Organizational culture refers to the shared beliefs, values, and behaviors that characterize an organization. An organization's culture is shaped by its history, leaders, and approaches to challenges. The document discusses how organizational culture influences human resource management (HRM) practices like recruitment, training, and performance management. It also notes that some scholars believe culture drives HRM practices, while others believe HRM practices shape organizational culture. Effective HRM involves understanding and aligning practices with an organization's unique culture.
Critically examine the concept of organizational culture and evaluate its significance on organizational behavior within the Aster Group-
According to Mullins, (2010) Organizational culture is the pattern of values, norms, customs, beliefs, attitudes assumptions and strategies that shape how Aster group deliver its housing services to the people. Aster group culture was based on the promise of improving homes to modern standards whilst keeping rents stable. Other key organizational culture identified in the Aster group included; efficiency, effectiveness, initiative, care, confidence, entrepreneurial, pacesetting, track record, ambitious, adventurous, proactive, innovative and teamwork.
Aster’s organizational leaders developed organization culture over time aiming to focus the organization to the particular goals and objectives while performing its objectives.
Organizational culture - Human Behaviour OrganisationKrupesh Shah
This document discusses organizational culture at two companies - Tata Motors and Ford Motors. It begins by defining organizational culture and its importance. It then examines the key components and characteristics of organizational culture, as well as different types. The presentation also explores the cultures specifically at Tata Motors and Ford Motors, looking at their missions, visions, and broader perspectives. It highlights innovations and the value of ethics at both companies.
This document is a term paper on organizational culture written by Arbnor Hoxhaj in 2014 for a seminar course. It received the top mark of 10. The paper defines organizational culture and discusses various authors' perspectives on types of organizational culture, including Hofstede, O'Reilly, Chatman, Caldwell, Deal and Kennedy, and Schein. It also covers factors influencing organizational culture, communicative indicators, strong versus weak cultures, and the impacts and challenges of cultural change. The paper provides a comprehensive overview of key concepts and models in the field of organizational culture.
1. The document discusses organizational culture and describes it as a shared belief system among members that guides behaviors and decision making.
2. It states that organizational culture is implicit rather than explicit, exists on multiple levels, and is complex, prescribing the right way to do things.
3. Creating a value-based culture requires interventions by HR to disrupt the status quo and change the organization through planned actions that build things like trust and transparency.
Organizational culture refers to the shared values, beliefs, and assumptions that develop within an organization over time. It provides a sense of identity for members and enhances commitment to the organization's mission. A strong organizational culture is one in which core values are intensely held and widely shared. Culture is learned through artifacts, espoused values, and underlying assumptions. While most members share the dominant culture, subcultures may also form around different experiences or departments. Maintaining culture involves selection practices, actions of top management, and socialization of new employees. Organizational climate refers to current patterns of behavior and feelings in an organization, reflecting the shared perceptions of how things are done. It is shaped by and influences organizational culture.
This document summarizes an organizational culture workshop that discusses how organizational culture is formed and impacts organizations. It defines organizational culture and outlines Edgar Schein's three levels of culture - surface manifestations, espoused values, and basic assumptions. The workshop also discusses assessing and measuring culture using surveys, focus groups, and interviews. Finally, it presents examples of levers that can be used to change organizational culture, such as developing leadership, improving communication, and encouraging innovation.
Critically examine the concept of organizational culture and evaluate its significance on organizational behavior within the Aster Group-
According to Mullins, (2010) Organizational culture is the pattern of values, norms, customs, beliefs, attitudes assumptions and strategies that shape how Aster group deliver its housing services to the people. Aster group culture was based on the promise of improving homes to modern standards whilst keeping rents stable. Other key organizational culture identified in the Aster group included; efficiency, effectiveness, initiative, care, confidence, entrepreneurial, pacesetting, track record, ambitious, adventurous, proactive, innovative and teamwork.
Aster’s organizational leaders developed organization culture over time aiming to focus the organization to the particular goals and objectives while performing its objectives.
Organizational culture - Human Behaviour OrganisationKrupesh Shah
This document discusses organizational culture at two companies - Tata Motors and Ford Motors. It begins by defining organizational culture and its importance. It then examines the key components and characteristics of organizational culture, as well as different types. The presentation also explores the cultures specifically at Tata Motors and Ford Motors, looking at their missions, visions, and broader perspectives. It highlights innovations and the value of ethics at both companies.
This document is a term paper on organizational culture written by Arbnor Hoxhaj in 2014 for a seminar course. It received the top mark of 10. The paper defines organizational culture and discusses various authors' perspectives on types of organizational culture, including Hofstede, O'Reilly, Chatman, Caldwell, Deal and Kennedy, and Schein. It also covers factors influencing organizational culture, communicative indicators, strong versus weak cultures, and the impacts and challenges of cultural change. The paper provides a comprehensive overview of key concepts and models in the field of organizational culture.
1. The document discusses organizational culture and describes it as a shared belief system among members that guides behaviors and decision making.
2. It states that organizational culture is implicit rather than explicit, exists on multiple levels, and is complex, prescribing the right way to do things.
3. Creating a value-based culture requires interventions by HR to disrupt the status quo and change the organization through planned actions that build things like trust and transparency.
Organizational culture refers to the shared values, beliefs, and assumptions that develop within an organization over time. It provides a sense of identity for members and enhances commitment to the organization's mission. A strong organizational culture is one in which core values are intensely held and widely shared. Culture is learned through artifacts, espoused values, and underlying assumptions. While most members share the dominant culture, subcultures may also form around different experiences or departments. Maintaining culture involves selection practices, actions of top management, and socialization of new employees. Organizational climate refers to current patterns of behavior and feelings in an organization, reflecting the shared perceptions of how things are done. It is shaped by and influences organizational culture.
This document summarizes an organizational culture workshop that discusses how organizational culture is formed and impacts organizations. It defines organizational culture and outlines Edgar Schein's three levels of culture - surface manifestations, espoused values, and basic assumptions. The workshop also discusses assessing and measuring culture using surveys, focus groups, and interviews. Finally, it presents examples of levers that can be used to change organizational culture, such as developing leadership, improving communication, and encouraging innovation.
DIAGNOSING ORGANISATIONAL CULTURE BY USING OCAISiti Rizki
The document discusses organizational culture and introduces the Organizational Culture Assessment Instrument (OCAI) to diagnose culture. The OCAI is based on the Competing Values Framework which includes four main culture types: clan, adhocracy, market, and hierarchy. It involves assessing six key aspects of culture to determine an organization's current and preferred cultures. Understanding differences can provide insights for initiatives to improve performance by better aligning culture and goals.
Organizational culture refers to the shared norms, values and beliefs that guide behavior and decision-making within an organization. It is developed through rituals, language and practices that create a sense of identity for organizational members. A strong organizational culture brings stability, promotes shared understanding and helps members resolve conflicts. The socialization process helps new employees learn the organization's unique culture as they adapt to their new roles. An organization's culture can impact employee satisfaction and performance if the culture is effectively managed and aligned with business goals.
This document discusses organizational culture, including what it is, how it forms and is maintained, and its functions and liabilities. It defines organizational culture as the shared meanings and behaviors of members that distinguish one organization from others. Cultures begin through the actions and values of founders and are kept alive through employee selection, socialization, and top management reinforcement of norms. Strong cultures with intensely held values can substitute for formal rules and procedures. The document also discusses creating ethical and positive cultures, as well as the concepts of workplace spirituality and characteristics of spiritual organizations.
Organizational Culture Dynamics (Organizational Management)Manu Alias
A presentation on Organizational culture dynamics and it's characteristics, importance, role, types, etc. It also talks about the corporate culture and it's features.
Culture consists of shared understandings like ways of thinking and feeling that distinguish human groups. Organizational culture refers to values and behaviors that develop in an organization, while national culture is broader and develops over generations. Organizational culture is created through hiring and socializing employees and by leaders serving as role models, and it is sustained through practices like selecting culturally aligned employees, actions by top managers, and socializing new employees.
Organizational culture is shaped by various determinants and can be measured along several dimensions. Developing a strong culture involves establishing a clear identity, important values, healthy traditions, and consistent management practices. Changing culture requires understanding forces of change, maintaining core values, creating a shared vision, assessing gaps, planning interventions, and continually reinforcing changes. Measuring culture uses both quantitative and qualitative methods to understand artifacts, values, rituals, stories and basic assumptions.
This document discusses organizational culture, defining it as shared assumptions, values and beliefs that influence how employees behave. It outlines seven primary features of culture, levels of culture, and how culture is transmitted through stories, rituals, symbols and language. The importance of culture in guiding employees and creating identity is described. Examples of Google's strong culture are provided, and the conclusion stresses the importance of an inclusive culture that makes all employees feel safe and welcome.
Organizational culture refers to shared meanings and understandings within an organization that distinguish it from other organizations. Common elements of culture include innovation, stability, attention to detail, and aggressiveness. Culture defines boundaries, provides identity, facilitates commitment, and serves as a control mechanism. Strong cultures can act as barriers to change, diversity, and mergers. Culture is created through hiring, socialization, and leader role modeling and sustained through selection, socialization, and top management behavior.
Organizational culture stems from the actions of founders through selection, socialization, and role modeling. Cultures are sustained through selection processes, managerial actions that establish norms, and socialization methods for new employees. Employees learn the culture through stories, rituals, symbols, and language that express and reinforce key organizational values. Managers can promote ethical, positive cultures by visibly rewarding ethical behavior and being role models of the desired culture.
This document discusses key terms and concepts related to organizational culture. It defines culture as central to how people see and make sense of the world. Organizational culture consists of the shared beliefs, values, and assumptions within a company that guide employee behavior and distinguish that organization from others. Employees learn the organizational culture through stories, rituals and ceremonies, physical structures, and symbols. A strong culture is characterized by widely shared values that influence employee behavior and commitment.
Organizational culture is defined as shared perceptions held by members of an organization and can include subcultures within departments. Origins of culture include founders' values, the external environment, and the nature of work. Typical American culture is quick decision-making, individual contribution linked to goals, focus on ROI, and work-life balance. Typical Japanese culture emphasizes consensus decision-making, group contribution, process over just ROI, and priority of work over personal life. Theory Z proposes long-term employment, consensus decision-making, individual recognition, and holistic employee concern can improve performance. Culture is communicated through stories, rituals, symbols, values, and assumptions and shapes acceptable behavior and decision-making.
This document discusses organisational culture and provides details on its key characteristics and how it is created and sustained within an organisation. It describes organisational culture as the shared meanings and beliefs held by organisational members. Seven key characteristics of organisational culture are identified: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. The document also examines how organisational culture is created by founders and kept alive through selection processes, leadership, and socializing new employees.
