ASTUDYONORGANIZATIONCULTUREANDI

TSIMPACTOFEMPLOYEE
BEHAVIOR,I
NAGROPVTLTD,MADURAI

TABLEOFCONTENTS
SL.
NO CONTENTS PAGENO

ABSTRACT

CHAPTER-
I

1.
1 I
NTRODUCTI
ON 1

1.
2 STATEMENTOFTHEPROBLEM 11

1.
3 OBJECTI
VESOFTHESTUDY 12

SCOPEOFTHESTUDY
1.
4 12

1.
5 13
COMPANYPROFI
LE

1.
6 14
LI
MITATI
ONSOFSTUDY

CHAPTER-
II

2.
1 15
REVI
EW OFLI
TERATURE

CHAPTER-
II
I

RESEARCHMETHODOLOGY 26
3.
1

CHAPTER-
IV
 DATAANALYSI
SANDI
NTERPRETATI
ON 28
4.
1

CHAPTER-
V

FI
NDI
NGS 48
5.
1

SUGGESTI
ONS 50
5.
2

CONCLUSI
ON 51
5.
3

LI
STOFTABLES

TABLE CONTENT PAGE

NO NO

4.
1 Genderwi
secl
assi
fi
cat
ion 28

4.
2 Agegr
oupofr
espondent 29

4.
3 Educat
ional
qual
i
ficat
ionsoft
her
espondent 30

4.
4 Hi
ghl
yinv
olv
edi
nthei
rwor
k 31

4.
5 Abi
l
ityt
omanaget
hei
rownwor
k 32

4.
6 ot
her
scooper
atet
ogetwor
kdone 33

Member
shav
eagoodi
nter
per
sonal
4.
7 34
Rel
ati
onshi
p

4.
8 Empl
oyeeconsul
tedoni
mpor
tantmat
ers 35

4.
9 Ef
fect
iveut
il
izat
ionofski
l
lsand 36
 abi
l
iti
esbyt
hecompany

Capabi
l
iti
esar
evi
ewedasi
mpor
tant
4.
10 37
sour
ceofcompet
it
iveadv
ant
age

4.
11 Wor
krel
atedsuggest
ionsar
eval
ued 38

4.
12 Theor
gani
zat
ionv
aluesdi
ver
sit
y 39

Or
gani
zat
ionhascl
earandconsi
stent
4.
13 40
setofv
alues

Whi
l
edi
sagr
eement
soccurt
heempl
oyee
4.
14 41
wor
khar
dtoachi
evesol
uti
ons

4.
15 Easyf
ort
heempl
oyeet
oreachconsensus 42

ev
enondi
ff
icul
tissues

4.
16 Feel
happyt
owor
kwi
thpeopl
efr
om ot
her 43

par
tsoft
heor
gani
zat
ional
so

4.
17 I
tiseasyt
ocoor
dinat
ewi
thdi
ff
erent 44

depar
tment
soft
heor
gani
zat
ion

4.
18 Empl
oyeesr
espondwel
ltot
he 45

or
gani
zat
ional
changes

4.
19 Empl
oyeescont
inual
l
yadoptt
onewandi
mpr
ovedway
stodowor
k 46

4.
20 Company
’scur
rentact
ivi
ti
esr
efl
ectst
rongf
ocusoncl
i
ent
s 47
 LI
STOFCHARTS

TABLE CONTENT PAGE

NO NO

4.
1 Genderwi
secl
assi
fi
cat
ion 28

4.
2 Agegr
oupofr
espondent 29
4.
3 Educat
ional
qual
i
ficat
ionsoft
her
espondent 30

4.
4 Hi
ghl
yinv
olv
edi
nthei
rwor
k 31

4.
5 Abi
l
ityt
omanaget
hei
rownwor
k 32

4.
6 ot
her
scooper
atet
ogetwor
kdone 33

Member
shav
eagoodi
nter
per
sonal
4.
7 34
Rel
ati
onshi
p

4.
8 Empl
oyeeconsul
tedoni
mpor
tantmat
ers 35

Ef
fect
iveut
il
izat
ionofski
l
lsand
4.
9 36
abi
l
iti
esbyt
hecompany

Capabi
l
iti
esar
evi
ewedasi
mpor
tant
4.
10 37
sour
ceofcompet
it
iveadv
ant
age

