INFLUENCING ORGANISATIONAL CULTURE BY MEANS OF EMPLOYEE REMUNERATION

. The aim of this paper is to particularly define the possibilities of influencing organisational culture by means of em­ ployee remuneration. The paper will present the results of research conducted over 2010–2012. The respondent group included 340 organisations operating in the Slovak Republic. The research showed that even though 98% of the interviewed organisations realise the importance and meaning of dealing with the creation and maintenance of organisational culture, only 21–43% have defined an organisational culture strategy in writing within the organisation´s strategy.

approaches and values, it is necessary to focus on orga nisational culture and human resources simultaneously. The possibility of such a simultaneous focus is given by the interconnection of organisational culture and human resources management, which is declared in their common primary role, which means, as Kachaňáková presents: "to create conditions of so called positive behaviour of employe es in line with strategic intentions and goals of a company" (Kachaňáková 2010).
The aforementioned implies that it is necessary for a company to ensure concordance, respectively the greatest possible intersection between the values declared within the sustainable development concept, values enforced by a company, and the values of its employees. In order to be able to achieve the greatest possible extent of concordan ce between human resources in a company and desirable elements of organisational culture declared by a company,

Introduction
Organisational culture is something like the personality of a company. Appropriate organisational culture should be a summary of the ways of behaviour and actions of a compa ny as a whole, as well as its individual employees, on the way to achieving strategic company goals as well as the personal goals of employees. At a general level, climate perceptions are viewed as providing a mediating link between organi sational characteristics and employee attitudes, motivation, and performance (Parker et al. 2003). Organisational cul ture, teamwork, and organisational development have a direct and significant effect on organisational commitment (Ghorbanhosseini 2013).
With regard to the fact that the bearers of a change, respectively the bearers of an appropriate organisational culture should include all company employees, who are expected to share and develop strategically necessary ideas, it is necessary to interconnect activities within individual functions of human resources management and required values, approaches, and behaviour at work. Such an inter connection is the key precondition of positive acceptance of an appropriate organisational culture by company emplo yees, its grounding in their behaviour, and the subsequent sharing and extension of organisational values. For this purpose, good examples of leader behaviours maybe used, which may in turn effectively motivate employees to follow (Huang et al. 2008).
The views of influencing organisational culture by means of the remuneration of employees, which is a function of hu man resources management adopted by many world as well as domestic authors, are identical, while the remuneration function is often seen as key to building the content of orga nisational culture (Cagáňová et al. 2010;Urbancová 2012;Filip et al. 2011;Dudová 2014;Remišová, Búciová 2011).
Brown characterises the remuneration system as a way of unequivocally expressing company values, and the key to comprehending organisational culture (Hitka, Stipalova 2011;Závadský et al. 2015).
Remuneration affects employees by means of their mo tivation, while motivation is a predictor of behaviour and actions of employees at work (Potkány 2008). The basis of creating an appropriate employee remuneration system, which would motivate them to achieve company goals as well as their personal goals, is the precise identification of needs, interests, and value orientation of employees. Human resources managers need to consider issues asso ciated with autonomous motivation, controlled motivation, and motivation as a predictor of employee performance (Ankli, Palliam 2012). Notably, extrinsic rewards need to be used with caution in practice. Appropriate rewards may be comprehended to be a kind of approval and inspiration, however never go beyond surplus (Jiacheng et al. 2010). As Kachaňáková states, it is possible on the grounds of such ba ses and evaluation results to elaborate and carryout a system of financial and nonfinancial remuneration encouraging the desirable behaviour and performance of employees in line with organisational culture (Kachaňáková et al. 2011).
Remuneration in modern human resources manage ment does not only mean a salary, pay, or other forms of financial remuneration provided by a company to an em ployee as compensation for executed work. The modern concept of remuneration is much broader, including pro motion, formal recognition (appraisals), employee benefits (usually nonfinancial), provided by a company to an em ployee independently of their performance only on the grounds of employment or other relation, on the basis of which the given employee works for the given company. Remuneration can include things or circumstances which are not selfevident, e.g. the allocation of an office equipped in a certain way, allocation at a certain workplace, the al location of a certain machine or equipment (an office with a carpet instead of linoleum, an office in the headquarters building, the allocation of a computer, etc.). Remuneration more and more extensively includes employerprovided education. Besides these more or less material rewards controlled and decided by a company (they are also called extrinsic rewards), increasing attention is drawn to socalled intrinsic rewards. These do not have a material nature and are related to the satisfaction of an employee with executed work, joy brought by work, pleasant feelings resulting from the fact that they can participate in certain activities or tasks, with the feelings of usefulness and success, informal reco gnition of their environment, with their position, achieving work objectives, and career, etc. Remuneration of this kind corresponds to the personality of an employee, their needs, interests, attitudes, values and standards (Koubek 2006).
Companies thus have a broad range of various tools, which they can use to create a system of remuneration for their employees. In order for it to be appropriate, fair, and motivating, remuneration should be constructed according to the needs of the given company.

