To Study The Impact of Organization Culture On Job Productivity of Faculty Members in Imsec Ghaziabad

INTRODUCTION
1
INTRODUCTION OF TOPIC
Organizational culture is the collective behavior of humans who are part of an organization
and the meanings that the people attach to their actions. Culture includes the organization
values, visions, norms, working language, systems, symbols, beliefs and habits. It is also the
pattern of such collective behaviors and assumptions that are taught to new organizational
members as a way of perceiving, and even thinking and feeling. Organizational culture
affects the way people and groups interact with each other, with clients, and with
stakeholders.
The organizational culture may also have negative and positive aspects.
The idea about the culture and overall environment and characteristics of organization, in
fact, was first and similarly approached with the notion of organizational climate in the 60s
and 70s, and the terms now are somewhat overlapping.
The idea about the culture and overall environment and characteristics of organization, in
fact, was first and similarly approached with the notion of organizational climate in the 60s
and 70s, and the terms now are somewhat overlapping.
 Culture as root metaphor sees the organization as its culture, created through
communication and symbols, or competing metaphors. Culture is basic with personal
experience producing a variety of perspectives.
The organizational communication perspective on culture views culture in three different
ways:
 Traditionalism: views culture through objective things such as stories, rituals, and
symbols
2
 Interpretive: views culture through a network of shared meanings (organization
members sharing subjective meanings).
 Critical-interpretive: views culture through a network of shared meanings as well as
the power struggles created by a similar network of competing meanings.
O'Reilly, Chatman, and Caldwell (1991)
Two common models and their associated measurement tools have been developed by
O‘Reilly et al. and Denison.
O‘Reilly, Chatman & Caldwell (1991) developed a model based on the belief that cultures
can be distinguished by values that are reinforced within organizations. Their Organizational
Profile Model (OCP) is a self-reporting tool which makes distinctions according seven
categories - Innovation, Stability, Respect for People, Outcome Orientation, Attention to
Detail, Team Orientation, and Aggressiveness. The model is not intended to measure how
organizational culture effects organizational performance, rather it measures associations
between the personalities of individuals in the organization and the organization's culture.
Employee values are measured against organizational values to predict employee intentions
to stay, and predict turnover. This is done through instrument like Organizational Culture
Profile (OCP) to measure employee commitment.
Daniel Denison‘s model (1990) asserts that organizational culture can be described by four
general dimensions – Mission, Adaptability, Involvement and Consistency. Each of these
general dimensions is further described by the following three sub-dimensions:
 Mission - Strategic Direction and Intent, Goals and Objectives and Vision
 Adaptability - Creating Change, Customer Focus and Organizational Learning
 Involvement - Empowerment, Team Orientation and Capability Development
 Consistency - Core Values, Agreement, Coordination/Integration
3
Denison‘s model also allows cultures to be described broadly as externally or internally
focused as well as flexible versus stable. The model has been typically used to diagnose
cultural problems in organizations.
Deal and Kennedy (1982)
Deal and Kennedy (1982) defined organizational culture as the way things get done around
here.
Deal and Kennedy created a model of culture that is based on 4 different types of
organizations. They each focus on how quickly the organization receives feedback, the way
members are rewarded, and the level of risks taken:
1. Work-hard, play-hard culture: This has rapid feedback/reward and low risk
resulting in: Stress coming from quantity of work rather than uncertainty. High-speed
action leading to high-speed recreation. Examples: Restaurants, software companies.
2. Tough-guy macho culture: This has rapid feedback/reward and high risk, resulting
in the following: Stress coming from high risk and potential loss/gain of reward.
Focus on the present rather than the longer-term future. Examples: police, surgeons,
sports.
3. Process culture: This has slow feedback/reward and low risk, resulting in the
following: Low stress, plodding work, comfort and security. Stress that comes from
internal politics and stupidity of the system. Development of bureaucracies and other
ways of maintaining the status quo. Focus on security of the past and of the future.
Examples: banks, insurance companies.
4. Bet-the-company culture: This has slow feedback/reward and high risk, resulting in
the following: Stress coming from high risk and delay before knowing if actions have
4
paid off. The long view is taken, but then much work is put into making sure things
happen as planned. Examples: aircraft manufacturers, oil companies.
The next level deals with the professed culture of an organization's members - the values.
Shared values are individuals‘ preferences regarding certain aspects of the organization‘s
culture (e.g. loyalty, customer service). At this level, local and personal values are widely
expressed within the organization. Basic beliefs and assumptions include individuals'
impressions about the trustworthiness and supportiveness of an organization, and are often
deeply ingrained within the organization‘s culture. Organizational behavior at this level
usually can be studied by interviewing the organization's membership and using
questionnaires to gather attitudes about organizational membership.
At the third and deepest level, the organization's tacit assumptions are found. These are the elements of
culture that are unseen and not cognitively identified in everyday interactions between organizational
members. Additionally, these are the elements
Factors and elements are unseen and not of culture that cognitively identified in everyday
interactions between organizational members. Additionally, these are the elements of culture
which are often taboo to discuss inside the organization. Many of these 'unspoken rules' exist
without the conscious knowledge of the membership. Those with sufficient experience to
understand this deepest level of organizational culture usually become acclimatized to its
attributes over time, thus reinforcing the invisibility of their existence. Surveys and casual
interviews with organizational members cannot draw out these attributes—rather much more
in-depth means is required to first identify then understand organizational culture at this level.
Notably, culture at this level is the underlying and driving element often missed by
organizational behaviorists.
5
Using Schein's model, understanding paradoxical organizational behaviors becomes more
apparent. For instance, an organization can profess highly aesthetic and moral standards at
the second level of Schein's model while simultaneously displaying curiously opposing
behavior at the third and deepest level of culture. Superficially, organizational rewards can
imply one organizational norm but at the deepest level imply something completely different.
Gerry Johnson (1988) described a cultural web, identifying a number of elements that can be
used to describe or influence organizational culture:
 The paradigm: What the organization is about, what it does, its mission, its values.
 Control systems: The processes in place to monitor what is going on. Role cultures
would have vast rulebooks. There would be more reliance on individualism in a
power culture.
 Organizational structures: Reporting lines, hierarchies, and the way that work flows
through the business.
 Power structures: Who makes the decisions, how widely spread is power, and on
what is power based?
 Symbols: These include organizational logos and designs, but also extend to symbols
of power such as parking spaces and executive washrooms.
 Rituals and routines: Management meetings, board reports and so on may become
more habitual than necessary.
 Stories and myths: build up about people and events, and convey a message about
what is valued within the organization.
These elements may overlap. Power structures may depend on control systems, which may
exploit the very rituals that generate stories which may not be true.
6
Work environments reinforce culture on a daily basis by encouraging faculty members to
exercise cultural values. Organizational culture is shaped by multiple factors, including the
