SPECIALUSIS UGDYMAS SPECIAL EDUCATION 2022 1 (43) ______.docx

SPECIALUSIS UGDYMAS / SPECIAL EDUCATION 2022 1
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A Study On Organisation Culture And Employee Engagement
Dr. K. K. Ramachandran1, Dr. M. Deepa2, Ms. Vallabi3
Abstract:
Organisational Culture sets the right kind of environment for
employees to work and get committed. Does
the organisational culture relates to employee engagement, if so
to what extent is the study.Technology
has taken the world in its fingertips, today it is not necessary
that an individual must be in his workplace
and work, he can still be in a tourist spot and attend some
crucial organisational meetings. Technology
has bought dramatic changes in the workplace; hence the culture
and Employee engagement has also
undergonechanges. With different types of people working in an
organisation, the Organisational culture
keeps all of them together, it’s a glue which ensures people

work and contribute as a team.
Key words: Organisational Culture, Employee Engagement,
Dedication, Absorption
Introduction
Itis becoming very important for a teaching faculty to be
engaged in his or her work for
better engagement and contribution to the student community,
this study aimed at
collecting data for the teachers of PACRR
PolytechniccollegeRajapalayam regarding the
engagement level and the organisation culture.Culture should be
unique and fluid to be
nurtured and grown. Organisation which has a prominent level
of trust have
substantially greater engagement by colleagues, an effect that
has been measured
multiple ways. This shows that organizational trust should be
considered an asset that
can be determined and achieved to sustain a competitive gain
over challengers.
Employee Engagement is different from Employee satisfaction,
Employee Engagement
measures the employee’s involvement, his dedication, and his
absorption in work
whereas Employee satisfaction shows whether an employee is
happy in his job or not.
Many organisations think doing an Employee engagement
survey will help company to
grow but that is absolutely wrong, doing a survey will not bring
in actual facts,
Improving Company’s culture is far more effective way to

improve business outcomes
and Propel growth. Highly engaged employees are a direct
outcome of a strong
company culture. In a strong organisational culture, employee
knows what is expected
out of them and how their contribution will uplift the
organisation. An engaged
employees knows the company’s mission, he exceeds and
achieves more than what is
expected, he is very creative and quick in decision making and
all his decisions are for
the growth of the organisation and for his team. Hence it is very
important to have a
sound organisational Culture for better employee engagement.
NEED FOR THESTUDY
The study on Organisation Culture and Employee Engagement is
very important for
today’s next gen organization to beat its best in competitive
advantage and to
establish itself in the market. An organization does not only
grow with a greater
amount of funds, but an organization also grows with people,
their attitude, their
1Dr.K.K.RAMACHANDRAN, DIRECTOR, GRD COLLEGE OF
SCIENCE
2Dr.Deepa, Assistant professor, KCT BUSINESS SCHOOL
3Ms.Vallabe, HR Business Partner, TCS Bangalore

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392
skills and their level of motivation in the workplace. The Need
for the study is highly
important as the respondents are teaching faculty knowing and
understanding their
culture will have an direct impact on their primary and most
important stakeholder
Students.
PACRR POLYTECHNIC COLLEGE’S ORGANISATION
PROFILE
VISION
To become a Centre of Excellence in moulding the students into
industry competent
and socially responsible engineers.
MISSION
• To impart high-quality technical education by ensuring
adequate
infrastructure at workshops and labs.

• To adopt innovative teaching-learning methodologies to make
students
job-ready engineers.
• To collaborate with industries to offer industry-based
electives.
• To inculcate communication skills, entrepreneurial concepts
and moral
values in the minds of students.
Scientific Education plays a pivotal role in individualreserve
development of a
country by creating skilled workforce, breedingcapitalists,
improvingengineeringefficiency and enhancing the quality of
the life of
deserving people. It covers courses and programs in
Engineering and
Technology. It primarily aims at preparing the students for jobs
concerningIndustrial and Knowledge.
This Institution was founded in 1963 by a great philanthropist
and former Chairman
Shri P.
R. RamasubrahmaneyaRajha. It is affiliated to the Directorate
of Technical
Education and approved by All India Council for Technical
Education (AICTE),
New Delhi. The overall management of the institution is vested
with the
Governing Council under the able leadership of Shri P.R.
Venketrama Raja,
Chairman, Ramco Group of Companies. The Governing council
consists of

