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Research Proposal Topic: Influence of Work Culture on Psychological Safety of Multicultural Teams in Canadian Organisations
Simply recruiting talented individuals is not enough for a business to fully prosper in a world where innovation might be the difference between success and failure (Edmonson, 2019, p.2). People need to feel comfortable expressing their expertise at work, including worries, inquiries, errors, and unfinished thoughts. Highly talented individuals can fail to offer their knowledge at crucial times because they are hesitant to stand out, be incorrect, or annoy management. This is a problem in the majority of companies today (Cross et al., 2018, as cited in Edmonson, 2019). Following this, it becomes important to take into account the elements affecting or restricting the performance of workers in multicultural teams, including the concept of psychological safety (PS) (Volevakha et al., 2021). The association between PS and Canadian workplace culture will be examined in this study. For instance, Sterud et al. (2018) claim that PS is rarely brought up when discussing the factors companies should focus on to increase productivity in Canadian workplaces. The primary question this research seeks to address is: What is the influence of workplace culture on the psychological safety of multicultural teams in Canadian organizations?
The study examines how workplace culture and PS impact or promote workplace well-being with the goal of improving the experience of multicultural teams in Canada. According to Edmonson (2019), better productivity and a deeper feeling of purpose and commitment to the workplace come when people have the PS to interact and disagree without fear. Outlining the importance of workplace culture and the impact of PS on multicultural teams in Canada is the research’s anticipated conclusion. The study will examine Schein’s theory of workplace culture, which contends that cultural artefacts (workplace culture at the surface level), espoused beliefs (the values held by the Canadian organisation), and the fundamental underlying assumption (the things that everyone in the organisation believes) are cultural artefacts, beliefs held by the organisation, and basic underlying assumptions.
PS refers to the kind of self-respect that employees display in the workplace, free from any unfavourable effects. According to Edmondson (2019), PS is the setting generated inside an organisation that fosters a psychological sense of security and safety at work. According to Kim (2020), psychological safety refers to a worker’s capacity to express themselves without worrying about the potential impact on their position, career, or image. Workplace culture, according to Kumar (2016), is a common value, standard, and expression apparent among individuals in a company and frequently promotes fluid working interactions. The aims, reasons, and methods that affect people’s behaviour and level of adaption, including how they might include other team members, are referred to as these professed values, according to Schein and Schein (2016).
With these cultural potentials, it is useful to learn if and how workplace culture affects employees’ psychological well-being in Canada. This could give Canadian companies a good choice for raising the PS of multicultural teams in order to improve their output and contribution. The amount of employee happiness (Tastan & Türker, 2014), the overall improvement in employee performance (Volevakha et al., 2021), and the level of enthusiasm displayed by workers in the workplace have all been pushed as favourable effects of workplace culture on staff performance. According to Ting-Toomey and Oetzel (2001), intercultural competency is a crucial issue for managers and workers given the rising cultural variety and globalisation in most businesses. In organizational settings, such competence skills focus not only on individuals but also on the overall organization itself.
The full ORIGINAL proposal include a Background Section, Methods, References and Schedule Section. TOTAL WORDS: 1,400 APPROX
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