4.
11 Wor
krel
atedsuggest
ionsar
eval
ued 38

4.
12 Theor
gani
zat
ionv
aluesdi
ver
sit
y 39

Or
gani
zat
ionhascl
earandconsi
stent
4.
13 40
setofv
alues

Whi
l
edi
sagr
eement
soccurt
heempl
oyee
4.
14 41
wor
khar
dtoachi
evesol
uti
ons

4.
15 Easyf
ort
heempl
oyeet
oreachconsensus 42

ev
enondi
ff
icul
tissues

4.
16 Feel
happyt
owor
kwi
thpeopl
efr
om ot
her 43

par
tsoft
heor
gani
zat
ional
so

4.
17 I
tiseasyt
ocoor
dinat
ewi
thdi
ff
erent 44

depar
tment
soft
heor
gani
zat
ion
4.
18 Empl
oyeesr
espondwel
ltot
he 45

or
gani
zat
ional
changes

4.
19 Empl
oyeescont
inual
l
yadoptt
onewandi
mpr
ovedway
stodowor
k 46

4.
20 Company
’scur
rentact
ivi
ti
esr
efl
ectst
rongf
ocusoncl
i
ent
s 47
 ABSTRACT
Thet
opi
coft
hepr
ojecti
s‘ASt
udyon‘
Organi
zat
ionalCul
tur
e’andi
t’
sImpacton
empl
oyees’
behav
iour
’.I
tbr
ingsoutt
hebehav
iour
alaspectoft
heempl
oyeeswor
kingi
n
Hy
undaiMot
orsI
ndi
a Lt
d.The mai
n obj
ect
ive oft
he st
udyi
stof
ind t
he ov
eral
l
per
for
manceoft
heempl
oyees.

Ther
esear
chdesi
gnusedi
nthi
sst
udyi
sdescr
ipt
iver
esear
chdesi
gn.Dat
afr
om
100peopl
ewer
ecol
l
ect
edaspopul
ati
onst
udy
.Dat
awascol
l
ect
edbysur
veymet
hod
t
hroughst
ruct
uredquest
ionnai
rewi
thcl
oseendedquest
ions.Thepr
imar
ydat
awas
obt
ainedt
hroughquest
ionnai
reandsecondar
ydat
afr
om t
hecompanyr
ecor
dsand
t
hroughi
nter
net
.

Thepur
poseoft
hesur
veypr
ocessi
stopr
ovi
deamor
eaccur
ateassessmentof
t
he exi
sti
ng cul
tur
efr
om t
he empl
oyees’poi
nt-
of-
view and al
so t
o assess t
hei
r
behav
iour
swi
thr
espectt
othatoft
heexi
sti
ngcul
tur
e.

Thecul
tur
eofanor
gani
sat
ionconsi
stsoft
hev
aluesandbel
i
efsoft
hepeopl
ein
anor
gani
sat
ion.Theor
gani
sat
ionalcul
tur
eusual
l
yhasv
aluesandbel
i
efst
hatsuppor
t
t
he or
gani
sat
ional goal
s.Or
gani
zat
ional cul
tur
e has an i
mpact on empl
oyee’
s
sat
isf
act
ion.

The anal
ysi
s was done t
hrough si
mpl
e per
cent
age anal
ysi
s and wei
ght
ed
av
eragemet
hod.Fr
om t
heanal
ysi
sitwasf
oundt
hatt
heempl
oyeesofHMI
Lwer
emuch
sat
isf
iedwi
tht
hei
rint
erper
sonalr
elat
ionshi
ps,co-
ordi
nat
ionandi
ntegr
ati
onbet
ween
v
ari
ousdepar
tment
soft
heor
gani
zat
ion,
andal
sot
her
ewar
ds&i
ncent
ivesgi
venbyt
hei
r
management
.Butt
hemanagementhast
opr
ovi
demor
epr
act
icalsessi
onsi
ntr
aini
ng
pr
ogr
ammest
oimpr
ovet
hei
rper
for
mance i
nthei
rrespect
ivef
iel
ds.Such t
rai
ning
pr
ogr
ammeswi
l
lhel
pthem t
oenhancet
hei
rknowl
edgei
nther
espect
ivef
iel
ds.
 CHAPTER-
1

