Impact of Globalization On Work Culture

IAETSD JOURNAL FOR ADVANCED RESEARCH IN APPLIED SCIENCES ISSN NO: 2394-8442
Impact of Globalization on Work Culture
Dr Sajjan Choudhuri, Associate Professor, Chandigarh University,Dr N.S Bist ,

Assistant Professor, Kumaun University Nainital
Abstract
The Organizational culture is a descriptive term as it is concerned with how employees perceive its dimensions, not whether
they like them or not, in contrast with job satisfaction which is has identified two profiles of organizational culture, soft and
synergic. Another predominant tendency, which comes into limelight of working of Indian public organization is related to
their inability to change to the forces of progression. They are satisfied with the status quo and show an unresponsive attitude
towards any possibility of bringing about any change. Until these organizations show the need for change, no progress of
any sort can take place in any area. In order to identify the areas for change there is need to look within. First step is to
identify the factors. Which influence the behavior of the employees. This study will help to identify the organizational
factors that have an impact on employees willingness to work.
Keywords: predominant, limelight, dimensions, status quo
1. INTRODUCTION
Industrial organizations in India are under stress to show results by way of improved quality of goods, improved productivity
and higher profitability with the introduction of new economic policy. Organizational culture is one important factor without
which it would be impossible for Indian industry to achieve the said goals. Culture gives people a sense of how to behave
and what they ought to be doing.
Organizational culture is a descriptive term as it is concerned with how employees perceive its dimensions, not whether they
like them or not, in contrast with job satisfaction which is Jai B.P. Sinha (1995) has identified two profiles of organizational
culture, soft and synergic1. In a soft work culture:
(a) Work seems to be displaced from its central place in the minds of employees by non-work activities;
(b) Management adopts appeasing attitude;
(c) The organization tends to avoid or yield to the debilitating environmental factors.
In contrast a synergic work culture is reflected in:
(a) The belief that hard and sincere work is invariably rewarded.
(b) The superiors being fair and adopting a nurturant task-oriented style of leadership,
(c) The organization trying to contain the debilitating environmental factors.
Some principles for creating synergic work culture are establishing work as a Meta value, creating self-
reliance in organizations, mission sharing, system building, managing power dynamics, promoting participation and
partnership with trade unions. There had been a number of studies, conducted to discover the effect of size of the
organization on organizational culture. The findings had been rather diverse. While Pugh (1969), Child (1973) and Blare
(1966) found a positive relationship between size and excessive bureaucratization2, 3, 4. Woodward (1966) found no relation
between size and communication patterns5.
Hall et.al. (1967) found little in any established relationship; Kimberly (1976) helped to explain the inconsistency in
findings ; there was no theoretical explanation of, why size should affect organizational culture. Different researchers
had used different criteria for determining the size of organizations and there was not enough evidence concerning the
effects of any of the size on different organizations in different industries. It is observed that in a general pattern of mode
of working of Indian government organizations, the number of working days is much less as compared to the number of
non-working days. This results in the lack of performance which further is attributed to lack of resources. Therefore the
tendency is to ask for more resources thereby creating surplus manpower. Another predominant tendency, which comes
into limelight of working of Indian public organization is related to their inability to change to the forces of progression.
VOLUME 4, ISSUE 6, NOV/2017 245 http://iaetsdjaras.org/

They are satisfied with the status quo and show an unresponsive attitude towards any possibility of bringing about any
change. Until these organizations show the need for change, no progress of any sort can take place in any area. In order to
identify the areas for change there is need to look within. First step is to identify the factors. Which influence the
behavior of the employees. This study will help to identify the organizational factors that have an impact on employees
willingness to work.
Measures of Work Culture:
The questionnaire on work culture was prepared using the literature on job satisfaction and productivity by Dr. H.C.
Ganguly. In his discussion he has identified twenty six items covering the following ten areas8.
Nature of work
Income
Boss personal Relation Boss Organizational Skills Security
Welfare activities health
Company policy
Union Management Relation
Colleagues/Co-workers
Promotional and training opportunities.
These items demonstrate the thinking and behavior of work environment in the organizations.
Dimensions of Work Culture:
Control Management to Commitment Management:
The culture of the organization is changing because the nature of work and workers is changing. In the past work was
controllable. On the assembly line jobs were repetitive and required little thought. Performance could be measured simply
& reward and punishment administered to provide control. The managers counted controlled and determined reward &
punishment. Today, however the critical performance is thinking about better ways to get the job done, initiating actions to
improve and creating new products, service or methods, they are not so easily controlled. They require innovative thinking,
risk taking and autonomy. Managers must give up control to those who have their hands on the work. High control increase
fear and reduces risk taking, initiative, creativity and destroys the very performance that is the key to todays success.
Eliminating fear and unnecessary control increases commitment, creativity and other discretionary factor. Managers create
commitment by sharing vision and values, involving employees in decision making, facilitating knowledge of customers and
performance and helping to improve the process.
Task Focus to Process and Customer Focus:
In the past managers were responsible for defining employee responsibility in terms of specific task. In todays work
environment the right task definition changes too frequently as methods and machinery are continuously improving. To
optimize quality, employees at all levels must understand who their customers are, their requirements and they must be
involved in effort to improve their process to meet customer needs. A quality organization is a customer focused
organization. A customer focused organization defines work in terms of responsibility for the complete process that serves
the need of the customers. The managers job is conditioned by his understanding of the needs of his customers.
Command to Consensus Decision Making:
Command decision making has been the dominant decision making model for most of the mankinds existence in Henry
Fords factory, the workers were mostly uneducated and had little knowledge of the work processes beyond their immediate
task, command decision produced the conformity and uniformity that led to success in highly repetitive work. Things have
changed rather than centralized command decision making, we need commitment, involvement and ownership, which
leads to creativity and acceptance of responsibility. The degree of system integration or interdependence between
organization and people dictates a consultative or consensus decision process.

Individual Work to Team Work:
In the past managers assigned tasks to individuals and then rewarded or punished them. This worked well as long as the
tasks were simple & independent. Today, tasks are increasingly complex and interdependent requiring greater team work.
Team work requires decision making by the employees and among employees. Today, in many team based organizations
employees are making their own decisions about the tasks that have to be completed and also about the members who would
be performing them. They may take turns, rotating tasks or they may choose to specialize in tasks. Now the manager helps
the team make these decisions well and assures that the process is functioning well.
One Right Way to Continuous Improvement:
Products and services requirements and work processes changed slowly in the past by the time the right way is discovered,
a new way is required. We must adopt the racing spirit. Like continuous improvement of the racing cars on the track. We
must constantly be looking for a better way. In the past the managers was the authority on the right way to do things. If he
did not know it, he was seen as weak. Therefore he often acted like he knows the right answer even when he did not. Now
the manager has liberated from dehumanizing assumption. It is assumed now that the right way is constantly moving
forward. The new best way may come from the lowest level employees who have their hands on the products. The manager
is not judged by knowing the right way, but by helping to facilitate continuous improvement. Continuous improvement
is only possible if everyone at every level and in every function is involved and accepts responsibility for improving
performance to customers not just the managers.
Unstated Values to Shared and Stated Values:
In the past the leaders were not accountable to those below and did not need to reveal their principles. They only answered
to sum one above. But now quality organizations have clearly stated values that define desired behaviors, ethics & goals
when values are clearly stated and shared, they serve as a unifying force directing energy towards productive efforts.
Stated and shared values create a problem for managers. They are expected not only to conform to those principles but to
be an example. If an organization values team work, managers are expected to model team work. If an organization value
continuous learning, managers are expected to model continuous learning.
Tough on People to Tough on Competition:
One of the greatest misconceptions about leadership during the recent past was that leaders are tough on their people, which
may not be correct. Work environment has to communicate the idea that it is tender and affectionate towards its own people
but is hard on competitors.
Wealth Consuming to Wealth Creating:
The quality organization fulfils the fundamental role of business organization in a free society by creating new products and
services. This creates new jobs and adds to the collective wealth of the society within our organization, the work culture
should ensure that we spend our resources in a way that adds value and crates wealth. This can only be accomplished if
managers see themselves as responsible for creating new products and services, making better use of all resources, and
thereby creating new jobs. The sizes of capital & work force are generally used to determine the size of an organization
the observed sizes of capital & work force (including permanent workers supervisors and managers but excluding casual
or contract workers) conforms our view that not all these organization may be strictly defined as medium sized. Although
the definition of a medium size organization has varied with the rate of inflation and the changing industrial scenario, it
generally refers to a unit employing between 50 & 200 person & having a capital base of between Rs. 10 & 50 million.
In our sample there are four organization employing fewer than 200 persons, eight organizations which have work force of
more than 200 but less than 1000, and two organization which have more than 1000 workforces. Similarly, there are six units
with capital investments of Rs. 50 million or less. To identify the work culture of different private sector organizations in
these parts of the state, a set of objectives and hypothesis were formulated.
Objectives of the Study:
To assess and analyze the current state of work culture based on the above said parameters of job satisfaction.

