This document summarizes a research study on how organizational dreaming by employees affects their job performance and commitment to the organization. The study analyzed survey responses from 184 IT employees in India. Key findings include: 1) Managing employees' organizational dreams positively impacts their job fit and commitment. 2) Employees' perceptions of organizational support are shaped by how their dreams align with the organization. 3) Interacting with employees' organizational dreams and adjusting the workplace enhances their job contributions. The study concludes interactive approaches are needed to align employee dreams with organizational goals to maximize human resource potential.

1. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online),
Volume 5, Issue 4, April (2014), pp. 137-144 © IAEME
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HARMONIZING EMPLOYEE ‘ORGANIZATIONAL DREAMING’: AN
INTERACTIVE APPROACH OF UNEARTHING HUMAN RESOURCE
POSSIBILITIES TO EXCEL
Juturu Viswanath
Research Scholar, Department of Business Management,
Yogi Vemana University, Vemana Puram, Kadapa – 516003,
Andhra Pradesh, India
G.V. Chandra Mouli
Research Scholar, Department of Business Management,
Yogi Vemana University, Vemana Puram, Kadapa – 516003,
Andhra Pradesh, India
ABSTRACT
Every organization survives under different critical tribulations and even sometimes they may
appear as so dilemmatic. Balancing human and non-human resources is one of the key typical
challenges in the recent times. Ever changing business environment throws many new issues and
concerns. Organizational accomplishments depend on how best these are analyzed and integrated
with the firm requirements. Every employee enters the organization with having so many
expectations and perceptions. Literally speaking organizational dreaming is a degree in which
employee recognizes the firm in their own way and integrates personal assumptions with
organizational advancements. This tendency has both positive and adverse effects on human resource
capacities development and utilization. This paper discusses the interactive approach of Balancing
this trance i.e. organizational dreaming assists the organization and human resources to unearth
newer possibilities to excel in all the ways and times.
Keywords: Human Resources, Business Environment, Organizational Dreaming, Interactive
Approach, Excel.
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Volume 5, Issue 4, April (2014), pp. 137-144
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2. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online),
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INTRODUCTION
Employee job satisfaction results in enhanced commitment levels. It happens through the
collective efforts of organization and employee (Agho A.O., Mueller C.W. & Price J.L., 1993).
Human resources quality rests with many facets like learning, adopting, engagement and behavioral
traits. Most of the organizations are caring about employee perceptions on job and organization
(Chet, R. Douglas B, Bly, J, Paul R., 2008). Organizational dreaming has been emerged as one of the
crucial HR issue. It has interactive effects on employee proactiveness, creativity and newer outcomes
at workplace (Kim, T., Hon, A., & Crant, J. J., 2009). Employees imagine everything about job and
organization before performing their assigned roles. Job performance and autonomy goes together
and most cases it dictates human resources behavioral dynamics (Patillo, E.J., Moran, B.B., &
Morgan, J., 2009).
Workplace dilemmas will arise due to mismatch between expectations and reality. Job
performances are linked with level of employee adjustment (Westerman, J.W. & Simmons, B.L.,
2007). The key factor which helps in facing the competition is organizational stability; smooth
functioning, persistent innovations and perfect leadership (Sridharan, U.V. & Caron, H., 1998).
Performance improvement is ever exist challenge of the organizations in terms of human resources
contributions. Impact creation and management about organizational creativity has gained huge
prominence and coupled with employee occupational surveillance (Esque, T.J, & Gilmore, E.R.,
2003). Negligence in assessing the impact of organizational dreaming has many unobservable effects
from both sides i.e. employer and employee. Employee disturbs and find difficult to survive in the
organization but its superiority is more on overall firm’s business performance (Jacobson, R., 1990).
Intelligence, personality and performance factors are highly imperative on employee efficiency.
Whenever any misfit exist in form extreme organizational dreaming it carries a significant
impressions on functional behaviors at work environment (Parkinson, J., & Taggar, S., 2006).