1.
1INTRODUCTI
ON

Or
gani
zat
ionaldev
elopmenti
sdependsonanal
ysi
sandi
dent
if
icat
ionoft
he
f
act
orst
hatconcl
udet
heef
fect
ivenessoft
heor
gani
zat
ion.Or
gani
zat
ionsandmanager
s
ar
ewi
l
li
ngt
ogetempl
oyeescommi
tment
,whi
chl
eadst
oimpr
ovet
hepr
oduct
ivi
ty.
Managementwoul
dli
ket
oint
roduceempl
oyeewi
thnor
m,v
aluesandobj
ect
ivesoft
he
or
gani
zat
ionwhi
chi
simpor
tancet
ounder
standt
heor
gani
zat
ionalcul
tur
e.I
tist
he
r
esponsi
bil
i
ty oft
he managementt
oint
roduce t
he or
gani
zat
ionalcul
tur
etoi
ts
empl
oyeest
hatwi
l
lassi
stt
heempl
oyeest
ogetf
ami
l
iarwi
tht
hesy
stem ofor
gani
zat
ion.
Managementmustt
ryt
oal
way
skeepl
ear
ningenv
ironmenti
ntheor
gani
zat
ion.Pr
oper
under
standi
ng of or
gani
zat
ionalcul
tur
e shoul
d l
eads t
owar
ds i
mpr
ovement of
empl
oyee’
sper
for
mance.Asperor
gani
zat
ionaldev
elopmenti
sconcer
ned,empl
oyees
per
for
manceconsi
derasabackbonef
ort
hei
ndust
ry.Soor
gani
zat
ion’
swant
stoget
t
hel
oyal
tyoft
hei
rempl
oyeest
owar
dsor
gani
zat
ion.

Or
gani
zat
ionalcul
tur
eincl
udes t
he nor
ms t
hatt
he member
s ofan
or
gani
zat
ionexper
ienceanddescr
ibeast
hei
rwor
kset
ti
ngs(
Schnei
deretal
.
,
2013)
.Suchnor
msshapehowmember
sbehav
eandadaptt
ogetr
esul
tsi
nthe
or
gani
zat
ion.Or
gani
zat
ionalcul
tur
eishow t
hemember
sofanor
gani
zat
ion
i
nter
actwi
theachot
herandot
herst
akehol
der
s(Si
moneaux&St
roud,
2014)
.

Or
gani
zat
ional
cul
tur
eisasetofv
alues,
bel
i
efs,
andbehav
iorpat
ter
nst
hat
di
ff
erent
iat
eoneor
gani
zat
ionf
rom ot
heror
gani
zat
ions(
Ort
ega-
Par
ra&Sast
re-
Cast
il
lo,
2013)
.Ki
ng(
2012)def
inedor
gani
zat
ionalcul
tur
esasasy
stem ofv
alues
t
hatsubconsci
ousl
yandsi
l
ent
lydr
ivespeopl
etomakeeachchoi
ceanddeci
sion
i
ntheor
gani
zat
ion.Busi
nessmanager
suseor
gani
zat
ionalcul
tur
eandcor
por
ate
cul
tur
eint
erchangeabl
y because bot
hter
ms r
efert
othe same under
lyi
ng
phenomenon(
Chi
l
dress,
2013)
.

8
 Busi
nessmanager
suseanor
gani
zat
ionalcul
tur
etodi
ff
erent
iat
ethei
r
company f
rom ot
her compani
es (
Weber & Tar
ba,2012)
.Appl
eInc,t
he
I
nter
nat
ionalBusi
ness Machi
nes Cor
por
ati
on (
IBM)
,and Hewl
ett
-Packar
d
Cor
por
ati
on(
HP)exi
stonsi
mil
art
echnol
ogyandsameoper
ati
ngenv
ironment
,
butt
hesecompani
eshav
edi
ff
erentor
gani
zat
ionalcul
tur
es(
Schei
n,2010)
.The
Appl
ecul
tur
eincl
udespr
oduci
ngsi
mpl
e,el
egant
,andi
nnov
ati
vepr
oduct
s(Toma
& Mar
inescu,2013)
.Pr
ior
it
ies i
n HP cul
tur
e ar
e empl
oyees’aut
onomyand
cr
eat
ivi
ty(
Chi
l
dress,2013)
.TheI
BM’
scul
tur
alf
ocalpoi
nti
slong-
ter
mthi
nki
ng
wi
thl
oyalandhi
ghl
ymot
ivat
edempl
oyees(
Flamhol
tz&Randl
e,2011;Kot
ter&
Hesket
t,1992)
.
Thedi
ff
icul
tyaboutl
eader
shi
pist
hehandl
i
ngofhumanr
esour
cesi
nthe
or
gani
zat
ionalcul
tur
e(Pet
ers& Wat
erman,1982)
.Yi
rdaw (
2014)not
ed t
hat
or
gani
zat
ionalcul
tur
eist
hegl
uet
hatcombi
nest
henonhumanr
esour
cest
othe
human r
esour
ces i
nthe or
gani
zat
ion t
o est
abl
i
sh t
eamwor
k and excel
l
ent
per
for
mance.Or
gani
zat
ionalcul
tur
eposi
ti
vel
yrel
atest
ocor
por
atel
eader
shi
p
andgov
ernance(
O'Connor&By
rne,
2015)
.
Many busi
ness manager
s under
stand t
he i
mpactofcul
tur
e on cor
por
ate
per
for
mance(
Unger
,Rank,&Gemunden,2014)
.War
renBuf
fet
,oneoft
het
opt
hree
r
ichestbusi
nessper
sonsi
nthewor
ld,
conf
ir
medhowor
gani
zat
ionalcul
tur
eisnecessar
y
t
oor
gani
zat
ionalsuccess(
Chi
l
dress,2013)
.Si
mil
arl
y,t
hef
ounderofSt
arbucksCof
fee
Company
,Howar
dSchul
tz,
expl
ainedt
hator
gani
zat
ionalcul
tur
eisacr
it
icalf
act
ori
nthe
successofSt
arbucks(
Flamhol
tz&Randl
e,2012)
.