Hypothesis:
The study is exploratory in nature, and a number of hypotheses have been generated for the purpose of the study: The
organization under study have a soft work culture where work is not given central importance. In such an environment most
of the employees do not work hard and do not feel positive about their work. Financial performance of an organization and
positive work culture have a correlation. Work culture can be improved by intervention techniques like education, training,
counseling and participative management etc.
2. RESEARCH METHODOLOGY:
The strength findings of any research largely depends on techniques and tools used to discover the unrevealed facts and
phenomena underneath. The methodology employed to undertake this study is discussed here under. The present study has
been proposed to offer an understanding of the work culture in relation to the different variables of job satisfaction. An
attempt has been made to identify the work culture of fourteen Pvt. Organizations located in three district of Kumaon.
Sample: Sample consists of 296 respondents working in 14 different private sector organizations. A birds eye view
of the sample distribution is shown in the following table:
The sample consisted of managers, supervisors trade union leaders and workers drawn from all the major department
of the organizations namely personnel, engineering, production and marketing etc. 14 companies of different sectors
were selected for the study. These 14 companies were categorized into the following 4 groups :
A. Chemical 7 Companies
B. Milk Food 3 Companies
C. Paper 1 Company
D. Machine 3 Companies
The different companies selected for the present investigation in the above said four groups are as follows:

A brief description of the companies chosen for the purpose of the present study is presented here.
Companies under Study:
14 companies of different sectors were chosen for the purpose of conducting the study. Their brief description is as follows:
Industry A Company a:
Alps Pharmaceuticals Almora:
The company is located in Almora. The unit boasts of satisfactory infrastructure. It is ideally located in a
picturesque one acre campus in the north of Almora facing Himalaya and covers an area exceeding ten thousand square feet.
Close by are the magnificent forest of DRDO and Pataldevi, situated in pollution control measures for the prevention &
control of pollution arising from different sources. It is free from risks of contamination from external environment
including open sewaged, rain age, fumes, smokes etc. This company has been acquired by Parth Pharmaceutical Pvt. Ltd.
commenced in late eighties, Parth expended its business subsequently into various other dosage from section such as tablets
etc. The company has earned reputation in international market with quality products and market driven policy.
Work Force:
The factory has employed two managers and ten pharmacists. The number of workers is around 150. Most of the workers
in the factory were locally recruited. They brought with them the ethos of the local culture. The nature of employment is
temporary. Average salary paid to workers is Rs. 3000.00 p.m., whereas the average salary paid to pharmacists is Rs. 5000 to
6000 p.m. The male female ratio is 40:60 in favor of women. The average age of employees is 26-30 years. Workers are less
educated, as none of them found degree holder. Workers are perceived by the managers & pharmacists as sincere and loyal
to the firm.
Company b:
Co-operative Drug Factory Ranikhet :
This company is located at Ranikhet. Ranikhet is situated about 72 Km. from Nainital in the Kumaon hills at 6000
feet. Ranikhet means the Queens meadow. Ranikhet is set along a 1800 mt high ridge and covered with pine and oak
forest, giving very little indication of where its centre is. This is one of its attractions in that, there are many enjoyable walks.
The view from the ridge are magnificent and the twin peaks of Nanda Devi (7816m) can be clearly seen. There are plenty of
museums, temples, lively bazaars and orchards full of fruit in Ranikhet. Ranikhet is also a great place where one can relax
and gaza leisurely at the majestic snow-clad Himalayas. The Cooperative Drug Factory is situated at a distance of 3 KM on
the Ranikhet Ramnagar Road. This factory is known for the production and research of Ayurvedic medicines it has a nursery
of medicinal herbs and shrubs. One can buy Ayurvedic medicines, especially high quality chyawanprash from herbs.
Work Force:
The factory has employed around twenty five managerial/ technical staff and around one hundred and fifty workers most
of the workers in the factory were locally recruited. In this way the factory is also helpful in providing employment to local
population. The nature of job is permanent as well as temporary. Average salary paid to the workers is around Rs. 7000 and
to managerial/technical staff was around Rs. 14000 most of the employees in the factory were male and the male/female
ratio was 9:1 in favor of male employees. Most of the workers were semiliterate. When the factory was visited by the
investigator in Jan-Feb 2008, the investigator found a cordial atmosphere in the factory due care was taken by management
for cleanliness and hygiene. Workers were reported to be sincere and hardworking by the management.
Company c
Jalpac India Limited:
This company is located in clean environmental conditions in the Himalayan Foothills at Haldwani (Uttarakhand) approx
300 kms away from New Delhi. It is about 2 Km. distance from Llkuan towards Haldwani on the Bareilly Haldwani
highway. Lalkuan is a industrial town in Nainital District of Uttrakhand. It is adjacent to Pantnagar and Rudrapur, which
have been developed as industrial belt of the state after its creations in the years 2000.

Jalpac India limited is the cutting as edge of the well diversified 85 year old Jalan Groups ambitions diversify efforts
into the fast growing packaging and yarn sectors : Jalpac was founded in 1986 and has over the years grown into a $5 million
company thus emerging as one of Indias largest manufacturers and exporter of metallized and coated films, paper, board
and metallic yarn.
Work Force:
Jalpac at present employee a staff of 200 personnel at its production facility. Most of the workers in the factory were from
adjoining localities, were as the managerial and technical staff is from different parts of the county. The nature of job is
more or less permanent. Average salary paid to the workers is around Rs. 5000 and to managerial/technical staff was around
Rs. 14000. All the employees in the factory were male. While the workers in the factory were mostly illiterate, the
managerial/technical staff was highly qualified. The investigator found a very healthy work atmosphere in the factory.
Companyd
Khatima Fibers Ltd.:
Khatima Fibers Ltd. (KFL) is based on imported waste paper and purchased pulp was established in the year 1990 at
VPSIDC Industrial Area Khatima, Uttarakhand (about 320 Kms from Delhi) to manufacture a wide range of eco-friendly
industrial papers to suit a variety of application and requirement with an annual capacity of 30000 MT. in a short span,
bleached and unbleached craft liner boards have becomes synonymous with the name of KFL. Moreover with its second
machine PM-2, KFL produce many a marketable quality in terms of MG Posters and specialty papers. The company has net
sales of approximately Rs. 123 crore and a net profit of approximately Rs. 3 crore in the F.Y. 2015-16.
Work Force:
The factory has employed around 13000 managerial/technical staff and around 6000 workers. The workers are local as well
as from other parts of the country. Most of the workers were semi-literate and more than 95% workers were male. During
the visit of the company in Jan-Feb 2015 the investigator found that there was some influence of trade unions among the
workers.
Company e:
Khatima Polyplex Corporation Ltd. (PCL):
This company is located at Khatima District of Udhamsingh Nagar, which is about 320 km from Delhi. Polyplex
Corporation limited is one of the leading companies in the business of manufacturing and marketing of PET
rasin, polyster, film metallized film yarn grade film and corona treated film in the thickness range of 9 to 50 micron. The
Khatima unit of polyplex commenced the production in the year 1987 with a capacity of 6000 TPA. After that the plant
expended to 15000 TPA in 1996 and followed by the background integration of chips plant of 15000 TPA capacity in
the 1997. Then after matallized plant is commissioned in Nov. 2002 with a capacity of 4500 TPA. IT has the sales turnovers
of around 190 crores. The Company received quality system (QS) 9000 certificate in the year 1996 & ISO 14000 EMS in
the year 2002 & also the up-gradations of ISO 9001-2000 quality system done in year 2003. Polyplex has established itself
as one of the most profitable producers of PET film by way of cost efficient operations resulting from high productivity
and low overhead. Its products have gained wide acceptance in the global markets such as USA, Europe, South-East Asia,
South America, North America and Australia where the company has been consistently exporting about 75% of its
production.
Work Force:
The company has a dynamic work force of about 400 employees, out of which around 30 are in
managerial/technical positions. Most of the employees in lower positions are from adjoining areas and are semi-literate.
However the employees in higher positions are different parts of the country and are highly educated professionals. The
investigator found that the employees were hard working committed to her job and loyal to the company.
Company f:

Easter Industries Khatima:
This company is situated at Sohan Nagar, P.O. Charubeta, Khatima, and District Udhamsingh Nagar. Its an international
public company manufacturing plastic materials, synthetic resins, polyester chips, polyester film and polyester filament yarn.
The company was incorporated on 4th Feb, 1985 at Delhi. It manufactures polyester chips and all kinds of films tapes
discscassettes and other electronic products. The company was promoted by Sitaram Singhania in association with Saraswati
Trading Company Limited a non-resident body corporate. Commercial production of Polyester chips plant with Lutrans
Limited Lurich Switzerland for technical know-how and services. It also entered into a technical collaboration agreement
with Lindauer Dornier GmbH West Germany. The company has net sales increased by 16.7% to Rs. 372.41 crores in the
F.Y. 2015-2016 from Rs. 319.18 crores reported in the last years. The profit after tax (PAT) has increased by 233.8% in the
year 2015-2016 to Rs. 33.43 crores from Rs. 10.02 crores reported in the last year earnings per share (EPS) for the year 2016
is at Rs. 6.02 as compared to Rs. 1.80 during the year ended 31st March, 2016. The company continuous to focus on value
added Niche products and cost reduction. Value added Niche products fetch higher realization and margin company has
recently started burning Bio-mass (Rise husk) instead of furnace oil for heating the thermic Fluid. With rice husk a available
in abundance at chapter rates in Uttarakhnad, it will not only enable Ester Industries to reduce cost but also likely to entitle
it to earn carbon credits. The Company has been saving on power & fuel cost by switching to different fuels/sources from
time to time. To achieve its commitment of excellence, the company lays emphasis on total customer satisfaction, through
continuous improvement in overall capabilities and on total employee involvement. Its premium quality produces
are backed by in-built statistical and analytical techniques based processes and a strong research and development oriented
system. Continuous up-gradation of technology, customer focused marketing and technical services are the other inherent
strengths of the company.
Work Force:
The company has a strong work force of around 1000 employees. Most of the employees were male with some
female staff, managerial positions 60% of the employees are local and the remaining from the different parts of the country
most of the employers are educated with different levels of education. During visit to the company in Feb-Mar, 2015,
the investigator found that there was a healthy work culture in the factory however the influence of trade unions was
readlly visible among the employees. The profitability of the plant would have been still better but for poor availability and
higher price of raw material followed by a strike from March to April,1990.
Company g
India Glycols Ltd., Kashipur:
This company is situated at Kashipur District Udhamsingh Nagar. Kashipur is a tiny city in Devbhoomi Uttarakhand. It is
blessed natural beauty and heritage. Today Kashipur is an important industrial township. It is famous for providing high
quality seeds and many seeds plants have come up in this region. India Glycols Limited (IGL) promoted by Vam organics
is countrys leading petrochemicals & specialty chemical player and the largest producers of ethanol in the country. This is
the most impressive and quickest growing company of this region. Its expansion took place in 3 phases. All plants have been
running successfully generating profits. The company supplies its products to large clients. It also sells its products to various
industries dealing with pharmaceutical, fertilizers and health care.
Main Features:
The factory occupies about 20 acres of land, and is protected by a 10 feet high wall. A large security cum reception room
stands at the gate, with seating arrangements for visitors. There is also a machine for employees to punch in their times of
arrival and departure. A broad path leads to the administrative building. Its ground floor is occupied by the air conditions
and well-furnished cabins of the MD, the director and chief executive manager. The entire building is well maintained. About
100 feet beyond the administrative building is the plant, covering an area of about 20000 Sq. feet. Chemical wastes are stored
in an area of about 5000 Sq. Feet protected by a wall, before being transported to other places on demands. The chemical
products are stored in one of the tin shades, while the other contains raw material given the nature of the production process,
fire extinguishers are placed at several points on the factory premises. Chemicals to neutralize the effects of acid are also
placed at different points. The premises are well-lit by vapory tubes. The company stock is listed in the capital market and
commands a price that is highest to its peers. The company has been generating profit right from the beginning. The y-o-y
growth in turnover is 25 percent. The chief executive manager is optimistic that, with the arrival of the new plants, the
company would be able to register even more impressive results. All the machines are new and of the latest technology.
They are very well maintained. However, machines in a chemical factory generally have short life spans.

This is probably the reason why workers report that the machines are not producing optimum yields. The maintenance of
accounts and sales records is computerized. There is a well-equipped laboratory for assessing the quality of chemicals. India
Glycol is the largest ethoxylate, glycol, ether producer and leader in ethylene oxide derivatives/surfactant business in India.
It caters to more than 1000 customers in various end-user industries such as textile, agrochemical, oil & gas, personal care,
pharmaceuticals, brake fluids, detergent, emulsion polymerization & paints etc. India glycols also has an export oriented
facility to manufacture 10000 MTPH of guar products such as guar, treated and pulverized guar gum powder and derivatized
guar. It is the first and only company in the world to produce Ethylene Oxide (EO)/Mono Mono Ethylend Glycal (MEG)
from renewable agro route based on malasses since 1989 leading manufacturer of Glycols, Ethyoxylates, and performance
chemicals. Glycol Ether & acetates. Guar Gum and potable alcohol the factory has completely integrated state of the art
manufacturing process with emphasis on superior quality by deploying internationally proven technologies innovative
R&D and customized approach. In order to thrust to make this industry competitive, government has lowered excise duty
in polyester from 16% to 8%. Further in the latest budget custom duty on major raw materials has been reduces. There has
been substantial increase in the manufacturing capacities of Glycol Ethers and Allied organics by all major players to serve
the industry which is now facing shortage of these products are being imported. India Glycol has confirmed an investment
over Rs. 300 crore in this fiscal to raise its capacity in line with its target to achieve a turnover of Rs. 2000 crore in
2016-17 fiscal. India glycol is undertaking capacity expansion initiatives in its all manufacturing units. Besides this, it is also
setting up a Greenfield herbal extraction unit in Dehradun, Uttarakhand.
India Glycol has plans to start purifying carbon dioxide a distillery by product from March, 2016 for which it is
investing another Rs. 50 crore. India Glycole had acquired Shakumbari Sugar and allied industries for Rs. 47 crore
in December, 2017. It has a crushing capacity of 3200 tonnes per day (TED) along with a modern distillery of 40Kl per day
(KLPD). Company would be making further investments to raise its sugarcane crushing capacity to 8000 ted from 3200 ted
and distillery capacity to 300 KLPD from 40 KLPD. India Glycol has also established a subsidiary in Singapore to promote
its business in South-Eastern Asia region and other related areas.
Expected turnover of the company for F.Y. 18 is 47.65% up alongiwth 334.91% increase in PAT and EPS comes out to be
four times the EPS of FY 17 as per our valuations. Margins of the company followed an uptrend in last four quarters and it
has been improved to 13.69% as compared to 4.65% for F.Y. 17. Price Earnings Ratio (PE) of 4.45 is existent presently
as compared to 7.36 for F.Y. 07 which confirms that the stock is undervalued. Dividend yield of 1.05% and PEG ratio of
0.02 further confirms the strong fundamentally aspects of the company.
Work Force:
The company has employed 350 workers including managerial and technical staff. Most of the employees are from Kashipur
& adjoining places around 30% of the employers are illiterate whereas the others are semi-literate and some of them are
highly qualified with professional degrees. Majority of the workers were male. There appeared to be a good working
atmosphere in the company.
Industry B Company a:
Cooperative Milk Factory, Almora :
This factory is located in Almora at Pataldevi, about 2 km far from Almora city in Almora-Bageshwar Road. The Unit boasts
of superb location and infrastructure. It is ideally located in a picturesque two acre campus in the north of Almora facing
Himalayas. It is free from pollution and risks of contamination from external environmental factors such as open sewage,
drainage, fumes, smoke etc. It is the chief producer of milk and milk products in the region it caters to the need of milk &
milk products for the Almora district and adjoining areas due to the scarcity of milk in the region. The company is mainly
supplying pasteurized milk and paneer now a days, earlier it was also producing curd and local sweets like Balmithai and
chocolate.
Work Force:
The company has a staff of around 100 workers including managerial & technical staff. Around 90% of the workers are
locals and most of them are males. While some of the workers especially in managerial/technical positions are highly educate,
most of the workers are illiterate or semi-literate.

Work Culture:
The investigator visited the factory in Jan, 2015 he found a lack of positive work culture in the factory during the survey also
some of the workers were not found at their office/work place there was a clear influence of trade unions and the true work
atmosphere was sum how missing in the factory.
Company b:
Cooperative Milk Factory Lalkuan :
This Dairy farm is commissioned under cooperative act. The main objectives of the federation are:
(a) To collect the milk directly from milk producers;
(b) to pay them their due promptly, and to distribute milk to consumers by circumventing the middle men who make
profits at the cost of both milk producers as well as consumers. The firm collects milk from adjoining areas such as
Haldwani, Halduchor, Pantnagar etc.
Work Force:
In the beginning, there were 2 officers, 2 supervisors, 10 permanent & 5 casual workers. In 2008, there were 4 managers, 5
supervisors, 30 permanent & 10 casual workers. Thus, unlike other organization, the number of permanent workers
increased by about 3 times, while managers & supervisors increased their strength by 2 & 2 times respectively. One of the
managers was interviewed. The manager of account is 50 years old & had joined the firm at its inception. He is a degree
holder and his take home salary is Rs. 15000.00. Managers & supervisors had been recruited through advertisement. The
workers wages range from Rs. 3000 5000 per month. The permanent workers were also recruited through advertisement.
All benefits are provided to them as per the cooperative federation act. Casual workers, most whom are local residence, are
given Rs. 100 per day.
Work Climate:
The nature of the work demands that the plant be air- conditioned. As a result, the physical condition of the
work are good. There is no heat, dust or noise. The work not being hazardous, safety is not a problem. The chief manager
of the firm is affectionate towards the employees, but quite strict about work discipline. He is also keen that cleaniness be
maintained in all parts of the plant.
Company c
Britannia Industries Limited, SIDCUL:
This company is located in the industrial built of Kumaun region of Uttarakhand at SIDCUL, Pantnagar District
Udhamsinghnagar. This company is owned by Wadia Group of Companies. Britannia is one of Indias best known brands
and the most admired food brands in the country. It is the largest company in the Indian food industry whose products
range from Biscuits to breads & cakes. It is also an exporter of key biscuits brands enjoying loyalty in export markets.
Britannia, which has been growing at 25 percent is in the process of expanding its manufacturing capacity in Uttrakhand
along with setting up new facilities in Rudrapur to meet the increasing product demand. Apart from biscuits and snacking
(Maska Chaska and pepper chakker) the company is also increasing focus on categories like rusks, cakes and bread. Good
day cupcakes like rusks cakes and bread. Good day cupcakes, which were being test marketed in the south have now been
rolled out across the country this year. Britannia industries has decided to invest Rs. 175-200 crore over the next two to three
years. The plan is to expand production capacity by nearly 40%. The bulk of Britannia industries own capacity increased will
be at its years old factory at Rudrapur in Uttrakhand, were it is raising volumes from 45000 tonnes to 60000 tonnes.
Work Force:
The company has a strong work force 560 workers at its Rudrapur unit. The salary of workers ranges around Rs. 3044
were as that of managerial/technical staff was around Rs. 10000, there were around 60% male workers & 40% female
workers in the factory around 50% workers were illiterate were as the other were well educated during her visits to
the factory. The researcher found highly conductive atmosphere and work culture in the factory. The workers were so busy
in their jobs that it become difficult for the investigator to extract the required information from them.