Human relations in the workplace can be positively sustained through focusing on organizational
dreaming. Human resource strategies are subject to employee imaginations and perceptions on
organizational attitude towards them (Rotemberg, J., J., 1994).
SIGNIFICANCE OF THE STUDY
Organization benefits from the employee occupational contributions. These are concerned
with the efficiency factor and workplace adjustments. It is correlated with job and organizational
loyalty. Employee analyzes and perceives the things from their own assumptions. Because, they are
with certain predetermined imagination, impression and understanding towards organizational
environmental support. So, this trance is needed to be managed and directed correctly at all the
phases of employment, otherwise it collapses friendly and supportive workplace climate. Hence, this
study notifies all those effects related to organizational dreaming in the context of unearthing
possibilities to achieve human resource excellence.
METHODOLOGY
A descriptive research design taking a survey approach is used. Data is collected from the
respondents by using the interview schedule specifically designed for the purpose. A non-
probabilistic sampling method, namely convenience sampling is used in drawing samples for this
study. The study is carried out with the following research objectives:
• To assess various impediments affecting organizational dreaming on the employee possibilities
to excel;

3. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online),
Volume 5, Issue 4, April (2014), pp. 137-144 © IAEME
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• To find out the interactional effect of employee organizational dreaming and workplace
adjustments and
• To ascertain the influence of harmonizing organizational dreaming on optimizing employee
occupational contributions;
Population consists of IT (Information Technology) employees belongs to different
companies exists in the Electronics City (popularly known as Electronic City), Bangalore. The
population includes various categories of IT Employees like Software Engineers, Senior Software
Engineers and Project Managers. A total number of 220 questionnaires were distributed for this
study. Of this number, 195 were returned and 184 were found usable. The sample included 106
males (57.60%) and 78 females (42.40%). The range of ages of the respondents is from 20 to 55
years. The educational level of the respondents is high with 83% holding bachelors or postgraduate
degrees. Slightly more than half (54.2%) of the respondents reported that they hold the position of
Software Engineers; whereas 26.9% are Senior Software Engineers cadre; and 18.9% Project
Managers. Respondent’s opinions are carefully recorded and tabulated. The Survey was conducted
from January 2014 to February 2014. The tabulated data is analyzed with various statistical tools like
Mean, Standard Error, Median, Mode, Standard Deviation, Sample Variance, Kurtosis, Skewness,
Range, Minimum, Maximum, t-test and ANOVA.
Analysis:
Table 1: Impediments affecting employee organizational dreaming on unearthing possibilities to
excel
1.1.Factor Person-Job Fit
Mean S.E Median Mode S.D S.V Kurtosis Skewness Range Min Max
20.33 3.48 15 N/A 10.44 109 1.089 1.301 31 11 42
1.2.Factor Perceived Organizational Support
Mean S.E Median Mode S.D S.V Kurtosis Skewness Range Min Max
19.9 2.38 19.5 N/A 7.54 56.99 3.604 1.500 27 11 38
1.3.Factor Organizational Bonding
Mean S.E Median Mode S.D S.V Kurtosis Skewness Range Min Max
13.5 1.973 12 N/A 6.240 38.94 0.251 0.034 21 14 23
1.4.Factor: Social Recognition
Mean S.E Median Mode S.D S.V Kurtosis Skewness Range Min Max
12.6 2.56 14.5 N/A -8.099 65.6 -1.553 -0.447 21 12 22
1.5.Factor Proactive Learning Attitude
Mean S.E Median Mode S.D S.V Kurtosis Skewness Range Min Max
21.5 2.034 21 N/A 6.433 41.38 0.469 0.624 22 12 34
Source: Primary data from field survey
Note: S.E – Standard Error; S.D – Standard Deviation; S.V – Sample Variance;

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Table 1.1 shows the following values for the Person-Job fit variable. The mean Value is
20.33. The standard deviation is 10.44. Variance is square of standard deviation which is 109. The
value of kurtosis and skewness are 1.089 and 1.301 respectively which shows data is not normally
distributed. Range which is defined as the highest minus lowest is 31. The minimum value in this
data set is 11 while maximum value is 42.
