THESIS SUMMARY The study entitled "Impact of Organizational Culture upon Employees and Employer's Behaviour" looks into the effect of organisational c

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1 & CONCLUSION

2 THESIS SUMMARY The study entitled "Impact of Organizational Culture upon Employees and Employer's Behaviour" looks into the effect of organisational culture on work values. To analyse the impact of organisational culture upon employee's and employer's behaviour, the study proposes many objectives. To explore the organisational culture of Kerala industrial organisations the study considered the first objective, hence forth to understand the organizational culture of industrial organizations in Kerala. Major objective of the study is to understand the impact of organisational culture upon employee's behaviour. To explore the organisational culture and value expectancy behaviour of public sector and private sector industrial organisations, the study further considered two another set of objectives on organisational culture and value expectancy. Thus, the third objective is to understand whether the organisational culture is different in public and private sector industrial organizations and the fourth objective is to understand whether the value expectancy behaviour of employees is different in public and private sector industrial organizations. To understand whether organisational culture influence is pervasive to members of different categories of work and years of setvice in their value expectancy behaviour, the research proposes another two objectives. Thus the fifth objective of the research is study the moderating effect of the nature of work (technical and administrative) on value expectancy, in relation to organisational culture and the sixth objective is to study the moderating effect of the different years of service on value expectancy, in relation to organisational culture To study the impact of organisational culture upon employees and employer's behaviour three industrial organisations are selected from the central part of Kerala. The central part of Kerala where the industrial capital exits and majority industries are concentrated in this region. The

3 organisations selected for this particular research includes two public sector and one private sector industrial organisations in central Kerala. The sample of 360 supervisorylmanagerial drawn from employees belongs to two public sector and one private sector industrial organisations in Kerala. Of the 360 sample, 180 employees are selected from the public sector organisations and 180 employees are selected form the private sector organisation. In private sector. 90-supervisory/managerial employees belong to technical side and 90 supervisory/rnanagerial employees belong to administrative side are selected for the study, from organisation C. Since, there are two public sector organisations in public sector, viz, organisation A and B, 90 members from organisation A and 90 members from organisation B. These 90 members are further subjected to a selection of 45 members from the administrative areas and 45 members from the technical area in organisation A and the same criterion followed in the organisation 8. The study further considered the years of service also. The service group classified into members having 0-6, 7-13 and 14 and above years of service. Equal representation from all the service groups is ensured from both public and private sector organisations in this research. To measure the independent variable organisational culture OCTAPACE instrument of organizational culture developed by Pareek (1992) is utilized. The instrument, which analyzes the ethos of the organization, can be denoted as OCTAPACE questionnaire. The OCTAPACE profile is 40 items instrument that gives the profile of organizations ethos in eight values. At the base of ethos are core values. The eight important values relevant to organization building are openness, confrontation, trust, authenticity, proaction, autonomy, collaboration and experimentation. Further, to measure the dependent variable value expectancy inventory developed by Sinha (1982) is used. The scale measures data on 21-sub variables of the value expectancy behaviour,

4 which includes: Ability utilization, Achievement, Advancement, Aesthetics, Altruism, Authority, Autonomy, Creativity, Economic Rewards, Life style, Personal development, Physical activity, Prestige, Risk, Social interaction, Social relations, Variety, Working conditions, Peace of mind, Comfort of life and Dependency. The study has followed different approaches using a mix of qualitative and quantitative methods, such as observation, interview, analysis of documents and reports, informal and formal feedback, for data collection and questionnave administration at different points of time. The data generated from 360 samples is treated with appropriate statistical tools like, mean and standard deviation, correlation, analysis of variance, (ANOVA) and critical ratio analysis (t-test). The use of multiple methods, which include quantitative methods, has helped in establishing a certain degree of 'positivism' in an otherwise social constructionist approach in the enhancement of findings. The major objective of this research is to analyse the impact of organisational culture upon employees and employer's behaviour. The results on Organisational culture and Value expectancy indicate that the strong culture develops high value expectancy behaviour. The overall scores on the strong culture on value expectancy indicate that the strong culture members group has high value expectancy behaviour compared to weak culture group. This lead us to believe that it is not the sector or nature of work or other moderating variables affect the value expectancy behaviour of members but the organisational culture orientation is determining the member's perception towards work importance and work values. When we look into the over all value expectancy and twenty one sub variables value expectancy on strong organisational culture group it is clear from the results that strong organisational culture group have high expectation to ability utilization, achievement, advancement, aesthetics, altruism, authority, autonomy, creativity, economic reward, life style, personal development,