Anunder
standi
ngofcul
tur
eisv
eryi
mpor
tantf
orsomeonewhoi
sint
erest
edi
n
t
hest
udyofor
gani
sat
ionalgr
owt
handdev
elopmentbecausei
tgi
vesanor
gani
sat
iona
st
rongcompet
it
iveadv
ant
age.
Thesi
gni
fi
canceofcul
tur
eisnotbei
ngdet
ermi
nedby
whet
hert
her
eisanexi
stenceofsof
torcompl
i
cat
edcul
tur
e(Al
vesson,2002)
;whati
s
par
amounti
sthatt
her
eist
heexi
stenceofacor
por
atecul
tur
ethatgui
debehav
our
sand
act
ionswi
thi
nagr
oup.

9
Pur
poseofSt
udy

The pr
imar
y pur
pose of t
his ar
ti
cle i
s t
o under
stand t
he def
ini
ti
on,
concept
ual
i
zat
ion, and measur
ement t
he l
i
nk of or
gani
zat
ional cul
tur
e and
or
gani
zat
ional
per
for
manceandal
sot
oexami
net
henat
ureoft
hisr
elat
ionshi
p

Whati
sCul
tur
e?

Cul
tur
eisar
rangementofdi
ff
erentat
tri
but
est
hatexpr
essanor
gani
zat
ionand
di
ff
erent
iat
ethef
ir
mfr
om ot
herone(
For
ehandandv
onGi
l
mer
,1964)
.Accor
dingt
o
Hof
stede(
1980)
,cul
tur
eist
hecol
l
ect
ivet
hinki
ngofmi
ndswhi
chcr
eat
eadi
ff
erence
bet
weent
hemember
sofonegr
oupf
rom anot
her
.AsperSchei
n(1990)
,def
inescul
tur
e
i
ssetofdi
ff
erentv
aluesandbehav
ior
sthatmayconsi
der
edt
ogui
det
osuccess.
Accor
dingt
otheKot
terandHesket
t(1992)
,cul
tur
emeansf
air
lyest
abl
i
shedsetof
bel
i
efs,behav
ior
sandv
aluesofsoci
etycont
aingener
all
y.I
nsi
mpl
ewor
dswecan
under
stand t
hat cul
tur
e i
s gai
ned knowl
edge, expl
anat
ions, v
alues, bel
i
efs,
communi
cat
ionandbehav
ior
sofl
argegr
oupofpeopl
e,att
hesamet
imeandsame
pl
ace.