Table 1.2 shows the following values for the Perceived Organizational Support variable. The
mean Value is 19.9. The standard deviation is 7.54. Variance is square of standard deviation which is
56.99. The value of kurtosis and skewness are 3.604 and 1.500 respectively which shows data is not
normally distributed. Range which is defined as the highest minus lowest is 27. The minimum value
in this data set is 11 while maximum value is 38.
Table 1.3 shows the following values for the Organizational Bonding variable. The mean
Value is 13.5. The standard deviation is 6.240. Variance is square of standard deviation which is
38.94. The value of kurtosis and skewness are 0.251 and 0.034 respectively which shows data is not
normally distributed. Range which is defined as the highest minus lowest is 21. The minimum value
in this data set is 14 while maximum value is 23.
Table 1.4 shows the following values for the Social Recognition variable. The mean Value is
12.6. The standard deviation is 8.099. Variance is square of standard deviation which is 65.6. The
value of kurtosis and skewness are -1.553 and -0.447 respectively which shows data is not normally
distributed. Range which is defined as the highest minus lowest is 21. The minimum value in this
data set is 12 while maximum value is 22.
Table 1.5 shows the following values for the Proactive Learning Attitude variable. The mean
Value is 21.5. The standard deviation is 6.433. Variance is square of standard deviation which is
41.38. The value of kurtosis and skewness are 0.469 and 0.624 respectively which shows data is not
normally distributed. Range which is defined as the highest minus lowest is 22. The minimum value
in this data set is 12 while maximum value is 34.
Table 2: Influence of employee organizational dreaming on employee occupational contributions
2.1: t-Test: Two-Sample Assuming Equal Variances
Male 1 Female 2
Mean 9 7.222222
Variance 36.25 11.69444
Observations 9 9
Pooled Variance 23.97222
Hypothesized Mean
Difference 0
df 16
t Stat 0.770246
P(T<=t) one-tail 0.226189
t Critical one-tail 1.745884
P(T<=t) two-tail 0.452378
t Critical two-tail 2.119905
Since the calculated t-value (0.77) is less than the critical t-value (2.1), implying that the two
populations means are equal.

5. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online),
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2.2: Anova: Single Factor
SUMMARY
Groups Count Sum Average Variance
Group 1 10 74 7.4 18.71111
Group 2 10 74 7.4 42.26667
Group 3 10 45 4.5 6.055556
ANOVA
Source of
Variation SS df MS F P-value F crit
Between Groups 56.06667 2 28.03333 1.2546 0.301291 3.354131
Within Groups 603.3 27 22.34444
Total 659.3667 29
The calculated F-Value (1.2546) is less than the critical F-Value (3.35), implying that the
population mean of at least one group is different from other groups.
Table 3: Interactional effect between organizational dreaming and workplace adjustments
Anova: Two-Factor With Replication
SUMMARY Group 1 Group 2 Group 3 Total
Organizational
Dreaming
Count 4 4 4 12
Sum 87 42 24 153
Average 21.75 10.5 6 12.75
Variance 44.91667 1 10 63.11364
Workplace Adjustments
Count 4 4 4 12
Sum 50 30 25 105
Average 12.5 7.5 6.25 8.75
Variance 73.66667 25.66667 18.91667 40.20455
Total
Count 8 8 8
Sum 137 72 49
Average 17.125 9 6.125
Variance 75.26786 14 12.41071
ANOVA
Source of Variation SS df MS F P-value F crit
Sample 96 1 96 3.307177 0.085657 4.413873
Columns 520.75 2 260.375 8.969856 0.001983 3.554557
Interaction 93.25 2 46.625 1.60622 0.228106 3.554557
Within 522.5 18 29.02778
Total 1232.5 23

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The calculated F is 1.60 while the critical F-Value is 3.55. The computed value of F is 3.30
while the critical F is 4.41. Hence there is no significant difference in responses across the groups.
The column effect, computed F is 8.96 while critical F is 3.55, since calculated F is less than the
critical F. This implies that there is no significant difference in responses on organizational dreaming
and workplace adjustments.
CORE FINDINGS
Majority of the respondents opined that managed organizational dreaming has higher impact
on person-job fit. Whenever individuals are able to connect rightly with their jobs results in enhanced
commitment and engagement; in simple it creates professional attitude towards work and
organization.
Perceived organizational support element is the internal impression of the employee on
organization at various phases of employment. Organizational dreaming is an integral part of that
and moreover it is decisive in case of employee assessments on organizational loyalty i.e. perfect
bonding.
Tackling organizational trance is linked with social relations and influences workplace
relationships. Generally learning attitude development rests with the organizational values and
treatment given to the human resources. Participative environment creates such an intention and
helps in becoming proactive at various organizational critical times.
The ideologies towards influence of organizational dreaming on employee occupational
contributions between male and female population are same and accepted its impact. All groups of
the population like software engineers, senior software engineers and project managers expressed
positively towards organizational dreaming contemplations on work commitments.
Human resource excellence is all about devising proactive strategies and perfect
implementation. In this regard the interaction effect between the organizational dreaming and
workplace adjustment are noticeable. The degree of workplace adjustments of the employee
maximizes their occupational contributions and assists the organization in sustaining competitive
advantage.
PRACTICAL IMPLICATIONS AND CONCLUSIONS
Organizations should realize that the employee dreaming is the common phenomenon and
needs special attention to handle it. In fact organizational dreaming insists the employer to
understand and analyze the impressions of the employee on organization which have long run impact
in all the ways. Organizational dreaming is a psychological contact and managing this tendency
creates and sustains employer-employee bonding. Creativity and innovations at workplace are the
outcomes of managed human resource possibilities to excel. The employee assumptions and
perceptions are rightly managed through harmonizing organizational dreaming enhances the degree
of organizational integration.
Assessing employee impressions is a strategic move performed by the organizations to
sustain competitive edge. Person-job fit area is interlinked with the balancing of employee dreaming.
It reduces mismatches which arise due to meager assimilation of employee with the organization.
Organizational dreaming maximizes the degree of employee perceived organizational support in a
positive way. Workplace relationships are subject to the social factors like recognition, acceptance
and approval. The level of interaction with the job and organization by the employee optimizes the
bonding and engagement.
Proactive learning intentions of employees facilitate the organizations in leading critical
business problems including competition. The organizational advancements depend on employee

7. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online),
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involvement and integrating firm vision and mission with personal progress. The top level
management has to rethink about issues related to managing employee organizational dreaming. The
company’s should adopt unique strategies to deal with this typical trance. Managed organizational
dreaming improves and optimizes the degree of workplace adjustments of employees. Because when
the employees are able to integrate their views on organization with reality creates sound and healthy
work climate.
Employees start unearthing the possibilities to excel due to match between personal and
organizational philosophies. It boosts the morale and level of job commitment. Effective
communication system can be sustained through understanding exactly employee perceptions toward
organization and taking efficient measures with a proactive approach. Self-analysis factor helps the
employees to assess their strengths and weaknesses at workplace. This solves many professional
enigmas and increases the confidence levels of human resources.
Managing organizational dreaming can be used as an effective tool to tackle performance and
retention issues of employees. In short it is an interactive approach in which employer-employee
relations strengthened with an accurate spirit. Organizational transformation will begin with human
resource effective utilization. Harmonized organizational dreaming ensures the paradigm shift in
form of organizational strategic accomplishments. It encourages the employees to optimize their
occupational contributions through connecting the individual continuous learning, assessments and
career management with organizational requirements.
SCOPE FOR FURTHER RESEARCH
This study is confined to the assessing the concept of organizational dreaming on human
resource performance issues beyond time and financial constraints. So, there is ample amount of
scope to explore further in this area like Personality Assessments, Proactive Training Programs,
Workplace Conflicts, Managing Difficult People and Deviant Intelligence etc.
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