus is on the aspect of appreciative communication and the presentation of communication models that managers can use. To test the preceding hypothesis, an empirical study is conducted in chapter five, followed by a presentation of the results. The company Zalando is then a case study and will be analysed based on the previous results. Finally, a conclusion is drawn and a critical appraisal of the work is carried out. The guiding aim of this paper is to explore the question of how managers need to behave in terms of an appreciative corporate culture, so that employees are more satisfied and motivated at work. For this purpose, quantitative research is used so that general recommendations for action can be derived.
2. Basics
In the following, a definition of the terms appreciation and motivation is made to form a basis for further understanding.
2.1 D efinition of the term appreciation
Appreciation is a feeling that is transported. This usually happens in an interactive relationship between two people, as it must be addressed directly to the recipient to have its effect. It is about recognising the value that one places on a person. Appreciation can be divided into two categories (see Figure 3), on the one hand, appreciation can be promoted for an achievement that a person performs, and on the other hand, appreciation can also be expressed to a person in himself/herself. These can be asserted either implicitly through words, facial expressions and gestures, or explicitly through words. Without appreciative interaction, it is almost impossible to create a positive working atmosphere.4
Abbildung in dieser Leseprobe nicht enthalten
Figure 3: Appreciation
Source: own illustration
The distinction between the terms praise and gratitude
In contrast to appreciation, praise is related to a specific achievement, meaning that praise is expressed after a completed task or project. This is also the case with gratitude. In contrast to appreciation, praise and gratitude can be used manipulatively.5
2.2 M otivation
The word motivation comes from the Latin "movere", which means "to move". It can be derived from this that motivation moves to an action. This can be generated either by the individual himself (intrinsic) or by external factors (extrinsic).6
2.2.1 Intrinsic and extrinsic motivation
Intrinsic motivation arises from the task itself, as this in itself gives pleasure or the achievement of the same is perceived as a success. Thus, intrinsically motivated people are usually more satisfied with their work, more disciplined in achieving goals and more self-confident in dealing with failures. Extrinsic motivation on the other hand is based on the behaviour of other people who create incentives to trigger a feeling of motivation in the respective person, including incentives such as money or praise and recognition. These individuals are therefore dependent on others to feel motivated.7
2.2.2 Motivational tools
To illustrate the different motivational tools, a model is presented below. This consists of three levels, which represent the various incentive systems that an employer can offer. The outer level is the "stimulation environment", which includes all aspects that have a tertiary influence on the individual's well-being with the employer. These include the employer's appearance and prevailing morale, work equipment and location, the extent of health promotion and fitness offers, mobility promotion, opportunities to work from home, and childcare support. In summary, these are factors that are seen as basic requirements for choosing an employer.
The second level is the so-called "interaction environment", which includes factors such as cooperation with other colleagues, as well as internal communication, the culture of appreciation, and the culture of reflection. The creative freedom that is granted, the work planning, as well as the existence of a qualified working environment. All in all, these are aspects that describe the direct working environment.
At the core of the model the "incentive core", are aspects that have a direct influence on employee motivation. These include components such as monetary incentives, the organisation of working hours and work content, training opportunities, and individual career development. Monetary incentives include fixed compensation, such as salary, variable compensation, such as bonuses or commissions, and continuous salary increases. In addition, some companies give participation opportunities in management positions. Another component of the incentive core is the work content, where employees must be appropriately challenged and promoted so that they enjoy the job. To this end, the tasks should be varied and diverse so that monotony does not set in. In addition, the individual should see a sense as well as the aspect of sustainability in their activity to understand the corresponding goal behind it. Furthermore, many employees want to have opportunities for participation, this includes the transfer of responsibility. Many perceive this as a sign of recognition, which can be categorised in this model under the point of the desire for advancement. This is illustrated in Figure 4.8 In the following the most important motivational tools in relation to achieving a culture of appreciation are explained in more detail.