To interview only 20 workers in the factory, the investigator has to spend more than 12 days time, as the workers were
available only during lunch break or after the closer of the factory in the evening.
Industry C
Company a : CPP Lal Kuan :
The visit was made in January, 2015. At the time of visit it revealed an altogether different picture than what has been
expected by the researcher. The old machines are too noisy that workers and managers have to shout in order to be heard.
There is much hectic activity and reports of a few minor accidents, such as dropping of a drum or noise of a old machine.
Other than these incident, however the place is claimed to be relatively free of serious accidents. Given the nature of the
work, safety is not a serious concern.
There are of course, serious constraints not of companys making. It suffers from chronic crises in power supply which is
inadequate, erratic and prone to extreme functions. The quality of raw material supplied to the factory is less than satisfactory.
The ethos, however, is a carry on anyhow. Century Pulp & Paper a division of Century Textile and Industries Ltd. is
manufactures of Rayon Grade pulp (RGP) and an exhaustive range of excellent quality of writing and printing papers. The
unit successfully achieved significant efficiencies in various disciplines within a short spent of time, located at Lalkuan
(Dist. Nainita, Uttarakhand), CPP has provided direct and indirect employment to the people of surrounding areas.
Vision:
Manufacturing of international quality products at optimum cost in consistence with the physical and psychological
environment best suitable for customers & stockholders. CPP has adopted a systematic energy management plan with focus
on reducing losses, regular tracking and consumption, energy anditing and beach marking to continually improve on this
front. It is a flagship company of BK Birla group of industries.
Work Force:
Information about the number of employees at the time of commissioning the mill is not available at January, 2008. The
factory employed 4 managers & one welfarecum-personnel officer. The GM is also appointed by its parent company. In
their 50s they are degree holders who were appointed through advertisement. The managers appointed more recently
seems to have head of faster salary progression then the one employed earlier.
The managers as well as workers are sent on short training courses ranging from two to 10 weeks. The managers
appear satisfied with their terms of employment, but not with the physical working condition they have busy work life and
sums to be working under technical pressure. Roles and authority are not always clear. Their relationship with the GM and
subordinates are not very cordial & the pay and perks reasonable. They however feel that the factory requires improvement
in many areas. Machines should have been replaced long ago. The factory need adequate and stable power supply, finance
is another constraint.The factory employees 70% permanent workers and another 30% are temporary/casual workers.
Permanent workers receive Rs. 10000 per month as salary, a provident fund contribution and other permissible allowance.
They also receive a bonus of about one month salary during Deepawali. The temporary/casual workers receive
3000.00 Per month. Overtime payments are calculated on the basis of the average of per hours of work beyond the stipulated
the 8 hours of regular work.
Work Climate:
The work climate in the factory may not be considered as relaxed. Managers and workers hold discordant views about
each other. Manager report that the workers are not quality conscious enough. It is difficult to extract work from them.
They often absent themselves without prior permission. Even during work hours they go out frequently on personal errands.
Idling on the job in the company of co-workers is common, but there is no punishment for truant behavior or poor
performance. One of the managers rates the workers as lazy, dishonest and money minded and requiring much persuasion
to workers are mostly casually dressed. Several of them may be found at any time at the tea stalls, snacks wanders and small
shops located just outside the gates. Reports that they often go out without permission seem to be borne out by the evidence.
The workers however tell a different story. They claimed to work diligently, although they concede that there are a few
intractable workers in their ranks who sign their names in the attendance register and disappear only to reappear at the end
of the day to sign out. Neither the managers nor the other workers contend with them.

There are allegation of caste based discrimination and favoritism. The dominant caste of the area pervades the hierarchy and
has created a caste lobby to accommodate families and friends as well as to demand out of turn favours. Thus the work
climate is permitted by multi-union and caste connections, impersonalized relationships and non-work interest. Workers
also complained that they dont get salary in due time. It also seems that work climate is conducive to employees engaging
in a variety of dubious activities to earn money, in order to make up for what is due to them in the form of salaries and
wages. All this has had a very datary mental impact on workers. Workers suspect that those in position of power live
comfortably while the common workers suffer. There have been allegation of misuse of power and authority (e.g. in the
form of forged TAs, medical reimbursements etc.) Denied vehemently by the GM and the managers.
Industry D
Company a:
Shriram Honda, Rudrapur:
Honda Siel Power products limited (HSPP), formerly known as Shriram Honda Limited, is a joint venture between Honda
Motor Co. Japan and SIEL Ltd. It is Indias number one power products company. It is engaged in the manufacturing of
portable Gen., Pumping sets and general purpose engines at its state of the art manufacturing unit at Rudrapur (Udhamsingh
Nagar) With strength of over 800 dealers and 15 area offices spread across the country bringing joy and satisfaction to
more than 1.5 million users and this makes HSPP leader in the field of portable generators. It is a part of one of the worlds
largest company manufacturing a complete range of 4-stroke range of portable Gen. Pumps, engines & lawnmowers.
HSPP benefits from the rich experience of Honda Motors, Japan, the second largest manufacturer in the world, because of
their strong emphasis on R&D and its innovation. Indias first LPG based Generator along with the super silent key portable
kerosene generators are some of the products which exemplify Honda technological excellence. The product range of
generators conforms to the noise & emission norms as laid down by the Central Pollution Control Board, Government of
India. It was in recognition of this that HSPP became the first power products manufacturer in India to have been awarded
the ISO 9001:2000 certifications for its systems & ISO 14001 for its environment management system. While
maintaining its leadership position in the domestic generator market, active efforts in developing new applications for its
General-purpose-engines (GPE) and water pump sets is expected to contribute significantly to the growth plans. Besides, it
also offers of customers in India a wide range of choices such as electric and engine lawnmowers. Hondas business activities
are based on fundamental corporate philosophies of respect for the individual and the three joys. Respect for the
individual defines Hondas relationship with its associates, workers and society. It is based on sharing a
commitment to initiative, equality and people. It is Hondas belief that everyone who comes into contact with Hondas active
sense of satisfaction through the experience of buying, selling or creating Honda services. This philosophy is expressed as
The three joys. Honda will step up its effort to create better, clean, fuel-efficient engine technology to further the
recyclability throughout its product lines. Honda will also advance technologies, including fuel cells. In addition, Honda will
continue its efforts for environmental impact, as measured by the Life cycle assessment, in all of its plants including logistics
and sales. In its production activities, Honda will promote preservation issues under its Green Factory concept. Through
these companywide activities Honda is striving to materialize Hondas new creation, globalization, and commitment
to the future with the aim of sharing Hondas customers, thus becoming a company that society wants to exist.
Work Force:
The company has a work force of 450 workers. Around 80% of the workers are local. Most of the workers were male with
male female ratio of around 4:1. During the visits of the Investigator in the factory in December, 2007 a strike was going
on in the factory there was a great influence of trade unions in the factory. The workers seemed to be dissatisfied by
the management.
Company b:
Lumax Auto Technologies Limited, SIDCUL:
Founded in the years 1981, Lumax auto technologies Ltd. is a part of the D.K. Jain group of companies that has carved its
second position in automotive parts like sheet metal parts, fabricated assemblies, tubular parts, for two wheeler
and three wheeler industry. Under the aegis of Mr. D.K. Jain, today Lumax Technologies has captured sizable market in its
arena with an annual turnover Rs. 450 crores (US$110 million) including its subsidiaries. Its product ranges are frame
assemblies, gear shifters, parking breaks, petrol tanks. Lumax technologies has posted impressive financial growth of 30%.

