Corporate culture is a critical factor in enhancing the attainment of organizational goals and  objectives. Organizational commitment is defined as the degree to which an employee identifies  with the organization and wants to continue actively participating in it; this in turn defines  organizational behaviour. The stronger an employee‟s commitment to the organization, the less  likely the person is to quit. Strong commitment is also correlated with organizational citizenship,  job satisfaction, and job performance and employee retention.  

Corporate culture affects the way in which people behave in an organization. It can be viewed as  the unique pattern of shared values, attitudes, rituals, beliefs, norms, expectations, socialization,  and assumptions of employees in the organization and is thus equated with the personality of the organization, depicting employee behaviour even when they are not instructed on what to do. It is  vehemently believed that corporate culture influences employees‟ sense of engagement,  identification and belonging to the organization.  

A workplace culture consists of unwritten rules about what it really means to be an employee at  the company. These are the real core values, and are often not what employees see on posters or  employee handbooks. Simply put, workplace cultures tacitly communicate “How things are done  around here.” Cultures are embodied and reinforced by leadership styles, procedures and  perceptions of what‟s valued, rewarded and punished.  

Cultures can be changed. And when they are purposefully planned and executed as foundations for  successful employee well-being strategies, they can lead to the following: 

Higher Participation

A culture of well-being can establish and strengthen employee‟s trust and  boost their enthusiastic participation. A supportive workplace culture shows employees that the  well-being program is in their best interest; not just a tactic to improve the company‟s bottom line. 

Extensive Peer Support

Alone one can achieve only little, but together one can get momentous  success.‟ Supportive culture reinforces healthy lifestyles and leads to teamwork that contributes to  better mental/emotional well-being. Co-worker support can overcome inertia or lack of motivation  while being engaging and fun. 

Become Better Managers

According to the research, managers profoundly impact the well being of their direct reports. Cultures of well-being motivate and reward managers to prioritize  employee well-being as the most effective way to hit their numbers. 

Employees‟ involvement in decision making as well as the organization‟s ability to adapt to  changing circumstances impact positively on employee commitment to the organization. Therefore  follows the significance of employee well-being. Employee well-being must become a core element  of culture strategy because it is the source of the vitality and capacity employees need to achieve  differentiating sustained performance. It is worth remembering that a culture of well-being cannot simply be injected into the organisation. It is the most important thing for an enterprise. To be  most effective in driving organizational performance, employee well-being must rise to the realm  of core value status in the mind of the heads of the company, triggering a decision to integrate a  strong and sustained focus on employee well-being into the organization‟s business strategy. 

It can thus be concluded that employee well-being must become a core value that infuses all  organizational procedures, policies, leadership traits and even how managers and leaders are  evaluated. Inducing changes that show that taking action to improve employee well-being will be  recognized and rewarded. Employees are more committed to their organizations when they are  involved in decision making. The key success factors for organizations at present are employee  empowerment, teamwork, and employee development. These enable managers and employees  more committed to work and feel that they own a piece of the organization. Workplace cultures  must be assessed and re-engineered to ensure they support employee well-being. This requires  that culture itself must become the primary strategic priority, managed with objectives, timetables  and accountabilities. It must be the ulterior motive of every organisation if it aspires to be great,  become a core value of the organization much more central than the peripheral culture-building  activities. The time has come for employee wellness to up its game by making a strong, actionable  business case that a culture of well-being is a differentiating contributor in achieving greatness.