5 good physical activity, prestige, risk taking, social integration, social relationship, variety, working conditions, peace of mind, comfort of life and dependency in their work. In all of the twenty-one variables the strong value expectancy behaviour observed. This indicates that culture is influencing the behaviour of members at work. The results of the weak culture are opposite to that of the strong culture in its impact on the value expectancy behaviour of members. The results of strong and weak culture group on the value expectancy behaviour of members indicate insignificant differences in public and private sector. This further shows that the sector is not influencing the behaviour of members but the practices and policies that adhere to strong and weak culture of the organisation influencing the behaviour of members at work. The members of strong culture shares the elements of strong culture compared to public sector. Strong culture organization's practice and policies that adhere to the strong organisational culture thus shows high openness, high confrontatiori, high trust, high authenticity, high proaction high autonomy, high collaboration and high experimentation culture. When we observe the sub variables of organisational culture, it is found that the strong organisational culture of private sector promotes a culture of openness where there is free interaction, genuine sharing of information and feelings and free and frank communication among members. The value system promotes high confrontation behaviour in which superiors support members to face challenges, surfacing problems, going deeper level analysis and finding effective solutions. There is a culture of high trust between members that facilitate to offer moral support among people, interpersonal contacts, help employees and colleagues in a crisis and reliability at the at the time of crisis. There is congruence between what for the organisation exists and how they induce it to organisational members. The culture encourages proactive behaviour by preparing members to take

6 preventive approaches, and proper analysis of pros and cons before taking actions. The value system encourages members in taking independent actions relating to jobs and gives more freedom and autonomy to plan their work in accordance with ones own knowledge and expertise. The culture support collaborative efforts like teamwork and team spirit, team effort to productivity, dilution of ~ndividual accountability and accepting and appreciating help offered by others And finally, in this culture, there is a practice of trying out innovative ways of solving problems, encouraging employees to take a fresh look at doing things precisely, thinking out and doing new things and genuine attempts to change behaviour on the basis of feedback. While opposite policies and practices that adhere to the weak organisational culture. The major objective of this research is to analyse the cultural impact on the behaviour of employees and employer's behaviour. The study clearly indicates that the strong culture develop high value expectancy behaviour compared to weak culture. The strong culture organisations, practice and policies that adhere to the strong cultural values, develop high value expectancy behaviour on employees. While the weak culture organizations, practice and policies that adhere to weak cultural values develop weak value expectancy behaviour on employees. The members in the strong culture organisations have high expectation to an organisational value system, where they can develop own abilities, make use of their skills and knowledge and take advantage of it in their work. They have high expectation on an organisational value system, which recognizes and support their achievement at work. Members have high expectation towards a value system, which inculcate more confidence, optimism, vigour and zeal among members that help them to excel into an enriched job and get ahead in professional and personal life. Members expect that they would like to see work life as more beautiful. Members have high expectation towards a value

7 ,512 6 Chapter ZJ system where there will be adequate delegation of authority and more support from top in proper recognition of their expertness at work. They give more importance to a value system where they can use their creativity in the discovery, development and design of new things, trying out new ideas at work. Members have high expectation towards a work value system which supports good income, permanent employment, fringe benefits, and high standard of living. They give more importance to a work life-style where they can live in accordance with their own ideas and interest. Members expect a work life where they should get adequate space for personal care like brisk walking, yoga and participating sports and other physical activities. They have given more importance to a value system which give prestige viz., a feeling of work esteem, pride in their knowledge and skills, and take care of recognition for their accomplishments, and getting respect for respective position, at work. Similar to the findings of ability utilization, achievement, advancement and creativity there is one more variable, which is close to this category i.e., risk taking. The finding related to risk indicates that members have high expectation towards a value system, which promotes initiation, risk taking, innovation, and facing challenges. They would like to lead and live an exciting and risky life, and taking dangerous task in their work. Members have given higher importance to a work value system, which realizes better social interaction and interrelationship at work. They expect that having a good relationship at work, they can entertain friends and relations during working hours and do things with people they like. Being with friends, members expect a work life that provide network of relation at work place. Members expect a work value system where they should get an opportunity to do different things, change activities; deal with a variety of people in job. They have high expectation towards better working condition, which includes, good space and light in which to work, sanitary facilities, protection from the bad whether, good amenities for work and comfortable working place. From all of these expectations members expect a work life,