Work force:
The company has a total of 100 workers including technical & Managerial staff around 60% of the workers were from
adjoining areas such as Haldwani, Lalkuan etc. managerial/technical staff consists of people from different states such as
Bihar, Hariyana, Delhi etc. around 80% of the workers were male, while majority of workers were illiterate/semi-literate,
the managerial/technical staff were professionally qualifies such as MBA and M.Tech. There was a positive work
culture found in the factory by the investigator.
Company c
Minda Industries Ltd., SIDCUL:
This company is located at SIDCUL, Pantnagar, and the industrial belt of Uttarakhand. Mina Industries Ltd. (MIL).
The flagship company of the Rs. 832 crore NK Minda Group announced its un- audited financial results for the quarter
ended 30th September, 2016. The sales for second quarter in 2015 were up by 31.24% from Rs. 8315.85 lakh in second
quarter of 2015-2016 to Rs. 10913.87 lakh in second quarter of 2007-08 profit after tax was up at Rs. 428.74 lakh in the same
quarter, higher than Rs. 407.42 lakh in quarter second 2015-16. The earning per share was Rs. 4.08 in the quarter ended
September 30, 2016, up from Rs. 3.88 in second quarter of 2015-16.
MIL is today the countrys largest manufacturing of switches in the two/three wheeler segment and is amongst the top few
globally. Minda has already started the test production of batteries at its Pantnagar facility and has started their
commercial production. MIL has now launched the four wheeler variant of its automotive battery brand Vroom in the
market. This is the second phase of the launch wherein batteries for 4 wheelers have been introduced across India. The two
wheeler batteries are already available across the county and have already captured close to 5% of the OEM market share.
The batteries aim to cater to the growing demand of quality batteries both from OEMs as well as the replacement
market. Vroom is manufactured in the ultra-modern cutting edge technology plant set up by Minda industries at Pantnagar,
Uttarakhand. The Greenfield plant has been set up with an investment of Rs.40 crore. The batteries are being produced in
technical collaboration with the European leader in batteries FIAMM SPA of Italy.
Work Force:
The company has 250 employees at its Pantnagar plant. Most of the workers were from surrounding areas of Pantnagar.
Around 50% of the workers were graduate or with higher qualifications. The male- female ratio was around 3:2. During her
visits to the factory in Dec, 2016 the investigator found that the workers were committed to their work and were faithful
towards the management and the employees seemed to be satisfied with their work condition.
Tools/Scale Used:
The jobs satisfaction scale (Long Employee attitude scale) consisted of twenty six item covering ten areas. The LEA is scored
according to likerts principle of summated ratings. The total score of a subject is a simple addition of the score values
of the response alternatives checked 25 items of the LEA have 5 response alternatives each (1,2,3,4,5) and one three
alternatives (2,3,4). Higher the scores greater the satisfaction. The minimum & maximum score on the LEA are 27 and 129.
For the purpose of identifying the work values preserved and held by people working in private sector organizations
a long employee attitude scale derived from a 40 item scale called the Master Employment attitude scale (MEA Scale)
has been used. The MEA scale is the foundation for LEA. In fact LEA is a scale of job satisfaction. The term attitude has
been used instead of satisfaction since attitude is an emotionally neutral word unlike satisfaction and therefore is likely to
elicit more valid responses. The LEA has 26 items and administration time is 35 minutes. The scale yields scores for
overall job satisfaction as well as scores for specific satisfaction dealing with different facts of the employment
relationship like income supervision etc. the manual on the construction and standardization of LEA scale has been authored
by Dr. H.C. Ganguli. This scale has been taken from this manual by the researcher. Although this work is a study on work
culture, but in order to make the study useful reliable this tool is used. Before giving a brief discussion about the LEA scale,
its reliability and validity we present here a brief commentary on job satisfaction & its different parameters. After this
discussion it would become easy to establish the fact that work culture is a result of the variables of job satisfaction and
dissatisfaction.

Job Satisfaction:
The term job satisfaction come into vogue when Hop pock (in 1935) published his classic work job satisfaction. He defined
job satisfaction as any combination of psychological, physiological and environmental circumstances that cause of a person
trustfully to say, I am satisfied with my job. Milton Blum (1949) later on has pointed out that job satisfaction is the result of
various attitudes the employee holds towards his job, toward related factors, and towards life in general. We say that job
satisfaction is an attitude which results from a balancing and summation of many specific likes and dislikes experienced in
connection with the job. In job satisfaction, 4 parameters are involved:
The persons needs, values and character traits; the persons education, training, skill, experience etc. That determine
his contribution to the job; Rewards the employer gives to him; and other similar organizations. Rewards
given to other employees in this and other similar organizations. Different combinations of these factors account for
satisfaction dissatisfaction of employees.
There are many theories of job satisfaction but each of these base their theory on a combination of a few only of the above
four parameters. Thus each theory embodies a partial truth and none covers the entire spectrum of satisfaction
dissatisfaction. From the practical point of view, the factors involved in job satisfaction can be classified in two:
Factors which generate a negative feeling of dissatisfaction in the person; Factors which lead to positive feeling of
satisfaction. The fixed annual increment in salary is an example of the former; if not granted, dissatisfaction results;
when given, it is forgotten and no increase in satisfaction follows.
Incentive payment based on individual productivity, on the other hand satisfies, job security again acts as a dissatisfier. It is
understood that classification of factors as satisfiers and dissatisfier depends on the person, the organization and the socio-
economic technological environment of the particular society and is not universal.
a. Job Satisfaction Studies:
During the period 1920-1967, 33 percent of all studies in industrial organizational psychology were on job satisfaction. For
the five year period of 1963-67, 40 percent of all studies were on job satisfaction. All through these years motivation, job
satisfaction and attitudes were the most studies topics. Job satisfaction is a worthy subject of study in its right. To-day job
satisfaction has become a household word in India and the industrialized world.
b. Kaizen Mission :
Achieve significant continuous improvement in performance through the elimination all wastage of time and resources in
our operations.
c. Kaiznes Principles:
Get rid off old assumptions keep an open mind to change. Dont think up excuses think of ways to make things happen.
Say No to the status quo by constantly asking why. Find Muda! Find Waste! The most damaging kind of waste is the waste
we dont recognize. Dont worry about being perfect. A 60% change of success is good enough implement your ideas
now. Stop doing it wrong, and start doing it right just now. It does not cost money to do Kaizne. Seek out the true causes.
Ten heads are better than one. Kaizen is endless.
Techniques of Data Collection:
Collection of primary & secondary data is an integral part of any social investigation in order to apply the statistical methods
to any type of enquiry. It is essential that the statistical data be collected, as statistical analysis is not possible in the absence
of quantitative data. Data are infact the fundamentals of statistical enquiry. Statistical data are obtained either through a
survey or an experiment. However, in social science where the use of statistical methods is indispensable, data can be
collected only through statistical surveys. A statistical survey has to be conducted very carefully as otherwise the results arise
at would be of no value. In the present study entitled A Study of Work Culture in Selected Private Sector Organizations in
Uttarakhand in the Pos of Economic Liberalization Era we have collected both secondary and primary data of private
sector industries in Kumaon region of Uttarakhand using the following techniques:

Collection of Secondary Data:
The secondary data regarding the private sector industries in Kumaoun region of Uttarakhand was collected from the
following sources: Labour commissioner office, Kumaon Region Haldwani, District Nainital District Statistical Offices at
Almora, Nainital & Udhamsingh
Nagar.
District Industrial offices at Almora, Nainital & Udhamsingh Nagar Districts. The present study was restricted to three
districts of Kumoun region of Uttrakhand, namely, Almora, Nainital & Udhamsingh Nagar, The details regarding the
private sector industries in these three districts, such as the total number of industries, the total no of workers in each
industry, no of trade unions and their memberships, the strike & lock-outs during the past 6-8 years, losses occurred to
the industries due to these Strikes/lockouts in terms of financial and mandays losses, etc was collected for these three
districts from the above said offices.
The total industries of different categories and the numbers of workers in them in Almora District are presented in table
2.2
The total industries of different categories and the numbers of workers in them in Nainital district are presented in Table -
2.3

The total industries of different categories and the numbers of workers in them in Udhamsingh Nagar district are presented
in Table- 2.4
Collection of Primary Data:
For the collection of primary data it was decided to select fourteen private sector companies, out of which three from
Almora district, three from Nainital district and eight from Udhamsingh Nagar district. These companies were selected
randomly, considering the population of the districts as well as the number of private sector industries in these districts. It
may be noted here that majority (around 80%) of the private sector industries are located in Udhamsingh Nagar districts
industrial area at SIDCUL Pantnagar. However to provide a proper representation and to study the work culture of the
private sector industries located in hilly regions it was decided to select three industries each from Almora and Nainital
District. Out of these fourteen industries, a sample of 296 respondents was randomly selected using the probability
proportional to size (PPS) sampling design. The total number of workers and the sample size from these fourteen industries
under consideration is presented in Table 2.5.