following:
 External environment
 Industry
 Size and nature of the organization‘s workforce
 Technologies the organization uses
 The organization‘s history and ownership
Communicative Indicators
There are many different types of communication that contribute in creating an organizational
culture:
 Metaphors such as comparing an organization to a machine or a family reveal faculty
members‘ shared meanings of experiences at the organization.
 Stories can provide examples for faculty members of how to or not to act in certain
situations.
 Rites and ceremonies combine stories, metaphors, and symbols into one. Several
different kinds of rites that affect organizational culture:
 Rites of passage: faculty members move into new roles
 Rites of degradation: faculty members have power taken away from them
 Rites of enhancement: public recognition for an employee‘s accomplishments
 Rites of renewal: improve existing social structures
 Rites of conflict reduction: resolve arguments between certain members or groups
 Rites of integration: reawaken feelings of membership in the organization
7
 Reflexive comments are explanations, justifications, and criticisms of our own
actions. This includes:
 Plans: comments about anticipated actions
 Commentaries: comments about action in the present
 Accounts: comments about an action or event that has already occurred
Such comments reveal interpretive meanings held by the speaker as well as the social
rules they follow.
 Fantasy Themes are common creative interpretations of events that reflect beliefs,
values, and goals of the organization. They lead to rhetorical visions, or views of the
organization and its environment held by organization members.
1. Self-in-organization schemata: a person's concept of oneself within the context of
the organization, including her/his personality, roles, and behavior.
2. Person-in-organization schemata: a person's memories, impressions, and
expectations of other individuals within the organization.
3. Organization schemata: a subset of person schemata, a person's generalized
perspective on others as a whole in the organization.
4. Object/concept-in-organization schemata: knowledge an individual has of
organization aspects other than of other persons.
5. Event-in-organization schemata: a person's knowledge of social events within an
organization.
All of these categories together represent a person's knowledge of an organization.
Organizational culture is created when the schemata‘s (schematic structures) of differing
individuals across and within an organization come to resemble each other (when any one
8
person's schemata come to resemble another person's schemata because of mutual
organizational involvement), primarily done through organizational communication, as
individuals directly or indirectly share knowledge and meanings.
Strong/weak cultures
Strong culture is said to exist where staff respond to stimulus because of their alignment to
organizational values. In such environments, strong cultures help firms operate like well-
oiled machines, engaging in outstanding execution with only minor adjustments to existing
procedures as needed.
Conversely, there is weak culture where there is little alignment with organizational values,
and control must be exercised through extensive procedures and bureaucracy.
Research shows that organizations that foster strong cultures have clear values that give
faculty members a reason to embrace the culture. A "strong" culture may be especially
beneficial to firms operating in the service sector since members of these organizations are
responsible for delivering the service and for evaluations important constituents make about
firms. Research indicates that organizations may derive the following benefits from
developing strong and productive cultures:
 Better aligning the company towards achieving its vision, mission, and goals
 High employee motivation and loyalty
 Increased team cohesiveness among the company's various departments and divisions
 Promoting consistency and encouraging coordination and control within the company
 Shaping employee behavior at work, enabling the organization to be more efficient
Where culture is strong, people do things because they believe it is the right thing to do, and
there is a risk of another phenomenon, groupthink. "Groupthink" was described by Irving
9
Janis. He defined it as "a quick and easy way to refer to a mode of thinking that people
engage when they are deeply involved in a cohesive in-group, when the members' strivings
for unanimity override their motivation to realistically appraise alternatives of action." (Irving
Janis, 1972) This is a state in which even if they have different ideas, do not challenge
organizational thinking, and therefore there is a reduced capacity for innovative thoughts.
This could occur, for example, where there is heavy reliance on a central charismatic figure
in the organization, or where there is an evangelical belief in the organization' values, or also
in groups where a friendly climate is at the base of their identity (avoidance of conflict). In
fact, groupthink is very common and happens all the time, in almost every group. Members
that are defiant are often turned down or seen as a negative influence by the rest of the group
because they bring conflict.
Healthy organizational cultures
Organizations should strive for what is considered a "healthy" organizational culture in order
to increase productivity, growth, efficiency and reduce counterproductive behavior and
turnover of faculty members. A variety of characteristics describe a healthy culture,
including:
 Acceptance and appreciation for diversity
 Regard for and fair treatment of each employee as well as respect for each employee‘s
contribution to the company
 Employee pride and enthusiasm for the organization and the work performed
 Equal opportunity for each employee to realize their full potential within the company
 Strong communication with all faculty members regarding policies and company
issues
 Strong company leaders with a strong sense of direction and purpose
10
 Ability to compete in industry innovation and customer service, as well as price
 Lower than average turnover rates (perpetuated by a healthy culture)
 Investment in learning, training, and employee knowledge
Additionally, performance oriented cultures have been shown to possess statistically better
financial growth. Such cultures possess high employee involvement, strong internal
communications and an acceptance and encouragement of a healthy level of risk-taking in
order to achieve innovation. Additionally, organizational cultures that explicitly emphasize
factors related to the demands placed on them by industry technology and growth will be
better performers in their industries.
1. Power culture: Concentrates power among a small group or a central figure and its
control is radiating from its center like a web. Power cultures need only a few rules
and little bureaucracy but swift in decisions can ensue.
2. Role culture: Authorities are delegated as such within a highly defined structure.
These organizations form hierarchical bureaucracies, where power derives from the
personal position and rarely from an expert power. Control is made by procedures
(which are highly valued), strict roles descriptions and authority definitions. These
organizations have consistent systems and are very predictable. This culture is often
represented by a "Roman Building" having pillars. These pillars represent the
functional departments.
3. Task culture: Teams are formed to solve particular problems. Power is derived from
the team with the expertise to execute against a task. This culture uses a small team
approach, where people are highly skilled and specialized in their own area of
expertise. Additionally, these cultures often feature the multiple reporting lines seen
in a matrix structure.
11
4. Person culture: Formed where all individuals believe themselves superior to the
organization. It can become difficult for such organizations to continue to operate,
since the concept of an organization suggests that a group of like-minded individuals
pursue organizational goals. However some professional partnerships operate well as
person cultures, because each partner brings a particular expertise and clientele to the
firm.
JOB PRODUCTIVITY
The job productivity of faculty members occupies the important place in the list of main
concerns of human resource management department. The reason of this importance is two
fold. On one side it helps in retaining the faculty members.
JOB PRODUCTIVITY FACTOR
Frequent change of jobs is a common sight in today‘s world. The major reason for most
