Minor project Report " A role of culture on HRM"

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.

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

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

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

 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.

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

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

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.

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.

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.

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

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
.

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.

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,

(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.

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

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?

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.

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

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

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

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.

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

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%

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

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
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

2. TABLE SHOWING WHETHER BETTER QUALITY OF EMPLOYEE
COMES VIA EMPLOYEE REFFARL
SL.NO OPTIONS NO OF
RESPONDANTS
PERCENTAGE
2 AGREE 8 40%
3 NEITHER AGREE
NOR DISAGREE
4 20%
4 DISAGREE 3 15%
5 STRONGLY
DISAGREE
1 5%
TOTAL 20 100%

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
OPTIONS
whether better quality of employee
comes through employee referral
NO OF PERCENTAGE OF
RESPONDENTS
NO OF RESPONDANTS

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
that better quality of employee comes via employee referral.

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
2 AGREE 8 40%
3 NEITHER AGREE
NOR DISAGREE
3 15%
4 DISAGREE 1 5%
5 STRONGLY
DISAGREE
2 10%
TOTAL 20 100%

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

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
a person hired fit with an organization's culture is more likely to continue on as a
valuable company resource

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
2 AGREE 8 40%
3 NEITHER AGREE
NOR DISAGREE
5 25%
4 DISAGREE 1 5%
5 STRONGLY
DISAGREE
1 5%
TOTAL 20 100%

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
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

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

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
2 AGREE 8 40%
3 NEITHER AGREE
NOR DISAGREE
3 15%
4 DISAGREE 1 5%
5 STRONGLY
DISAGREE
2 10%
TOTAL 20 100%

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
OPTIONS
Whether candidate should be first aware of
the organizationalculture and then about
specific work environment
NO OF PERCENTAGE OF
RESPONDENTS
NO OF RESPONDANTS

5.10% of respondents strongly disagree with the statement
INTERPRETATION
that candidate should be first aware of organizational culture and then about
specific work environment.

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%

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
OPTIONS
THE MOSTIMPORTANTFACTOR CONSIDERED AMONG THESE
THREE WHILE SELECTING A CANDIDATE.
NO OF PERCENTAGE OF
RESPONDENTS
NO OF RESPONDENTS

7. TABLE SHOWING WHETHER EMPLOYEE MUST CLEARLY
UNDERSTAND WHAT IS EXPECTED OF THEM WITH REGARDS TO
SL.NO OPTIONS NO OF
RESPONDANTS
PERCENTAGE
2 AGREE 10 50%
3 NEITHER AGREE
NOR DISAGREE
3 15%
4 DISAGREE 1 5%
5 STRONGLY
DISAGREE
1 5%
TOTAL 20 100%

7a.GRAPHSHOWING WHETHER EMPLOYEE MUST CLEARLY
UNDERSTAND WHAT IS EXPECTEDOF THEM WITH REGARDS TO
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
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
NO OF PERCENTAGE OF
RESPONDENTS
NO OF RESPONDANTS

INTERPRETATION
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
2 AGREE 4 20%
3 NEITHER AGREE
NOR DISAGREE
1 5%
4 DISAGREE - -
5 STRONGLY
DISAGREE
- -
TOTAL 20 100%

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

9. TABLE SHOWING WHETHER TRAINING HAS PROVEN EFFECTIVE
MEANS OF INITIATING CHANGE ACROSS A CRITICAL MASS
SL.NO OPTIONS NO OF
RESPONDANTS
PERCENTAGE
2 AGREE 10 50%
3 NEITHER AGREE
NOR DISAGREE
4 20%
4 DISAGREE 1 5%
5 STRONGLY
DISAGREE
- -
TOTAL 20 100%

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
0
5
10
15
20
25
30
35
40
45
50
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
options
TRAINING HAS PROVEN EFFECTIVEMEANS OF
INITIATING CHANGEACROSS A CRITICAL MASS
NO OF PERCENTAGE OF
RESPONDENTS
NO OF RESPONDANTS

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
2 AGREE 10 50%
3 NEITHER AGREE
NOR DISAGREE
4 20%
4 DISAGREE - -
5 STRONGLY
DISAGREE
- -
TOTAL 20 100%

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.
0
5
10
15
20
25
30
35
40
45
50
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
options
TRAINING FORCES PARTICIPANTS TO LEAVE THEIR
COMFORT ZONES
NO OF PERCENTAGE OF
RESPONDENTS
NO OF RESPONDANTS