representatives from Directorate of Technical Education,
academia, and
industries.
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LITERATURE REVIEW
The concept of employee engagement was first proposed by
Kahn (1990) as
the harnessing of organization members’ selves to their work
roles; self-
employment and self-expression of people physically,
cognitively, and
emotionally in their work lives. Since Kahn proposed this
concept, researchers
have proposed different definitions which reflect different
understanding of
employee engagement in each study, but this caused confusion
for business

management whether the efforts which improve employee
engagement are
working in all organizations. Katzenbach (2000), found that
Engaged
employees are committed, motivated, energetic and enthusiastic
about
problem solving. They are absorbed in their work, put their
heart into their
jobs, are excited about doing a good job, exert energy in their
work and are a
source of competitive advantage for their employees.
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Leila Afshari, Aamir Hayat, K.K. Ramachandran, Timothy
Bartram, Bamini
K.P.D. Balakrishnan (2022), “Threat or opportunity: accelerated
job demands
during COVID-19 pandemic”, the purpose of this study is to
investigate the
effects of accelerated job demands on employee outcomes
during the COVID-
19 crisis. An integrated model was developed to explore the
relationships

between different types of job demands (learning, decision-
making, work
intensification), employee turnover intention (TI) and burnout
(BU).The
unique context of research (COVID-19) enabled this study to
account for the
acceleration of job demands that employees experience in
rapidly changing
situations. This study employed an instrument that allowed for
the assessment
of acceleration in job demands. Furthermore, the granular
approach of the
measurement model extended the perspectives of job demands
and work
intensification.
Schaufeli et al. (2002) defined employee engagement as “a
positive fulfilling,
work related state of mind that is characterized by vigor,
dedication and
absorption”. They further state that engagement is not a
momentary and
specific state, but is “a more persistent and pervasive affective
– cognitive state
that is not focused on any particular object, event, individual, or
behavior”. A
survey conducted by Towers Perrin (2003) asserted that what
drives
employee engagement is when a company aligns its programs
and practices
within its framework to drive the right behavior from employees
through to
customers; it positioned itself to realize an appropriate return
on people
investment. On the contrary, when an organization builds its
people programs

in a strategic and operational vacuum- with no explicit or
implicit links
between behavior and investment, it will lead to drop in return
on investment,
profitability and customer retention.
Dr. K. K. Ramachandran &Dr.DeepaManickam (2020), “A
Study on Employee
Experience at Bosch Engineering and Business
Solution
s Private Limited,
Coimbatore”, The Employee experience is a worker's
observations and
perceptions about his or her employment at a particular
company. Experience
is often influenced by the company's physical workspace, the
work-life balance
the company provides and technology that enables productivity
and
technology .It specifically explores the Candidate Experience,
On boarding
Experience and Employee Experience that leads to positive
employee
experience.

Hayday (2004) defined employee engagement as an employee’s
positive
behavior toward the organization in accordance with
organization values. An
employee who has higher engagement within the company
understands his
role and function in the organization and works in teamwork to
achieve the
organization's goal. At the same time, Wellins and Concelman
(2004) suggest
that “Employee engagement is the illusive force that motivates
employees to
higher levels of performance. This coveted energy is an
amalgam of
commitment, loyalty, productivity an ownership.” they further
added that it
includes, “feelings and attitudes employees have towards their
jobs and their
organization. ’’ Saks (2006) defines employee engagement as a
different and
unique construction, which consists of the cognitive component,
emotional,
and employees work behavior related to the role in the
organization, thus