Anunder
standi
ngofcul
tur
eisv
eryi
mpor
tantf
orany
onewhoi
sint
erest
edi
nthe
st
udyof
organi
sat
ionalgr
owt
handdev
elopmentbecausei
tgi
vesanor
gani
sat
iona
st
rongcompet
it
iveadv
ant
age.Thesi
gni
fi
canceofcul
tur
eisnotbei
ngdet
ermi
nedby
whet
hert
her
eisan exi
stenceofsof
torcompl
i
cat
edcul
tur
e(Al
vesson,2002)
;whati
s
par
amounti
sthatt
her
eist
heexi
stenceofacor
por
atecul
tur
ethatgui
debehav
iour
sand
act
ions wi
thi
n a gr
oup.
Kot
terand Hesket
t(2011)gi
veal
uci
d anal
ysi
s ofhow
or
gani
sat
ionalcul
tur
e posi
ti
vel
y or
egat
ivel
y af
fect
sthe economi
c per
for
mance of
anor
gani
sat
ion.“
Iti
s onl
yrecent
lyt
hatr
esear
cher
sand managementpr
act
it
ioner
s
st
art
edl
ooki
ngat
organi
sat
ionsasi
nst
it
uti
onst
hatar
ebei
ngaf
fect
edbyani
ndependent

10
v
ari
abl
ethataf
fect
sempl
oyeewor
kat
ti
tudeandbehav
iour
”(Owoy
emi
,&Ekwoaba,
2014,
p.
168)
.Thi
spaperseekst
oexami
net
heconst
ructofcul
tur
easi
trel
atest
oor
gani
sat
ion
andi
tsef
fect
ivenessbyl
ooki
ngatt
hev
ari
ousdi
mensi
onsofcul
tur
easwel
last
he
char
act
eri
sti
csofcul
tur
e.Fi
nal
l
y,somepr
evi
ousst
udi
esi
nvest
igat
ingt
her
elat
ionshi
p
bet
weenor
gani
sat
ionalcul
tur
e,asani
ndependentv
ari
abl
eand ot
herv
ari
abl
esar
e
exami
ned.

Whati
scul
tur
e?

Get
ti
ngauni
ver
sal
l
yaccept
abl
edef
ini
ti
onofcul
tur
ehasbeenav
erydi
ff
icul
t
exer
cise f
orbot
h managementschol
ars and pr
act
it
ioner
s.I
nfact
,one aut
hor
it
y
summar
izedt
he pr
edi
camentofhav
ingagener
all
yaccept
eddef
ini
ti
onofcul
tur
eas
f
oll
ows:“
Despi
teacent
uryofef
for
tst
odef
inecul
tur
eadequat
ely
,ther
ewasi
ntheear
ly
1990s,
noagr
eementamongant
hropol
ogi
stsr
egar
dingi
tsnat
ure”(
Apt
e(1994,
p.2001)
.
Accor
dingt
oSchei
n,cul
tur
eist
hepat
ter
nofbasi
cassumpt
ionst
hatagi
vengr
ouphas
i
nvent
ed,di
scov
ered,ordev
elopedi
nlear
ningt
ocopewi
thi
tspr
obl
emsofext
ernal
adapt
ati
onandi
nter
nalt
egr
ati
on,andt
hathav
ewor
kedwel
lenought
obeconsi
der
ed
v
ali
d,and,t
her
efor
etobet
aughtt
onewmember
sast
hecor
rectwayt
oper
cei
ve,t
hink,
andf
eeli
nrel
ati
ont
othosepr
obl
ems”
(Asci
tedi
nSun,2008,p.138)
.Cul
tur
eis“
the
col
l
ect
ivepr
ogr
ammi
ngoft
he mi
ndwhi
chdi
sti
ngui
shest
hemember
sofoneEM-
2018-
32gr
ouporcat
egor
yofpeopl
efr
om anot
her
”(Hof
stede1994,
p.5)
.“Cul
tur
econsi
stsof
t
he der
ivat
ives ofexper
ience,mor
e orl
ess or
gani
zed,l
ear
ned orcr
eat
ed byt
he
i
ndi
vi
dual
s of a popul
ati
on,i
ncl
udi
ng t
hose i
mages or
encodement
s and t
hei
r
i
nter
pret
ati
ons(
meani
ngs)t
ransmi
tt
edf
rom pastgener
ati
ons,f
romcont
empor
ari
es,or
f
ormed byi
ndi
vi
dual
sthemsel
ves”(
Spencer
-Oat
ey,2012,p.2)
.Inanot
herway
,but
f
lowi
ngf
rom si
mil
arangl
e,t
hesameaut
horseescul
tur
eas“
afuzzysetofbasi
c
assumpt
ions,v
alues,or
ient
ati
onst
oli
fe,bel
i
efs,pol
i
cies,pr
ocedur
esandbehav
iour
al
conv
ent
ionst
hatar
eshar
edbyagr
oupofpeopl
e,whi
chi
nfl
uence(
butdonotdet
ermi
ne)
eachmember
‟sbehav
iourandhi
s/heri
nter
pret
ati
onsoft
he„
meani
ng‟ofot
herpeopl
e‟s
behav
iour
”(Spencer
-Oat
ey,2012,p.2)
.Camer
on(
2003)posi
tst
hat“
cul
tur
eisan