Harrison typologies of organizational cultureclase5pt09
Harrison identified four types of organizational cultures:
1. Power culture - centralized control through key loyal individuals, dependent on central leadership.
2. Role culture - bureaucracy based on rationality, specialization and defined roles/procedures.
3. Task culture - flexible project teams focused on results with distributed power/resources.
4. Person culture - organization exists only to serve individuals who band together around shared interests.
The document discusses organizational culture and its key aspects. It defines organizational culture as shared assumptions, values and beliefs that govern how people behave in organizations. It identifies three levels of culture - artifacts, espoused values, and basic underlying assumptions. It also evaluates four functions of culture - providing identity, sense-making, reinforcing values, and control. Leaders reinforce culture through attention, crisis response, behavior, rewards, and hiring/firing. Culture is communicated through three stages of socialization - anticipatory, encounter, and change/acquisition. Managers can assess and change culture, but it is difficult due to assumptions being unconscious and deeply ingrained. Developing positive culture faces challenges like mergers and developing global or ethical cultures.
culture and organizational change - important insights from Edgar ScheinNiki Anandi Koulouri
This document discusses organizational culture and change based on insights from Edgar Schein. It summarizes findings from Gallup that 7 in 10 employees are disengaged globally due to poor organizational cultures. A 2013 survey found that while 84% of executives believe culture is critical to success, only 35% think their culture is effectively managed. Schein's model of organizational culture identifies artifacts, espoused values, and basic underlying assumptions. Key insights from Schein are that culture determines strategy, leaders manage culture, culture matters most during problems, and changing culture creates learning anxiety that must be reduced. The document provides exercises to explore an organization's culture.
Fostering a great company culture is all the rage, and for good reason – creating a culture where people and the business thrive is what separates the exceptional from the ordinary. Exceptional organizations have cultures that truly unleash the full potential of its people. Employees are inspired, motivated and energized, which has tremendous impact on results. But how does a company quickly transform its culture from ordinary to exceptional? For your culture evolution (or revolution!) to succeed, there are several elements that need to be thoughtfully connected to be truly meaningful. In this webinar, you'll learn about the five fundamental truths to driving culture change.
creating and maintaining organization culuter ahmad alshardi
This document describes organizational culture and how it is created and maintained. It defines organizational culture as shared values and norms that control member interactions and distinguish an organization. Characteristics like innovation, detail orientation, and aggressiveness shape culture. Strong cultures have intensely held, clearly shared values. Culture is created by founders hiring like-minded people and socializing new employees. It is maintained through selection of cultural fits, actions of top management modeling culture, and onboarding that socializes new employees to the culture. An organization's ethical culture influences member decision-making and is shaped by factors like leadership and policies.
Human resource management (HRM) involves developing and implementing people strategies aligned with corporate goals. It includes acquiring, training, evaluating, compensating employees, as well as managing labor relations, health, safety, and fairness. With the rise of seeing employees as resources, HRM aims to maximize return on investment in people while meeting employee needs. HRM goes beyond administrative personnel tasks to envision how management wants employees to contribute to organizational success.
DIAGNOSING ORGANISATIONAL CULTURE BY USING OCAISiti Rizki
The document discusses organizational culture and introduces the Organizational Culture Assessment Instrument (OCAI) to diagnose culture. The OCAI is based on the Competing Values Framework which includes four main culture types: clan, adhocracy, market, and hierarchy. It involves assessing six key aspects of culture to determine an organization's current and preferred cultures. Understanding differences can provide insights for initiatives to improve performance by better aligning culture and goals.
Organizational culture refers to the shared norms, values and beliefs that guide behavior and decision-making within an organization. It is developed through rituals, language and practices that create a sense of identity for organizational members. A strong organizational culture brings stability, promotes shared understanding and helps members resolve conflicts. The socialization process helps new employees learn the organization's unique culture as they adapt to their new roles. An organization's culture can impact employee satisfaction and performance if the culture is effectively managed and aligned with business goals.
This document discusses organizational culture, including what it is, how it forms and is maintained, and its functions and liabilities. It defines organizational culture as the shared meanings and behaviors of members that distinguish one organization from others. Cultures begin through the actions and values of founders and are kept alive through employee selection, socialization, and top management reinforcement of norms. Strong cultures with intensely held values can substitute for formal rules and procedures. The document also discusses creating ethical and positive cultures, as well as the concepts of workplace spirituality and characteristics of spiritual organizations.
Organizational Culture Dynamics (Organizational Management)Manu Alias
A presentation on Organizational culture dynamics and it's characteristics, importance, role, types, etc. It also talks about the corporate culture and it's features.
Culture consists of shared understandings like ways of thinking and feeling that distinguish human groups. Organizational culture refers to values and behaviors that develop in an organization, while national culture is broader and develops over generations. Organizational culture is created through hiring and socializing employees and by leaders serving as role models, and it is sustained through practices like selecting culturally aligned employees, actions by top managers, and socializing new employees.
Organizational culture is shaped by various determinants and can be measured along several dimensions. Developing a strong culture involves establishing a clear identity, important values, healthy traditions, and consistent management practices. Changing culture requires understanding forces of change, maintaining core values, creating a shared vision, assessing gaps, planning interventions, and continually reinforcing changes. Measuring culture uses both quantitative and qualitative methods to understand artifacts, values, rituals, stories and basic assumptions.
This document discusses organizational culture, defining it as shared assumptions, values and beliefs that influence how employees behave. It outlines seven primary features of culture, levels of culture, and how culture is transmitted through stories, rituals, symbols and language. The importance of culture in guiding employees and creating identity is described. Examples of Google's strong culture are provided, and the conclusion stresses the importance of an inclusive culture that makes all employees feel safe and welcome.
Organizational culture refers to shared meanings and understandings within an organization that distinguish it from other organizations. Common elements of culture include innovation, stability, attention to detail, and aggressiveness. Culture defines boundaries, provides identity, facilitates commitment, and serves as a control mechanism. Strong cultures can act as barriers to change, diversity, and mergers. Culture is created through hiring, socialization, and leader role modeling and sustained through selection, socialization, and top management behavior.
Organizational culture stems from the actions of founders through selection, socialization, and role modeling. Cultures are sustained through selection processes, managerial actions that establish norms, and socialization methods for new employees. Employees learn the culture through stories, rituals, symbols, and language that express and reinforce key organizational values. Managers can promote ethical, positive cultures by visibly rewarding ethical behavior and being role models of the desired culture.
This document discusses key terms and concepts related to organizational culture. It defines culture as central to how people see and make sense of the world. Organizational culture consists of the shared beliefs, values, and assumptions within a company that guide employee behavior and distinguish that organization from others. Employees learn the organizational culture through stories, rituals and ceremonies, physical structures, and symbols. A strong culture is characterized by widely shared values that influence employee behavior and commitment.
Organizational culture is defined as shared perceptions held by members of an organization and can include subcultures within departments. Origins of culture include founders' values, the external environment, and the nature of work. Typical American culture is quick decision-making, individual contribution linked to goals, focus on ROI, and work-life balance. Typical Japanese culture emphasizes consensus decision-making, group contribution, process over just ROI, and priority of work over personal life. Theory Z proposes long-term employment, consensus decision-making, individual recognition, and holistic employee concern can improve performance. Culture is communicated through stories, rituals, symbols, values, and assumptions and shapes acceptable behavior and decision-making.
This document discusses organisational culture and provides details on its key characteristics and how it is created and sustained within an organisation. It describes organisational culture as the shared meanings and beliefs held by organisational members. Seven key characteristics of organisational culture are identified: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. The document also examines how organisational culture is created by founders and kept alive through selection processes, leadership, and socializing new employees.
Harrison typologies of organizational cultureclase5pt09
Harrison identified four types of organizational cultures:
1. Power culture - centralized control through key loyal individuals, dependent on central leadership.
2. Role culture - bureaucracy based on rationality, specialization and defined roles/procedures.
3. Task culture - flexible project teams focused on results with distributed power/resources.
4. Person culture - organization exists only to serve individuals who band together around shared interests.
The document discusses organizational culture and its key aspects. It defines organizational culture as shared assumptions, values and beliefs that govern how people behave in organizations. It identifies three levels of culture - artifacts, espoused values, and basic underlying assumptions. It also evaluates four functions of culture - providing identity, sense-making, reinforcing values, and control. Leaders reinforce culture through attention, crisis response, behavior, rewards, and hiring/firing. Culture is communicated through three stages of socialization - anticipatory, encounter, and change/acquisition. Managers can assess and change culture, but it is difficult due to assumptions being unconscious and deeply ingrained. Developing positive culture faces challenges like mergers and developing global or ethical cultures.
culture and organizational change - important insights from Edgar ScheinNiki Anandi Koulouri
This document discusses organizational culture and change based on insights from Edgar Schein. It summarizes findings from Gallup that 7 in 10 employees are disengaged globally due to poor organizational cultures. A 2013 survey found that while 84% of executives believe culture is critical to success, only 35% think their culture is effectively managed. Schein's model of organizational culture identifies artifacts, espoused values, and basic underlying assumptions. Key insights from Schein are that culture determines strategy, leaders manage culture, culture matters most during problems, and changing culture creates learning anxiety that must be reduced. The document provides exercises to explore an organization's culture.
Fostering a great company culture is all the rage, and for good reason – creating a culture where people and the business thrive is what separates the exceptional from the ordinary. Exceptional organizations have cultures that truly unleash the full potential of its people. Employees are inspired, motivated and energized, which has tremendous impact on results. But how does a company quickly transform its culture from ordinary to exceptional? For your culture evolution (or revolution!) to succeed, there are several elements that need to be thoughtfully connected to be truly meaningful. In this webinar, you'll learn about the five fundamental truths to driving culture change.
creating and maintaining organization culuter ahmad alshardi
This document describes organizational culture and how it is created and maintained. It defines organizational culture as shared values and norms that control member interactions and distinguish an organization. Characteristics like innovation, detail orientation, and aggressiveness shape culture. Strong cultures have intensely held, clearly shared values. Culture is created by founders hiring like-minded people and socializing new employees. It is maintained through selection of cultural fits, actions of top management modeling culture, and onboarding that socializes new employees to the culture. An organization's ethical culture influences member decision-making and is shaped by factors like leadership and policies.
Human resource management (HRM) involves developing and implementing people strategies aligned with corporate goals. It includes acquiring, training, evaluating, compensating employees, as well as managing labor relations, health, safety, and fairness. With the rise of seeing employees as resources, HRM aims to maximize return on investment in people while meeting employee needs. HRM goes beyond administrative personnel tasks to envision how management wants employees to contribute to organizational success.