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makes different definitions related to job engagement and
organizational
engagement.
Katie Truss et al (2006) stated employee engagement as passion
for work, a
psychological state that is seen to encompass the three
dimensions of
engagement shared by Kahn. Lockwood (2007) also stated that
focus on the
engagement of employees is a strategy which can promise to
improve

competitiveness of organization. Mark Gaten by et al (2009),
found
engagement to be a two-way relationship. For the employer it
was about
creating a great work environment and for the employee it is a
concept that
places flexibility, change and continuous improvement at the
centre of
everything. Both of them will have to reciprocate to create an
engagement
culture. Bakker and Leiter (2010) also emphasized the employee
engagement’s
importance by highlighting that modern organizations must have
employees
who are energetic and feel dedicated i.e., employees engaged
with their work.
K. K. Ramachandran (2019), “Impact of Motivational Factors
on the
Performance of Teacher in Higher Education Institutions”, this
study focuses
on the identification of such standardized practices related to
motivation and
comparing the same with the perception of the employees
working in higher

educational institutions.
Employee engagement is dependent on how well connected and
committed to
an organization staff members feel (Demovsek, 2008). Shuck
and Wollard
(2009) defined employee engagement as a new employment
context that
describes a positive relationship
– both emotional and cognitive – by an employee towards the
output of their
organization. Macey et al. (2009) states that employee
engagement is the
impact of someone's comprehension in the form of initiative,
effort, and
persistence which direct to the organization's goal.

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ORGANISATIONAL CULTURE
Organisational culture according to Suharti and Suliyan is a
system of values
held and conducted by members of an organisation which
distinguishes the
organisation form other organisations.
Smirich (1983) has suggested an approach besides the
functional approach,
which is seemed to be limited in examining the complex social
interrelationships to studying Organizational Culture, is to
consider culture as
a "root metaphor". This approach is interpretive and considers

culture to be
something an organization is, rather than something
organization has. The
interpretive approach is concerned with understanding how
members of a
social group through their participation in social process enact
their particular
realities and endow them with meaning- The realm of meaning-
the world of
symbol and thus of culture- must be integrated with the realm of
behavior in
this form of investigation.
Jackson et al. (1999) identifies that creating and managing
Organizational
Culture was the most important role of a leader. However, it
was also deemed
paramount that the culture contains characteristics which
included: behavior
being supportive of organizational goals, decisions being made
at the
appropriate level by people who had to live with them, co-
operation and team
work, the organization being supportive of the needs of its
employees and

good upward, downward, and lateral communications.
Lundy and Cowling (1996) defines culture as "the way we do
things around
here'' Schein (1984) on the other hand gives a widely accepted
definition of
culture as" the pattern of basic assumptions that a given group
has invented,
discovered or developed in learning to cope with its problems of
external
adaptation and internal integration, and that have worked well
enough to be
considered valid, and therefore taught to new members as the
correct way to
perceive, think and feel in relation to those problems.
According to Hobfoll
(2001) individuals’ actions and cognitions are guided by the
availability of
resources and the constraints of a culture. Thus, behavior and
attitudes
become a product of the shared

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values, beliefs and norms – that is, the organizational culture of
a firm
(Deshpandé& Webster, 1989; Hobfoll, 2001).
An organisational culture from a functional perspective as an
adaptation
mechanism, which helps an organisation to adapt and survive in
a changing
environment (Lang and Steger, 2002).
Organisational Culture is a set of broad tacitly understood rules
and
procedures that inform organizational members on what, and
how to do under
a variety of undefined situations Morvondoet. al. (2003). It is

also stated that
Culture minimizes the costs of drawing up employment
contracts and
minimizes the details necessary for controlling employees
Martins and
Teblanche (2003). Organizational Culture appears to have an
influence on the
degree to which creativity and innovation are stimulated in an
organization.
The culture of an organization may be a contributing factor in
the extent to
which creativity and innovation occur in an organization.
Robbins and Judge (2015) stated that organizational culture
refers to a system
of meaning sharing done by members that distinguish an
organization from
other organizations.
RESEARCH METHODOLOGY
Research Methodology outlines the research setting, the
characteristics of
samples and the design of the survey including the analysis of

the survey
instruments used to measure the data.
RESEARCH DESIGN
The Descriptive research method is used that refers to the
method to describe
data and characteristics used to describe the population. The
purpose of
descriptive research is to validate hypothesis or objective when
it comes to
specific group of people.
PRIMARY DATA
The data was collected by questionnaire method using
structured
questionnaire with Likert’s five-point scale. The questionnaire
comprised of
several constructs according to which the organisational culture
and Employee
Engagement are measured and analysed.
SECONDARY DATA
The data was collected from various journals, magazines,
newspapers, and