11
endur
ingsl
owt
ochange,
cor
echar
act
eri
sti
csofanor
gani
sat
ion”(
asci
tedi
nOwoy
emi
,&
Ekwoaba,
2014,p.
168)
.Schei
n(1990)wentont
osayt
hat“
cul
tur
eismani
fest
edat
di
ff
erentl
ayer
sofdept
h:obser
vabl
ear
ti
fact
s,v
alues,
andbasi
cunder
lyi
ngassumpt
ions”
(
p.111)
.Accor
dingt
ohi
m,ar
ti
fact
sincl
udet
hingsasdr
esscode,
phy
sicalset
ti
ngsoft
he
of
fi
ce,andt
hewayandmannerpeopl
eaddr
essoneanot
her
.Howev
er,i
nal
ltheabov
e
def
ini
ti
ons,onev
eryi
mpor
tantcommondenomi
nat
ori
sthef
actt
hatcul
tur
eisshar
ed
andl
ear
ned.

Under
standOr
gani
zat
ional
Cul
tur
e:

Cul
tur
eideamustbel
ear
nedandshar
edi
ntheor
gani
zat
ions(
Tit
iev
,1959)
.
Pet
ti
grew(
1979)
,ar
guet
hatcul
tur
esofor
gani
zat
ionbasedoncogni
ti
vesy
stemswhi
ch
hel
ptoexpl
ainhowempl
oyeest
hinkandmakedeci
sion.Heal
sonot
edt
hedi
ff
erentl
evel
ofcul
tur
e based ont
he mul
ti
facet
ed setofbel
i
efs,v
alues and assumpt
ions t
hat
det
ermi
neway
stoor
gani
zat
ionst
oconducti
tsbusi
ness.Accor
dingt
oTi
chy(
1982)
,
or
gani
zat
ionalcul
tur
eis known as“
nor
mat
ive gl
ue” means t
o hol
dthe ov
eral
l
or
gani
zat
iont
oget
her
.Theconceptof
organi
zat
ionalcul
tur
eal
somakesav
ail
abl
eabase
f
ordet
ermi
nat
iont
hedi
ff
erent
iat
iont
hat
maysur
viv
ein-
bet
weent
heor
gani
zat
ionst
hat
ar
edoi
ngbusi
nessi
nthesamenat
ional
cul
tur
e

(
Schei
n,1990)
.

Theconceptofcul
tur
eisgener
all
yusedi
ntheconceptofor
gani
zat
ionsnow-
a-
day
s(Kot
terand Hesket
t,1992)
.Or
gani
zat
ionalcul
tur
e coul
d be bui
l
d up by t
wo
essent
ial
sfact
orsofsoci
algr
oup;st
ruct
uralst
abi
l
ityofagr
oupandi
ntegr
ati
onofsi
ngl
e
i
tem i
n super
ior
standar
d(Schei
n,1995)
.Hodget
ts and Lut
hans (
2003)
,def
ine t
he
di
ff
erentchar
act
eri
sti
cst
hat
areassoci
atedwi
tht
hecul
tur
eofor
gani
zat
ion.Cul
tur
emay
def
inedassy
stem ofcommonv
alueswhi
chcanbeest
imat
edt
hatpeopl
edescr
ibet
he
si
mil
aror
gani
zat
ioncul
tur
eev
enwi
thdi
ff
erentbackgr
oundatdi
ff
erentl
evel
swi
thi
nthe
or
gani
zat
ion(
Robbi
ns&Sanghi
,2007)
.AsperSt
ewar
t(2010)
,st
atedt
hator
gani
zat
ion’
s

12
nor
msand v
alueshav
east
rong af
fecton al
l
oft
hosewho ar
eat
tached wi
tht
he
or
gani
zat
ion.I
tisconsi
der
edbyhi
mthatnor
msar
einv
isi
blebuti
ftheor
gani
zat
ions
wantt
oimpr
ovet
heper
for
manceoft
heempl
oyeesandpr
ofi
tabi
l
ity
,nor
msar
epl
aces
f
ir
stt
olook.

Count
erCul
tur
e

Shar
edbel
i
efsandv
alueswhi
char
eindi
rect
lyopposi
tet
othev
aluesandbel
i
efs
of
thebr
oaderor
gani
zat
ionalcul
tur
erecogni
zedascount
ercul
tur
es,i
tmost
lyf
ormed
ar
oundaf
orcef
ulmanagerorl
eader(
Ker
r,J.
,&Sl
ocum,J.W.
,Jr
.2005)
.Thi
sty
peof
cul
tur
emaybebear
dedbyt
hef
ir
m whenev
erposi
ti
vel
ycont
ri
but
ingt
othei
mpr
ovement
oft
heor
gani
zat
ionalper
for
mance.Buti
tisconsi
der
edasadangerf
ort
heor
igi
nal
or
gani
zat
ional
cul
tur
e.

SubCul
tur
e

Accor
ding t
o Schei
n(1995)
,subcul
tur
eist
he segment
s ofcul
tur
e whi
ch
showdi
ff
erentnor
ms,v
alues,bel
i
efs and behav
iorofpeopl
e due t
o di
ff
erence i
n
geogr
aphi
cal
areasordepar
tment
algoalandj
obr
equi
rement
s(wi
thi
nor
gani
zat
ion)
.
Per
cept
ionof
empl
oyeesaboutsubcul
tur
ewasconnect
edt
oempl
oyee’
scommi
tment
t
owar
dst
heor
gani
zat
ion(
Lok,
West
woodandCr
awf
ord,
2005)
.Somegr
oupsmayhav
ea
si
mil
arenoughcul
tur
ewi
thi
ntoal
l
owf
orsoci
ali
nter
act
ionout
sidet
hewor
kpl
ace.

St
rongCul
tur
e

Cul
tur
eofor
gani
zat
ion i
sconsi
der
ed st
rong,wher
ethegr
eat
erpar
toft
he
empl
oyeeshol
dst
hesamet
ypeofbel
i
efsandv
aluesasconcer
ntot
heor
gani
zat
ion.
Cul
tur
eof
organi
zat
ioni
sbel
i
evedst
rong,wher
ethegr
eat
erpar
toft
heempl
oyees
embr
acedt
hesamesor
tofbel
i
efsandv
aluesasconcer
ntot
heor
gani
zat
ion(
Dealand
Kennedy
,1982)
.They
agr
eed t
hatmanager
sshoul
dtr
ytor
educet
hegap bet
ween
empl
oyees t
o dev
elop a st
rongr
elat
ionshi
p. Management al
so consi
der
ed t
hat

13
 empl
oyeesar
emor
eimpor
tantt
hanr
ulesi
ntheor
gani
zat
ion.

WeekCul
tur
e

Aweakcul
tur
eofor
gani
zat
ioncoul
dbeonet
hati
sloosel
ykni
t.Somet
imei
tmay
pushi
ndi
vi
dualt
hought
,cont
ri
but
ionsandi
nacompanyt
hatneedst
ogr
ow t
hrough
i
nnov
ati
on,i
tcoul
d be a v
aluabl
e asset
,some t
ime not
.Accor
ding t
o Dealand
Kenndy
(1982)
,aweakcul
tur
eofor
gani
zat
ioncoul
dbeoneoft
hati
sloosel
yjoi
ned.
Rul
esar
eimposedst
ri
ctl
yont
heempl
oyeest
hatmaycr
eat
edi
ver
sit
ybet
weent
he
per
son’
sper
sonal
obj
ect
ivesandor
gani
zat
ional
goal
s.

Char
act
eri
sti
csofor
gani
zat
ional
cul
tur
e:

Accor
ding t
o Dasanay
aka and Mahakal
anda (
2008)
,maxi
mizi
ng empl
oyee’
s
v
aluesar
econsi
der
edasr
ati
onalasset
sthatr
equi
redacul
tur
etosuppor
tthei
rlogi
cal
par
ti
cipat
ionbot
hfori
ndi
vi
dualandor
gani
zat
ionall
ear
ning,new knowl
edgef
ormat
ion
andr
eadi
nesst
oshar
ewi
thot
her
s.Schei
n(1992)
,tel
l
sthator
gani
zat
ional
cul
tur
eisv
ery
i
mpor
tantt
odayascompar
ewi
thpast
.Hogget
’sandLut
hans(
2003)
,def
inesomeoft
he
char
act
eri
sti
csoft
he

Or
gani
zat
ional
Cul
tur
e:

1.Nor
msar
emeasur
edbyt
hingsl
i
keasamountofwor
kdoneandal
sot
hel
evelof
cooper
ati
onbet
weenmanagementandempl
oyeesoft
heor
gani
zat
ion.