professionals doing so is the constant productivity with their respective jobs. Unlike our
ancestors who worked on the same profile and with the same company throughout their lives,
the younger generation demands more from their employers. Money, status, and position are
not any more the ‗only‘ factors that one looks for in a new organization. Job productivity
serves to be one of the most significant determinants of a satisfied employee. So, just in case
you are doubtful about sticking to your current so-so job or wish to jump to another
employer, go through the factors listed herein before you make that important decision. You
may just find that your job isn‘t as bad as you originally thought of. After all, happy workers
re productive workers, right! Read further for the job productivity factors.
Factors Affecting Employee Job productivit
12
Salary/Pay
This is one of the most important factors to be considered before taking up a new job or
leaving your current job. The pay, that you are getting and the growth pattern of that pay, will
largely influence the level of your job productivity. If you are happy with your pay, it will
show in your performance and productivity. Further, before you opt for quitting the present
job, simply compare your pay with other people across the country in the same profile.
Office Location
Is your office sited in a great little neighborhood or in a drab office park? If you are satisfied
with the location of your office, it sure counts as one factor of your job productivity. After all,
you wouldn‘t want to travel miles to reach that boring and uninteresting commercial area to
earn some extra bucks against what you can earn walking down the lane in your locality.
Working Conditions
Working for eight hours or more can be really tolerable if you have a great and entertaining
crew working along with you. Further, if you receive the right working conditions, such as
lighting, space, and other such factors, it will only increase your level of job productivity. In
short, you will want to go to work if your organization provides you with a good workplace
communication and encouraging environment.
Supporting Superiors
A good and encouraging boss is difficult to find. And if you are lucky to find one such, you
have no reasons to quit that job and look for another uncertain boss who is always after you.
13
If you are happy with the way your boss and other superiors treat you, there‘s more progress
and development waiting for you.
MODELS OF EMPLOYEE PRODUCTIVITY
Affect theory (1976)
Edwin A. Locke‘s Range of Affect Theory (1976) is arguably the most famous job
productivity model. The main premise of this theory is that productivity is determined by a
discrepancy between what one wants in a job and what one has in a job. Further, the theory
states that how much one values a given facet of work (e.g. the degree of autonomy in a
position) moderates how satisfied/dissatisfied one becomes when expectations are/aren‘t met.
When a person values a particular facet of a job, his productivity is more greatly impacted
both positively (when expectations are met) and negatively (when expectations are not met),
compared to one who doesn‘t value that facet. To illustrate, if Employee A values autonomy
in the workplace and Employee B is indifferent about autonomy, then Employee A would be
more satisfied in a position that offers a high degree of autonomy and less satisfied in a
position with little or no autonomy compared to Employee B. This theory also states that too
much of a particular facet will produce stronger feelings of less productivity the more a
worker values that facet.
Dispositional theory
Another well-known job productivity theory is the Dispositional Theory. It is a very general
theory that suggests that people have innate dispositions that cause them to have tendencies
toward a certain level of productivity, regardless of one‘s job. This approach became a
14
notable explanation of job productivity in light of evidence that job productivity tends to be
stable over time and across careers and jobs. Research also indicates that identical twins have
similar levels of job productivity.
A significant model that narrowed the scope of the Dispositional Theory was the Core Self-
evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham
in 1997. Judge et al. argued that there are four Core Self-evaluations that determine one‘s
disposition towards job productivity: self-esteem, general self-efficacy, locus of control, and
neuroticism. This model states that higher levels of self-esteem (the value one places on
his/her self) and general self-efficacy (the belief in one‘s own competence) lead to higher
work productivity. Having an internal locus of control (believing one has control over her\his
own life, as opposed to outside forces having control) leads to higher job productivity.
Finally, lower levels of neuroticism lead to higher job productivity.
Job characteristics model
Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a
framework to study how particular job characteristics impact on job outcomes, including job
productivity. The model states that there are five core job characteristics (skill variety, task
identity, task significance, autonomy, and feedback) which impact three critical
psychological states (experienced meaningfulness, experienced responsibility for outcomes,
and knowledge of the actual results), in turn influencing work outcomes (job productivity,
absenteeism, work motivation, etc.)..
15
Motivating Potential Score
Jobs that are high in motivating potential must be also high on at least one of the three facto
that lead to experienced meaningfulness, and also must be high on both Autonomy and
Feedback. If a job has a high MPS, the job characteristics model predicts that motivation,
performance and job productivity will be positively affected and the likelihood of negative
outcomes, such as absenteeism and turnover, will be reduced.
The Bad News About Employee productivity
While overall employee productivity has declined to 45%, the percentage of faculty members
satisfied with their jobs is lowest in the under 25 age group with only 35.7% satisfied. Among
faculty members in the age group 25-34, 47.2% are satisfied; faculty members in the age
group 35-44 scored 43.4% in job productivity. Faculty members in the 45-54 age range
scored 46.8%; faculty members 55-64 scored 45.6% in employee productivity and, of those
faculty members age 65 and over, 43.4% are satisfied.
Implications for Employers of Falling Employee productivity
Employee productivity at work has decreased significantly in the past twenty years, as these
figures indicate – and I predict employee productivity will get worse in the next few years. A
combination of events is creating a perfect storm affecting employee productivity.
A generation of faculty members who feel entitled to employee productivity has entered the
workforce and several generations of faculty members for whom work never quite fulfilled
their dreams, are leaving. And, they are leaving in the worst of economic times which will
affect
16
What Employers Can Do About Employee productivity
In this environment for employee productivity, it is vitally important to know which factors
most affect employee productivity. You want to spend your time, money, and energy on
programs, processes, and factors that will have a positive impact on employee productivity. A
2009 survey, by the Society for Human Resource Management (SHRM) looked at 24 factors
that are regularly thought to relate to employee productivity. The study found that faculty
members identified these five factors as most important:
 job security,
 benefits (especially health care) with the importance of retirement benefits rising with
the age of the employee,
 compensation/pay,
 opportunities to use skills and abilities, and
 Feeling safe in the work environment.
The next five most important factors affecting employee productivity were:
 The employee's relationship with his or her immediate supervisor,
 Management recognition of employee job performance,
Communication between faculty members and senior management,
 The work itself
 Autonomy and independence in their job.
Factors that were not strongly connected to employee productivity included:
17
 The organization‘s commitment to a ‗green‘ workplace,
 Networking opportunities,
 Career development opportunities,
 Paid training and tuition reimbursement programs, and
 The organization‘s commitment to professional development.‖
In contrast, Human Resources professionals ranked these ten factors as most important in
employee productivity:
 job security,
 relationship with immediate supervisor,
 benefits,
 communication between faculty members and senior management,
 opportunities to use skills and abilities,