The LEA Scale:
The long employee attitude scale (LEA) called the E.A. Scale in the manual Ganguli, 1994, deals with each area of satisfaction
in a more comprehensive manner. The LEA items have been taken from MES, earlier standardized on Indian employees.
But the standardization of the LEA scale has been done with Nepalese female subjects working as bank officers, college
teachers and Nepal Government officers. Consequently, the LEA can be used both for male and female subjects in
India and abroad. This is an advantage. Details of standardization of LEA are given below:
Item Selection:
Selection of the item was made from the MEA Scale keeping in view the D-values of the items as well as need for
representing different areas of satisfaction. Two items on co-workers and there on training and promotions opportunities
were additionally as the preliminary interviews and pre testes with the standardization sample brought up these topic.
Standardization Sample:
The standardization sample consisted of 240 female subjects 80 college teachers (Lecturers and Readers) 80 Nepal
Government employees and 80 bank employees (officers and non-officers from both organizations), all from Kathmandu
(for detail see manual by Ganguli,
1994).
It would be mentioned that occasionally some items may touch upon more than one area. It is rarely that an item is a pure
measure of a single area of satisfaction. The investigator has to judge on the basis of the respondents reactions.
Scoring:
The LEA is scored according to Likerts principle of summated ratings. The total score of a subject is a simple addition of
the score values of the response alternatives checked 25 items of the LEA have 5 response alternatives each (1, 2, 3, 4, 5)
and one three alternatives (2, 3, 4). Higher the score greater the satisfaction. The subject must answer all the 26 items. No
omission is allowed. If there is an omission of a particular item, that item should be given a sore of 3 the middle value.
The minimum and the maximum score on the LEA are:
27(25x1+2) and 129 (25x5+4)
Key for scoring the LEA is provided in Table 10 in the last section of this handbook.
Reliability:
Test retest reliability of the LEA was r = 0.90, odd-even reliability after Spearman Brown correction was r = 0.81.

Validity:
Validity of the score was checked through the internal consistency method. That is item analysis which
requires low correlation between items and high correlation between item score and scale score. The item analysis was done
on the basis of a correlation matrix computed from data of first 100 subjects high and significant D- values of these items
in the original MEA scale, plus the item analysis as mentioned above support validity of the scale.
Standard Score:
Inter-group and intra-group comparison of satisfaction scores from same or different satisfaction scores cannot be done by
directly using raw scores for this purpose. Standard scores rather than scores are needed therefore actual satisfaction scores
from the LEA for 240 educated sample employees have been converted into standard scores with mean of 50 and SD of
10.
Norms:
Standard scores on job satisfaction derived from raw scores of attitude scales requires a classification scheme to indicate the
degree of goodness these scores represent. Therefore on the basis of five distribution of job satisfaction scores obtained
by different investigators in India and covering a total sample of 1279 employees, standard score norms have been developed
for placing employees in 3 or 5 categories of goodness : these are given in tables 2.6 and 2.7 respectively.
Scores and Score Sheet:
The LEA give the overall job satisfaction scores of the subject which is the sum of score values of the response alternatives
checked 26 items. Satisfaction with specific aspects of the job with income, promotional opportunities etc. can be had from
answers to the relevant items. The score sheet is given in the appendix of the thesis on the upper half of the sheet. Note
down the test score of the subject on LEA his standard score and satisfaction category in the appropriate columns the key
for LEA standard score conversion table and the norms table will be required for this is also given in appendix of the thesis.
In the lower half of the score sheet is given the test score for any item in which the investigator is interested and also
write the satisfaction category.

The satisfaction categories are 5 = very satisfied, 4 = satisfied, 3 = undecided/middling/average, 2 = dissatisfied, 1 = highly
dissatisfied. The satisfaction category for several items are obtained by calculating the mean test score and noting its
satisfaction category. In addition to this sample of 296 workers the primary data was also collected from 30
managerial/technical staff and 25 trade union leaders, to study their attitude towards work culture of these private sector
industries using PPS sampling. The sample size of managerial/technical staff and trade union leaders selected from these
industries is given in Table 2.8
Measures Used in the Study:
To collect the desired information from the respondents selected from these private sector industries, the primary data was
collected through questionnaires. These questionnaires were served to the respondents by the investigator and their
responses to the questions were taken infront of the researcher. Three different types of tools (questionnaires/schedules)
were used for the following three categories of respondents.
* For workers; * for Managers; * for trade union leaders.
a. Long Employee Attitude Scale (LEA) for Workers:
The long employee attitude scale used in this study has following features:
It can be used to compare different sub-groups of the same company or from different organization at one point in
time. The scale may be used to note the outcome of any organizational development programmer through a before and after
testing. This scale may be used by industrial planners to note the general satisfaction levels of employees in different regions
or different industries in the country. For example, level of satisfaction of employees of different nationalized banks in Uttar
Pradesh or of employees of the same bank enjoying same pay and status and having same job conditions but locate
in different metropolitan cities or in urban and rural areas. Data so collected shall serve as population norms of job
satisfaction of employees differing in occupation, religion, language, caste, education etc.

The clinical use of the scale for industrial suffering from emotional disorders, chronic absenteeism etc. and requiring
counselling are other important applications. Correlational studies as prescribed in LEA scale may provide answers to
such questions as to what are the most satisfactory age, education and other personal characteristics of employees in
particular jobs.
b. Description of Long Employee Attitude Scale (LEA):
The Long Employee Attitude Scale is a 26 item job satisfaction scale constructed and standardized by Dr. H.C. Ganguly,
former professor and Head Department of Psychology, University of Delhi, Delhi. Published and marketed by National
Psychology Corporation, Agra (U.P.) 8. The LEA has been derived from a 40 item scale called the Master Employment
Attitude Scale (MEA Scale). The MEA scale is the foundation for LEA. We first discuss the MEA and then shall proceed
to the specific aspects of LEA. The steps in the development of the MEA scale were the following: Likerts attitude scaling
principle of summates rating was adopted. Preliminary items were collected on the basis of non-directive interviews with 40
workers from two Calcutta engineering factories there pre-tests with separate groups of 30 workers and scanning of relevant
literature. All items mentioned were included. Areas like satisfaction with work group were not deemed significant by their
test subject and hence not included. A total of 40 items were collected and there were carefully written out using standard
precautions regarding wordings etc. These 40 items constitute the body of the preliminary MEA scale. Thirty one items have
five response alternatives each and nine response alternative.
Area of job satisfaction covered were:
Intcimic nature of work : 6

Income and security : 12
Supervision : 10
Company policies and practices : 12
A fresh group of 100 subjects were used as the standardization sample for validation of scale sigma scoring of the
item were used score distribution of the 100 subjects were testes for normally by persons test for goodness of fit, through
the p-co-efficient result showed execute fit with normal probability curve. Validity of the MEA was tested through the
method of internal consistency. Then analysis was done by the D or Discrimination values of each item with 25 high
scoring and 25 low scoring subjects as the two criterion groups. D value of 35 item were significant at 1 percent level of
2 items at 5 percent level and only 3 item were not discriminating between the two criterion group. For lessons of content
representativeness, here three items have not been dropped and all the 40 items are therefore include in the final MEA Scale.
The mean score for 100 subjects on the MEA was 1199 + 160 and maximum possible range of scores 49 to 191 the
odd even reliability of MEA is (o-e) 0-797 and after Spearmans correction 0.887.
Questionnaire Prepared for the Managers:
To study the role of managers in different private sector industries in Kumaoun region of Uttarakhand, a questionnaire
was prepared by the researcher in consultation with the different books on work culture, books on management, different
journals and the staff members . This questionnaire (attached in appendix) consists of 46 items. These items are related to
various aspects of work attitude and job satisfaction of the managerial/technical staff. This questionnaire was developed to
understand the basic approach of the managers towards their companys supporting staff and management. The
questionnaire also contains the personal information about the respondent such as sex, age, marital status, educational
background and socio-economic condition.
Questionnaire Prepared for the Trade Union Leaders:
To study the role of trade union leaders in maintaining the work culture and to investigate their attitude towards the rights
of workers and their relationship with the management, a questionnaire was prepared for the trade union leaders by the
investigator in consultation with the literature available on the subject. This questionnaire (attached in appendix) consists of
19 items. These item relate to various aspects of the behavior of Trade Union Leaders, their attitude towards management
& workers as well as their political affiliations. The questionnaire also contains the personal information about the
respondent such as age, sex, family background, education and socio- economic condition.

2.8 Procedure for Date Collection:
The date collection was done by the researcher himself between October, 2015 to May, 2016. On the basis of the method
described in section 2.3, the investigator personally visited all the fourteen industries considered for primary date
collection. Required no of respondents were randomly selected from each industry and were personally interviewed by the
researcher. For those respondent who were illiterate, the investigator herself read all questions before the respondent one
by one and market their responses. The respondent were not allowed to disuses their responses with their co-workers or
management/supervising staff in case they had any difficulty/ambiguity in any of the questions in the questionnaire the
investigator personally explained it to them.
2.9 Data Analysis:
For the purpose of data analysis, we first find out the total score of each subject by adding the scores values of all the 26
items in the long employee attitude scale (LEA). The test score of each item was converted into standard scores with the
help of the table available in the hand book of long employee attitude scale. On the basis of the standard scores obtained by
each respondent, they were divided into five way classification of employee satisfaction on the basis of table 2.8.
The number of respondent in each satisfaction category for the fourteen industries considered in this study is presented in
Table 2.9.
These standard scores were analyzed with the help of statistical package for social sciences (SPSS). The total of 26 item in
LEA were divided into ten areas of satisfaction categories. These ten areas of satisfaction categories and the items numbers
included in these areas are presented in Table 2.10

The standard scores in LEA obtains by the respondents were used to calculate the values of the following statistics. Mean
of standard scores for different areas of satisfaction for each of the fourteen industries considered for the study. Standard
deviation of standard scores for different areas of satisfaction for each of the fourteen industries considered for the study.
Karl Pearson correlation between different areas of satisfaction for each of the fourteen industries considered for the study.
T-test for testing the significance of the difference between the mean satisfaction scores among the fourteen industries
considered for the study.
Chi-squaire test to test the association between work satisfaction and the four categories of industries. All the statistical
analysis of data was carried out in SPSS software and the results were used to draw conclusions of the study.
3. STATISTICAL TREATMENT OF THE DATA

The results of any investigation largely depend on statistical treatment of the data. If proper statistical tools are applied on
the data, results obtained are free from basis and statistical errors. For the present study, the following statistical tools have
been applied.
Mean:
Mean of a series is the figure obtained by dividing the total values of the various items by their number.