INTERPRETATION
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
2 AGREE 15 75%
3 NEITHER AGREE
NOR DISAGREE
1 5%
4 DISAGREE 1 5%
5 STRONGLY
DISAGREE
- -
TOTAL 20 100%

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
0
5
10
15
20
25
30
35
40
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
options
TO CREATE A HIGHLY ENGAGED WORKFORCE, AN ORGANIZATIONAL
CULTURE OF FUN, FLEXIBILITY & GROWTH IS REQUIRED
no of percentage of respondents
no of respondents

INTERPRETATION
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
2 AGREE 10 50%
3 NEITHER AGREE
NOR DISAGREE
3 15%
4 DISAGREE 2 10%
5 STRONGLY
DISAGREE
- -
TOTAL 20 100%

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.
0
5
10
15
20
25
30
35
40
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
options
WHETHER A CULTURE OF BELONGINGNESS, RECOGNITION
& LEADERSHIP WILL CREATEA LONG TERM SUCCESS FOR
THE ORGANIZATION
no of respondents

INTERPRETATION
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
2 AGREE 10 50%
3 NEITHER AGREE
NOR DISAGREE
2 10%
4 DISAGREE 2 10%
5 STRONGLY
DISAGREE
- -
TOTAL 20 100%

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.
0
5
10
15
20
25
30
35
40
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
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

INTERPRETATION
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
2 AGREE 8 40%
3 NEITHER AGREE
NOR DISAGREE
4 20%
4 DISAGREE 5 25%
5 STRONGLY
DISAGREE
1 5%
TOTAL 20 100%

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
options
WHETHER THE NORMS AND VALUES OF ORGANIZATION
BASED UPON DIFFERENTCULTURES INFLUENCEON WORK
FORCEMANAGEMENT
no of respondents

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
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
2 AGREE 8 40%
3 NEITHER AGREE
NOR DISAGREE
6 30%
4 DISAGREE 1 5%
5 STRONGLY
DISAGREE
- -
TOTAL 20 100%

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
options
WHETHER COMPANIES SHOULD ALSO ENSURETHATTHEY
ALIGN PERFORMANCEMANAGEMENTSYSTEMS WITH THE
CORPORATECULTURE
no of respondents

4.5% of respondents disagree that companies should also ensure that they align
performance management systems with the corporate culture
INTERPRETATION
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
2 AGREE 8 40%
3 NEITHER AGREE
NOR DISAGREE
4 20%
4 DISAGREE 1 5%
5 STRONGLY
DISAGREE
- -
TOTAL 20 100%

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
0
5
10
15
20
25
30
35
40
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
OPTIONS
THERE MIGHTBE CHANCES OF LOWPERFORMANCES WHEN
THE CULTURE OF THE ORGANIZATIONIS NOTTRANSPARENT
no of respondents

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%

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
BASED ON THE CULTURE OF THE ORGANIZATIONTHE
COMPENSATION PATTERNS DIFFER
no of percentage of
respondents
no of respondents

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
2 Agree 8 40%
3
Neither agree nor
disagree
4 20%
4 Disagree 0 0%
TOTAL 20 100%

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
0
10
20
30
40
50
60
strongly
agree
agree neither
agree or
disagree
disagree strongly
disagree
options
WHETHER BASED ON THE FOLLOWING CULTUREOF THE
ORGANISATIONTHECOMPENSATIONSTRUCTUREIS
CUSTOMIZED.
no of respondents

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
2 Agree 10 50%
3
Neither agree nor
disagree
2 10%
4 Disagree 2 10%
TOTAL 20 100%

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
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

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
2 Agree 12 60%
3
Neither agree nor
disagree
3 15%
4 Disagree 0 0%
TOTAL 20 100%

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
OPTIONS
THE EMPLOYER ESTABLISHES ITS BRAND BASED ON
THEIR ORGANIZATIONAL CULTURE
no of percentage of
respondents
no of respondents

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
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.

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.