 management recognition of employee job performance,
 job-specific training,
 feeling safe in the work environment,
 compensation/pay, and
 overall corporate culture.
RELATIONSHIP BETWEEN ORGANISATION CULTURE & JOB
PRODUCTIVITY
Organizations represent the most complex social structures known today because of their
dynamic nature. Faculty members are one of the role players in the organization, and it is
through their involvement and commitment that the organization becomes competitive. The
18
relationship between the organization and people is however interdependent in nature, and
both parties may impact on one another‘s ability to achieve positive results.
This research focus on both the private and public sectors has led to an adoption of reforms
aimed at bringing about change in organizations to increase job performance and worker
motivation.
Job productivity
concerns of human resource management department. The reason of this importance is
twofold. On one side it helps in retaining the faculty members and on the other side it raises
their performance level. According to Hoppock (1935) job productivity is ―any combination
of psychological‖, physiological, and environmental circumstances that causes a person to
say, ―I am satisfied with my job‖. Ivancevich et al. (1997) state that job productivity is
something due to which a worker feels that how well he/she is in an organization. The study
of job productivity can be traced to Herzberg (1959) who theorized that job productivity is a
function of motivators which contribute to job productivity and hygiene‘s which lead to job
less productivity. Locke (1976) defined job productivity as an emotional state related to the
positive or negative appraisal of job experiences. Kreis and Brockopp (1986) suggested that
job productivity is related to self-perception of needs fulfilment through work. Pennington
and Riley (1991) contemplated a view of job productivity as an external or internal value. In
their view, a person‘s general assessment of how satisfied he/she is on the job is made
according to an absolute frame of reference, while a person‘s assessment of level of
productivity with individual job facets are based on a relative standard that is specific to the
work context and that involves comparison with the situation of other faculty members.
Extensive research proved that job productivity does not happen in isolation, as it is
19
dependent on organizational variables such as structure, size, pay, working conditions and
leadership, which constitute organizational climate.
Organizational culture
Organizational culture has been defined in many ways in the literature, for example
organizational culture is defined as ―a system of shared values (that define what is important)
and norms (appropriate attitudes and behaviours) by O‘Reilly and Chatman‘s (1996). In most
definitions various combinations of assumptions, values, norms, beliefs and ways of thinking
and acting are used to explain the organizational culture. Organizational culture has been an
important theme in management and business research for some two decades. One reason for
this is that organizational culture has the potential to affect a range of organizationally and
individually desired outcomes.
Ritchie (2000) notes that, from the time of the earliest writers on organizational culture ―it
has been suggested that organizational culture affects such outcomes as productivity,
performance, commitment, self-confidence, and ethical behaviour‖. Similarly, more recent
writers have repeated the assumption that ―organizational culture impacts significantly on an
organization, its faculty members‘ behaviour and motivations and, ultimately, that
organization‘s financial performance‖.
Job productivity and Organizational Culture
A basic understanding of culture is essential to the understanding of formal and informal
employee behaviours. Organizational culture influences faculty members both directly and
indirectly. Research from mainstream business organizations suggests that organizational
climate influences productivity, effectiveness, performance, job productivity, innovativeness,
and leadership and decision-making. Subcultures within larger organizations are shaped by
conditions such as differential interaction based on structure, location, size, and division
20
of labour; shared experiences, leading to similar personal characteristics and social cohesion,
Trice and Beyer(1993). Researchers link job productivity with many factors e.g. fairness of
rewards, growth opportunities, participation in decision making, supervisory support and
compensation etc. A large number of researchers, however, link job productivity with
organizational culture e.g. Taber (1975), Jiang and Klen (2000), Mckinnon (2003), Navaie-
Waliser (2004), Rad (2006), Arnold (2006), Chang and Lee (2007), and Mansoor and Tayib
(2010) etc. According to Schhneider (1983) organizational culture is a combination of value
system and assumptions which lead an organization to run its business. By reviewing
aforesaid scientific studies, we can find most scholars‘ confirmation of the significant
relationship between organizational culture and job productivity. It means organizational
culture can actually affect the extent of job productivity. Thus, if faculty members show
higher identity extent to organizational cultures, the extent of job productivity shall be higher
natural (Chang and Lee 2007).
From the above discussion, it appears that organizational culture does play an important role
in promoting the job productivity for faculty members towards the organizational success,
and this could only be achieved by ensuring that an appropriate culture was being developed
21
OBJECTIVE, SCOPE AND
IMPORTANCE
22
OBJECTIVES OF TOPIC
1) To study personal and organizational factor contributing towards organizational
culture.
2) To study faculty members job productivity towards organization culture.
3) To determine the relationship between organization culture and job productivity and its
impact on organizational performance.
23
NEEDS OF THE STUDY
Organizations represent the most complex social structures known today because of their
dynamic nature. Faculty members are one of the role players in the organization, and it is
through their involvement and commitment that the organization becomes competitive.
The relationship between the organization and people is however interdependent in nature,
and both parties may impact on one another‘s ability to achieve positive results.
concerns of human resource management department. The reason of this importance is
twofold. On one side it helps in retaining the faculty members and on the other side it raises
their performance level…Faculty members productivity surveys help faculty measure and
understand their faculty members' attitude, opinions, motivation, and productivity. Faculty
productivity is the terminology used to describe whether faculty members are happy and
contented and fulfilling their desires and needs at work. Faculty productivity is often
measured by anonymous surveys administered periodically that gauge faculty productivity in
areas such as management and teamwork.
24
LITERATURE REVIEW
25
2.1 Introduction
This chapter emphasizes the importance of corporate culture and employee
Productivity,
different cultures in organizations and various techniques used to manage this cultures
as
advanced by a number of scholars. The chapter also focused on the theoretical
foundation
of culture, element of culture and empirical literature review of the study.
2.2 Theoretical Foundation
The following theoretical models on organizational culture underpin this study;
2.2.1 Deal and Kennedy’s (1982) Model for Organization Culture
Deal and Kennedy's model of culture is based on differentiating four types of
organization, based on their perception to feedback and reward after they have done
something and if they are risk averse or not.Most employees appreciate when they
receive positive feedback when they have done well in their jobs; they are also
motivated
with specific rewards that come with good Productivity. Action plans and corrective
measures are effective when feedback is provided immediately leading to
effectiveness
and a existence of a consistent culture. Delayed feedbackcan leave mistakes
uncorrected
but on the positive note, it also lets people look further out into the future.By nature,
most
people do not like uncertainties and taking risk but this can be a motivating factor to
26
others.This leads to people managing uncertainties and risk depending on their
reasons
either to avoid them or take actions. In situations where the expected risk is
moderate,
many may be willing to take up the risk but when the risk is high, then it needs to be
managed or accepted.
The four cultures outlined by Deal and Kennedy are as explained below: work-hard,
play
hard culture, this culture is characterized by organizations that provide immediate
feedback and also are not keen on taking risky ventures. Such organization gets
pressure
from the high quantity of workload rather than uncertainties because they are minimal
or
not there at all. A good example of such cultures is found in restaurants and software
industries.Tough-guy macho culture: here feedback or reward is speedy and high risk,
stress is felt coming from the high risk and probability of losing or gaining reward.
The
focus in this type of culture is in the short term, example include the people in the
following profession; police, surgeons and sports persons.
Process culture: This type of culture has slow feedback/reward and low risk, resulting
to
low stress, slow working, relaxation and security at work. Stress may come from
internal
politics and stupidity of the system. This culture can result to development of
bureaucracies so as to maintain the status quo, example of companies in this culture
27
include banks and insurances. Bet-the-company culture: slow feedback or reward and
high risk are some of the characteristics of this type of cultureleading to stress coming
from high risk and delay before knowing the success of the outcomee.g aircraft
manufactures and oil companies.
Therefore, top managers and key decision makers need to understand what culture its
organization has and find come up with better approach of handling the team under
them.
2.2.3 Charles Handy (1985), Model for Culture
Charles Handy, a leading authority on organizational cultureoutlined four different
kinds
of culture: Power Culture; this is where in the organization power is held by just a
few
individuals whose influence is felt in the whole organization. Here rules and
regulations
are very minimal and decision making is quick and are made by the influential people.
Employee‘s success is based on their achievements than their actions. As a result of
bureaucratic decision making, sometimes the decisions made are not in the best long-
term
interests of the organization.Power culture is also a strong culture and though good,
can
quickly work against the organization.
Role Culture; these are cultures are based on rules and are highly monitored with all
the
staffs knowing their expectations at work with their roles and responsibilities clearly
stated out for them. Power in a role culture is determined by a person's position in the
28
organizational hierarchy, which are normally tall with a long chain of command. Such
organizations are very bureaucratic in nature and decision made though less risky,
takes a
lot of time before being made.
Task Culture; are formed when teams in an organization are formed to address
specific
problems or progress projects. In this culture, the task at hand is the most important
thing,
therefore power keeps shifting depending on the mix of the team members and the
statu s
of the project being handled. The task is the important thing, so power within the team
will often shift depending on the mix of the team members and the status of the
problem
or project. Team dynamics, right mix of skills, personalities and leadership are the
main
determinant of the success of the project.
Person Culture; these organization has individualist employees who see themselves as
unique and superior to the organization and other colleagues. In this culture,
employees
are there for one major purpose; to work.
2.2.2 Edgar Schein, (1992) Model for Organizational Culture
Edgar Schein discusses the direct and indirect mechanisms within organizations. The
organizational culture model is directly influenced by direct mechanisms that include
the
behavior, status of the staffs, opinions among others. Indirect mechanisms indirectly
29
influence the organizational culture; this includes the mission and vision of a
company,
rules and regulations, corporate identity, rituals and design.Edgar Schein divided
organizational culture into three different levels discussed below: Artifacts and
symbols;
this is the first culture discussed here and they are the detectable features in the
organization including logos, corporate clothing, structures, processes and
architecture.
This marks the surface of the organization and is visible by all stakeholders.
The second culture under discussion is espoused values; these concerns set standards,
values and code of conduct. This guides how the organization expresses strategies,
objectives and philosophies and how the same are made public.Basic underlying
assumptions is the last culture discussed by Edgar; these are the assumptions that
arerooted in the organizational culture and are experienced as self-evident and
unconscious behavior. Such assumptions are hard to recognize internally.
The three cultures models can be exemplified as an onion based on different layers
with
the outer layer being fairly adjustable and easy to change for example the artifacts and
symbols. Surrounding in the core of the onion we find the assumptions which states
how
things are done based on the people who belong to the organization and is a result of
previous experience and perception. And values are around the core and considered
the
most important.
2.3 Empirical Literature Review
30
Corporate culture is an area that has not been fully researched on especially for
Kenyan
based organizations. Notably, literature in the area of corporate culture ―reveals no
clear
pattern of effect and relationship between corporate culture and organizational
outcomes,
such as service quality, customer satisfaction and organizational Productivity‖ (Jones,
2007. P. 206). This established the basis of this study‘s objective that sought to
establish
the correlation of organizational values and employee output. This study will offer
findings on such a relationship based on empirical evidence from this case study at
IMS College Ghaziabad.
To remain competitive and to achieve sustainable competitive advantage,
organizations
should constantly evaluate their corporate core values and practices to ensure that they
are aligned with their corporate strategies and business strategies. A research in the
area
of corporate culture would justify the need to assess the leadership, management style
and how far an organizations employee behavior matches its corporate core values,
and
how this effected on their Productivity.
31
RESEARCH
METHODOLOGY
32
RESEARCH METHODOLOGY
MEANING OF RESEARCH:-
Research as ―the manipulation of things, concepts of symbols for the purpose of generalizing
to extend, correct or verify knowledge, whether that knowledge aids in Construction of
theory or in the practice of an art.‖
Research problem
Evaluating the effectiveness of organizational culture towards job productivity of faculty
members who are working in IMS ENGINEERING COLLEGE PVT LTD.
Research design
Exploratory research design has been adopted as the objective behind the study is to become
familiar with the basic ideas and to throw light on new problems for more precise
investigation and study.
Research Instrument
As the core purpose of the study was get the responses of the participants about the trainings
conducted Questionnaire method was the most suitable method to extract the right data from
the samples.
Sampling Design
A sample design is a finite plan for obtaining a sample from a given population. Simple
random sampling is used for this study.
33
Sample Size
Sampling Method : - Random
Sample size : - 50
Data Collection Method
I acquire the primary data to achieve the objective of my project, which include:-
Primary Data
 Questionnaire
Secondary Data
 Websites
 Books
 Journal
 Magazines
 Manuals
 Brochures
The questionnaire was designed after a review of the existing organization culture system.
The questions were arranged in a sequence to avoid confusion & misunderstanding.
Other features considered were –
34
LIMITATION
35
LIMITATION OF THE STUDY
The research study is limited to a few aspects. Firstly, the study has considered only limited
variables.
Secondly, measuring attitudes of respondents is quite subjective. Although great care was taken
for precision, yet there may be certain gaps which need to be rectified.
Thirdly, Although dozens of letters were sent out to colleges asking whether they would be
willing to take part in this research, only IMS ENGINEERING COLLEGE has so far agreed to
do so.
Another limitations are sample size are restricted to 40- 50 and getting opinion of open
ending question was found difficult.
36
DATA ANALYSIS AND
INTEPRETATION
37
DATA ANAYSIS AND INTEPRETATION
Table 1:- Department or group is concerned about itself.
Responses Frequency Percentage%

Highly Satisfied 10 20%
Satisfied 25 50%
Need Improvement 7 14%
Dissatisfied 5 10%
Highly Dissatisfied 3 6%
Total 50 100%
Highly Disatisfied
9%
dissatisfied
10%
Highly Satisfied
19%
Need Improvement
14%
Satisfied
48%
Conclusion:- 50% faculty members of every department is concerned about itself.
38
Q2) Good relationship and loyality to the organization.
Response Frequency Percentage

Highly satisfied 10 20%
Satisfied 18 36%
Need improvement 7 14%
Dissatisfied 9 18%
Highly dissatisfied 6 12%
TOTAL 50 100%
FREQUENCY
Highly satisfied Satisfied Need improvement Dissatisfied Highly dissatisfied
12%
20%
18%
14% 36%
Conclusion- 36% faculty members are satisfied with good relationship and loyalty to the
organization.
39
Q3 People feel comfortable in groups.
Response Frequency Percentage

%
Satisfied 30 60%
Dissatisfied 3 6%
Total 50 100%
Highly dissatisfied
Dissatisfied 4%
6%
Highly Satisfied
Need Improvement 20%
10%
Satisfied
60%
Conclusion- 60 % faculty members are feel free to express openion and idea from their boss.
40
Q4) Competitiveness and smartness are highly valued.
RESPONSE FREQUENCY PERCENTAGE

%
Satisfied 6 12%
Dissatisfied 20 40%
Total 50 100%
Highly dissatisfied
Dissatisfied 4%
6%
Need Improvement
10%
Highly Satisfied
20%
Satisfied
60%
Conclusion- 60% faculty members are satisfied with competitiveness and smartness are
highly valued in IMSEC.
41
Q5) Senior exercise their authority excepted by their juniors.

%
Satisfied 25 50%
DisPRODUCTIVITY 2 4%
Highly disPRODUCTIVITY 0 0%
Total 50 100%
Dissatisfaction Highly
Need improvement 4% dissatisfaction
6% 0%
Highly satisfied
40%
Satisfied
50%
Conclusion- 50% faculty members are highly satisfied that authority accepted by juniors.
42
Q6) Important issues would be influenced by faculty members.

%
Satisfied 20 40%
DisPRODUCTIVITY 4 8%
Highly disPRODUCTIVITY 2 4%
Total 50 100%
Highly
dissatisfaction
Dissatisfaction
4%
8%
Highly satisfied
28%
Need improvement
20%
Satisfied
40%
Conclusion-
28% faculty members are highly satisfied that they can influence many important issues here.
43
Q7) All matters are worked meticulously.

%
Satisfied 30 60%
Dissatisfied 2 4%
Total 50 100%
Highly
dissatisfaction
Dissatisfaction 4%
8%
Highly satisfied
28%
Need improvement
20%
Satisfied
40%
Conclusion- 60% faculty members are satisfied with all matters are worked out
meticulously..
44
Q8) People care for total organsation.

%
Satisfied 8 16%
Dissatisfied 20 40%
Total 50 100%
FREQUENCY
Highly satisfied Satisfied Need improvement
Dissatisfied Highly dissatisfied Total
7%
8%
5%
50%
20%
10%
Conclusion:- 16% faculty members are satisfied with people care for the total organization.
45
Q9) Different ways of solving problems.

%
Satisfied 10 20%
Dissatisfied 5 10%
Total 50 100%
Highly dissatisfied
14%
Dissatisfied
10% Highly satisfied
40%
Need
improvement
16%
Satisfied
20%
Conclusion-40% faculty members are highly satisfied that different ways of solving problems are
encouraged here.
46
Q10) People feel free to have and express opinions and idea different from their boss.

%
Satisfied 25 50%
Dissatisfied 10 20%
TOTAL 50 100%
Highly dissatisfied
6%
Highly satisfied
16%
Dissatisfied
20%
Need improvement
8%
Satisfied
50%
Conclusion- 50% faculty members are satisfied with people feel free to express their openion.
47
Q11) Rules are applied uniformly., in special cases?

%
Yes 35 70%
No 15 30%
TOTAL 50 100%
No
30%
Yes
70%
Conclusion- 70 % faculty members says yes about rules are applied uniformly in IMS .
48
.Q12) attempts are made here to resolve conflicts?

%
Satisfied 35 70%
Dissatisfied 4 8%
TOTAL 50 100%
Highly Dissatisfied
4% Highly Satiesfied
Dissatisfied
9%
8%
Need Improvement
8%
Satisfied
71%
Conclusion- 70% faculty members satisfied that resolve conflict without loss of by a party involved
in the conflict.
49
Q13) Confrontation and frank communication are avoided here?

%
Satisfied 35 70%
Dissatisfied 4 8%
Highly Dissatisfied
Dissatisfied 9%
8%
Need Improvement
8%
Satisfied
71%
Conclusion – 70% faculty member are satisfied with communication are avoided in institute.
50
Q14 ) Realtionship are necessary for running organization?

%
Satisfied 35 70%
Dissatisfied 4 8%
TOTAL 50 100%
Highly Dissatisfied
Dissatisfied 9%
8%
Need Improvement
8%
Satisfied
71%
Conclusion - 70 % faculty members are satisfied that relationship are necessary for running
the organization.
51
Q15) Influences of general feeling indifferences among employees?

%
Yes 15 30%
Are satisfied that No 35 70%
TOTAL 50 100%
FREQUENCY
15%
Yes
50% No
35% TOTAL
Conclusion – 30% faculty members says yes general feeling of indifferences among
employees .
52
16) People are treated according working assignment not on basis of cast language?

%
Satisfied 35 70%
Dissatisfied 4 8%
TOTAL 50 100%
Highly Dissatisfied
Dissatisfied 9%
8%
Need Improvement
8%
Satisfied
71%
CONCLUSION – 70 % faculty members are satisfied that members are treated

according to working assignment.
53
FINDINGS
1) MAJORITY OF FACULTY MEMBERS (116%) Feel free to express openion .
2)Most of the faculty members(70%) satisfied with rules are applied uniformly here.
3)50% of faculty members are satisfied that department concerned about itself.
4)majority of faculty members (70%) attempts are involved to resolve conflict.
5)60% of faulty members are satisfied with people feel comfortable in group of their own
affinity.
6)12% faculty members are satisfied with competitiveness and smartness are highly valued.
7)most of the faculty members (50%) seniors exercise their authority excepted by juniors.
8) majority of faulty members ( 60%) feel that all matters are worked out meticulously
without any deviation.
9) 16% of people care for total organisation.
10) 70% of faculty member hierarchical relationship are necessary
30% faculty members feel that there is general feeling of indifference among faculty
members.
11) 40% faculty feel that authorities encourage different ways of solving problems.
12) 30% says yes that frank communication are generally avoided here.
15) 70% of among majority are treated according to their working assignment
54
CONCLUSION
IMS ENGINEERING COLLEGE knows for its best TQM . The faculty members are very
much satisfied, who are working for IMS ENGINEERING COLLEGE. All the faculty
members are motivated and work together to achieve company‘s goal. Because of high
motivated faculty members IMS ENGINEERING COLLEGE, DELHI division increases its
production this year from the faculty members is very lucky, who is working and who will
work for IMS ENGINEERING COLLEGE. The college should provide all those facilities,
which it provides at other colleges in India . Earning of more and more money is not enough
for live the life, if an employee wouldn‘t able to give time to his/her family, then he/she must
be disturbed at the working.
If the employee gives his/her best effort to the company, then the next responsibility is of the
college to provide a better quality of life in return.
55
RECOMMENDATION
56
RECOMMENDATON
IMS ENGINEERING COLLEGE‘s management fulfils the needs and wants of the faculty
members, colleges provides a
standard quality of life to all faculty members .
1) There should be open communication between boss and faculty members.

2) Organization and department must have concerned about all faculty members.
3) Department should not focus only on highly valued like competitiveness and
smartness.
4) The working environment of faculty should be very friendly .
5) The faculty members must care for total organization not only about their own
group or team.
57
BIBLIOGRAPHY
58
BIBLIOGRAPHY
Books
 Research Methodology-C.R. Kothari.2ndedition
 TV RAO
 SC GUPTA
 PC TRIPATHI
Search engines
www.google.com
www.wikipedia.com
Websites
www.IMS Engineering college.co.in
59
APPENDICES
Dear Sir /Madam,
I am doing a research work on organizational culture and its impact on employee
productivity. I would request you to kindly spare some time to fill up this questionnaire.
Thank you very much for your cooperation.
Name (optional)------------------------------------------
60
Q1) In this organization every department / group is concerned only about itself
A) Highly Satisfied
B) Satisfied
C) Need Improvement
D) Dissatisfied
E) Highly dissatisfied
Q2) great value is given here to good relationship and loyalty to the organization?
A) Highly Satisfied
B) Satisfied
C) Need Improvement
D) Dissatisfied
E) Highly dissatisfied.
Q3) People feel comfortable in group of their own affinity?
A) Highly Satisfied
B) Satisfied
C) Need Improvement
D) Dissatisfied
Q4) Competitiveness and smartness are highly valued here?
A) Highly Satisfied
B) Satisfied
C) Need Improvement
D) Dissatisfied
Q5) Senior exercise their authority in most matters and there is accepted by their juniors?
A) Highly Satisfied
B) Satisfied
C) Need Improvement
D) Dissatisfied
61
Q6) faculty members feel free they can influence many important issues there?
A) Highly Satisfied
B) Satisfied
C) Need Improvement
D) Dissatisfied
Q7) All matters are worked out meticulously , including course of action, and deviations are
not liked?
A) Highly Satisfied
B) Satisfied
C) Need Improvement
D) Dissatisfied
8) People care for total organization and not only about their own groups or team?
A) Highly Satisfied
B) Satisfied
C) Need Improvement
D) Dissatisfied
Q9) Different ways of solving problems are encouraged here?
A) Highly Satisfied
B) Satisfied
C) Need Improvement
D) Dissatisfied
Q10) People feel free to have and express openion and ideas that are different from their
bosses?
A) Highly Satisfied
B) Satisfied
C) Need Improvement
D) Dissatisfied
62
Q11) Rules are applied uniformly here , without any consideration to special circumtances in
special cases ?
A) Yes
B) No
Q12) Attempts are made here to resolve conflict without loss of face by a party involved in
the party ?
A) Highly Satisfied
B) Satisfied
C) Need Improvement
D) Dissatisfied
Q13) Confrontation and frank communication are generally avoided here?
A) Yes
B) No
Q14) Hierarchial relationship are seen as necessary for running the organization?
A) Highly Satisfied
B) Satisfied
C) Need Improvement
D) Dissatisfied
Q15) There is a general feeling of indifferences among employees because they feel because
they feel that they can not influences critical matters here?
A) Highly Satisfied
B) Satisfied
C) Need Improvement
D) dissatisfy
63
16) People here are treated according to their working assignment and not on the basis of
kinship, cast , language etc?
A) Highly Satisfied
B) Satisfied
C) Need Improvement
D) Dissatisfy
64
65

To Study The Impact of Organization Culture On Job Productivity of Faculty Members in Imsec Ghaziabad

Загружено:

Сведения о документе

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

To Study The Impact of Organization Culture On Job Productivity of Faculty Members in Imsec Ghaziabad

Загружено:

Авторское право:

Доступные форматы

INTRODUCTION

and 70s, and the terms now are somewhat overlapping.

and 70s, and the terms now are somewhat overlapping.

communication and symbols, or competing metaphors. Culture is basic with personal

experience producing a variety of perspectives.

The organizational communication perspective on culture views culture in three different

members sharing subjective meanings).

 Critical-interpretive: views culture through a network of shared meanings as well as

the power struggles created by a similar network of competing meanings.

O'Reilly, Chatman, and Caldwell (1991)

O‘Reilly et al. and Denison.

categories - Innovation, Stability, Respect for People, Outcome Orientation, Attention to

organizational culture effects organizational performance, rather it measures associations

Profile (OCP) to measure employee commitment.

general dimensions – Mission, Adaptability, Involvement and Consistency. Each of these

general dimensions is further described by the following three sub-dimensions:

 Adaptability - Creating Change, Customer Focus and Organizational Learning

 Involvement - Empowerment, Team Orientation and Capability Development

 Consistency - Core Values, Agreement, Coordination/Integration

cultural problems in organizations.

Deal and Kennedy (1982)

members are rewarded, and the level of risks taken:

action leading to high-speed recreation. Examples: Restaurants, software companies.

Examples: banks, insurance companies.

happen as planned. Examples: aircraft manufacturers, oil companies.

usually can be studied by interviewing the organization's membership and using

questionnaires to gather attitudes about organizational membership.

members. Additionally, these are the elements

used to describe or influence organizational culture:

would have vast rulebooks. There would be more reliance on individualism in a

through the business.

what is power based?

of power such as parking spaces and executive washrooms.

more habitual than necessary.

what is valued within the organization.

 Size and nature of the organization‘s workforce

 Technologies the organization uses

 The organization‘s history and ownership

 Metaphors such as comparing an organization to a machine or a family reveal faculty

members‘ shared meanings of experiences at the organization.

different kinds of rites that affect organizational culture:

 Rites of passage: faculty members move into new roles

 Rites of enhancement: public recognition for an employee‘s accomplishments

 Rites of renewal: improve existing social structures

 Rites of conflict reduction: resolve arguments between certain members or groups

 Rites of integration: reawaken feelings of membership in the organization

actions. This includes:

 Plans: comments about anticipated actions

 Commentaries: comments about action in the present

 Accounts: comments about an action or event that has already occurred

rules they follow.

organization and its environment held by organization members.

1. Self-in-organization schemata: a person's concept of oneself within the context of

the organization, including her/his personality, roles, and behavior.

2. Person-in-organization schemata: a person's memories, impressions, and

expectations of other individuals within the organization.

3. Organization schemata: a subset of person schemata, a person's generalized

perspective on others as a whole in the organization.

4. Object/concept-in-organization schemata: knowledge an individual has of

organization aspects other than of other persons.

5. Event-in-organization schemata: a person's knowledge of social events within an

All of these categories together represent a person's knowledge of an organization.

Organizational culture is created when the schemata‘s (schematic structures) of differing