Large corporations are prime examples of using research on human systems and cultural approaches. One of the biggest users of this knowledge is KPMG, even among the Big4 group. It is almost impossible not to find an article from KPMG on the importance of corporate culture and its efforts. Thus, KPMG’s developing corporate culture will be the case for this essay’s analysis. The Code of Conduct is at the core of KPMG’s corporate culture, as the company claims to set its values based on the document. These values and the policies and processes outlined in the Code of Conduct form the necessary attitudes and behavior (Pooja, 2020). The most interesting thing about this culture is its emphasis on the organization’s employees. It is essential that people create and participate in culture as per its definition. However, in the case of KPMG, culture is not naturally formed by its employees. It is mandated from the executive level of decision-making of the company. Thus, values like dedication and hard work benefit the company first and foremost.
Human resources management is the primary goal of KPMG’s corporate culture. According to Pandey (2019), the main aim of this corporate culture is to leverage the organization’s human capital more effectively. In other words, KPMG’s corporate culture should be viewed as an artificially created cultural “bubble” for the company’s profit and not equal to the naturally formed culture of society. Thus, using this lens, it is easier to understand and identify the features of KPMG’s culture. For example, the employees are encouraged and mandated to participate and engage in activities outside their job description and working hours. Individuals are expected to show certain qualities and personal growth toward these qualities to be accepted and rewarded in the system of KPMG (Wachiuri, 2018). These KPMG actions allow the employees to develop the values of the culture mentioned above, including hard work and dedication.
The source for this case was generally taken from the large KPMG company study by Pooja (2020). Furthermore, the case description was supplemented by research studies on KPMG’s work processes and corporate culture by Wachiuri (2018) and Pandey (2019). This supplementation allowed for a broader understanding of the KPMG culture and actions in the context of sociology and social sciences while helping identify the feature of this culture.
Several concepts of systems and cultural approaches can be applied to this case. The main concept for this case is organizational culture. At the core, organizational culture is a set of values, practices, and rules in the organization that guides it in everyday conduct (Restás et al., 2018). Additionally, concepts, including Cybernetic System Theory and Weick’s Theory of Organizing, can be used in explaining this case. The first theory explains corrective feedback’s role in system communication and control. On the other hand, the second theory emphasizes the significance of communication in the organization. Moreover, it focuses on how communication, rules, and procedures can help the system to achieve its goal.
KPMG’s corporate culture is an example of organizational culture. It can clearly be observed in values, including hard work and dedication. Moreover, the activities outside of work mentioned above are practices of this culture that promote and maintain it. The rules can be found in the company’s Code of Conduct and its purpose of inspiration for culture and enforcement in case of non-compliance. As for Cybernetic System Theory, corrective feedback is the foundation of maintaining KPMG’s corporate culture, from the punishment based on the Code of Conduct to more subtle encouragements. As mentioned, individuals who display the necessary qualities and characteristics are accepted and promoted. On the other hand, those who do not are punished or pressured into compliance. Weick’s Theory of Organizing is the core idea for the deeper motivation of KPMG in creating corporate culture. The primary goal of KPMG mentioned above is to leverage its human capital. Therefore, all the rules like the Code of Conduct, values like hard work and dedication, and extra events aim to achieve this objective.
References
Pandey, R. K. (2019). A case study on leveraging human capital through organizational culture & engagement. International Journal of Advance and Innovative Research, 6(1), 17-21. Web.
Pooja, M. (2020). Organization study on KPMG (Doctoral dissertation, CMR Institute of Technology. Bangalore). Web.
Restás, P., Czibor, A., & Szabó, Z. P. (2018). Understanding workplace behavior through organizational culture and complex adaptive systems theory. International Journal of Psychological and Behavioral Sciences, 12(8), 1125-1130. Web.
Wachiuri, J. W. (2018). Effect of performance appraisal on organizational performance: A case study of KPMG Kenya (Doctoral dissertation, United States International University-Africa). Web.