Strategic human resource management links a company's strategic business plan and objectives to developing and deploying human resources. It is important because human assets do not depreciate over time like physical assets, but rather increase in value with experience. Strategic HRM looks beyond daily transactions to focus on cross-cultural issues from global operations, facilitating corporate culture changes needed to adapt to global competition, and managing employees across developing and developed countries as business plans shift to tap growing consumer markets worldwide.
Organizational psychology involves applying psychological theories to diagnose and solve organizational problems. It studies the relationships between organizations and their members, as well as organizations' relationships to larger social structures. Organizational psychologists help organizations with hiring, training, feedback systems, and improving employee performance and organizational effectiveness. They apply psychological principles to address human aspects of the workplace.
Organizational psychology uses psychological theories to address organizational problems. It studies relationships within organizations and between organizations and society. Organizational psychologists apply psychological principles to human resources. They help improve employee performance and efficiency to enhance organizational effectiveness. Major leadership theories include: trait theory, which focuses on innate qualities of leaders; behavioral theory, which emphasizes observable leader actions; contingency theory, which stresses situational factors; and situational theory, which examines how leader style varies based on follower readiness.
The document discusses organizational culture, socialization, and mentoring. It defines organizational culture as the shared meanings and values that distinguish one organization from others. There are typically dominant and subcultures within organizations. Socialization is important for adapting new employees to the organizational culture and involves three stages - pre-arrival, encounter, and metamorphosis. Employees learn the culture through rituals, stories, symbols, and language. A strong, ethical culture can positively influence employee behavior.
The document discusses key concepts in human resource management (HRM). It defines HRM as focusing on attracting, developing, and maintaining an effective workforce. The key assumptions of HRM are that employee quality determines organizational effectiveness and success depends on hiring skilled employees. HRM applies disciplines like economics, psychology, sociology, and law. It also discusses the importance of human capital and the differences between traditional personnel management and modern HRM. The document outlines principles, objectives, functions, and challenges of HRM.
The document discusses key concepts in human resource management (HRM). It defines HRM as focusing on attracting, developing, and maintaining an effective workforce. The key assumptions of HRM are that employee quality determines organizational effectiveness and success depends on hiring skilled employees. HRM applies disciplines like economics, psychology, sociology, and law. It also discusses the importance of human capital and the differences between traditional personnel management and modern HRM. The document outlines principles, objectives, functions, and challenges of HRM.
Dive deep into the heart of your organizational! Explore what shapes your organizational culture and its impact on employee satisfaction, productivity, and success. Learn how to leverage it for a thriving workplace.
HRD refers to helping employees continuously develop their capabilities to perform current and future roles through training, learning, and developing an organizational culture of collaboration. An organization's culture is shaped by the underlying values and assumptions held by its members, while climate refers to the conscious environment as perceived by employees. HRD climate is influenced by how important human resource development is perceived to be, the level of openness, trust, and collaboration fostered, and how well HRD mechanisms like training and performance reviews are implemented. Developing an optimal HRD climate through supportive policies and practices can facilitate employee learning and development.
Thank you for the activity suggestion. While building paper towers could be a fun team-building exercise, as an AI assistant I do not have the ability to physically participate. Perhaps we could have an engaging discussion about human resource management concepts instead.
Nurturing Success Through Organizational Culture: Strategies for Building a T...CIO Look Leader
Unlock the power of a thriving workplace! Learn how to cultivate a strong organizational culture with proven strategies. Boost employee engagement, productivity, and success.
Organizational culture is defined as a system of shared meanings held by members that distinguishes an organization. It is shaped by values and behaviors that influence how employees act. There are dominant and sub-cultures within organizations. Culture is created through strategic values determined by management that guide employee actions and behavior. Culture is maintained through employee selection and socialization processes like storytelling that reinforce core values. Organizational change challenges the existing culture and can lead to resistance, so managers must understand reasons for resistance and involve employees in the planning process to successfully implement changes.
The field of Human Resource Management (HRM) is rapidly changing. Staying up to date with the latest information is more important than ever. In this article, we will list 7 must-read HRM books that will help you do your job better – whether you’re an experienced HR professional or just getting started in the HR field.
This document discusses organizational culture, including its key characteristics, types of culture, importance, and how culture is created and sustained within an organization. Specifically, it outlines that organizational culture is a system of shared meanings and beliefs that guide employee behavior. It also notes that selection practices, actions of top management, and socialization methods are important forces that help sustain organizational culture over time. Finally, it discusses recent trends showing that organizational culture is increasingly seen as critical to business success by executives.
This document discusses human resource management and related concepts. It begins by defining HRM and its focus on integrating people strategies with corporate strategies. It then discusses the evolution of HRM from a narrow personnel management role to a broader strategic function. Key aspects of HRM covered include staffing, training, compensation, integration and maintenance. The document also examines factors like globalization, technology, and strategic HRM that are changing the environment in which HRM operates.
Human resources plays a crucial role in organizations by managing talent acquisition, employee development, and performance. Specifically, HR is responsible for recruiting and selecting skilled candidates, providing training programs to enhance employees' abilities, and establishing performance management systems to set goals and provide feedback. Additionally, HR fosters employee engagement and retention through initiatives that promote workplace satisfaction, inclusion, and work-life balance. By developing competitive compensation and benefits programs and ensuring legal compliance, HR contributes to organizational success and effectiveness.
This document discusses sustaining organizational culture change. It begins by explaining that culture represents how things are done in an organization and is an important driver of employee behavior. However, culture is intangible and changing behaviors across an organization is challenging. Most change efforts do not have lasting impact because they do not address the deeper drivers of culture like shared purpose and individual beliefs. To sustain change, interventions must target these underlying aspects of culture. The document advocates for aligning the individual, social, and organizational dimensions of culture to create shared meaning for employees. Leaders play a key role in culture transformation by modeling new behaviors and sending consistent messages. Lastly, the document notes that culture change is a journey that requires going deep, aligning culture
The document discusses corporate culture and how it affects business decisions. It defines corporate culture as the norms, values and communication styles within an organization. Cultural differences between stakeholders can influence decision-making. Successful companies like HP and Southwest Airlines are conscious of their unique cultures and work to maintain them. Changing an organization's culture requires consistent goals, role clarity, shared rewards and other factors. Cultural awareness is important for business management across borders.
Similar to Minor project Report " A role of culture on HRM" (20)
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
1. Page 1
CHAPTER 1:- INTRODUCTION
Culture may be defined as the way of life of a people, including their attitudes,
values, beliefs, arts, sciences, modes of perception, and habits of thought and
activity. In this context, a culture defines how individuals live and behave in an
environment and how their perceptions are shaped which affect the mutual
relationship between both the individuals who are part of that environment and
those who interact with that environment.
For organizations, cultural differences are becoming more and more important.
With globalization, workforce diversity has increased and
cultural impacts are shaping organization’s performance. These cultural
differences have profound impact over Human Resource practices such as
training, staffing, mergers and acquisitions.
It is widely recognized that different organizations have distinctive cultures. A
commonly used definition of organizational culture is 'the way we see and do
things around here'. Through tradition, history and structure, organizations build up
their own culture. Culture therefore gives an organization a sense of identity - 'who
we are', 'what we stand for', 'what we do'. It determines, through the organization's
legends, rituals, beliefs, meanings, values, norms and language, the way in which
'things are done around here'.
An organizations' culture encapsulates what it has been good at and what has
worked in the past. These values can often be accepted without question by long-
serving members of an organization.
2. Page 2
ROLE OF CULTURE ON HRM:-
Organizational Culture, does have an important role of play in HRM as it is
the people who work for the organization, who embrace and develop a particular
culture within the organization, any desired change to the culture of the
organization has be made through the people and by the people.
CULTURE AND HRM PRACTICES:-
Basic HRM practices such as recruitment, selection, training, etc. affect the
performance and stability of an organization. Thus these practices have the ability
to influence employee behaviour and create values that develop organizational
culture. Since the behaviour change refers to how one acts or conducts oneself, if
HR practices could positively affect the behaviour, developing positive thinking
about Organizational initiatives towards the employees can help in creating value
for the strategies and would result in positive results for the business.
Cultural values are part of the external factors that affect HR practices. Number of
cultural values influence employee behavior. In organizational cultures where
employee involvement is common it is more likely to have higher employee’s
satisfaction and motivation than the ones that do not favour employee involvement.
However, there might be various reasons why employees do not want to contribute
or speak out. Some employees might see this as an unnecessary risk, while others
might simply have personal reasons (e.g. being shy or not getting along well with
the management).
HR provides the organization with effective means of facilitating an organizational
culture, HR practices like on-going training, creating continuous communication
3. Page 3
channels, involving employees, establishing clear goals, creating a fair reward
system, developing employees and flattening the organizational structures are all
ways through which desired organizational culture could be promoted.
ORGANIZATIONAL CULTURE:
Culture may be defined as: “the sum total of the beliefs, knowledge,
attitudes of mind and customs to which people are exposed in their social
conditioning.
Through contact with a particular culture, individuals learn a language,
acquire values and learn habits of behavior and thought.”
Organizations have distinctive shared beliefs and values that sometimes
translate into policies and practices.
Organizational culture refers to the deep-seated values of an organization as they
are manifested in the ways in which people are expected to behave.
ORGANIZATIONAL CULTURES INFLUENCE HRM PRACTICES:-
There is a belief, held by a small number of scholars, which challenges the
previous, more widely accepted view that HRM practices influence organizational
culture. While this view appears within some industrial psychology literature, it is
a less common perspective among management scholars. These scholars find that
prominent core values within an organizational culture have a strong influence on
management practices and in shaping HRM systems. This view asserts that firstly
values and other social phenomena form within the organization, while HRM
practices occur because of the organizational culture already entrenched within the
4. Page 4
firm. Claims that the attitudes, beliefs, and values which make up the corporate
culture drive the development of HRM policies, practices, and systems. These
scholars profess that a well-defined culture within a firm should drive the
development of consistent HRM policies, as employees values are reflected in the
formation of these policies. Furthermore, these policies should drive the design of
a set of mutually supporting and integrated HRM practices which form a
cooperative system. They allege that organizational assumptions and values shape
HRM practices, which, in turn reinforce cultural norms and routines which shape
individuals.