Material and methods
Our research was carried out in the form of a question naire and conducted over 2010, 2011 and 2012 (always between February and May), at the School of Economics and Management in Public Administration in Bratislava and the Faculty of Economics and Management. The qu estionnaire was distributed in organisations with 50 and more employees. Upon determining a target group, depen ding on the size of the organisation from the viewpoint of a minimum number of employees, we presupposed that organisations with a number of employees lower than 50 did not have standardized and formally defined appro aches to human resources management and to its individual functions. 239 organisations participated in the first phase, and 340 organisations participated in the second as well as the third phases of the research. The summary size structure Table 1 Table 1. The collection, classification, and subsequent summarisation of information obtained from this research was carried out every year from June to September. Mathematical and statistical methods were used upon processing, analysis, and comparison of information, and qualitative methods were subsequently used upon the identification and eva luation of information. A systemic approach for the objective evaluation of knowledge and processes and for the understanding of mutual interconnections and their nature, and for the eli mination of details resulting from random events, was used upon the creation of the article and research evaluation. Analysis was used for information collected from literary sources or questionnaires. All the knowledge was dealt with in smaller parts in order to enable a more detailed focus. As for statistical methods, distribution characteristics were used to express the median. Most of the collected values were expressed in % upon the results summarisation. The methods of induction and deduction were used in the article upon deriving the conclusions. The method of comparison was used upon the evaluation of the present state, compa ring organisations paying sufficient attention to employee allocation and organisations neglecting it or not dealing with it at all. To evaluate the data, the SPSS 19 statistical programme and MS Excel 2010 were used.

Results
Within our research, we were primarily interested in whe ther management of the interviewed organisations realised the importance and justness of dealing with the creation and maintenance of an appropriate organisational culture. Most of those interviewed agreed on the affirmative ans wer to this question. Answers to the subquestion "Why?" most frequently included the following reasons: because it increases motivation and willingness to work, which also results in increased performance and effectiveness, while it creates a favourable and productive environment, increases the loyalty of employees, and enhances relationships and the atmosphere of the workplace. It also has a significant impact on the view of customers and the public regarding a company; it is a picture of a company. The aforementio ned answers clearly show that almost all the interviewed considered organisational culture to be a significant and crucial part of the success of a company (Koubek 2004).
Answers to the first questions sounded very positive. However, when we were determining whether the compa nies had defined an organisational culture strategy within their business strategy in writing, only 21-33% of organi sations answered affirmatively (Table 2). If a clearly and comprehensively defined organisational culture strategy is absent, it is very difficult to draw particular parameters and values of organisational culture from it. Providing employees with the possibility of partici pating in business results and having the possibility of using advantages and services provided beyond a legally stipulated obligation give employees the feeling that their company appreciates them and counts on them, thus they give the company room to present itself inwardly and outwardly.
Research results pointed out significant differences within employee categories upon providing individual forms of employee participation in business results (Tables  3, 4, 5, 6). Management had the greatest participation pos sibilities, with the highest values recorded in all cases and individual options. This difference was most significantly visible in the options of profit share and stock options. Two facts probably affect this state most significantly. First of all, the realisation of company management that managers´ decisions can directly affect a company´s profit in many cases, and they therefore find such remuneration forms motivating. Secondly, these two forms of participation are still not common in organisations operating in Slovakia. In economically more developed countries, these forms of participation are also used as a motivator for lower posi tions, at which the quality and quantity of executed work increase concurrently with work attitude, as the possibility of employees to participate in these forms gives them the feeling that they "work on their own. " Research showed that the most frequently used motivators that companies use for their employees include remuneration dependent on individual performance, and bonuses dependent on the fulfilment of individual goals, by means of which they want to build a substantial interconnection between individual performance and obtained rewards of employees.
Analysing the employee benefits and services which companies provide beyond statutory obligations, we found that more than 50% of companies do not provide such em ployee benefits and services at all. Even though we have re cently heard about improving conditions for working mot hers and declared support for women to become mothers concurrently with developing their careers, our research showed that only a minimum (1-2%) of the interviewed companies declared having a children´s playground at the workplace. In addition, only in 4%, to a maximum in 8% of companies, are there career break programmes, which are most frequently required by parents of children due to ma ternity or parental leave, or in the case of health problems of children or other family members. Also, a minimum of companies declared that they provide contributions for child care beyond statutory obligations (Table 7).

Discussion
The research focused on organisations operating in the Slovak Republic, and showed that although 100% of com panies declare that they realise the justness of organisational culture, only 21-33% of them have defined an organisatio nal culture strategy in writing within their business stra tegies. The given findings also imply that although human resources management theory deals with many forms of financial as well as nonfinancial remuneration, practice still predominantly focuses (even exclusively in more than 50% of the interviewed companies) on issues of financi al remuneration, i.e. the issue of salaries and payments, their structure, the issues of relations between financial remuneration and performance, salary forms, etc. Only a little attention is paid to remuneration resulting from employment (employee benefits). The aforementioned clearly implies that it is necessary to focus separately on organisational culture and employee remuneration as well as their mutual possibilities of po sitively affecting each other. The possibilities of affecting organisational culture by means of employee remuneration and their reasons can be summarised as follows:

Focus on encouraging desirable behaviour of employees upon remuneration
Reason: The justness and key nature of remuneration in re lation to affecting organisational culture is primarily given by its focus on quite directly affecting desirable behaviour. A company can have a direct impact on employees and their behaviour in quite a short time by means of remuneration, most frequently financial. Such behaviour influencing is easily recognisable and due to possible fast feedback which is also notable for employees. From a longterm viewpoint, companies can gradually fixate the desirable behaviour of employees in this way, and make it a standardised beha viour norm. However, affecting and influencing the appro aches and values of employees themselves is gradual, and it cannot be expected that this process can be accelerated by a company, not even on the grounds of significant finan cial remuneration. On the contrary, unless the elements of culture are presented to employees sufficiently and in a suitable way, employees can start behaving desirably as a result of remuneration (there will be a certain level of con formity in employee behaviour), however their inner values will not correspond to company values. The company thus records a desirable performance in a short time; however significant subcultures, gradually growing stronger, start occurring in the longterm.
On the grounds of desirable performance type, to set employee remuneration criteria in relation to organisational culture elements Reason: In relation to remuneration, criteria, performan ce, and organisational culture, it is necessary to focus on which criteria are desirable to reward for achieving a requ ested performance, complying with organisational culture elements. Velíšková provides three variants, respectively bonuses, which can be paid to employees for the fulfilment of requested criteria, with their impact on organisational culture (Lukášová 2010). The first variant is based on the selection of criteria aimed at encouraging individual performance, i.e. bonuses based on individual performan ce, which maximises the performance of an individual on the one hand, however it significantly strengthens indivi dualism, and an environment of competition or rivalry is created on the other. The second variant is based on the selection of criteria encouraging team cooperation, i.e. bo nuses based on team performance, which enhances team cooperation and the sharing of responsibilities; however such an approach can demotivate an individual with greater performance. This can subsequently result in raised tension within a team, and respectively the occurrence of a sub culture within the team. The third variant is based on the payment of bonuses resulting from business results. Such remuneration enhances the feelings of fellowship, coope ration, and loyalty of employees; however, it does not have a significant impact on individual employee performance, except managerial bonuses (Lukášová 2010). The given clearly shows that upon remuneration criteria selection it is necessary to consider the impact of remuneration pay ment on employee performance as well as its impact on organisational culture.

Usage of formal recognition as a remuneration tool encouraging desirable organisational culture
Reason: Recognition, respectively appraisal, whether for mal (in front of colleagues or supported by a ceremony, celebration, or status change) or informal (between an employee and their direct superior) also has a significant impact on the identification of employees with organi sational culture elements. This has the most significant impact on the engagement and initiative of individuals (Sheehan et al. 2014;Zhang et al. 2013;Maloney, Stanford 2011), however it also has a secondary impact on the atmosphere inside the company and its teams. While the act of rewarding and appreciation by superiors, as well as getting recognition from colleagues, or obtaining certain status symbols (e.g. allocation of an office, an assistant, a car, a parking place,…) have a particular impact on individuals, the atmosphere among employees is affected by the way of reward presentation (i.e. common partici pation and the creation of relationships at a ceremony, celebration, etc.).

Usage of education as a tool of remuneration encouraging desirable organisational culture
Reason: Companies, as well as their employees, realise the need of permanent education, which is why it can be used as a reward. This "education as a reward" primarily represents education tailored to the needs of an employee, respectively a team. Outdoor training is most frequently arranged for team "education as a reward. " Companies thus get qualified, motivated and loyal employees.

Usage of organisational culture as a tool for remuneration and motivation
Reason: Organisational culture itself is a significant me ans of motivation. Companies with solid organisational culture declaring, externally as well as inwardly, its values and particularly its engagement in charity, ecological, or other generally helpful activities, take on a favoured position in the eyes of their employees as well as the pu blic. Employees are proud to work in the given company, which has a positive impact on their performance and behaviour inside of the company as well as outside of it. On the grounds of usage of such a positive organisational culture, it is possible to acquire socalled "3S" emplo yees: Say -they talk about the company positively, also outside of it; Stay -they are interested in staying with the company; and Strive -if necessary, they work for the company beyond the framework agreed in the contract (Zábojníková 2012).

Conclusion
The interconnection of individual human resources mana gement functions and organisational culture is primarily related to the fact that their primary role, as Kachaňáková states, is in fact the same -to create conditions for the socalled positive behaviour of employees in line with the strategic intentions and goals of a company (Kachaňáková 2010). Employee motivation only framed by directives, regulations, and standards and the perception of employees by management as only as a means, results in a situation where employees actually start perceiving themselves in the same way, and they subsequently start behaving accordin gly -i.e. they become passive and only carry out activities strictly arising from their employment contract. The afore mentioned clearly shows that such employee behaviour is not desirable for a company, and is definitely not its com petitive advantage. It is therefore necessary to actively build and declare the company´s positive relation to employees and employees´ relation to the company. It is necessary for this purpose to set a desired organisational culture. Individual human resources management functions can be used in its implementation, while the remuneration function is often denoted as key in building the content of organisational culture.