8 which will be free of conflict and backbiting, giving inner happiness and provide peace of mind and happiness. They expect that the work life should be free of taxing and difficult work, and give proper rest, relaxation, leisure of work and providing comfortable life. Finally, members have given due importance to a work life where they have enough freedom to share their personal sorrows and happiness with others, they have the freedom to seek help from others in personal matters and have personalized relations with those who work around. While the findings of weak culture organisations is opposite to that in strong culture organisations. The influence of strong culture on the technical and administrative members indicates high value expectancy behaviour. The same trend followed in the different years of service. The value expectancy behaviour of members of different years of service is found high in strong culture group. When we consider the sub group factor nature of work, ignoring the sector and different years of service, the technical and administrative members of strong and weak culture group varied in their perception on value expectancy. The study found that the administrative employees of strong organisational culture group are having high value expectancy behaviour compared to administrative members in weak culture group. The same trend observed in the technical members of strong and weak culture group. This once again proves that the strong and weak organisational culture affect the value expectancy behaviour of members rather that the nature of work. When we look into the different years of service members, the same trend continues. The 0-6 years of service members in the strong organisational culture group perceive high value expectancy behaviour compared to 0-6 years of service members in the weak culture group. When we look into the 7-13 and 14 and above years of service members in strong and weak culture group the same trend observe. This proves once again that the strong and weak culture elements of the organisation affect the

9 value expectancy behaviour of members compared to other moderating factors. The findings above clearly indicate the relationship between strong culture and weak culture in its impact on the behaviour of members in different sectors. These findings on value expectancy behaviour clearly indicate that members in the private sector organisation are giving high importance to work values. Work is primary to the members. The finding clearly pointed out that stronger the culture members feel in their organisation, higher the importance they attached to work. The essence of this research is derived from the findings of these analyses. It is found that stronger the culture, members widely shared within the organisation higher the value expectancy members have with the organisation. The findings of the present research contradict many of the past research findings about the Kerala industrial force. It has been reported that the culture of the industrial organisations are affected by the trade union militancy. The organisations are governed by the trade union and their dictatorship style of functioning with the political patronage. While, the present study indicates that the role trade union comes into the picture only when the members in the organisation face severe hardships from the organisational leadership and managerial approaches. The leadership and the managerial approaches of the organisations are the base of the underlying ethos where the culture of the organisation exists. More than any organisational factors the culture of the organisation respond to the members basic needs, try to understand the needs and wants of the workers, that make the difference in the attitude of members towards the work and work efficiency. Whether to work or not to work is determined by the feelings, assumptions and beliefs of the members. How the culture of the organisation responds to the basic needs of the members,

10 how the culture support members in their growth and advancement, how the culture ensure the safety and security to the members at work all are related top the culture that determine the value expectancy behaviour of members at work. The member's ethical behaviour is highly influenced by the organisational policies and practices, which are widely accepted by the members. The low culture of the organisation negatively influences the member's behaviour and it develops unethical behaviour among members. Thus the resultant the ethical behaviour, low-level performance and lowlevel efficiency are the resultant manifestation of the weak culture. The organisational culture that take into account, the nature of employees, their needs and expectations, and the way they relate with each other and contribute to the organisation, constitute the foundation for building productive and competitive organisation. Trust openness, collaboration, honesty, cooperation, dependability, inter personal relationship, ability utilization, etc are the virtues on which the strong organisational culture building process rest upon. With specific reference to organisational culture, the findings lead us to point out that in some organisation the 'culture is formed by chance, where the policies and practices are already prescribed. Here members have limited freedom to choose their opportunities. Whereas in some other organisations the 'culture is formed by choice, where the policies and practices are determined by members and dynamic leadership. The findings of the present research lead us to believe that the culture of the public sector organisation is formed by chance, and private sector is formed by choice. The 'soft culture' pointed out by Sinha, is identified in this research as Culture by Chance, and the synergetic culture, is identified in this research as a Culture by Choice.