3.1 Standard Deviation:
Standard deviation is the square root of the arithmetic average of the squares of the deviations measured from the mean.
The standard deviation is conventionally represented by the Greek letter Sigma symbolically
Where stands for the standard deviation, d 2 for the sum of the squares of the deviation measured from the arithmetic
average and N for the number of items.
3.2 Karl Pearson Correlation Coefficient:
The term correlation indicates the relationship between two such variable in which with changes. Karl Pearson coefficient
of correlation of two variable is obtained by dividing the sum of the product of the corresponding deviations of
the various items of the two series from their respective means by the product of their standard deviations and the number
of pairs of observations.
Thus, if X1, X2, X3.. Xn are the deviations of various items of the first variables from mean value and Y1, Y2, Y3
. Yn are the corresponding deviations of the second variable from its mean value, the sum of the products of these
corresponding deviations would be XY. If further, the standard deviation of the two variable are respectively 1, 2 and
if n is the number of pairs of observations, Karl Pearsons coefficient of correlation represented by would be :
3.3 T-test:
T-test is used to test the significance of difference between the means of two groups. If two independent samples (X1, X2,
Xn) and (Y1, Y2 Yn) of size n1 and n2 with means and standard deviations S1 and S2 are drawn from a given normal
populations, then we may be interested in testing the hypothesis that the samples from the same normal population.
In other words, the sample and do not differ significantly.
Chi-Squire Test :
The Chi-squire test is used to measure the association between two attributes A and B, where A has are categories A1, A2,
A3 Ar and B has C categories B1, B2, B3 .Bc. The test statistic is
Whereas Di is the observed frequency and Ei is the expected frequency. This follows a Chi-squire distribution with (r-1) (c-
1) degree of freedom.

3.4 Work Culture in Private Organizations of Kumaon
Region:
In what follow, we discuss the work culture in fourteen organizations in Almora, Nainital, Udhamsingh Nagar districts of
Kumaon region of Uttarakhand. Out of these fourteen organizations, three are in Almora district, three in Nainital district
and eight organization are in Udhamsingh Nagar district. As mentioned in chapter 2, a sample of 296 workers was taken
from these fourteenindustries and different trades of their work culture were studies with the help of long employee attitude
scale (LEA). The district wise distribution of these fourteen industries, total workers in them and the sample size taken from
each industry is given in table 5 of chapter 2. As discussed in chapter 2, these fourteen industries were divided into four
groups, namely chemical industries, milk/food industries, paper industries & machine industries. The number of industries
in these four groups were respectively 8, 3, 1 and 3 respectively as given in table 1 of chapter 2. As already mentioned in
table 7 of chapter 2, each respondent was placed in one of the five sub-groups of satisfaction, namely highly satisfied SS,
Satisfied S, Middling or average M, dissatisfied D and highly dissatisfied DD, on the basis of standard score of satisfaction
obtained by the respondent in LEA. Category wise distribution of work satisfaction levels of workers in 4 categories of
industries and 5 levels of work satisfaction is presented in Table 3.1. Chi-square test was used to test the hypothesis
of independence between 4 categories of industries and five levels of work satisfactions.
Table 3.1
Category wise distribution of work satisfaction levels of workers in 4 categories of industry
Chi-squire value = 32.5785
Chi-squire tabulated at 12 degree of freedom and 0.05 level of significance = 21.026 Sine calculated Chi-squire is 7 tabulated
Chi-squire, therefore hypothesis of independence between 4 categories and work satisfaction is rejected. This implies that
there is an association between work satisfaction & the four categories of industries. To find the relationship between
different areas of satisfaction in LEA, as described in Table 10 of chapter 2 for the selected organizations in three district
under consideration, the correlation co- efficient was calculated and its significance was tested. The correlation coefficient
(r) between nature of work and superior/supervision organizational aspect for the three industries of Almora District is
presented in Table 3.2.

Table 3.2 shows that there is low positive correlation between nature of work and superior/supervision organizational
aspects for Alps pharmaceuticals Almora and co-operative drug factory Ranikhet and there is low negative correlation
between these two trades for the workers of co-operative milk factory Almora. However all the three correlation-co-efficient
are statistically non-significance. The correlation co-efficient (r) between nature of work & company practices/policies for
the three industries of Almora district is presented in Table 3.3.
Table 3.3 reveals that while there is a low negative non- significant correlation between nature of work & company
practices/policies for Alps pharmaceuticals Almora & co-operative milk factory, Almora, there is a positive significant
between these two trades for the workers of co-operative drug factory Ranikhet. This means that for the workers of co-
operative Drug factory, Ranikhet, the policies and practices of company positively affect the nature of work. The correlation
co-efficient () between income & Union management relation for the three industries of Almora district are presented
in Table 3.4.
Table 3.4 shows that there is low negative correlation income & union and management relations for Alps
Pharmaceuticals Almora were as there is low positive correlation between these two trades for co-operative Drug factory
Ranikhet & Co-operative milk factory Almora all the three correlation values are statistically non significance.
The correlation co-efficient (r) are between nature of work and superior/supervision organizational aspects for the three
industries of Nainital Districts is given in table 3.5.

Table 3.5 indicates that there is low positive correlation between nature of work and superior/supervisions organizational
aspects for the workers of Jalpac India Ltd. Haldwani whereas their exists low negative correlation between these two
areas of work satisfaction for the workers of co-operative milk factory Lalkuan and Century pulp & paper Lalkuan. All these
three correlation co-efficient are statistically non significant. The correlation co-efficient (r) are between nature of work
and company practices/policies for the three industries in Nainital district is
Presented in Table 3.6
Table 3.6 shows that while there is low positive correlation between nature of work & company practices/policies for the
workers of Jalpac India Ltd., and Co-operative milk factory L industries alkuan, their exists low negative correlation between
two trades for Century pulp and paper, Lalkuan. These three correlation values are statistically non-significant.
The correlation co-efficient between income and union management relation for the three industries of Nainital districts is
given in Table 3.7.
Table 3.7 shows that there is statistically non-significance positive correlation between income and Union management
relation for all the three industries of Nainital District.

The correlation, co-efficient (r) between nature of work and superior/supervision organization aspects for the eight
industries of Udhamsingh Nagar district is presented in table 3.8.
Table 3.8 indicates that there is non-significant low positive co- relation between nature of work and superior/supervision
organizational aspect for the workers of Khatima fibers Ltd., India Glycols Ltd., Kashipur Lumax Auto Technologies
Ltd. SIDCUL, there exists a non-significant low negative correlation between these two areas for the workers of Kahtima
Polipex corporation Ltd, Ester Industries Khatima, Britannia Industries SIDCUL ad Shri Ram Honda, Rudrapur, however
there is a statistically significant positive correlation between two these trades for the workers of Minda industries
limited SIDCUL. This means that for the workers of Minda Industrial Limited there does not exists a positive relationship
between nature of work and superior/supervision organizational aspects.
Table 3.9 shows the correlation co-efficient () between nature of work and company practices/policies for the eight
industries of Udhamsingh Nagar district.

Table 3.9 reveals that there is a non-significant low positive correlation between nature of work and company policies for
the workers of Khatima fyber limited. Khatima poliyplex and lumax auto technologies. There is none significant low
negative correlations between these two trades for Indian Glycols. Ester Industries, Britannia and Shri Ram Hond. Only one
significant positive correlation between these two areas exists for Minda Industries for SIDCUL. This means that nature of
work is positively related to company policy for the workers of Minda Industries. The correlation co-efficient (r) between
income and union management relations for the eight industries of Udhamsingh Nagar district are presented in Table 3.10.
Table 3.10 shows a significantly high correlation between income & union management relation for the workers
of Khatima fibers limited, India Glycols Limited Kashipur, Britannia Industries Limited, Shri Ram Honda Rudrapur &
Minda Industries limited SIDCUL. This mean that for these five industries of Udhamsingh Nagar district. The income of
workers is positively related to union management relation. Thus in the case of these five industries, If the income of workers
is increased, the union management relation will improve. For the other three industries of Udhamsingh Nagar district that
is Khatima Polyplex Corporation, Ester Industries Khatima and Lumax Auto Technologies SIDCUL, there exists a non-
significant positive correlation between these two areas of job satisfaction. To compare the satisfaction level of workers
of selected industries of Almora, Nainital, Udhamsingh Nagar district, T test was used and it significance was checked at
5% level of significance. The mean, S.D. & T value for the selected three industries, comparing satisfaction levels of two
industries at a time for Almora district are given in table 3.11.