websitesspecifically related to organizational culture and
Employee
Engagement.
UNIVERSE / POPULATION
Universe refers the population of the study. Employees with
more than one
year of service with PACRR Polytechnic collegeRajapalayam
were considered
for the study as it will enable a fair understanding of culture
and engagement.
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SAMPLING METHOD
Cluster sampling (also known as one-stage cluster sampling) is
a technique in
which clusters of participants that represent the population are
identified and
included in the sample. Cluster sampling involves identification
of cluster from
where employees (participants) representing the desired criteria
of 1 year
experience in the organization (population) can be considered
for inclusion in
the sample group. On comparing to other methods cluster
sampling is more
appropriate for data collection.
TOOLS FOR DATA COLLECTION
An organizational culture from a functional perspective as an
adaptation
mechanism, which helps an organization to adapt and survive in
a changing
environment (Lang and Steger,2002). Glaser (1983) segregated

the
Organisation culture into five subscales as climate,
involvement,
communication, supervision and meetings. The revised
questionnaire had 31
items of which 15 were selected based on the study requirement.
The Organization Culture was administered to respondents in a
paper format.
Participants were asked to indicate their attitudes on a five-
point Likert scale
ranging from strongly disagree (1) to Strongly Agree (5).
Gallup survey measures the actionable issues for management,
issues
predictive of attitudinal outcomes such as satisfaction, loyalty,
and pride.
Gallup survey consists of 12 questions which identifies the
engaged and
disengaged employees in an organisation.
The Gallup Q12 was administered to respondents in a paper
format.
Participants were asked to indicate their attitudes on a five-
point Likert scale

ranging from strongly disagree (1) to Strongly Agree (5).
RELIABILITY ANALYSIS
A pilot study is made for the research with a sample of 25
employees. The
questionnaire was issued to the employees and by personal
interview method
the survey is done to analyse the reliability.
Table 4.1 Reliability analysis
NO CONSTRUCT NAME NO OF ITEMS CRONBACH’S
ALPHA
1 Organisation culture 15 0.784
2 Gallup Q12 12 0.820
PERIOD OF STUDY

The survey is conducted as personal interview basis with the
employees about
a week during mid of February in PACRR Polytechnic college
located in
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Rajapalayam.
HYPOT
HESIS
T-test

There is no significant difference in the mean scores of the
constructs
Organization culture and Gallup Q12 Employee Engagement
with respect to
male and female employees.
Anova
There is homogeneity in Organisation culture and Gallup Q12
Employee
Engagement across different level of age group of employees.
There is
homogeneity in Organisation culture and Gallup Q12 Employee
Engagement
across different level of year of service.
TOOLS FOR ANALYSIS
For clarification on the working hypotheses appropriate and apt
quantitative
statistical tests were applied. All the data analysis was carried
out by using
‘Statistical Package SPSS Version 20’.In the study Mean,

Standard Deviation, T
test and ANOVA are used to test the hypotheses and described
the present
situation of the Organizational culture and Employee
Engagement.
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ANALYSIS AND INTERPRETATION
DEMOGRAPHIC PROFILING AND MEAN
INTERPRETATION

This explains the sample with respect to its biographical
characteristics that
includes the proposition of sample across different age groups
and gender of
the respondents. It further explains the sample distribution with
respect to
years of service.
DEMOGRAPHIC PROFILING OF THE EMPLOYEES
Table shows the frequency and percentage of distribution of
Gender and years
of service.
Demographics of the Respondents
SNO DEMOGRAPHICS NUMBER PERCENT
1 GENDER MALE 60 85.7
FEMALE 10 14.3

2 AGE 34-41 YEARS 29 41.4
42-49 YEARS 31 44.3
50 AND ABOVE 10 14.3
3 Years Of
Service
1-4 YEARS 6 8.6
5-8 YEARS 19 27.1
8 YEARS AND ABOVE 45 64.3
The above table indicates ,that the sample comprises of 60
(85.7%) male
respondents and only 10 (14.3%) female respondents. It is seen
that majority
of the respondents are in the age group between 42 and 49 years
[31 (44.3%)]
followed by age group between 34 and 41 [29
(41.4%)], then the Senior age group 50 and above [10 (14.3%)].