11 This particular research undertaken is to analyse the impact of organisational culture upon employee's behaviour. To understand the cultural impact on value expectancy behaviour of members the study formulated many hypotheses. Among which the maior hypothesis is that stronaer the oraanisational culture hiqher would be the member's value exuectancv behaviour. The findings of the present research are in line with the major hypothesis formulated in the research. Major findings thus can be illustrated as follows 1. The major finding of this research is that the stronger the organisational culture higher the member's value expectancy behaviour. It is observed that when culture of the organisation is strong, the members have high beliefs and attitude towards work values. Work is primary to employees. Member's behaviour is ethically moulded, and oriented towards performance excellence, work efficiency and productivity. 2. The private sector has strong organisational culture compared to pubic sector. On the eight sub variables of organisational culture selected for the study, the members of private sector perceive a strong culture, compared to public sector. The private sector has high openness, high confrontation, high trust, high authenticity, high proaction, high autonomy, high collaboration and high experimentation. The results lead us to believe that the private sector has strong cultural norms and practices with high centrality of work, positive relationship, high work pleasure, high job affect, strong work norms, transparency, free flow of information and

12 better opportunity for innovation and performance. The finding of the public sector is opposite to the private sector. 3. The members of private sector highly perceive the expectancy behaviour, compared to public sector. Members in private sector have high expectation to ability utilization, achievement, advancement, aesthetics, altruism, authority, autonomy, creativity, economic reward, life style, personal development, good physical activity, high prestige, high risk taking, more social integration, more social relationship, more variety, good working conditions, stable peace of mind, high comfort of life and greater dependency at work in private sector compared to public sector. It is clear from this evidence that members in the private sector organization attaches high importance to work values compared to public sector. 4. The private sector organisation shows the elements of strong organisational culture. Members in the private sector organisation have high value expectancy behaviour compared to public sector. The high value expectancy behaviour indicates high importance attached to work. The members in the private sector show high work behaviour, work relationship and work ethics towards performance excellence, work efficiency and productivity. 5. The public sector organisation shows the elements of weak organisational culture. Members in the public sector organisation have low value expectancy behaviour compared to private sector. The low value expectancy behaviour indicates low importance attached to work. The members in the private sector show low work behaviour, low relationship and low ethics towards performance excellence, work efficiency and productivity.

13 6. The administrative members show high value expectancy behaviour compared to technical members. The administrative members work is more dynamic, compared to technical members that is more routine in its nature. The difference in the value expectancy behaviour is related to the difference in the nature of work of administrative and technical members. 7. The middle service year's viz., 7-13 years of service members, shows high value expectancy behaviour compared to other service groups. The nature of work 7-13 years of service members is more of collaborative and coordinative to control the activities at work. The organisational value system extent better suppoft to these members in their realization of their professional and personal growth compared to other groups. 8. The technical and administrative members of private sector have high value expectancy behaviour. Stronger the value system higher the importance members have towards work. While the technical and administrative members of public sector have low value expectancy behaviour. Weaker the value system lower the importance members have towards work. This indicates culture is pervasive to all categories of member depending on the strong and weak culture. Culture more matters in its influence on the work behaviour rather than sector, irrespective of organisational cadre. 9. The Members of different service years in the private sector shows high value expectancy behaviour compared to public sector. The private sector has strong value system and public sector has weak value system. Members of different years of service in private sector have high value expectancy behaviour compared to public sector.

14 Culture more matters in its influence on the work behaviour rather than different service years, irrespective of organisational cadre. 10. The strong culture group has high value expectancy behaviour compared to weak culture group. Culture, whether strong or weak, matters in the value expectancy behaviour irrespective of nature of work and different years of service. Stronger the culture higher the importance members attached to work. In a strong culture members get better opportunity for their related needs, growth needs and existential needs compared to low weak culture. The work behaviour, work relationship and work ethics are more in strong culture grollp compared to weak culture group. The findings of the present study provide a framework to understand the impact of organisational culture upon employees and employer's behaviour. Organisational culture influences the work behaviour, work relationship and work ethics. More than the sectoral difference, nature of work and different years of service the culture of the organisation influence the behaviour of members. This indicates that the differences cited in the value expectancy behaviour of members are not determined by the sectors itself, but policies and practices widely followed by the leadership and the managerial approaches, in a strong and weak organisational culture. Thus culture of the organisation determines human behaviour at work.