Table 3.11 gives us the following results There is significant difference between mean satisfaction scores of the workers
for Alps Pharmaceuticals, Alomar and Co-operative Milk Factory Almora and the workers of Alps Pharmaceuticals are
significantly more satisfied than the workers of co-operative milk factory, Almora. There is a significant difference between
mean satisfaction scores of the workers in Alps Pharmaceuticals and Co-operative Drug Factory Ranikhet. The workers
of Alps Pharmaceuticals are significantly more satisfied that the workers of Co-operative Drug Factory, Ranikhet. There is
a significant difference in the mean satisfaction scores of the workers in Co-operative Milk Factory Almora & Co-operative
Drug Factory, Ranikhet and the workers of former are significantly more satisfied than the workers of the later factory. The
mean S.D. and t-value for the selected three industries, comparing satisfaction level of two at a time for Nainital district
are given in Table 3.12
Table 3.12 given us the following results : There is a significant difference between the mean satisfaction scores of the
workers in Jalpac India Limited and Co-operative Milk Factory, Lalkuan and the workers of Co-operative Milk
Factory, Lalkuan are significantly more satisfied than the workers of Jalpac India Limited. There is no significant difference
between the mean satisfaction scores of workers between Jalpac India Limited and Century Pulp & paper Lalkuan as well
as between Co-operative Milk Factory Lalkuan and Century Pulp and Paper, Lalkuan. The mean, S.D. and t-value for
the selected eight industries, comparing satisfaction levels of two industries at a time for Udhamsingh Nagar
districts are given in table 3.13.
SUGGESTIONS:
The Era of globalization has made the business environment increasingly challenging and unstable. The relationship
between culture and the functioning of an organization has been a recurring theme of research for over a period of five
decades now. Sociologists, social anthropologists, and social psychologists have often presented culture and ideology as
integral features in the functioning of a society (Weber, 1930, Mead, 1934). Each of these authors focused culture as a critical
aspect of adaptation of organizations, and viewed culture as a system of socially transmitted behavioural patterns to serve
and to relate human communities to their ecological settings (Kessing, 1974. The perspective has been reflected in the work
of ethnographers such as Whyte (1951, 1961) and by psychologist such as Schein (1981, 1984, 1985 and 1991) and Hofstede
(1980, 1991 & 1990). The purpose of this study is to draw attention on certain aspects of work culture. On the basis of the
present study, the following suggestions are made to revamp the work culture in private sector industries in Uttarakhand.
1. The workers should be well paid in private sector industries to make them compatible will public sector industries.
2. More facilities such as housing, provident fund, recreational facilities etc. should be provided to workers in private
sector industries of Uttarakhand to make them more committed towards their duties.
3. Due to industrial initiatives providing by the Govt. of Uttarakhand many business houses have invested in Uttarakhand
and established their industries. This has caused hurdles for small industries which were already existent in the state due to
increase competition these industries are at the verge of collapse of closure. The Government should provide help to such
industries and make policies so that they can also flourish well.

4. There should be a better coordination between management and workers to improve the work culture of these industries.
5. The trade union leaders should be given due importance by the management and their energies should be diverted for
development of a constructive work culture in their organization.
6. More local people should be employed by the management to remove the unrest between the workers due to regional
considerations.
7. Sex imbalance in some of the industries should be reduced to make the work atmosphere more coordial. Work stress
among managers and workers should be reduced to make them mentally fit for their job, medical facilities should be provided
to workers at their place of work.
8. The organizations should make effort to build effective, practical & holistic talent strategies to attract talent in their
organizations.
9. A Strong human resource and communication strategy for effective employer branding interventions is needed in private
sector organizations.
10. Every private sector organization in Uttarakhand should develop a sound human capital strategy to act as a key
differentiator in its corporate success by ensuring continues supply of the right talent.
11. There should be a strong climate of communication to realize the effect of culture and leadership on positive levels of
employee performance.
12. The management should adopt a sympathetic attitude towards workers and their day to day problems and try to help
them morally as well as financially at the time of their trouble.
13. Every organization should establish a human resource cell and effective human resource managers should be employed
to help workers during their stress.
14. Government should make a separate commission to deal with private sector organizations and protect their interests in
industrial policy of the study and the nations.
15. Industrialists of Uttarakhand should be promoted to establish new industries in the state and their help should be taken
in improving the work culture of the private sector industries.
16. Researches in the area of organizational culture should be promoted to find new dimensions of work culture and methods
to improve it.
REFERENCES:
5. Jai B.P. Sinha (1995); the cultural context of leadership and power, New Delhi, Saga.
6. Pugh, S. et.al. The context of organizational structure. Administrative science quarterly, March, 1969, p 98.
7. Child John ; Predicting and understanding organizational structure. Administrative science quarterly, June,
1973, pp 168-85.
8. Blare, P. and Scott, R.; Modern organization. London, Routledge and Kegan, 1966, pp 42-58.
9. Woodward, J.; Industrial organization : Theory & Practice. Oxford University Press, London, 1966
10. Hall, Richard H.; et.al. Organizational size complexity and formalization. American Sociological review, December,
1967 p 108.
11. Kimberly, John R.; Organizational size, structure and perspective: A review critique and proposal, Administrative
science quarterly, December, 1976, p 38.
12. Ganguly, H.C.; Published and marketed by National Psychology Corporation, Agra (U.P.)
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1. Towers, 1997
2. Szell, 2001
3. Venkata Ratnam, 2001
4. Saini, 2003
5. Venkata Ratnam, 2003
6. Stiglitz, Joseph (2006) Making globalization work: The next steps to global Justice Allen Lane, An imprint of penguin Books, New Delhi
7. Radha Krishna et.al. (2006). India in a globalization world: Some aspects of Macro Economy agriculture and poverty. Academic Foundation,
New Delhi.
8. Ahluwalia, I.J. (1992); Redefining the role of the state: India at cross roads, paper presented at Korea Development institute. On private
sector led development strategy, Oct. 15-17.

9. Gupta S.P. (1999); Trickledown theory revisited. The role of employment and poverty; V.B. Singh memorial lecture, 41st Annual
conference of the ISLE, IGIDR, Mumbai, November, 18-2.
10. International Labour Organization (1999). National Renewal fund, Delhi: ILO
11. ICFTU APRO (1998); Building trade union into the 21st century Singapore: International Confederation of free trade union Asia
Pacific Regional Office.
12. Globalization and poverty: Center for international Economics, Australia
13. Wider Annual Lectures: Winners and looser over two centuries of globalizations Jeffer.
14. Globalization trend and issues T.K. Vedayadham, Page 3-66
15. Globalization and India-lecture: Prof. Sagar Jain, University of N. Carolina
16. Reapportioning India in the globalized world lecturer V.N. Rai.
17. Globalization and Indias business prospective lectures Ravi Kantia.
18. Globalization and liberalization, prospects of new world order Dr. A.K. Ojha, Third Concept An international Journal of ideas, Aug,
2002.
19. The Indian and Global Business Jan, 2004, page 30
20. Globalization: Imperative, Challenges and the strategies, page 39.
21.Moran, Vazquez and Harris, 1993, Simons et.al. 1993.
22.Government of India (1971), Mid Term Appraisal of the fourth Fine Year plan, planning commission, New Delhi.
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IAETSD JOURNAL FOR ADVANCED RESEARCH IN APPLIED SCIENCES ISSN NO: 2394-8442

Dr Sajjan Choudhuri, Associate Professor, Chandigarh University,Dr N.S Bist ,

Keywords: predominant, limelight, dimensions, status quo

In contrast a synergic work culture is reflected in:

VOLUME 4, ISSUE 6, NOV/2017 245 http://iaetsdjaras.org/

Measures of Work Culture:

Dimensions of Work Culture:

Control Management to Commitment Management:

Task Focus to Process and Customer Focus:

Command to Consensus Decision Making:

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Individual Work to Team Work:

One Right Way to Continuous Improvement:

Unstated Values to Shared and Stated Values:

Tough on People to Tough on Competition:

Wealth Consuming to Wealth Creating:

Objectives of the Study:

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Companies under Study:

Alps Pharmaceuticals Almora:

Co-operative Drug Factory Ranikhet :

Jalpac India Limited:

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Khatima Fibers Ltd.:

Khatima Polyplex Corporation Ltd. (PCL):

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Easter Industries Khatima:

India Glycols Ltd., Kashipur:

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Cooperative Milk Factory, Almora :

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Cooperative Milk Factory Lalkuan :

(a) To collect the milk directly from milk producers;

Britannia Industries Limited, SIDCUL:

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Company a : CPP Lal Kuan :

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Shriram Honda, Rudrapur:

Lumax Auto Technologies Limited, SIDCUL:

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Minda Industries Ltd., SIDCUL:

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a. Job Satisfaction Studies:

Techniques of Data Collection:

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Collection of Secondary Data:

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Collection of Primary Data:

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The LEA Scale:

The minimum and the maximum score on the LEA are:

27(25x1+2) and 129 (25x5+4)

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Scores and Score Sheet:

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Measures Used in the Study:

* For workers; * for Managers; * for trade union leaders.

a. Long Employee Attitude Scale (LEA) for Workers:

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b. Description of Long Employee Attitude Scale (LEA):

Area of job satisfaction covered were: