International Conference on Explorations and Innovations in Engineering & Technology (ICEIET - 2016)

Employee Perception towards Organizational Culture

M.Deepa, S.Gowtham
#
Senior Lecturer & MBA & Vinayaka Missions University
Plot No.24, Bhavani Nagar, Peramanur, Kancheepuram District- 603209
Tamilnadu, India.

Abstract -The purpose of the study is to find the
productive behavior of the employee and to access
the overall performance of the employees. The
culture of an organization consists of the values and
beliefs of the people in an organization that supports
the organizational goals. Organizational culture has
an impact on employee’s satisfaction this also
describes the different dimensions of have impact on
organizational performance. Research shows that if
employee are committed and having the same norms
and values per organization have, can increase
performance towards achieving the overall
organization goals.
Keywords - Perception, Culture
I. Introduction
A. Background of the study
This study brings about the organization
culture and behavioral aspects of the employees
working in the company’s the main objective of the
study is to find the productive behavior of the
employee and to access the overall performance of the
employees. The culture of an organization consists of
the values and beliefs of the people in an organization
that supports the organizational goals. Organizational
culture has an impact on employee’s satisfaction this
also describes the different dimensions of have impact
on organizational performance. Research shows that if
employee are committed and having the same norms
and values per organization have, can increase
performance towards achieving the overall
organization goals.
B. Objectives of the study
To study the existing culture of the
organization and its impact on employees
behavior.
To study the motivation of the employees
towards organization goals.
To learn the employees interpersonal
relationship between their peers.
To study the employees satisfaction towards
their job.
To analyze the performance of the employees.
C. Organizational culture
A system of shared meaning held by members that
distinguishes the organization from other
organizations. There are seven primary characteristics
that capture the essence of an organizations culture.
These characteristics are
measured on a scale of high to low and provide a
composite picture of an organization culture. This
becomes the basis for the feelings of shared
understanding that members have about the
organization. How things are done in it, and the way
members are supposed to behave.
Innovation and risk taking: the degree to which
employees are encouraged to be innovative and take
risks.
Attention to detail: The degree to which employees
expected to exhibit precision, analysis and attention to
detail. Outcome orientation: The degree to which
management decisions take into consideration the
effect of outcomes on 2 people within the organization.
Team orientation: The degree to which work
activities are organized around teams rather than
individuals
Aggressiveness: The degree to which people are
aggressive and competitive rather than easy-going.
Stability: The degree to which organizational
activities emphasize maintaining the status quo in
contrast to growth.
II. REVIEW OF LITERATURE
(Weber &camerer, 2003) Used laboratory
experiments to explore merger failure due to
conflicting organizational cultures. They introduced a
laboratory paradigm for studying organizational
culture that captures several key elements of the
phenomenon.
(Bryant & Darwin 2003) These approaches
share the view of culture as a characteristic that
emerges from the interactions among the
individuals and various organizational sub-systems
overtime. Therefore, culture is not a single isolated
state or behavioral characteristics that can be
observed independently of the organizational context.
(Anton 2005) Is the set of values, beliefs and
understanding shared by an organization’s employees
and it ranks among an organization’s most powerful
component.
(Taylor 2004) Refers to what is created from the
messages they are received about how people are
expected to behave in the organization.
(Budd 2005) Notes that organisational culture is not a
force which only acts in one direction upon the
individuals in an organization. But it’s also acted upon

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 International Conference on Explorations and Innovations in Engineering & Technology (ICEIET - 2016)
by the individuals within an organization.Quinn and
McGrath’s model seems to
enjoy so much success still because it accounts for
both directions of influence.
(Stewart 2007) Also stated that an organization’s
cultural norms strongly affect all who are involved in
the organization. Those norms are almost invisible,
but if we would like to improve performance and
profitability, norms are one of the first places to look.
He is wondering what employees beliefs and attitudes;
relate to the question ,”How are thing done in the
organization?” He further tries to answer such a
question corporate culture and its relationship to
relationship to organizational performance. He further
explains that the successful manager cannot leave the
development of a high-performance work culture to
chance if the business is not to risk it‟s very future.
(Robbins and Shangi, 2007) Organizational culture
refers to a system of shared meaning held by members
that distinguishes the organization from other
organizations. This system of shared meaning is
actually a set of key characteristics that the
organization values. 18
(Gallagher and brown 2007) Reported that firms
with performance enhancing cultures grew their net
income 75% between 1977 and 1988, as compared to
a meager 1% for firms without performance
enhancing cultures over the same period of time. This
is one of the evidences that the corporate culture in
any company will have an impact on its own
performance. (Mohammad Jasim Uddin, December,
2012)
This review states that various attributes of
organizational culture have significant positive
influence over the performance of organization. The
paper has mapped out different cultural aspects of
organizations as well as showed the vital relationship
between culture and performance. The
qualitative research facilitated the paper with its
robust and in-depth observations. Through robust and
in-depth observations, the paper explained how
employees beliefs, norms, gestures and all relevant
aspects of organizational culture impacted on firms
performance. The findings of the paper significantly
demonstrate both positive and negative mannerism of
culture which has significant consequences on
employees as well as firms performance. The paper
has covered an extensive range of cultural traits which
include from behavioral aspects to gestural attributes.
The paper also asserts that organizational culture is an
open system approach which has interdependent and
interactive association with organizations performance.
(Syed Munir Ahmed Shah, 2011) This Article states
that Organizational culture was studied along with its
five variables namely; innovation and risk taking,
attention to details, outcome orientation, people
orientation, team orientation. The employee job
satisfaction was evaluated on only one dimension. The
overall finding of the study
ISSN: 2393 - 9125 http://www.internationaljournalssrg.org
suggested that the organizational culture was
negatively related to employees job satisfaction in
the faculty members of public sector universities of
Pakistan. Thus, the study recommended that the
efficiency of the faculty members of public sector
universities in Pakistan need to be improved. (Rieger,
2002) Organisations represent the most
complex social structures known today because of
their dynamic nature. Employees are one of the role
players in the organisation, and it is through their
involvement and commitment that the organisation
becomes competitive. The relationship between the
organisation and people is however interdependent in
nature. and both parties may impact on one another’s
ability to achieve positive results. Extensive research
proved 19 that job satisfaction does not happen in
isolation, as it is dependent on organisational variables
such as structure, size
III. RESEARCH METHODOLOGY
A. Research Design:
The research design is the arrangement of conditions
for collection and analysis of data. The research
design undertaken for the study is descriptive.
B. Statistical tools
The statistical tools used for the analysis
of data are
Chi-Square test
ANOVA
Factor Analysis
Multiple Regression
IV. DATA ANALYSIS AND INTERPRETATION
Reliability Analysis
Frequency Analysis
Chi-Square test
ANOVA
Factor Analysis
Multiple Regression
V. FINDINGS
The Chi-square test reveals that the demographic
variable educational qualification having relationship
with employees have favorable conditions to work
with the present culture of the organization, the
present culture of the organization which
unites the employees efficiency and managers often
consults with their subordinates and team work was
more successful than the individual work.
A. ANOVA
The analysis of variants reveals that there is a
significant difference observed between various
departments and their personal involvement in their
work and employees have favorable conditions to
work with the present culture of the
organization.
Similarly there exists a significant difference
between various departments and employee opinion
working conditions of employees, Existing
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 International Conference on Explorations and Innovations in Engineering & Technology (ICEIET - 2016)
punishment system and reward system and
organization vision and mission
B. Factor Analysis
Results of factor analysis reveals that the factors
which has high influence on (Factor 1 Employees
involvement) which comprise of highly involved in
their work, Cultures of the
organization unites employees efficiently, employees
solve their problems individually the (Factor 2
Customer relationship) which indicates clients
satisfaction and customer, various
investigation/analysis of product characteristics
consumers personnel needs, The improvement of
product/service, Existing rules
and norms are more directive than restrictive (Factor
3 customer satisfaction) the loaded factors are
Employees look after client,
Dissatisfaction of clients is always removed, manager
always strives to help and advice employee (The
Factor 4 strategic plan) indicates the loaded factors
such as Enterprise has a long term strategy plans and
goals The Factor 5 (Organization goals) comprise of
showing direction, other enterprises follows it,
different department have many common things like
goals, tasks, celebrations and so on the (Factor 6
reward system) indicates reward system is correct,
existing punishment system is correct, Employees are
more often
awarded than punished, Factor 7 (Goals achievement)
comprise of Goals and plans area hived purposefully.
Factor 8 (Information sharing) reveals that It is
permanently invested into the know, departments have
difficulties when carrying out common activity
sharing information and so on, Factor 9
(Interpersonal relationship)
states Communication between employees is friendly,
It is very hard to work with the person from other
department The Factor 10 (Team work) indicates
team work is more often than individual work,
Managers control subordinates too much, managers
more often ask than command
C. Multiple Regression
The Multiple regression analysis reveals that
the significant variables such as Work is planned so,
that everybody knows what and how to do his/her job
(.992), different department have many common
things like goals, tasks, celebrations and so on (.721),
Managers teaching and deeds are always at variance
(.212), It is very hard to work with the person from
other department (.054), Reward system is correct,
Employee is getting salary /Wage according to the
results and efforts (.033) which Estimates overall
employee’s
satisfaction with the organization culture prevailing in
the organization.
VI. CONCLUSIONS
The research concludes that the cultural variables such
as the employees have favorable conditions for
decision making, highly involved in their work,
cultures of the organization unites employees
ISSN: 2393 - 9125 http://www.internationaljournalssrg.org
efficiently, When problems difficulties or questions
arise employees solve them more individual
work, New or other important information reaches
employees in due time, employees is often lacking
information which is necessary to make decision
making, Managers do not provide feedback to the
employees are most prominent variables which
captures the organizational culture. (Bluent Aydin
2009), in his study the organization culture and its role
on
effectiveness of the organization culture ,he concluded
that organizational effectiveness has significant co-
relations with the cultural dimensions; involvement,
collaboration, transmission of information, learning,
care about clients, strategic direction, reward and
incentive system, system of control, communication,
coordination and integration. This research study also
concludes the same variables which got reflected in
Bluent Aydin study.
VII. SUGGESTIONS
Though the employees have the freedom in decision
making and suggesting their ideas the employees who
belong to committees can participate in decision-
making. The
management may encourage all the employees to
participate in decision making process. The
management can adopt the new methodologies for
communicating the information to each and every
individual of the organization in due time to avoid the
inadequacy and lacking of information the right
information in right time helps the employees in
Strategic decision making. Regarding the problem of
employees
often misunderstanding each other can be rectified by
managers through motivating the employees to
maintain
a good interpersonal relationship with their peer group
members. The problems of managers do not provide
feedback to their respective employees can be
overcome by insisting and pushing the mangers by the
top management to provide timely dissemination of
feedback about the employee performance. It is
permanently invested into knowledge and skills of
employees by enhancing the training and practical
sessions, it is the sole responsibility of managers to
assess the skills and knowledge of their subordinates
by providing adequate and appropriate training.
The dissatisfaction of clients are removed by
maintaining good customer relationship and by
enhancing the service quality. Regarding “everybody
knows what and how to do his/her job” The managers
or the superiors should specify and explain about their
subordinates’ job descriptions and they have to
communicate the role clarity to the employees.
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 International Conference on Explorations and Innovations in Engineering & Technology (ICEIET - 2016)

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