Culture becomes apparent through many observable features of an
enterprise:
Formal or informal structure
Centralized or decentralized decision-making
The extent to which innovative thinking is promoted and encouraged
Freedom of various levels of staff and management
Openness of communications
Layout and appearance of the factory or office
Formality of dress
Leadership styles adopted by managers
Educational attributes and intellect of employees
Acceptance or adversity to risk
Attitudes to teams
Attitudes to training and development
Attitudes to change and particularly, technology
5. Page 5
Commitment to service and quality
INTRODUCTION ON HRM:-
Human Resource Management is the process of recruitment, selection of
employee, providing proper orientation and induction, providing proper training
and the developing skills, assessment of employee (performance of appraisal),
providing proper compensation and benefits, motivating, maintaining proper
relations with labour, maintaining employee’s safety, welfare and health by
complying with labour laws of concern state or country.
Nature of HRM:
1. HRM involves management functions like planning, organizing, directing and
controlling.
2. It involves procurement, development, maintenance and management of human
resource.
3. It helps to achieve individual, organizational and social objectives.
4. HRM is a mighty disciplinary subject. It includes the study of management
psychology communication, economics and sociology.
5. It involves team spirit and team work.
6. Page 6
FUNCTIONS OF HRM:-
1.Recruitment:-The process of finding and hiring the best qualified candidate (from
within or outside of an organization) for a job opening, in a timely
and cost effective manner. The recruitment process includes analyzing
the requirements of a job, attracting employees to that job, screening and
selecting applicants, hiring, and integrating the new employee to the organization.
2. Training:- Training is a process of learning a sequence of programmed
behaviour. It improves the employee’s performance on the current job and prepares
them for an intended job.
3. Employee compensation: - Compensation (also known as Total Rewards) can
be defined as all of the rewards earned by employees in return for their labour.
This includes:
Direct financial compensation consisting of pay received in the form of wages,
salaries, bonuses and commissions provided at regular and consistent intervals
Indirect financial compensation including all financial rewards that are not
included in direct compensation and understood to form part of the social
contract between the employer and employee such as benefits, leaves, retirement
plans, education, and employee services
Non-financial compensation referring to topics such as career development and
advancement opportunities, opportunities for recognition, as well as work
environment and conditions.
4. Performance Management:- Performance management is the process of
creating a work environment or setting in which people are enabled to perform to
7. Page 7
the best of their abilities.
5. Employee engagement:- Employee engagement is a workplace approach
designed to ensure that employees are committed to their organization’s goals and
values, motivated to contribute to organizational success,and are able at the same
time to enhance their own sense of well-being.
6. Employer branding: - An employer brand represents the image a company
projects as a potential employer. If you have a strong employer brand and unique
value proposition, then your company is considered a distinctive place to work,
with attractive brand values and career prospects
THE ROLE OF HR IN CORPORATE/ORGANIZATIONAL
CULTURE
Human resources (HR) departments play a pivotal role in setting the cultural tone
of a company. The policies they issue and the way they conduct business diffuses
through the company. Employees may take their cue on how to do their jobs from
HR from the moment the company hires them. HR departments must model how
they want other departments and individual employees to act to create as positive a
workplace culture as possible. Two of HR's main functions are to attract and retain
high-quality professionals, and the culture they promote in the company affects
these functions.
Communication
HR departments that do not talk with their managers and employees on a regular
basis, but instead simply issue directives and policies without consulting anyone,
spread a negative feeling throughout the company. Other departments may take
8. Page 8
their cues from HR and not communicate clearly with customers or other people
with whom the company works regularly. If an HR department learns what people
in the company want and tries to align that with the vision of upper management,
the result will likely be more harmonious than if it merely sends out a written
policy and expects compliance.
Confrontations
HR staff members often don't like to confront employees when they do something
wrong. To prevent them from disobeying company rules, they write down the
rules. However, in the case of a workplace dress code policy several pages long, it
may be easier and more conducive to a positive workplace culture to discuss major
infractions with individuals privately and have a shortened version of the dress
code with more general guidelines. The latter types of policies grate on employees'
nerves and are too difficult to follow in many cases. When discussions do need to
occur over an employee's attire, HR can take the attitude of giving feedback
instead of threatening an employee.
Publications
One of HR's major functions is to hire. When they write and disseminate job
descriptions, the tone in which they write the descriptions can affect how a
potential candidate feels about the company. The description gives a feeling for
how the company's structure and culture is organized. Other literature about the
company that HR publishes can also affect the public's views of it. Publications
that are more upbeat can help change employees' attitudes about each other and
HR.
9. Page 9
Openness
When an HR department promotes itself as being open and easily approachable, it
helps employees feel that HR will advocate on their behalf. Employees may also
feel more comfortable approaching management when they have work-related
problems. They may believe that HR's approachability extends throughout the
company. When HR organizes a charity benefit, for example, or a program by
which employees can donate unused sick or vacation days for employees in need,
it also helps employees feel that they are valued and promotes a team spirit
throughout the company.
10. Page 10
CHAPTER 2:-RESEARCH METHODOLOGY
TITLE: - IMPACT OF CULTURE ON HRM.
STATEMENT OF THE PROBLEM:-
Due to immense competition, attracting, retaining & motivating the workforce
have become a challenge. Behind engaging the workforce it is the culture which
makes the difference.
Hence the statement of the problem is “ROLE OF ORGANIZATIONAL
CULTURE ON HRM”
OBJECTIVE OF STUDY:-
To study and examine between various aspects of how organizational culture
affects on functions of HRM.
TYPE OF RESEARCH:-
EXPLORATORY RESEARCH:- As it is just generalizing on the topic and
research conducted for a problem that has not been clearly defined. It often relies
on secondary research such as reviewing available literature and/or data. It helps
determine the best research design, data collection method and selection of
subjects.
Objective of exploratory research:-to provide insight and understanding
Characteristics: 1. Information needed is defined loosely.
2. Research process is unstructured and flexible.
3. Versatile.
11. Page 11
QUALITATIVE RESEARCH:-
As the research is carried to understand and interpret interactions. Smaller no of
respondents are selected. .This is a qualitative research and is purely based on the
opinion of the respondents.
RESEARCH INSTRUMENTS
The tools used for the data collection in the present study are
Questionnaire
The questionnaire used for the survey was close ended questionnaire as the
respondent cannot express his/her own judgment.
SAMPLE DESIGN
SAMPLING TOOLS:- An structured, close-ended, undisguised questionnaire
was administered throughout the survey.
SAMPLING SIZE: - The sample size was limited to 20.
SL.no Options No of respondents
1. HR professionals 10
2. HR bloggers 2
3. HR faculty 3
4. HR Manager 5
TOTAL 20
12. Page 12
TECHNIQUES OF ANALYSIS
a) It involves categorizing the data or information obtained from the
respondents’ responses wherein patterns are identified and organized into
coherent categories.
b) The second step involves identifying connections and patterns within and
between the categories because assessing the relative importance of various
themes or highlighting subtle variations gives lot of important insights.
c) The third step involves intepreting the findings.
Statistical method of tabulating each data and analysis based on counts and
percentages output evaluation along with findings and recommendations were
made.
RESEARCH APPROACH
METHOD OF DATA COLLECTION:-
PRIMARY DATA COLLECTION:- Primary data was collected through
structured questionnaire .Then converted into statistical method of tabulating data
.Therefore the data obtained through the questionnaire method here is a firsthand
data .This is a qualitative research and is purely based on the opinion of the
respondents.
SECONDARY DATA:-The data collected in this context is from
websites..Secondary data is the data that have been already collected by and
readily available from other sources. Such data are cheaper and more quickly
obtainable than the primary data and also may be available when primary data
cannot be obtained at all. Data here is collected from websites, articles, magazines,
and blogs.
External data: - It is a data collected through 1. Internet
2. Internet books
3. Newspaper articles
.
13. Page 13
LIMITATIONS:-
1. The study conducted is restricted only to Bangalore city.
2. Topics covered under this study is how culture impacts
only on HRM functions.
3. Sample size was limited to 20.
14. Page 14
CHAPTER 3:- DATA ANALYSIS AND
INTERPRETATION
Culture is made up of the values, beliefs, underlying assumptions,
attitudes, and behaviors shared by a group of people. Culture is the
behavior that results when a group arrives at a set of - generally
unspoken and unwritten - rules for working together.
Culture may be defined as ' The way of life of a people, including their attitudes,
values , beliefs , arts , sciences , modes of perception , and habits of thought and
activity . In this context, a culture defines how individuals live and behave in an
environment and how their perceptions are shaped which affect the mutual
relationship between both the individuals who are part of that environment and
those who interact with that environment
MEANING OF ORGANIZATIONAL CULTURE:-
Organizational culture includes an organization's expectations, experiences,
philosophy, and values that hold it together, and is expressed in its self-image,
inner workings, interactions with the outside world, and future expectations. It is
based on shared attitudes, beliefs, customs, and written and unwritten rules that
have been developed over time and are considered valid. Also called corporate
culture, it's shown in the ways the organization conducts its business, treats its
employees, customers, and the wider community,
(2) the extent to which freedom is allowed in decision
making, developing new ideas, and personal expression,
15. Page 15
(3) how power and information flow through its hierarchy, and
(4) how committed employees are towards collective objectives.
It affects the organization's productivity and performance,
and provides guidelines on customer care and service, productquality and safety,
attendance and punctuality, and concern for the environment. It also extends to
production-methods, marketing and advertising practices, and to new
product creation. Organizational culture is unique for every organization and one
of the hardest things to change.
It affects the organization's productivity and performance,
and provides guidelines on customer care and service, productquality and safety,
attendance and punctuality, and concern for the environment. It also extends to
production-methods, marketing and advertising practices, and to new
product creation. Organizational culture is unique for every organization and one
of the hardest things to change.
DEFINITION OF ORGANIZATIONAL CULTURE:-
Organizational culture is the 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.
16. Page 16
DATA ANALYSIS PARTA:-
HOW DOES IT IMPACT HRM?
CULTURE EFFECTING HRM FUNCTIONS:-
ORGANIZATIONAL CULTURE AND RECRUITMENT:-
Following are the key points which say how organizational culture is related to
Recruitment:-
1. Recruit according to the organization culture. Candidate’s personality should
match with organizational culture. Eg. Customer centric, sales centric. Hence
prospective employees should also match with the philosophy of the organization
Eg. Chroma punch line we help you to buy
RECRUITMENT
TRAINING
PERFOMANCE MANAGEMENT
EMPLOYEE ENGAGEMENT
COMPENSATION
EMPLOYER BRANDING
17. Page 17
2. Determining organizational culture to be – such as organization’s values and
personality traits organization can then build a strategic and intentional culture.
3. Driving employee referrals- filtered set of prospective employees by the present
employees who have been already moulded into organizational culture.
