The purpose of the study was to explore relationship and impact of organizational culture on employee engagement using OCTAPACE values i.e. Openness, Confrontation, Trust, Authenticity, Collaboration and Organization.

1. ACHIEVING EMPLOYEE ENGAGEMENT
THROUGH ORGANIZATIONAL CULTURE
Paper Presented at International Conference on Contemporary Management Practices Creative or Dogmatic
Jagan Institute of Management Studies (JIMS) |www.JimsIndia.org
Presented by
Prof. Sunita Shukla
I.T.S-Institute of Management,
Greater Noida
Prof. (Dr.) Bhavana Adhikari
Amity University, Haryana

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AGENDA
Put subtitle here
01 02 03 04
Overview
Research
Objectives &
Methodology
Conclusion
Data
Analysis &
Research
Findings

3. OVERVIEW

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Employee engagement is the extent to which employees feel passionate about their jobs, are
committed to the organization, and put discretionary effort into their work.
Employee Engagement is the degree of employee-organization alignment which strongly
influences the business success factors like employee performance, productivity, reduced
absenteeism, high customer satisfaction, loyalty and the overall profitability.
Engagement is much more than mere satisfaction.
What is Employee Engagement?
Organization's Strategy, leadership ability, culture, structure and processes, working conditions
& personality of an employee are all inter-related with engagement levels.

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It is a system of shared meaning and set of assumptions, beliefs, values and norms that are
shared by an organization’s members.
It serves to reduce human variability.
What is Organizational Culture?
It helps in controlling and shaping the employees behavior in organizations.

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OCTAPACE Values
1
Openness
Freedom to communicate, share and
interact without hesitation.
2
Confrontation
Facing the problems and challenges
boldly and not shying away.
3
Trust
Maintaining the confidentiality of
information shared by others and company.
4
Authenticity
Congruence between what one feels
and says.
5
Pro Action
Taking initiative, preplanning and taking
preventive action.
6
Autonomy
Using and giving freedom to plan and
act in one’s own sphere.
7
Collaboration
Giving help to and accepting help from
others in team.
8
Experimentation
Using and encouraging innovative
approaches to solve problems.

7. RESEARCH OBJECTIVES &
METHODOLOGY

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Research Objectives
To study the engagement level of the
employees in the organization.
To study the organizational culture through
OCTAPACE profile in the organization.
To study the relationship between Org. Culture
and Employee Engagement
To study the impact of Organisational Culture
on the employee engagement.
Ho1: There is no relationship between openness dimension of
OCTAPACE values and employee engagement.
Ho2: There is no relationship between confrontation dimension
of OCTAPACE values and employee engagement.
Ho3: There is no relationship between trust dimension of
OCTAPACE values and employee engagement.
Ho4: There is no relationship between authenticity dimension
of OCTAPACE values and employee engagement.
Ho5: There is no relationship between pro-action dimension of
OCTAPACE values and employee engagement.
Ho6: There is no relationship between autonomy dimension of
OCTAPACE values and employee engagement.
Ho7: There is no relationship between collaboration dimension
of OCTAPACE values and employee engagement.
Ho8: There is no relationship between experimentation
dimension of OCTAPACE values and employee engagement.
To fulfill the first basis of objectives, following hypothesis were
formulated for testing:

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This research is empirical in nature.
The research was conducted amongst the employees of one of the leading Indian digital e-
commerce company located in the National Capital Region (NCR) with a sample size of 108
respondents in the year 2013.
The rationale behind selecting a single organization was to minimize the impact of variables like
general working conditions and management policies etc on the employee engagement.
Research Methodology
150 employees were asked to participate in the survey and the questionnaire was handed over
to them manually. From the target sample, 108 (N= 108) of them responded and returned the
questionnaire.
Two standardized questionnaires have been used to gather information for this study.

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The independent variables were eight OCTAPACE values as measured by The OCTAPACE profile
instrument developed by Pareek, U. K. (2003). It is four point likert scale.
The dependent variable was a composite engagement score as measured by the Utrecht Work
Engagement Scale (Schaufeli & Bakker, 2003). It is seven point Likert scale.
Research Methodology
First data was analyzed based on mean weighted scores to assess engagement level of
employees.
To test the third objective and various hypotheses, Pearson correlation analysis was used. For
fourth objective, multiple regression technique was used.

11. DATA ANALYSIS &
RESEARCH FINDINGS

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This indicates that there is more than average level of
employee engagement in the organization. under study.
That reflects that employees of the organization are
engaged which shows their commitment and motivation
towards work.
The Engagement Level of Employees
in the Organization
The average score of
employee engagement
was found to be 4.26
out of 6

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Measurement of Organizational Culture
Dimensions Min. Value Max. Value Mean Standard Deviation
Openness 10 17 13.62 2.29
Confrontation 9 18 13.57 2.21
Trust 10 20 14.9 3.66
Authenticity 8 16 12.18 1.78
Procation 9 18 14.14 2.32
Autonomy 7 16 12.03 1.77
Collaboration 9 17 13.25 1.84
Experimentation 9 18 13.81 2.21
Mean and S.D. of eight dimensions of OCTAPACE profile

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Relationship between
OCTAPACE Values and Employee Engagement
Pearson correlation analysis was used to determine the degree of strength and direction of
relationship between OCTAPACE Values and employee engagement.
The correlation coefficients (r) were interpreted as presented by Stockburger (1996) as follows:
r = 0.01 to 0.20 indicates weak relationship.
r = 0.21 to 0.50 indicates moderate relationship.
r = 0.51 to 0.80 indicates strong relationship.
r = 0.81 to 1 indicates very strong relationship.

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Hypothesis Testing
Ho1
There exists no significant
relationship between openness
dimension of OCTAPACE values
and employee engagement.
There is significant positive and
strong relationship found between
openness dimension of OCTAPACE
values and employee engagement at
95% level.
r = 0. 542,
p = 0.000 < 0.05
Ho2
There is no relationship
between confrontation
dimension of OCTAPACE values
and employee engagement.
There exists a significant moderate
but positive relationship between
confrontation dimension of
OCTAPACE values and employee
engagement at 95% confidence
interval.
r = 0.328,
p = .015 < 0.05

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Hypothesis Testing
Ho3
There is no relationship
between trust dimension of
OCTAPACE values and employee
engagement.
There exists a insignificant weak
relationship between trust
dimension of OCTAPACE values and
Employee Engagement at 95%
confidence interval.
r = 0.178,
p = 0.199 > 0.05
Ho4
There is no relationship
between pro-action dimension
of OCTAPACE values and
employee engagement.
There exists significant moderate but
positive relationship exists between
pro-action dimension of OCTAPACE
values and employee engagement
at 95% confidence interval.
r = 0.278,
p = 0.042 < 0.05

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Hypothesis Testing
Ho5
There is no relationship
between autonomy dimension
of OCTAPACE values and
employee engagement.
There exists a insignificant weak
relationship between autonomy
dimension of OCTAPACE values and
employee engagement
r = 0.118,
p = .395 > 0.05
Ho6
There is no relationship
between authenticity
dimension of OCTAPACE values
and employee engagement.
There exists a insignificant weak
relationship between authenticity
dimension of OCTAPACE values and
employee engagement
r = 0.045,
p = .745 > 0.05

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Hypothesis Testing
Ho7
There is no relationship
between collaboration
dimension of OCTAPACE values
and employee engagement.
There exists a significant positive
and strong correlation between
collaboration dimension of
OCTAPACE values and employee
engagement.
r = 0.516,
p =.000 < 0.05
Ho8
There is no relationship
between experimentation
dimension of OCTAPACE values
and employee engagement.
There exists a there is a positive and
moderate but insignificant correlation
between experimentation dimension
of OCTAPACE values and employee
engagement.
r = 0.215,
p =.118 > 0.05

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The Total Impact of OCTAPACE Values on
Employee Engagement
37.1% of variation in employee engagement (r2 value = 0.371) can be
explained by OCTAPACE values of Organisational Culture only.
The result of multiple regression
was very encouraging.
To know the total impact of OCTAPACE values on employee engagement Multiple regression
technique was applied between employee engagement and OCTAPACE values of Organizational
Culture.
This shows that if you want to have the employees who are engaged in their work then all OCTAPACE
values of organization culture must be given due weightage.

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The Total Impact of OCTAPACE Values on
Employee Engagement
Employee Engagement =
The model having all eight OCTAPCE values of organization culture as independent variables and
employee engagement as dependent variable explains the relationship by the following equation:
1.070 + 0.518OOpenness+ 0.209 OConfrontation+ 0.004OTrust-
0.075 OAuthenticity+ 0.079OAutonomy+0.637OCollaboration-
0.181OExperimentation
The above equation shows that openness and collaboration dimensions of OCTAPACE values of
organization culture contribute significantly in employee engagement.
Confrontation affects moderately but positively employee engagement.
Trust and autonomy have very small almost negligible effect on employee engagement.
However, authenticity and experimentation negatively affect employee engagement.

21. CONCLUSION

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CONCLUSION
Employees of the organization are well engaged but there is still a scope of improvement.
The present study brings out a very important finding that employee engagement is heavily
dependent on OCTAPACE values of organization culture. In fact almost 37% of variation in
employee engagement can be explained by the OCTAPACE values of organization culture .
The correlation analysis of the study variables revealed that openness, collaboration, proaction
and confrontation were positively and significantly correlated with employee engagement.
Out of four significant dimensions of OCTAPACE Values, Openness and Collaboration were found
to be most significant variables in terms of their impact on engagement as revealed by the
regression analysis.

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CONCLUSION
So present research concludes that the organization should also be concerned about the
insignificant dimensions (trust, pro-activity, autonomy, authenticity, confrontation and
experimentation) of organizational culture and organization should work for developing the
organizational climate that requires the culture of openness, collaboration, trust, pro-action,
autonomy, authenticity, confrontation and experimentation, which are interconnected and
essential for every organization for its development.

24. Jagan Institute of Management Studies

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