Abbildung in dieser Leseprobe nicht enthalten
Figure 4: Motivation and retention model
Source: Sass, Enrico, 2019, p.128 (translated)
2.2.3 Financial incentives
Financial incentives include fixed compensation, such as salary, as well as variable compensation, such as bonuses or commissions. In addition, some companies give participation opportunities in the form of shares to their employees.9 The receipt of monetary incentives is an extrinsic motivator since a material counter value is transmitted for the performance. The effect therefore has a temporary limit. The acclimatisation to a higher income and the associated standard of living takes place within a short period.10
The background for the high importance of financial incentives lies in the need to secure livelihoods.11 According to Maslow's pyramid of needs, this need lies in the second level, the desire for the fulfilment of the need for security.12 Due to human nature, the reproductive instinct, humans strive to found a family. For this a sufficient income is needed to be able to realise rising living costs and an adequate standard of living. This is accompanied by the desire to lead a carefree life and ultimately achieve prosperity.13
Another model dealing with the issue of work motivation and the connection to financial incentives was established by Frederick Herzberg in 1959. Herzberg divided the reasons that lead to higher work motivation among employees into two different categories. On the one hand, this is influenced by motivators, such as receiving appreciation and on the other hand by hygiene factors. Hygiene factors include, for example, salary, but also management style, and interpersonal relationships. In his opinion, hygiene factors do not influence work motivation but are perceived by employees as a basic requirement for a pleasant working environment. If these factors are not available to the employee, they are dissatisfied and will quit in the long run. Accordingly, only the motivators create added value. Appreciation, responsibility, opportunities for promotion, an appreciative working environment, etc. This also shows that salary is a fundamentally important prerequisite for entering into an employment relationship. However, motivators are needed to ensure employee satisfaction and employee loyalty to the company. Consequently it can be summarised: Motivators create satisfaction, while an absence of hygiene factors, such as financial incentives, creates dissatisfaction.14
3. A ppreciation as part of corporate culture
This chapter is about discussing what is to be understood by corporate culture and to what extent this has an influence on the creation and perception of employees of an appreciative atmosphere in the company.
3.1 D efinition and models of corporate culture
The beginnings of the study of corporate culture lie in anthropology. Scientists have tried to develop an understanding of the value system of a society with the help of qualitative methods in the form of observations and interviews. In addition, the aim was to find out what influence culture can have on relationships and stability within society. This can be adapted to the study of corporate culture.15 Every company has a specific corporate culture. The people who interact with each other in this working environment form the heart of the organisation. In the beginning, the company founders are largely responsible for the formation of values and the way they interact with each other. In the further course, these values are supplemented by factors within the interaction environment.16
To understand the concept of corporate culture, it is equally important to distinguish it from the corporate climate. Corporate culture is a collective phenomenon and includes fundamental beliefs, which include the values and behaviours anchored in the company. It is important to set this apart from the company climate, which is individual and describes a current mood. In contrast to the corporate culture, it can be influenced more easily.17
One of the best-known publications on the subject of corporate culture was published in 1985 by the social scientist Edgar Schein. He defines corporate culture as18 „a pattern of shared basic assumptions that was learned by a group as it solved its problems of external adaption and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.”19 Accordingly, corporate culture can be understood as a learning process of a group, which has the goal of creating common basic assumptions in order to successfully adapt to external influences. This basic understanding of problem solving is accordingly passed on to new employees.20 Organisational psychologist Sonja Sackmann shares Schein's view that corporate culture is made up of visible, observable artefacts and behaviours, as well as invisible, unconscious fundamental beliefs, and has thus developed his model further, or rather made it more concrete.21
Abbildung in dieser Leseprobe nicht enthalten
Figure 5: Corporate Culture as an iceberg
Source: Sackmann, Sonja, 2017 p.44 (translated)
The visible, observable artefacts and behaviours include verbal as well as non-verbal behaviours. Verbal behaviour includes the language used, everything that comes to light in interaction with each other, such as the way employees address each other, the company-specific jargon, the way humour is used and also whether and in what form stories, legends and myths are passed on in the company. Non-verbal behaviour includes everything that can be read from body language, facial expressions and gestures. Besides, rituals and celebrations also count as non-verbal behaviour, as these have been anchored as a habit and therefore do not require any verbal language for explanation.22
Various parameters can be used to analyse an existing corporate culture. Starting with the corporate values that are carried externally, as well as the internal values, such as the vision, mission and basic principles of a company. In addition, there are fundamental assumptions that are anchored in the company, the strategic orientation of the company, as well as factors that have significantly shaped the company´s success, the communication culture, performance evaluation and incentive systems, the design of the work environment, organisational structures and processes, general leadership behaviour, behaviour in the workplace, typical style characteristics and symbols/artifacts that characterise the company.23 Up to the present time, there is a multitude of further definitions of the term corporate culture, but it has not yet been possible to agree on a universally valid definition.
3.2 C haracteristics of an appreciative corporate culture
No universal list of specific characteristics can be established to define an appreciative corporate culture. What is important are the social and moral values that a company should internalise. As an appreciative corporate culture requires a well-functioning communication culture, as appreciation is mostly conveyed through words and facial expressions, gestures, etc. Thus, the following chapter is about characteristics, as well as a way of optimising and building a communicative corporate culture.
3.2.1 Characteristics of a successful corporate culture
Since corporate culture is seen as a success factor for a well-performing company, the question arises as to how parameters for a successful corporate culture can be defined. In this context, in a particular challenge concerning the observance of an appreciative approach. These characteristics cannot be generalised, yet some corporate values have emerged as particularly successful. However, corporate values must always be adapted to the company's goals, so they should be designed individually.
For a conceptual framework, Sackmann has defined nine parameters that should be part of the corporate culture, these contain:
A clear and communicated identity - this includes a clear communication to employees about the company's goals, the mission must be clear and understandable. Where does the company want to go? What behaviours are necessary to achieve this? The mission of the company should be written down and communicated to all staff and presented regularly to anchor it in the minds of the staff.24 Corporate values should take into account moral values such as helpfulness, civil courage, gratitude, honesty, openness, etc. to promote respectful interaction.25
Consistent strategic (goal) orientation : Furthermore, it needs a strategic goal orientation that specifies the mission of the company. What is the company's plan for the future and how is it to be achieved? A corporate strategy is important for this, which is characterised by strategic leadership. This must be communicated in an understandable way to ensure that all employees are working towards the same goal. Clarity in relation to goals is discussed in more detail in chapter 4.2.2. Customer orientation. In addition, the orientation of the employees' thinking should be on the focus of the customer. According to the motto "the customer is king", the focus should be on customer satisfaction in the pursuit of objectives. This implies a respectful, courteous approach to customers.
Ability to learn and adapt : Continuous development is the norm in everyday work. A company that wants to stand up to the competition must be able to deal with these changes. To do so, it must act flexibly, that is to adapt to changing conditions. Innovation capability. If the company misses the progress and holds on to the rigid values of the past, this can lead to failure. Consequently, an appreciative corporate culture should be open to innovations. Further development of the corporate culture is only possible if each individual continuously reflects on himself/herself and questions the way of working and improves it accordingly.26 Companies should encourage and challenge their employees and find the best possible way to support them in their development.27 This goes hand in hand with the dimension of using the potential of the employees. Employee motivation is the keyword here. This is determined by the orientation towards the needs of the employees. Showing humanity should be demanded and encouraged. Service-oriented companies in particular are dependent on the performance of their employees, as they represent the company.28 „As one calls into the forest, so it sounds out“29 , This means that appreciation starts at the management level and is then passed on through the hierarchy levels. If you are treated with appreciation, you will pass this on.30
This is further defined in the dimension of performance orientation/willingness and ability to perform. Understand the means and ambition to achieve specific goals. But also the ability to learn, because employees who are untrained in their area of responsibility cannot achieve the expected performance. This dimension is closely linked to strategic goal orientation, as well as the following dimension, the innovation capability. Innovative capacity means further development in terms of products and/or services. A company must demonstrate creativity to maintain or strengthen its competitive position. This includes internal as well as external developments. Internal developments, such as new processes and systems, are meant to increase the performance of a company.31
Leadership based on partnership and in line with the culture - open communication :
The way of communication within a company is of high importance. How is important information passed on? An open communication culture within the different hierarchical levels indicates the extent to which critical issues are addressed. Leadership behaviour that conforms to the culture means that managers have internalised the corporate culture, live it accordingly, and thus act as role models in their function. If the manager and the corporate culture do not match, there is no future perspective for the company. The point of communication will be dealt with more specifically in the further course of the paper.32
The last dimension listed is balanced stakeholder orientation. Stakeholders include colleagues, customers, and major shareholders. The growth of social responsibility is steadily increasing. Balanced satisfaction of all has a positive impact on the corporate culture. The company's values should therefore be appreciated and respected, externally and internally.33
3.2.2 Definition communication
Communication comprises the totality of processes in which people exchange messages and/or information34 A distinction is made between verbal and non-verbal communication. Verbal communication is language, such as words and sounds that are exchanged. Non-verbal communication is body language, which includes facial expressions, gestures, and behaviour.35
3.2.3 Schulz von Thun ´s communication model
Every person is different, everyone has their world of experience, individual views, experiences, and emotions. Therefore, each person also interprets a message on this individual level. To illustrate the interpretation of a message, Schulz von Thun once developed a four-ear model, which shows that something said cannot be considered abstractly, but that up to four different levels of information are communicated. This is illustrated in Figure 6. On the one hand, the factual content is communicated, which means the context itself. In addition, each sender reveals something of his or her emotional world in what is said. It also becomes clear in which relationship the interactors stand to each other. The last "ear" also hears an appeal to the receiver in every message, what is said is supposed to prompt the addressee to act.36 An example to illustrate: The manager says to the employee: "I need a report on the target and actual values of the expenses by tomorrow", the factual aspect says that a report is needed. The manager reveals that he is in a hurry with the report. On the relational level, the manager conveys, "I am superior to you" and thus expresses the appeal that the report is needed promptly!37 By becoming aware of this, clarity in communication can be strengthened and an awareness can be created to recognise the scope for interpreting a statement. It should also be noted that para-verbal signals are also important in the transmission of a message.38
Abbildung in dieser Leseprobe nicht enthalten
Figure 6: Four-sides-model by F. Schulz von Thun
Source: https://blog.rwth-aachen.de/designthinking/2016/01/22/human-robot-interaction-and-the-four-sides-model-by-f-schulz-von-thun/, accessed: 25/01/2021
4. Leadership as a motivational tool
In the beginning it is important to define what is meant by the term “leadership” in everyday working life: Leadership in a work context involves conscious and targeted influencing of employees to harmonise individual goals with organisational goals.39
Managers have a variety of ways to express their appreciation. Two main categories can be distinguished. On the one hand, there are direct and indirect leadership instruments. Direct leadership instruments are methods that can directly influence the behaviour of an employee. These include, for example, staff appraisals, praise, and recognition, as well as criticism, feedback, and target-setting meetings. In addition building a relationship of trust, joint career planning, workplace design, task distribution, opportunities for employee participation etc., to name the most important components of direct management instruments. Indirect leadership instruments include methods that do not have a direct effect on the employee but use measures that influence the environment and thus have an effect in the context. These include, for example, personnel selection, team design, team development, control and incentive systems, as well as the design of the working environment, etc.40 Particular attention should be paid to direct leadership instruments, that they are expressed honestly and authentically and within an appropriate framework. For example, praise should be neither too little nor too often, so that the authenticity and thus the effect of the praise is not lost.41 This is explained in more detail in chapter 4.2.4. In the further course of this paper, some direct leadership instruments will be examined in more detail, as through the use of these, managers can actively convey appreciation towards their employees.
4.1 Mc Gregor ´s X- Y theory
Every person grows up shaped by different social influences. Thus each individual also develops different perspectives concerning the perception of types of people. Since there is a multitude of different people and their corresponding characteristics, it is impossible to categorise them all due to the individuality of each person.
[...]
1 Lencioni, Patrick: The truth about employee engagement- a fable about adressing the three root causes of job misery, San Francisco: Jossey-Bass, 2007, p. 232
2 See: Massini, Gerald: Klarheit und Wertschätzung in der Führung- ein Leitfaden für Vorgesetzte und Führungskräfte in Unternehmen und Organisationen, 2019, Rosenfeld: Springer Gabler, p.34
3 See: Nier, Hedda (ManpowerGroup, 2017) Was eine gute Führungskraft ausmacht, quoted after: de.statista.com https://de.statista.com/infografik/10710/was-eine-gute-fuehrungskraft-ausmacht/, accessed: 25/01/2021
4 See: Schneider, Ralf; Becker, Robert; Schreier, Marion (Hrsg.): Potenziale entdecken, Berlin: Springer-Gabler, 2016, p. 92 et seq.
5 See: Matyssek, Anne Katrin: Wertschätzung im Betrieb- Impulse für eine gesündere Unternehmenskultur, Köln: Books on Demand GmbH, 2011, p. 14
6 See: von Diest, Friedrich: Das Summa Summarum des Erfolgs- die 25 wichtigsten Werke für Motivation, Effektivität und persönlichen Erfolg, Wiesbaden: Dr. Th. Gabler GmbH Betriebswirtschaftlicher Verlag, 2006, p. 107
7 See: Becker, Florian: Intrinsische und extrinsische Motivation, n.a, https://www.lpb-bw.de/fileadmin/Abteilung_III/jugend/pdf/ws_beteiligung_dings/2017/ws6_17/intrinsische_extrinsische_motivation.pdf, accessed: 05/02/2021
8 See: Sass, Enrico: Mitarbeitermotivation, Mitarbeiterbindung- Was erwarten Arbeitnehmer?, Potsdam: Springer Gabler, 2019, p. 128- 133
9 See: Sass, Enrico: Mitarbeitermotivation, Mitarbeiterbindung- Was erwarten Arbeitnehmer?, Potsdam: Springer Gabler, 2019, p. 129 et seq
10 See: Hinz, Olaf (2020), Anreizsysteme, https://www.business-wissen.de/artikel/anreizsysteme-was-motiviert-mitarbeiter-am-staerksten/, accessed: 30/03/2021
11 See: Sass, Enrico: Mitarbeitermotivation, Mitarbeiterbindung- Was erwarten Arbeitnehmer?, Potsdam: Springer Gabler, 2019, p. 29 et seq
12 See: McLeod, Saul (2020), Maslow's Hierarchy of Needs: https://www.simplypsychology.org/maslow.html, accessed: 28/01/2021
13 See: Sass, Enrico: Mitarbeitermotivation, Mitarbeiterbindung- Was erwarten Arbeitnehmer?, Potsdam: Springer Gabler, 2019, p. 29 et seq
14 See: BWL- Lexikon.de, (n.a.), Zwei-Faktoren-Theorie, https://www.bwl-lexikon.de/wiki/zwei-faktoren-theorie/, accessed: 10/08/2021
15 See: Gregory, Moorhead; Rickey W., Griffin: Organizational Behavior- managing people and organizations, Boston: Houghton Mifflin Company, 4th Ed., 1995, p. 444 et seqq
16 See: Bruhn, Manfred; Esch, Franz- Rudolf; Langner, Tobias (Hrsg.): Handbuch Kommunikation, Wiesbaden: Gabler, 2009, p. 1217
17 See: Sackmann, Sonja: Unternehmenskultur: Erkennen - Entwickeln - Verändern- Erfolgreich durch kulturbewusstes Management, Munich- Neubiberg: Springer Gabler, 2017, p.65
18 See: Schein, Edgar H.: Organizational Culture and Leadership, 4th Ed., San Francisco: Jossey- Bass, 2010, p. 69 et seqq
19 See: Schein, Edgar H.: Organizational Culture and Leadership, 4th Ed., San Francisco: Jossey- Bass, 2010, p. 69 et seqq
20 ibidem
21 See: Sackmann, Sonja: Unternehmenskultur: Erkennen - Entwickeln - Verändern- Erfolgreich durch kulturbewusstes Management, Munich- Neubiberg: Springer Gabler, 2017, p. 42 et seqq.
22 See: Sackmann, Sonja: Unternehmenskultur: Erkennen - Entwickeln - Verändern- Erfolgreich durch kulturbewusstes Management, Munich- Neubiberg: Springer Gabler, 2017, p. 42 et seqq.
23 See: Homma, Norbert; Bauschke, Rafael; Hofmann, Laila M.: Einführung Unternehmenskultur- Grundlagen, Perspektiven, Konsequenzen, Heidelberg: Springer Gabler, 2014, p. 59- 60
24 See: Sackmann, Sonja: Unternehmenskultur: Erkennen - Entwickeln - Verändern- Erfolgreich durch kulturbewusstes Management, Munich- Neubiberg: Springer Gabler, 2017, p. 295 et seqq.
25 See: (Hrsg.) Frey, Dieter; Graupmann, Verena; Fladerer, Martin P.: Psychologie der Werte, Munich: Springer- Verlag, 2016, p.308
26 See: Sackmann, Sonja: Unternehmenskultur: Erkennen - Entwickeln - Verändern- Erfolgreich durch kulturbewusstes Management, Munich- Neubiberg: Springer Gabler, 2017, p. 295 et seqq.
27 See: Sass, Enrico: Mitarbeitermotivation, Mitarbeiterbindung- Was erwarten Arbeitnehmer?, Potsdam: Springer Gabler, 2019, p. 39 et seqq.
28 See: Sackmann, Sonja: Unternehmenskultur: Erkennen - Entwickeln - Verändern- Erfolgreich durch kulturbewusstes Management, Munich- Neubiberg: Springer Gabler, 2017, p. 295 et seqq.
29 Geolino, (n.a), https://www.geo.de/geolino/redewendungen/3393-rtkl-redewendung-wie-man-den-wald-hinein-ruft-so-schallt-es-heraus, accessed:10/08/2021
30 See: ibidem
31 See: Sackmann, Sonja: Unternehmenskultur: Erkennen - Entwickeln - Verändern- Erfolgreich durch kulturbewusstes Management, Munich- Neubiberg: Springer Gabler, 2017, p. 295 et seqq.
32 See: Sackmann, Sonja: Unternehmenskultur: Erkennen - Entwickeln - Verändern- Erfolgreich durch kulturbewusstes Management, Munich- Neubiberg: Springer Gabler, 2017, p. 295 et seqq.
33 See: Sackmann, Sonja: Unternehmenskultur: Erkennen - Entwickeln - Verändern- Erfolgreich durch kulturbewusstes Management, Munich- Neubiberg: Springer Gabler, 2017, p. 295 et seqq.
34 See: Bruhn, M.; Esch, F.-R.; Langner, T. (Hrsg.): Handbuch Kommunikation, 2009, Wiesbaden: Gabler, p. 1217 et seq.
35 See: Lackes, Richard; Sierpermann, Markus; Maier, Günter W. (2018), Kommunikation: https://wirtschaftslexikon.gabler.de/definition/kommunikation-37167/version-260610, accessed 14/04/2021
36 See: Röhner, Jessica; Schütz, Astrid: Psychologie der Kommunikation, Osnabrück: Springer, 3rd Ed., 2020, p. 32 et seq.
37 Own example
38 Röhner, Jessica; Schütz, Astrid: Psychologie der Kommunikation, Osnabrück: Springer, 3rd Ed., 2020, p. 32 et seq.
39 See: Kauffeld, Simone (Hrsg.): Arbeits-, Organisations- und Personalpsychologie für Bachelor, 2014, 2nd Ed., Braunschweig: Springer, p. 72
40 See: Becker, Florian: Psychologie der Mitarbeiterführung- Wirtschaftspsychologie kompakt für Führungskräfte, 2015, Munich: Springer, p. 15 et seq.
41 See: Massini, Gerald: Klarheit und Wertschätzung in der Führung- ein Leitfaden für Vorgesetzte und Führungskräfte in Unternehmen und Organisationen, 2019, Rosenfeld: Springer Gabler, p.31 et seq.
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