4. Another reason to recruit around culture is that while job demands and
requirements constantly shift, a defining characteristic of culture is that it remains
constant in the face of change. A person hired based partly on his fit with an
organization's culture is more likely to continue on as a valuable company
resource, even if the position he was originally hired for ceases to exist. In fact, an
effective organizational culture actually helps people work together to adapt to
business changes.
5. Candidate are selected on the way they approach .candidate should firstly be
aware of organizational culture and the specific work environment.
Is the candidate fit in different roles in an organization:-
A. Organizational Fit:
Does the individual have aligned values and beliefs to the organization?
Is their preferred modus operand aligned with/to the organization?
B. Team Fit:
Does the individual fit with the different styles and personalities within the
team?
Are they a team player?
Do they value diversity of thinking?
Are they able to respectfully deal with conflicting points of view?
18. Page 18
C. Role Fit:
Does the individual have the skills, competencies and capabilities to
competently perform the duties and responsibilities of the role i.e. can they do
the job?
Do they have the right mindset?
Finally, will they do the job?
ORGANIZATIONAL CULTURE AND TRAINING:-
1. Culture change depends on behavior change. Members of the organization must
clearly understand what is expected of them, and must know how to actually do the
new behaviors, once they have been defined. Training can be very useful in both
communicating expectations and teaching new behaviors.
2. A team or community of committed, enthusiastic and trained change champions
who understand their job as culture enablers, and who are supported by senior
executives.
3. Reality training increases acceptance on the part of the participants.
4. Under realistic conditions, executives learn how their actions impact employees
and whether their behavior reflects the proposed culture change.
5. Culture change training has also proven effective means of initiating change
across a critical mass.
6. Reality Training not only gives participants the knowledge they need to realize
culture change projects.
19. Page 19
7. Individuals receive honest feedback and the opportunity to immediately apply
that knowledge through iterative learning.
8. Training forces participants to leave their comfort zones, thereby awarding them
with completely new learning experiences.
ORGANIZATIONAL CULTURE AND PERFORMANCE
MANAGEMENT:-
1. Organizational cultures can have varying impacts on employee performance and
motivation levels. Oftentimes, employees work harder to achieve organizational
goals if they consider themselves to be part of the corporate culture.
2. The job performance of organization has a strong impact of strong organization
culture as it leads to enhance productivity. The norms and values of organization
based upon different cultures influence on work force management. In an
organization strong culture enables to effective and efficient management of work
force employees.
3. The employee commitment and group efficiency helps in improving
performance based upon organization sustainability. The nature and power of
organization culture influence upon sustainability and effective of organization.
4. Companies should also ensure that they align corporate culture with
performance management systems. When culture and management systems are not
aligned, management must redirect them so that employee behavior results in the
achievement of organizational goals.
5.Their might be chances of low performances when the culture of the organization
is not proper and transparent and it is not accepted by the employees .The
20. Page 20
organizational culture is team oriented and the employee is individualistic who
likes to do work in individual ,then this can lead to low performance.
ORGANIZATIONAL CULTURE AND EMPLOYEE
ENGAGEMENT:-
1. A company that provides opportunities for growth and development can prevent
boredom and keep its employees engaged. Depending on your organizational
structure, you might provide opportunities for job promotion, additional
responsibilities, career development or increasing financial improvement. By
allowing your staff the chance to grow as professionals, you can keep them from
stagnating in their jobs. With new challenges, employees can find renewed energy
and interest to keep them engaged.
2. Successful organizations understand the importance of employee engagement.
Employees need to feel like they do meaningful work and what they do make a
difference. Engaged employees put their heart and soul into their job and have the
energy and excitement to give more than is required of the job.
3. Cultures of employee engagement have a defined, and well communicated,
vision. Leadership is responsible for communicating the vision and keeping it in
front of the employees. Employees should be able to recite the vision
statement and be able to describe why the organization does what it does.
Employees are emotionally attached to the vision, believe in what they do and are
committed and loyal to the organization..
4. Good communication within an organization can be one of the most important
things an organization can do to foster employee engagement. Employees spend a
good portion of their life at work and have an interest in what is going on within
21. Page 21
the organization. They desire to know how the organization is doing financially,
how corporate goals are being accomplished and how what they do contributes to
achieving corporate objectives.
5. Employees want the opportunity to develop and grow professionally. They need
opportunities to grow in their job and within the organization. This can be
accomplished by having a defined developmental plan for each employee.
Managers should be constantly coaching their employees to fine tune skills and
develop new ones.
6. Strong employee engagement is dependent on how well employees get along,
interact with each other and participate in a team environment. Developing a
strong team environment can help foster engaged employees. Employees need to
feel like they belong to a community, a team and a family. Coworkers are often
the only family some employees have so maintaining a work environment where
all employees feel part of a team and work well together is very important.
7. Employees need to feel validated and acknowledged as a valued part of the
organization. Strong leadership demonstrates how much they care for their
employees and shows recognition for employee efforts. Rewards and
recognition should be integrated into the way employees are managed on a day-to-
day basis.
8. While pay and benefits are not the key indicator of employee engagement,
offering competitive compensation, benefits and reasonable working conditions is
a strategy for strong employee engagement.
9. Employees need to feel like they are part of the process, that their thoughts and
ideas matter and that they have a voice in how their work is performed. They are
22. Page 22
on the front line and know best about how work should be performed. Actively
soliciting employee feedback and incorporating employee thoughts and ideas into
how the organization operates is a very effective way to engage employees.
ORGANIZATIONAL CULTURE AND COMPENSATION:-
1. Employees are paid for their performance as they work hard and hence the pay
would be motivating them to work even better.
2. Employees are considered as assets hence unique beneficiary programs such as
monthly health insurance, as well as beneficiary programs to the family members
as well.
3. Senior Employees in the organization would be paid good salary compared to
the fresher as the senior employee would be much skilled as he would be working
in the same organization.
4. Employees would be provided with paid leaves. If employee has good
recognition at work.
5. Team based pay: - It would be an incentive if the entire group works hard bet
one doesn’t work but too he would also be benefited through it.
ORGANIZATIONAL CULTURE AND EMPLOYER
BRANDING:-
1. A brand symbolizes a few messages. Just like a popular brand of customer
product expresses certain qualities and images, an employer brand represents the
corporate identity to its current and prospective employees, headhunters, and other
stakeholders who get associated with the people side of the corporate.
23. Page 23
2. The first step to creating a positive difference in the employer brand is
leadership mindset change. For example if an organization is planning to project a
youthful outlook to its employer brand, the very first step might be leaders
accepting that young people are required for progress and their inputs are valued.
The second step would be tweaking processes to have more young people and
creating a work environment for them.
3. The key aspect of employer branding is to understand that it is not just about
advertisements or communication collaterals — it is the reflection of what is the
reality — present or future — that the employees experience in the organization.
4. Your employer brand is what people think about you as an employer; how they
will be treated as an employee; and where their career can go with your company
24. Page 24
DATA ANALYSIS PART – B
1. TABLE SHOWING WHETHER CANDIDATE’S
PERSONALITYSHOULD MATCH WITH
ORGANIZATIONAL CULTURE
SL.NO OPTIONS NO OF
RESPONDANTS
PERCENTAGE
1 STRONGLY AGREE 6 30%
2 AGREE 8 40%
3 NEITHER AGREE
NOR DISAGREE
4 20%
4 DISAGREE 1 5%
5 STRONGLY
DISAGREE
1 5%
TOTAL 20 100%
25. Page 25
1a. GRAPH SHOWING WHETHER CANDIDATE’S PERSONALITY
SHOULD MATCH WITH ORGANIZATIONAL CULTURE
ANALYSIS
1.30% of respondents strongly agree that the candidate’s personality should match
the organizational culture.
2.40% of respondents agree that the candidate’s personality should match the
organizational culture.
0
5
10
15
20
25
30
35
40
45
50
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
PERCENTAGEANDNOOFRESPONDANTS
Whether candidates personality should match
organisationalculture
NO OF PERCENTAGE OF
RESPONDENTS
NO OF RESPONDANTS
26. Page 26
3.20% of respondents neither agree nor disagree that the candidate’s personality
should match the organizational culture.
4.5% of respondents disagree that the candidate’s personality should match the
organizational culture.
5. 5% of respondents strongly disagree that the candidate’s personality should
match the organizational culture.
INTERPRETATION
From the graph we can interpret that more than half of the respondents have agreed
that the candidate’s personality should match the organizational culture.
The other remaining respondents have disagreed, or neither agreed nor disagreed
or strongly disagreed
27. Page 27
2. TABLE SHOWING WHETHER BETTER QUALITY OF EMPLOYEE
COMES VIA EMPLOYEE REFFARL
SL.NO OPTIONS NO OF
RESPONDANTS
PERCENTAGE
1 STRONGLY AGREE 4 20%
2 AGREE 8 40%
3 NEITHER AGREE
NOR DISAGREE
4 20%
4 DISAGREE 3 15%
5 STRONGLY
DISAGREE
1 5%
TOTAL 20 100%
28. Page 28
2a.GRAPH SHOWING WHETHER BETTER QUALITY OF EMPLOYEE
COMES VIA EMPLOYEE REFERRAL
ANALYSIS
1.20% of respondents strongly agree that better quality of employee comes via
employee referral.
2.40% of respondents agree that agree that better quality of employee comes via
employee referral.
3.20% of respondents neither agree nor disagree that better quality of employee
comes via employee referral.
0
5
10
15
20
25
30
35
40
45
50
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
PERCENTAGEANDNOOFRESPONDANTS
OPTIONS
whether better quality of employee
comes through employee referral
NO OF PERCENTAGE OF
RESPONDENTS
NO OF RESPONDANTS
29. Page 29
4.15% of respondents disagree that better quality of employee comes via
employee referral.
5.5% of respondents strongly disagree that better quality of employee comes via
employee referral
INTERPRETATION
From the graph we can interpret that more than half of the respondents have agreed
that better quality of employee comes via employee referral.
30. Page 30
3. TABLE SHOWING WHETHER A PERSON HIRED FIT WITH AN
ORGANIZATION'S CULTURE IS MORE LIKELY TO CONTINUE ON AS
A VALUABLE COMPANY RESOURCE
SL.NO OPTIONS NO OF
RESPONDANTS
PERCENTAGE
1 STRONGLY AGREE 6 30%
2 AGREE 8 40%
3 NEITHER AGREE
NOR DISAGREE
3 15%
4 DISAGREE 1 5%
5 STRONGLY
DISAGREE
2 10%
TOTAL 20 100%
31. Page 31
3a.GRAPH SHOWING WHETHER A PERSON HIRED FIT WITH AN
ORGANIZATION'S CULTURE IS MORE LIKELY TO CONTINUE ON AS
A VALUABLE COMPANY RESOURCE
ANALYSIS
1.30% of respondents strongly agree that a person hired fit with an organization's
culture is more likely to continue on as a valuable company resource.
2.40% of respondents agree that a person hired fit with an organization's culture is
more likely to continue on as a valuable company resource
3.15% of respondents neither agree nor disagree that a person hired fit with an
organization's culture is more likely to continue on as a valuable company resource
0
5
10
15
20
25
30
35
40
45
50
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
PERCENTAGEANDNOOFRESPONDENTS
OPTIONS
Whether a person hired fit with
organizationalculture is more likely to
continue as valuable companyresource
NO OF PERCENTAGE OF
RESPONDENTS
NO OF RESPONDANTS
32. Page 32
4.5% of respondents disagree a person hired fit with an organization's culture is
more likely to continue on as a valuable company resource
5.10% of respondents strongly disagree with the statement that a person hired fit
with an organization's culture is more likely to continue on as a valuable company
resource .
INTERPRETATION
From the graph we can interpret that more than half of the respondents have agreed
a person hired fit with an organization's culture is more likely to continue on as a
valuable company resource
33. Page 33
4. TABLE SHOWING A CULTURALLY FIT EMPLOYEE IS LIKELY
TO CONTINUE ON AS A VALUABLE ASSET, EVEN AFTER JOB
ROTATION & JOB ENRICHMENT
SL.NO OPTIONS NO OF
RESPONDANTS
PERCENTAGE
1 STRONGLY AGREE 5 25%
2 AGREE 8 40%
3 NEITHER AGREE
NOR DISAGREE
5 25%
4 DISAGREE 1 5%
5 STRONGLY
DISAGREE
1 5%
TOTAL 20 100%
34. Page 34
4a. GRAPH SHOWING WHETHER A CULTURALLY FIT EMPLOYEE IS
LIKELY TO CONTINUE ON AS A VALUABLE ASSET, EVEN AFTER
JOB ROTATION & JOB ENRICHMENT
ANALYSIS
1.25% of respondents strongly agree that a culturally fit employee is likely to
continue on as a valuable asset, even after job rotation & job enrichment.
2.40% of respondents agree that a culturally fit employee is likely to continue on
as a valuable asset, even after job rotation & job enrichment
3.25% of respondents neither agree nor disagree that a culturally fit employee is
likely to continue on as a valuable asset; even after job rotation & job enrichment
0
5
10
15
20
25
30
35
40
45
50
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
PERCENTAGEANDNOOFRESPONDANTS
OPTIONS
A Culturally fit employee is likely to continue on as
a valuable asset, even after Job rotation and job
enrichment
NO OF PERCENTAGE OF
RESPONDENTS
NO OF RESPONDANTS
35. Page 35
4.5% of respondents disagree that a culturally fit employee is likely to continue on
as a valuable asset; even after job rotation & job enrichment
5.5% of respondents strongly disagree that a culturally fit employee is likely to
continue on as a valuable asset; even after job rotation & job enrichment.
INTERPRETATION
From the above graph we can interpret that almost all the respondents have
strongly agree and Agree category. So we can analyze that culturally fit employee
is likely to continue on as a valuable asset, even after job rotation & job
enrichment
36. Page 36
5. TABLE SHOWING WHETHER CANDIDATE SHOULD BE FIRST
AWARE OF ORGANIZATIONAL CULTURE AND THEN ABOUT
SPECIFIC WORK ENVIRONMENT
SL.NO OPTIONS NO OF
RESPONDANTS
PERCENTAGE
1 STRONGLY AGREE 6 30%
2 AGREE 8 40%
3 NEITHER AGREE
NOR DISAGREE
3 15%
4 DISAGREE 1 5%
5 STRONGLY
DISAGREE
2 10%
TOTAL 20 100%
37. Page 37
5a.GRAPHSHOWING WHETHER CANDIDATE SHOULD BE FIRST
AWARE OF ORGANIZATIONAL CULTURE AND THEN ABOUT
SPECIFIC WORKENVIRONMENT
ANALYSIS
1.30% of respondents strongly agree that candidate should be first aware of
organizational culture and then about specific work environment
2.40% of respondents agree that candidate should be first aware of organizational
culture and then about specific work environment
3.15% of respondents neither agree nor disagree
4.5% of respondents disagree
0
5
10
15
20
25
30
35
40
45
50
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
PERCENTAGEANDNOOFRESPONDENTS
OPTIONS
Whether candidate should be first aware of
the organizationalculture and then about
specific work environment
NO OF PERCENTAGE OF
RESPONDENTS
NO OF RESPONDANTS
38. Page 38
5.10% of respondents strongly disagree with the statement
INTERPRETATION
From the graph we can interpret that more than half of the respondents have agreed
that candidate should be first aware of organizational culture and then about
specific work environment.
39. Page 39
6. TABLE SHOWING THE MOST IMPORTANT FACTOR
CONSIDERED AMONG THESE THREE WHILE SELECTING A
CANDIDATE.
OPTIONS NO OF
RESPONDANTS
PERCENTAGE
1 ORGANIZATIONAL
FIT
12 60%
2 TEAM FIT 4 20%
3 ROLE FIT 4 20%
TOTAL 20 100%
40. Page 40
6a. GRAPH SHOWING THE MOST IMPORTANT FACTOR
CONSIDERED AMONG THESE THREE WHILE SELECTING A
CANDIDATE.
ANALYSIS
1.60% of respondents strongly agree that candidate should be organizational fit.
2.20% of respondents agree that candidate should be team fit.
3.20% of respondents agree that candidate should be role fit.
INTERPRETATION
From this graph we can state that more than half of the respondents agree that a
candidate should be organizational fit.
0
10
20
30
40
50
60
ORGANIZATIONAL
FIT
TEAM FIT ROLE FIT
PERCENTAGEANDNOOFRESPONDENTS
OPTIONS
THE MOSTIMPORTANTFACTOR CONSIDERED AMONG THESE
THREE WHILE SELECTING A CANDIDATE.
NO OF PERCENTAGE OF
RESPONDENTS
NO OF RESPONDENTS
41. Page 41
7. TABLE SHOWING WHETHER EMPLOYEE MUST CLEARLY
UNDERSTAND WHAT IS EXPECTED OF THEM WITH REGARDS TO
ORGANIZATIONAL CULTURE
SL.NO OPTIONS NO OF
RESPONDANTS
PERCENTAGE
1 STRONGLY AGREE 5 25%
2 AGREE 10 50%
3 NEITHER AGREE
NOR DISAGREE
3 15%
4 DISAGREE 1 5%
5 STRONGLY
DISAGREE
1 5%
TOTAL 20 100%
42. Page 42
7a.GRAPHSHOWING WHETHER EMPLOYEE MUST CLEARLY
UNDERSTAND WHAT IS EXPECTEDOF THEM WITH REGARDS TO
ORGANIZATIONAL CULTURE
ANALYSIS
1.25% of respondents strongly agree that employee must clearly understand what
is expected of them with regards to organizational culture
2.50% of respondents agree
3.15% of respondents neither agree nor disagree
4.5% of respondents disagree
5.5% of respondents strongly disagree with the statement
0
5
10
15
20
25
30
35
40
45
50
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
percentageandnoofrespondants
options
WHETHER EMPLOYEEMUSTCLEARLY UNDERSTAND
WHATIS EXPECTED OF THEM WITH REGARDS TO
ORGANIZATIONAL CULTURE
NO OF PERCENTAGE OF
RESPONDENTS
NO OF RESPONDANTS
43. Page 43
INTERPRETATION
From the graph we can interpret that more than half of the respondents have agreed
employee must clearly understand what is expected of them with regards to
organizational culture
8. TABLE SHOWING WHETHER TRAINING INCREASES
ACCEPTANCE TOWARDS ORGANISATION CULTURE
SL.NO OPTIONS NO OF
RESPONDANTS
PERCENTAGE
1 STRONGLY AGREE 15 75%
2 AGREE 4 20%
3 NEITHER AGREE
NOR DISAGREE
1 5%
4 DISAGREE - -
5 STRONGLY
DISAGREE
- -
TOTAL 20 100%
44. Page 44
8a..GRAPH SHOWING WHETHER TRAINING INCREASES
ACCEPTANCE TOWARDS ORGANIZATION CULTURE
ANALYSIS
1.75% of respondents strongly agree that training increases acceptance towards
organization culture.
2.20% of respondents agree.
3.5% of respondents neither agree nor disagree.
INTERPRETATION
From the graph we can interpret that training increases acceptance towards
organization culture as more than half of the respondents strongly agree.
0
5
10
15
20
25
30
35
40
45
50
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
percentageandnoofrespondents
options
TRAINING INCREASES ACCEPTANCE TOWARDS
ORGANISATION CULTURE
NO OF PERCENTAGE OF
RESPONDENTS
NO OF RESPONDANTS
45. Page 45
9. TABLE SHOWING WHETHER TRAINING HAS PROVEN EFFECTIVE
MEANS OF INITIATING CHANGE ACROSS A CRITICAL MASS
SL.NO OPTIONS NO OF
RESPONDANTS
PERCENTAGE
1 STRONGLY AGREE 5 25%
2 AGREE 10 50%
3 NEITHER AGREE
NOR DISAGREE
4 20%
4 DISAGREE 1 5%
5 STRONGLY
DISAGREE
- -
TOTAL 20 100%
46. Page 46
9a.GRAPHSHOWING WHETHER TRAINING HAS PROVEN
EFFECTIVE MEANS OF INITIATING CHANGE ACROSS A CRITICAL
MASS
ANALYSIS
1.25% of respondents strongly agree that training has proven effective means of
initiating change across a critical mass
2.50% of respondents agree.
3.20% of respondents neither agree nor disagree.
4.5% of respondents disagree
0
5
10
15
20
25
30
35
40
45
50
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
percentageandnoofrespondents
options
TRAINING HAS PROVEN EFFECTIVEMEANS OF
INITIATING CHANGEACROSS A CRITICAL MASS
NO OF PERCENTAGE OF
RESPONDENTS
NO OF RESPONDANTS
47. Page 47
INTERPRETATION
From the graph we can interpret more than half of the respondents strongly agree
that training has proven effective means of initiating change across a critical mass
10. TABLE SHOWING WHETHER TRAINING FORCES PARTICIPANTS
TO LEAVE THEIR COMFORT ZONES
SL.NO OPTIONS NO OF
RESPONDANTS
PERCENTAGE
1 STRONGLY AGREE 6 30%
2 AGREE 10 50%
3 NEITHER AGREE
NOR DISAGREE
4 20%
4 DISAGREE - -
5 STRONGLY
DISAGREE
- -
TOTAL 20 100%
48. Page 48
10a.GRAPHSHOWING WHETHER TRAINING FORCES
PARTICIPANTS TO LEAVE THEIR COMFORT ZONES
ANALYSIS
1.30% of respondents strongly agree that training forces participants to leave their
comfort zones.
2.50% of respondents agree.
3.20% of respondents neither agree nor disagree.
0
5
10
15
20
25
30
35
40
45
50
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
percentageandnoofrespondents
options
TRAINING FORCES PARTICIPANTS TO LEAVE THEIR
COMFORT ZONES
NO OF PERCENTAGE OF
RESPONDENTS
NO OF RESPONDANTS
49. Page 49
INTERPRETATION
From the graph we can interpret more than half of the respondents strongly agree
that training forces participants to leave their comfort zones.
11. TABLE SHOWING WHETHER TO CREATE A HIGHLY ENGAGED
WORKFORCE,AN ORGANIZATIONAL CULTURE OF FUN,
FLEXIBILITY & GROWTHIS REQUIRED
SL.NO OPTIONS NO OF
RESPONDANTS
PERCENTAGE
1 STRONGLY AGREE 3 15%
2 AGREE 15 75%
3 NEITHER AGREE
NOR DISAGREE
1 5%
4 DISAGREE 1 5%
5 STRONGLY
DISAGREE
- -
TOTAL 20 100%
50. Page 50
11a.GRAPHSHOWING WHETHER TO CREATE A HIGHLY ENGAGED
WORKFORCE,AN ORGANIZATIONAL CULTURE OF FUN,
FLEXIBILITY & GROWTHIS REQUIRED
ANALYSIS
1.15% of respondents strongly agree that to create a highly engaged workforce, an
organizational culture of fun, flexibility & growth is required
2.75% of respondents agree.
3.5% of respondents neither agree nor disagree.
4.5% of respondents disagree
0
5
10
15
20
25
30
35
40
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
percentageandnoofrespondents
options
TO CREATE A HIGHLY ENGAGED WORKFORCE, AN ORGANIZATIONAL
CULTURE OF FUN, FLEXIBILITY & GROWTH IS REQUIRED
no of percentage of respondents
no of respondents
51. Page 51
INTERPRETATION
From the graph we can interpret more than half of the respondents strongly agree
that to create a highly engaged workforce, an organizational culture of fun,
flexibility & growth is required
12. TABLE SHOWING WHETHER A CULTURE OF BELONGINGNESS,
RECOGNITION & LEADERSHIP WILL CREATE A LONG TERM
SUCCESS FOR THE ORGANIZATION.
SL.NO OPTIONS NO OF
RESPONDANTS
PERCENTAGE
1 STRONGLY AGREE 5 25%
2 AGREE 10 50%
3 NEITHER AGREE
NOR DISAGREE
3 15%
4 DISAGREE 2 10%
5 STRONGLY
DISAGREE
- -
TOTAL 20 100%
52. Page 52
12a.GRAPHSHOWING WHETHER A CULTURE OF BELONGINGNESS,
RECOGNITION & LEADERSHIP WILL CREATE A LONG TERM
SUCCESS FOR THE ORGANIZATION
ANALYSIS
1.25% of respondents strongly agree that a culture of belongingness, recognition &
leadership will create a long term success for the organization.
2.50% of respondents agree.
3.15% of respondents neither agree nor disagree.
0
5
10
15
20
25
30
35
40
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
percentageandnoofrespondents
options
WHETHER A CULTURE OF BELONGINGNESS, RECOGNITION
& LEADERSHIP WILL CREATEA LONG TERM SUCCESS FOR
THE ORGANIZATION
no of percentage of respondents
no of respondents
53. Page 53
4.10% of respondents disagree
INTERPRETATION
From the graph we can interpret more than half of the respondents strongly agree
that a culture of belongingness, recognition & leadership will create a long term
success for the organization.
13. TABLE SHOWING WHETHER EMPLOYEES WORKHARDER TO
ACHIEVE ORGANIZATIONAL GOALS IF THEY CONSIDER
THEMSELVES TO BE PART OF THE CORPORATECULTURE
SL.NO OPTIONS NO OF
RESPONDANTS
PERCENTAGE
1 STRONGLY AGREE 6 30%
2 AGREE 10 50%
3 NEITHER AGREE
NOR DISAGREE
2 10%
4 DISAGREE 2 10%
5 STRONGLY
DISAGREE
- -
TOTAL 20 100%
54. Page 54
13a.GRAPH SHOWING WHETHER EMPLOYEES WORK HARDER TO
ACHIEVE ORGANIZATIONAL GOALS IF THEY CONSIDER
THEMSELVES TO BE PART OF THE CORPORATE CULTURE
ANALYSIS
1.30% of respondents strongly agree that employees work harder to achieve
organizational goals if they consider themselves to be part of the corporate culture.
2.50% of respondents agree.
3.10% of respondents neither agree nor disagree.
4.10% of respondents disagree
0
5
10
15
20
25
30
35
40
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
percentageandnoofrespondents
options
EMPLOYEES WORK HARDER TO ACHIEVE ORGANIZATIONAL
GOALS IF THEY CONSIDER THEMSELVES TO BE PART OF THE
CORPORATE CULTURE
no of percentage of
respondents
no of respondents
55. Page 55
INTERPRETATION
From the graph we can interpret more than half of the respondents strongly agree
that employees work harder to achieve organizational goals if they consider
themselves to be part of the corporate culture.
14. TABLE SHOWING WHETHER THE NORMS AND VALUES OF
ORGANIZATION BASED UPON DIFFERENT CULTURES INFLUENCE
ON WORK FORCE MANAGEMENT
SL.NO OPTIONS NO OF
RESPONDANTS
PERCENTAGE
1 STRONGLY AGREE 2 10%
2 AGREE 8 40%
3 NEITHER AGREE
NOR DISAGREE
4 20%
4 DISAGREE 5 25%
5 STRONGLY
DISAGREE
1 5%
TOTAL 20 100%
56. Page 56
14a.GRAPHSHOWING WHETHER THE NORMS AND VALUES OF
ORGANIZATION BASED UPON DIFFERENT CULTURES INFLUENCE
ON WORK FORCE MANAGEMENT
ANALYSIS
1.10% of respondents strongly agree that the norms and values of organization
based upon different cultures influence on work force management
2.40% of respondents agree that the norms and values of organization based upon
different cultures influence on work force management.
3.20% of respondents neither agree nor disagree that the norms and values of
organization based upon different cultures influence on work force management
0
5
10
15
20
25
30
35
40
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
percentageandnoofrespondents
options
WHETHER THE NORMS AND VALUES OF ORGANIZATION
BASED UPON DIFFERENTCULTURES INFLUENCEON WORK
FORCEMANAGEMENT
no of percentage of respondents
no of respondents
57. Page 57
4.25% of respondents disagree that the norms and values of organization based
upon different cultures influence on work force management
5.5% of the respondents strongly disagree that the norms and values of
organization based upon different cultures influence on work force management
INTERPRETATION
From the graph we can interpret more than half of the respondents strongly agree
that the norms and values of organization based upon different cultures influence
on work force management
15. TABLE SHOWING WHETHER COMPANIES SHOULD ALSO
ENSURE THAT THEY ALIGN PERFORMANCE MANAGEMENT
SYSTEMS WITHTHE CORPORATE CULTURE
SL.NO OPTIONS NO OF
RESPONDANTS
PERCENTAGE
1 STRONGLY AGREE 5 25%
2 AGREE 8 40%
3 NEITHER AGREE
NOR DISAGREE
6 30%
4 DISAGREE 1 5%
5 STRONGLY
DISAGREE
- -
TOTAL 20 100%
58. Page 58
15a.GRAPHSHOWING WHETHER COMPANIESSHOULD ALSO
ENSURE THAT THEY ALIGN PERFORMANCE MANAGEMENT
SYSTEMS WITHTHE CORPORATE CULTURE
ANALYSIS
1.25% of respondents strongly agree that companies should also ensure that they
align performance management systems with the corporate culture.
2.40% of respondents agree that companies should also ensure that they align
performance management systems with the corporate culture
3.30% of respondents neither agree nor disagree that companies should also ensure
that they align performance management systems with the corporate culture
0
5
10
15
20
25
30
35
40
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
percentageandnoofrespondents
options
WHETHER COMPANIES SHOULD ALSO ENSURETHATTHEY
ALIGN PERFORMANCEMANAGEMENTSYSTEMS WITH THE
CORPORATECULTURE
no of percentage of respondents
no of respondents
59. Page 59
4.5% of respondents disagree that companies should also ensure that they align
performance management systems with the corporate culture
INTERPRETATION
From the graph we can interpret more than half of the respondents strongly agree
that companies should also ensure that they align performance management
systems with the corporate culture
16.THERE MIGHT BE CHANCES OF LOW PERFORMANCESWHEN
THE CULTURE OF THE ORGANIZATION IS NOT TRANSPARENT
SL.NO OPTIONS NO OF
RESPONDANTS
PERCENTAGE
1 STRONGLY AGREE 7 35%
2 AGREE 8 40%
3 NEITHER AGREE
NOR DISAGREE
4 20%
4 DISAGREE 1 5%
5 STRONGLY
DISAGREE
- -
TOTAL 20 100%
60. Page 60
16a.GRAPHSHOWING THERE MIGHT BE CHANCES OF LOW
PERFORMANCES WHEN THE CULTURE OF THE ORGANIZATION IS
NOT TRANSPARENT
ANALYSIS
1.35% of respondents strongly agree that there might be chances of low
performances when the culture of the organization is not transparent.
2.40% of respondents agree
3.20% of respondents neither agree nor
4.5% of respondents disagree
0
5
10
15
20
25
30
35
40
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
PERCENTAGEANDNOOFRESPONDENTS
OPTIONS
THERE MIGHTBE CHANCES OF LOWPERFORMANCES WHEN
THE CULTURE OF THE ORGANIZATIONIS NOTTRANSPARENT
no of percentage of respondents
no of respondents
61. Page 61
INTERPRETATION
After analyzing the data we can interpret that there are more than half the
respondents agree that there might be chances of low performances when the
culture of the organization is not transparent
17. TABLE SHOWING WHETHER BASED ON THE CULTURE OF THE
ORGANIZATION THE COMPENSATION PATTERNSDIFFERSUCH AS:
PAY FOR PERFORMANCE
PAY FOR SENIORITY
PAY FOR TEAM BASED
SL.NO OPTIONS
NO OF
RESPONDANTS
PERCENTAGE
1 Strongly agree 7 35%
2 Agree 8 40%
3
Neither agree nor
disagree
3 15%
4 Disagree 2 10%
5 Strongly disagree 0 0%
TOTAL 20 100%
62. Page 62
17a.GRAPHSHOWING BASED ON THE CULTURE OF THE
ORGANIZATION THE COMPENSATION PATTERNSDIFFER.
ANALYSIS
1. 35% of respondents strongly agree that based on the culture of the
organization the compensation pattern differs
2. 40% of respondents agree
3. 15% of respondents neither agree nor disagree
4. 10% of respondents disagree.
INTERPRETATION
From the above analysis we can interpret that more than half the respondents agree
that based on the culture of the organization the compensation pattern differs.
0
10
20
30
40
50
60
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
PERCENTAGEANDNOOFRESPONDENTS
BASED ON THE CULTURE OF THE ORGANIZATIONTHE
COMPENSATION PATTERNS DIFFER
no of percentage of
respondents
no of respondents
63. Page 63
18. BASED ON THE FOLLOWING CULTURE OF THE ORGANIZATION
THE COMPENSATION STRUCTURE IS CUSTOMIZED. FOR EG
Culture CompensationFocusedOn:
Innovator
Reward for innovations on products &
services
Cost
Centric Focus on variable pay
Growth
Very aggressive bonus, competitive base
pay
People as
Asset
ESOP, Unique benefits including family
members.
SL.NO OPTIONS
NO OF
RESPONDANTS
PERCENTAGE
1 Strongly agree 8 40%
2 Agree 8 40%
3
Neither agree nor
disagree
4 20%
4 Disagree 0 0%
5 Strongly disagree 0 0%
TOTAL 20 100%
64. Page 64
18a.GRAPHSHOWING WHETHER BASED ON THE FOLLOWING
CULTURE OF THE ORGANISATION THE COMPENSATION
STRUCTURE IS CUSTOMIZED.
ANALYSIS
1.40% of respondents strongly agree that based on the following culture of the
organization the compensation structure is customized i.e innovator, cost centric
etc
2.40% of respondents agree that
3.20% of respondents neither agree nor disagree
0
10
20
30
40
50
60
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
percentageandnoofrespondents
options
WHETHER BASED ON THE FOLLOWING CULTUREOF THE
ORGANISATIONTHECOMPENSATIONSTRUCTUREIS
CUSTOMIZED.
no of percentage of respondents
no of respondents
65. Page 65
INTERPRETATION
After analyzing we can interpret that there are more respondents who agree to it
hence we can interpret that based on the following culture of the organization the
compensation structure is customized i.e innovator ,costcentric etc
19.TABLE SHOWING THAT THE EMPLOYER BRAND IS WHAT
PEOPLE THINK ABOUT THE ORGANISATION AS AN EMPLOYER;
HOW THEY TREAT TO EMPLOYEES;AND WHERE THEIR CAREER
CAN GO WITH THE COMPANY
SL.NO OPTIONS
NO OF
RESPONDANTS
PERCENTAGE
1 Strongly agree 5 25%
2 Agree 10 50%
3
Neither agree nor
disagree
2 10%
4 Disagree 2 10%
5 Strongly disagree 1 5%
TOTAL 20 100%
66. Page 66
19a. GRAPHSHOWING THE EMPLOYER BRAND IS WHAT PEOPLE
THINK ABOUT THE ORGANISATION AS AN EMPLOYER;HOW THEY
TREAT TO EMPLOYEES;AND WHERE THEIR CAREER CAN GO
WITH THE COMPANY
ANALYSIS
1.25% of respondents strongly agree that the employer brand is what people think
about the organization as an employer, how they treat to employees, and where
their career can go with company
2.50% of the respondents agree
3.10% of them neither agree nor disagree
4.10% of them disagree
5.5% of them strongly disagree
0
10
20
30
40
50
60
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
PERCENTAGEANDNOOFRESPONDENTS
OPTIONS
THE EMPLOYER BRAND IS WHAT PEOPLE THINK ABOUT THE
ORGANISATION AS AN EMPLOYER; HOW THEY TREAT TO
EMPLOYEES; AND WHERE THEIR CAREER CAN GO WITH THE
COMPANY
no of percentage of
respondents
no of respondents
67. Page 67
INTERPRETATION
From the above analysis we can interpret that more than half respondents agree
that the employer brand is what people think about the organization as an
employer, how they treat to employees, and where their career can go with
company
20.TABLE SHOWING THAT THE EMPLOYER ESTABLISHES ITS
BRAND BASED ON THEIR ORGANIZATIONAL CULTURE
SL.NO OPTIONS
NO OF
RESPONDANTS
PERCENTAGE
1 Strongly agree 5 25%
2 Agree 12 60%
3
Neither agree nor
disagree
3 15%
4 Disagree 0 0%
5 Strongly disagree 0 0%
TOTAL 20 100%
68. Page 68
20a.GRAPHSHOWING THAT THE EMPLOYER ESTABLISHES ITS
BRAND BASED ON THEIR ORGANIZATIONAL CULTURE
ANALYSIS
1. 25% of respondents strongly agree that the employer establishes its brand based
on their organizational culture.
2.60% of the respondents agree.
3.15% of them neither agree nor disagree.
INTERPRETATION
After analyzing we can interpret that there are more respondents who agree that the
employer establishes its brand based on their organizational culture.
0
10
20
30
40
50
60
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
PERCENTAGEANDNOOFRESPONDENTS
OPTIONS
THE EMPLOYER ESTABLISHES ITS BRAND BASED ON
THEIR ORGANIZATIONAL CULTURE
no of percentage of
respondents
no of respondents
69. Page 69
CHAPTER 4
FINDINGSAND SUGGESTIONS
A study titled Impact of Culture on HRM has adopted exploratory method of
research. After tabulating and analyzing the data collected, the findings and
suggestions are summarized as under
1. From the study it was inferred that the main source of reaching that Candidate’s
personality should match with organizational culture
2. Better quality of employee via Employee Referral program me since the
organization will get filtered set of prospective employees through present
employees who have been already molded into organizational culture.
3. A person hired based partly on his fit with an organization's culture is more
likely to continue on as a valuable company resource
4. A culturally fit employee is likely to continue on as a valuable asset, even if the
position he was originally hired for ceases to exist
5. Candidate should be first aware of organizational culture and then about specific
work environment
6. Employee must clearly understand what is expected of them with regards to
organizational culture.
7. Training increases acceptancetowards organization culture
8.Training has also proven effective means of initiating change across a critical
mass
9.Training forces participants to leave their comfortzones, thereby awarding them
with completely new learning experiences and molded to the organizational
culture.
70. Page 70
10.To create a highly engaged workforce, an org culture of fun, flexibility &
growth is required.
11. To create a highly engaged workforce, an org culture of fun, flexibility &
growth is required
12. A culture of belongingness, recognition & leadership will create a long term
success forthe organization
13.Employees work harder to achieve organizational goals if they consider
themselves to be part of the corporateculture
14. The norms and values of organization based upon different cultures influence
on work force management
15. Companies should also ensure that they align performance management
systems with the corporate culture.
16. There might be chances of low performances when the culture of the
organization is not transparent
17. Based on the culture of the organization the compensation patterns differ such
as:
Pay for performance
Pay for seniority
Pay for Team based
18. The employer brand is what people think about the organization as an
employer; how they treat to employees; and where their career can go with the
company
19. The employer establishes its brand based on their organizational culture.
20.The employer establishes its brand based on their organization culture.
71. Page 71
Questionnaire
Dear sir/madam
I am a student pursuing BBM at CMS Jain University, undertaking a project
entitled “IMPACT OF CULTURE ON HRM”. Kindly furnish the following
information, which would help me in completion of the project. I assure you that
information collected will remain confidential and will be used strictly for
academic purpose only.
Thanking you for your kind cooperation and valuable help.
Yours faithfully,
Date:
Place: Bangalore
72. Page 72
Personal information:-
Name:
Age:-
Sex:-
Designation:-
1. Candidate’s personality should match with organizational culture.
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree
5. Strongly Disagree
2. Better quality of employee via Employee Referral programme since the organization will get
filtered set of prospective employees through present employees who have been already
molded into organizational culture.
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree
5. Strongly Disagree
73. Page 73
3. . A person hired based partly on his fit with an organization's culture is more likely to
continue on as a valuable company resource
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree
5. Strongly Disagree
4. A culturally fit employee is likely to continue on as a valuable asset, even if the position he
was originally hired for ceases to exist.
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree
5. Strongly Disagree
5. Candidate should be first aware of organizational culture and then about specific work
environment
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree
5. Strongly Disagree
74. Page 74
6. Which is the most important factor considered among these three while selecting a
candidate?
1. Organizational Fit
2. Team Fit
3. Role Fit
7. . Employee must clearly understand what is expected of them with regards to organizational
culture
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree
5. Strongly Disagree
8. Training increases acceptance towards organization culture
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree
5. Strongly Disagree
75. Page 75
9. Training has also proven effective means of initiating change across a critical mass.
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree
5. Strongly Disagree
10. Training forces participants to leave their comfort zones , thereby awarding them with
completely new learning experiences and molded to the org culture
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree
5. Strongly Disagree
11. To create a highly engaged workforce, an org culture of fun, flexibility & growth is
required.
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree
5. Strongly Disagree
12. A culture of belongingness, recognition & leadership will create a long term success for
the organizational culture
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree
5. Strongly Disagree
76. Page 76
13. Employees work harder to achieve organizational goals if they consider themselves to be
part of the corporate culture.
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree
5. Strongly Disagree
14.The norms and values of organization based upon different cultures influence on work force
management
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree
5. Strongly Disagree
15. Companies should also ensure that they align performance management systems with the
corporate culture
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree
5. Strongly Disagree
77. Page 77
16. There might be chances of low performances when the culture of the organization is not
transparent
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree
5. Strongly Disagree
17. Based on the culture of the organization the compensation patterns differ such as:
Pay for performance
Pay for seniority
Pay for Team based
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree
5. Strongly Disagree
78. Page 78
18. Based on the following culture of the organization the compensation structure is
customized. For eg
Culture Compensation Focused On:
Innovator Reward for innovations on products & services
Cost Centric Focus on variable pay
Growth Very aggressive bonus, competitive base pay
People as
Asset
ESOP, Unique benefits including family
members.
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree
5. Strongly Disagree
19. The employer brand is what people think about the organization as an employer; how they
treat to employees ; and where their career can go with the company
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree
5. Strongly Disagree
20. The employer establishes its brand based on their organization culture
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree
5. Strongly Disagree