Also from the table we infer that most of the respondents have
years of service
above 8 years [45 (64.3%)], followed by 5-8 years of service
[19 (27.1%)] and
then 1-4 years of
service [6 (8.6%)].
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70 65
60

60
50
40
30
30 26.7
MALE
FEMALE
20
10
10
8.3
0
1-4 YEARS 5-8 YEARS 8YEARSANDABOVE

Classification of respondents based on Gender and Years of
service
GENDER YEARS OF SERVICE FREQUENCY PERCENT
MALE 1-4 YEARS 5 8.3
5-8 YEARS 16 26.7
8 YEARS AND ABOVE 39 65
TOTAL 60 100
FEMALE 1-4 YEARS 1 10
5-8 YEARS 3 30
8 YEARS AND ABOVE 6 60
TOTAL 10 100

Classification of respondents based on Gender and Years of
service
The above table indicates t that majority of the male
respondents [39(65%)]
out of 60 male respondents have 8 and above years of service
followed by 5-8
years [16(26.7%)] and then 1-4 years of service [5(8.3%)]. It is
also seen that
majority of female respondents [6 (60%)] out of 10 female
respondents have 8
and above years of service, followed by 5-8 years of service
[3(30%)] and then
1-4 years of service [1(10%)].
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DESCRIPTIVE ANALYSIS OF THE CONSTRUCTS
The mean and standard deviation of all the dimensions under
study as follows.
It is a 5– point scale, so the standard for the mean is 3. Mean
values above 3
indicate that the respondent shows a state of agreeableness with
the
constructs measured and the mean values less than 3 shows a
state
disagreeableness of the respondents with the constructs.
Descriptive Statistics of constructs under study
CONSTRUCTS

MEAN
STANDARD
DEVIATION
Employees I work with are direct and honest to each other 3.50
0.61
Employees I work with constructively confront problems 3.07
0.69
Employees and management have a productive working
relationship
3.17 0.78
This organisation motivates me to put out my best efforts 3.37
0.77
This organisation respect it’s workers 3.54 0.53
This organisation treat employees in a consistent and fair

manner
3.10 0.64
There is an atmosphere of trust in this organisation 3.39 0.77
This organisation motivate employees to be efficient and
productive
3.47 0.74
When changes are made, the reasons why are made clear 3.43
0.71
I get the information I need to do my job well 3.36 0.62
This organisation values the ideas of employees at every level
3.51 0.61
Decisions made in meetings are put into action 3.41 0.65
Everyone takes part in discussions at meetings 3.26 0.63
Our discussions in meetings stay on track 3.04 0.62

Meetings tap the creative potential of employees present 3.21
0.59
Mean of OC 3.16 0.37
I know what my chief expects from me at work. 3.47 0.53
I have all the tools and materials to do my job optimally. 3.33
0.58
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I can do that which I’m best at in my daily job. 3.30 0.62

I received recognition or praise for delivered work during the
last week.
3.20 0.53
My chief appreciates me as a person. 3.30 0.67
My development is encouraged. 3.14 0.62
My opinion does count at work. 3.06 0.59
The organisationl’s mission statement gives me the feeling
that
my job is important.
3.26 0.63
My colleagues are eager to deliver quality at work. 3.29 0.64
I have a “best friend” at work 3.53 0.61
I talked to someone during the last 6 months regarding my

progression at work.
3.23 0.73
My work provides me with sufficient opportunities to learn
and
grow.
3.23 0.69
Mean of Gallup Q12 3.19 0.39
The above table shows the mean and standard deviation of all
constructs
under all dimensions. With respect to Organisation culture
(mean value = 3.16
and SD = 0.37), the standard deviation is less than 1, which
indicates that the
respondents did not vary much with the mean value.
With respect to Gallup Q12 Employee Engagement (mean =
3.19 and SD =

0.39), the standard deviation is less than 1, which indicates that
the
respondents did not vary much with the mean value.
TESTING FOR DIFFERENCE BETWEEN THE MEANS
The perspectives of organisational culture and Employee
Engagement were
accessed by employees, in order to study whether the employees
have same
perceptions based on various demographic profiles. An
independent T-test
was carried out to analyse the differences based on gender. An
ANOVA test was
carried out to study the homogeneity in the perception of the
employees with
respect to the age group and services of the sample employees.
Further data
analysis will be carried out based on the study.
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Testing for difference in organisation culture and Employee
Engagement
based on Gender
The perspectives of organisation culture and Employee
Engagement were
accessed by various employees. To study whether the employees
have same
perceptions, an independent T-test was carried out. T-test was
used to test the
difference in the sub- constructs between the genders (male or
female) of the
employees. The hypothesis formulated is as follows:
– There is no significant difference in the mean scores of the
constructs

Organisation culture and Gallup Q12 Employee Engagement
with respect to
T-test Testing for difference in the perspectives between male
and
female employees with reference to the constructs
Organisational
culture and Employee Engagement
CONSTRUCTS GENDER MEAN F SIG. T SIG. (2-
TAILED)
HYPOTHESIS
(ACCEPTED
/ REJECTED)
ORGANISATION
CULTUE
MALE 3.17 1.3 0.26 0.53 0.598
ACCEPTED

FEMALE 3.10 0.6 0.558
GALLUP Q12 MALE 3.18 0.06 0.81 -0.124 0.902
ACCEPTED
FEMALE 3.20 -0.117 0.909
The significant values (2 tailed test / p value) for the constructs
Organisation
culture (p=0.598) and Gallup Q12 Employee Engagement
(p=0.909) is greater
than 0.05 as seen in the table. This accepts the null hypothesis
stating that
there is no significant difference in the mean scores of the
constructs
Organisation culture and Gallup Q12 Employee Engagement
with respect to
The t – test results indicates that there exists no difference
between male and
female employees with respect to the constructs Organisation
culture and
Gallup Q12 Employee Engagement. However the mean score of

male is slightly
high incase of culture while the reverse in engagement
practices. This also
shows that both male and female employees got
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recognition for their work and have no partiality in doing their
work. Both
their opinions are taken into account and provided enough
opportunities for
their growth.
Test for Homogeneity across Age of Respondents and various

constructs
The sample under this study is divided into five groups, namely
18-25 years,
26-33 years, 34- 41 years, 42-49 years and 50 & above. The
constructs are
Organisational and Gallup Q12 Employee Emgagement.
Existence of
Homogeneity in the perception of respondents with respect to
the above-
stated constructs was tested across the five age groups of the
sample
respondents. The hypothesis is as below.
– There is homogeneity in Organisation culture and Gallup
Q12 Employee
Engagement across different level of age group of employees.
Test for Homogeneity across Age of Respondents and various
constructs
CONSTRUCTS AGE MEAN BETWEEN

GROUPS
/
WITHING
GROUPS
SUM OF
SQUARES
d
f
MEAN
SQUAR
E
F SIG.
ORGANISATION
CULTURE
34-41
YEARS
3.17 BG 0.04 2 0.02
0.145

0.865
42-49
YEARS
3.16 WG 9.231 6
7
0.138
50 AND
ABOVE
3.10
GALLUP Q12 34-41
YEARS
3.21 BG 0.088 2 0.044
0.282
0.755
42-49

YEARS
3.19 WG 10.497 6
7
0.157
50 AND
ABOVE
3.10
The above table shows that the significance value of
Organisation culture
(p=0.865) and Gallup Q12 Employee Engagement (p=0.755) is
greater than
0.05. So the null hypothesis is accepted and there is no
significant difference in
the perception of Organisation culture and Employee
Engagement by the
respondents of different age levels.
From the above table, it can be observed that employees under
the age group
34-41 years ( =3.17 , =3.21) feel that they have a big freedom

for their
activity, know well about their
co- working people and indulge in sharing their information and
feelings. Also
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they are highly satisfied with their role of job, the structure of
organisation and
its development. Also the mean values for the age 42-49 years
and 50& above
are slightly less than 34-41 years age group. Thus they also
show well

connectivity with their co-workers and deliver quality at work.
Test for Homogeneity across Level of Service of Respondents
and various
constructs
The sample under this study is divided into four groups, namely
below 1 year,
1-4 years, 5-8 years, and above 8 years. The constructs are
Organisational
culture and Gallup q12 Employee Engagement. Existence of
Homogeneity in
the perception of respondents with respect to the above-stated
constructs was
tested across the four Level of service of the sample
respondents. The
hypothesis is as below.
- There is homogeneity in Organisation culture and Gallup
Q12 Employee
Engagement across different level of year of service.
Test for Homogeneity across Level of Service of Respondents
and various

constructs
CONSTRUCTS YEAR
OF
SERVIC
E
MEAN BETWEEN
GROUPS
/ WITHING
GROUPS
SUM
O
F
SQUARE
S
df MEAN
SQUAR
E
F SIG.

ORGANISATION
CULTURE
1-4
YEARS
3.00 BG 0.387 2 0.194 1.46 0.240
5-8
YEARS
3.26 WG 8.884 67 0.133
8 YEARS
AND
ABOVE
3.13
GALLUP Q12 1-4
YEARS
3.00 BG 0.228 2 0.114 0.737 0.482

5-8
YEARS
3.21 WG 10.358 67 0.155
8
YEA
RS
AND
ABOVE
3.20
(43)
_____________________________________________________
_____________________________________________________
___
407

The above table shows that the significant value for
Organisation culture
(p=0.240) and Gallup Q12 Employee Engagement (p=0.482) is
greater than
0.05 indicating that the null hypothesis is accepted. Hence there
is no
significant difference in the constructs mentioned by the
respondents of
different level of service.
Also respondents with level of service 5-8 years ( =3.26 and
=3.21) know
their strengths and have better coordination to regulate their
work. They are
highly satisfied with their work and have a good connectivity
towards the
organisation. Employee’s commitment towards work makes
them unique and
achieves best grades and takes responsibilities for every action.
FINDINGS, SUGGESTIONS AND CONCLUSION

FINDINGS
• This research study comprises a total of 70 respondents from
PACRR
Polytechnic College located at Rajapalayam. From the sample
respondents, it is inferred that male respondents are higher than
female
respondents and among them most of the respondents fall in the
age
group of 42-49 years. They possess post graduate degree with 8
&
above years of experience.
• The mean for the construct Organisation culture and Gallup
Q12 of
Employee Engagement are merely same as =3.16 and =3.19
respectively. This shows that the respondents are clear about
their
culture and what is expected of them. This also shows that they
are well
connected, supported and involved in the workplace. A good
organisation culture always shows better engagement practice at

work
place.
• Test for homogeneity across the constructs Organisation
culture and
Gallup Q12 Employee Engagement with respect to age indicates
that
there is no significant difference in the perception of employees
of
different age on organisational culture and employee
engagement. This
shows that the employees are highly satisfied with their job role
and
culture. And thus age is not a bar for delivering quality at work.
• Similarly, test for homogeneity with respect to Year of service
indicates
that there is no significant difference in the perception on
organisational culture and employee engagement. This indicates
that
the employees are engaged to the workplace and work with
greater
involvement and enthusiasm. And also shows that work culture
is
uniform to all and provides good opportunities for growth.

• Eventually in T-test, it is evident that there is no significant
difference in
the employee’s perception on Organisation culture and Gallup
Q12
Employee Engagement based on gender. This gives a clear idea
that all
employees are treated irrespective of gender and both male and
female
(43)
_____________________________________________________
_____________________________________________________
___
408
employees try to excel at the workplace. And also organisation
is well

designed to treat with dignity and employee’s best utilise the
resources
for their growth. It also indicates that the organisation gives
importance
for every individual’s opinions and deliver quality tools and
materials
for better engagement of the employees.
SUGGESTIONS
Individual’s perception in group always vary with each other.
Here, fair
treatment of employee, working constructively to confront
problems and track
after discussion in meeting are quite low. Also individuals feel
that their
opinion were less taken count at work.
Thus creating favourable working environment, good
communication and
building good inter- personal relation with employees would
avoid such
influences and increase engagement.

Improve organisation culture
The organisation culture plays an important role in creating
trust and loyalty
among the employees. Stronger the culture, better employees
understand what
is expected from them. There are several ways to improve
organisation culture
which includes:
• Embrace Transparency - Highly Engaged employees are 2.5x
more
likely to report working for a transparent organization than
Actively
Disengaged employees (Bonusly's 2019 Engagement and
Modern
Workplace Report).
• Recognise and reward - Employees who don’t feel recognized
are
twice as likely to quit their job in a year, while the top 20% of
companies with a recognition-rich culture have a 31% lower
turnover
rate.

• Cultivate strong co-worker relationship - Having strong
relationships
at work drives employee engagement, but it doesn't happen
automatically. Building strong coworker relationships takes
time,
effort, and sometimes, dedicated team-building activities.
• Promote team atmosphere – Shift from individual mentality to
team
goals will bring enormous change in the results of work.
• Regular feedback - providing regular feedback and allowing
employees to give feedback will help to understand team’s
concern.
IMPROVE EMPLOYEE ENGAGEMENT
Many organisation follow different engagement strategies to
improve
productivity and reduce the employee turnover rate. Here the
RESPECT
framework developed by Dr.Jackwiley is suggested.

R – Recognition : A pat on back from managers and the
(43)
_____________________________________________________
_____________________________________________________
___
409
organisation at large. E – Exciting work : A job that’s
interesting, challenging and fun.
S – Security : Job security may want to talk about but
employees do. P – Pay : fair compensation for the work done
by employees.
E – Education : Opportunities to develop skills and career.
C – Condition : A workplace that is comfortable physically,

socially and well- equipped.
T – Truth : Frank, honest and transparent leaders.
CONCLUSION
The overall implication here is that positive culture inside the
organisation
contribute better engagement of the employees.
Thus, the results of this study shows that changes is always
persistent in the
organisation, and in order to survive, employees tend to possess
learning skills
and collide with the trend of the organisation. In addition to
that, Organisation
culture always had an impact over engagement of the
employees. Hence every
organisation should value employee’s opinion and treat them
with no bias.
This will automatically increase employee’s involvement and
commitment
towards his/her job.

REFERENCES
Jane D. Parent, Kathi J. Lovelace, (2015). The Impact of
Employee Engagement
and a Positive Organizational Culture on an Individual’s Ability
to Adapt to
Organization Change.
AnjaKrog, (2014). The Relationship Between Organizational
Culture and Work
Engagement: A Multilevel Investigation.
Mohammed Al Shehri, Patrick McLaughlin, Ahmed Al-Ashaab&
Rashid Hamad,
(2017). The Impact of Organizational Culture on Employee
Engagement in
Saudi Banks, Vol. 2017.
Robinson, D., Perryman, S., &Hayday, S. (2004). The Drivers
of Employee Engagement.

Richard S Brenyah and Theresa Obuobisa-Darko, (2017).
Organisational
Culture and Employee Engagement within the Ghanaian Public
Sector.
K. K. Ramachandran (2019) “Impact of Motivational Factors on
the
Performance of Teacher in Higher Education Institutions”,
IJAST, vol. 28, no. 1,
pp. 86 - 94, Sep. 2019.
Kalia, N., &Verma, Y. (2017). Organizational culture and
employee engagement:
an interrelationship study in hospitality industry of Himachal
Pradesh.
International Journal of Human Resource Management and
Research, 7(3), 17-
(43)
_____________________________________________________
_____________________________________________________

___
410
22. Pervashnee Naidoo, Nico Martins, (2014), Investigating the
relationship
between organisational culture and work engagement, vol. 12
Mary Monica Jiony, Geoffrey Harvey Tanakinjal, Daria Gom,
Ruth S. Siganul.
(2015), Understanding the Effect of Organizational Culture and
Employee
Engagement on Organizational Performance Using
Organizational
Communication as Mediator: A Conceptual Framework.
GartiniaNurcholis, Widjajaning Budi, (2019). The Impact of
Organizational
Culture and Perceived Organizational Support on Employee
Engagement, vol.
395.
Dr. K. K. Ramachandran., Dr.DeepaManickam (2020)., A Study

on Employee
Experience at Bosch Engineering and Business

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