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

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

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
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. 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

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
8. Training increases acceptance towards organization culture
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree

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
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
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
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

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
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
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

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
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

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
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
20. The employer establishes its brand based on their organization culture
1. Strongly Agree
2. Agree
3. Neither agree or
disagree
4. Disagree

CHAPTER 6:- BIBILOGRAPHY
WEBSITES:
www.google.com
www.wikipedia.com
www.businessdictionary.com
www.slideshare.com
www.spiritofhr.com
ARTICLES:-
http://www.managementstudyguide.com
www.businessdictionary.com/.../human-resource-management-HRM.
http://www.slideshare.net/prafful16/cross-cultural-issues-in-hr
http://www.microsoft.com/business/solutions/Finance/default.aspx?ng=proof&hoid=6
http://www.slideshare.net/sabre_devil/hr-organisational-culture
http://www.slideshare.net/syaffhk/topic-13-q2
http://smallbusiness.chron.com/organizational-culture-employee-performance-25216.html
http://www.shrm.org/about/foundation/products/pages/buildingahigh-performanceculture.aspx
http://www.dop.wa.gov/WorkforceDataAndPlanning/EmployeePerformanceManagement/Pages/Buildinga
PerformanceCulture.aspx
http://humanresources.about.com/od/organizationalculture/a/culture_change_2.htm
http://www.astd.org/Publications/Blogs/Human-Capital-Blog/2012/11/Four-Key-Skills-to-Change-
Company-Culture
http://www.corporateculturepros.com/changing-corporate-culture/corporate-culture-training/
http://www.cpc-ag.de/en/change-organisation/reality-training-culture-change/
http://www.peopleandculture.co.uk/training/course_schedule/course/smc03_organisational_culture_diagn
osis_and_change

http://www.vu.edu.au/units/aed5027
http://www.cultureconsultancy.com/culture-change-programmes-leadership-training-is-only-part-of-the-
solution/
http://hiring.monster.com/hr/hr-best-practices/recruiting-hiring-advice/strategic-workforce-
planning/hire-for-the-organization.aspx
http://link.springer.com/article/10.1007%2Fs10869-010-9179-0#page-1
http://tppnotforprofit.blogspot.in/2011/02/recruiting-to-fit-your-
organisations.html#.Uiv6w9I3DSY
http://www.tutor2u.net/blog/index.php/business-studies/comments/corporate-culture-meets-
recruitment
http://blog.helblingsearch.com/index.php/2012/11/15/organizational-culture-its-impact-on-
recruitment-retention/
http://www.nda.ie/cntmgmtnew.nsf/0/bb5340f21cfad85980257425003e0f3f/$file/effective_leade
rship.pdf
http://www.legacybowes.com/authors/entry/organizational-culture-and-the-influence-on-
recruiting.html
http://www.tascoss.org.au/Portals/0/IDU/Whats%20Culture%20Got%20to%20Do%20With%20I
t.pdf
http://www.markedbyteachers.com/university-degree/business-and-administrative-
studies/recruitment-and-selection-can-be-used-to-influence-organisational-culture.html
https://suite101.com/a/recruitment-and-company-culture-a27817
http://www.dynamicbusiness.com.au/hr-and-staff/how-important-is-cultural-fit-when-recruiting-
11052012.html
http://commongoodcareers.org/articles/detail/innovationwork-a-strong-culture-enhances-
recruitment-and-retention
http://greatworkplace.wordpress.com/2010/03/02/compensation-practices-signals-of-your-
organization%E2%80%99s-climate-culture/
http://www.compensationcafe.com/2013/04/when-you-cant-differentiate-based-on-compensation-what-
do-you-do-to-stand-out.html

http://www.mksh.com/content/documents/2-employer-branding.pdf
http://www.huffingtonpost.com/kes-thygesen/dont-create-an-employer-brand_b_3456207.html
http://www.personneltoday.com/articles/12/03/2012/58411/transforming-culture-with-employer-
branding.htm
http://www.recruitingblogs.com/profiles/blogs/engage-your-culture-for-a-strong-employer-brand
MAGAZINES
http://www.deccanherald.com/content/109808/importance-employer-branding.html
http://irmbrjournal.com/papers/1364462611.pdf
REFERENCES
http://books.google.co.in/
http://www.astd.org/Publications/Blogs/Human-Capital-Blog/2012/11/Four-Key-Skills-to-Change-
Company-Culture
http://expertscolumn.com/content/human-resource-management-nature-scope-objectives-and-
function
The Influence of Culture on Human Resource Management1
by Laraine Kaminsky

Minor project Report " A role of culture on HRM"

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