2.Cl
ear
lyr
ulesar
edef
inedf
orempl
oyee’
sbehav
iorassoci
atedt
othepr
oduct
ivi
ty,
i
nter
group

cooper
ati
onandcust
omerr
elat
ionshi
p.

3.Obser
ved behav
ior
alr
egul
ari
ti
es,as i
l
lust
rat
e common l
anguage and f
ormal
pr
ocedur
es

4.Coor
dinat
ionandi
ntegr
ati
onbet
weent
heor
gani
zat
ional
uni
tsf
ort
hepur
poseof

14
i
mpr
ovementi
nef
fi
ciencyt
owor
ks,
qual
i
tyandspeedofdesi
gni
ng,
manuf
act
uri
ngt
he

pr
oduct
sandser
vices.

Di
mensi
onsofOr
gani
zat
ional
Cul
tur
e:

Hof
stadt
er’
s(1980)
,usedt
hegat
her
eddat
afr
om I
BM empl
oyeesmor
ethan50count
ri
es
andcl
assi
fi
edor
gani
zat
ional
cul
tur
eint
ofourdi
mensi
ons;

•Powerdi
stance (
the degr
ee i
n whi
ch empl
oyees and managementhav
e di
stant
r
elat
ionshi
p,

For
mal
andi
nfor
mal
)

•I
ndi
vi
dual
i
sm (
thedegr
eei
nwhi
chpeopl
emaycr
eat
edi
ff
erencebet
weeni
nter
estof

Or
gani
zat
ionandsel
fint
erest
)

•Uncer
tai
ntyav
oidance(
thel
eveli
nwhi
chpeopl
ear
ewi
l
li
ngt
omi
ti
gat
etheuncer
tai
nty
andt
oler
antofambi
gui
ty)

•Mascul
i
nit
y(t
he l
eveli
n whi
ch def
ines t
he success as ambi
ti
on,chal
l
enge and
i
nsol
ence,

r
athert
hancar
ingandpr
omot
ion)

Lat
eronast
udyconduct
edbyHost
ed&Bond(
1998)
,addedf
if
thdi
mensi
onasshor
t
t
ermv
ersusl
ongt
erm or
ient
ati
onwhi
chbasedont
hest
udyamongt
hest
udentof23
count
ri
eswi
tht
hehel
pofquest
ioner
.Theschol
arsandpr
act
it
ioner
srel
atedwi
tht
he
f
iel
d ofor
gani
zat
ionalbehav
iorhav
e a st
rong cr
it
ici
sm on t
he Hof
stadt
er’
s st
udy
(
Sonder
gaar
d,1994)
.Schwar
tz(
1994)bui
l
dsacul
tur
alv
aluesi
gni
fyi
ngt
her
elat
ionshi
p
amongcul
tur
alf
act
orsandper
sonal
i
tyi
ntheor
gani
zat
ion.Hedev
elopedamodelwhi
ch
i
sbasedont
heHof
stadt
er’
s(1980)st
udi
esandcol
l
ect
eddat
afr
om t
her
espondent
sof
38count
ri
es.Hef
inedt
wodi
ff
erentdi
mensi
onsofcul
tur
e;af
fect
ive&i
ntel
l
ect
ualand
sel
fenhancementv
s.sel
ftr
anscendence.

15
Hecat
egor
izescul
tur
alst
andar
dsofsoci
eti
esi
ntocont
ract
ualcul
tur
eandr
elat
ionshi
p
cul
tur
eont
hebasi
sofl
i
feandwor
k.Accor
dingt
othest
udyconduct
edbyTr
ompanaar
s
(
1993)
,i
nvol
ved30compani
esi
n50di
ff
erentcount
ri
es,i
dent
if
iedsev
endi
mensi
onsof
t
hecul
tur
ewhi
char
euni
ver
sal
i
sm v
ersuspar
ti
cul
ari
ze;di
ff
usev
ersusspeci
fi
c,neut
ral
v
ersusemot
ional
,

I
ndi
vi
dual
i
sm v
ersuscommuni
cat
ion,ascr
ipt
ionv
ersusachi
evement
,at
ti
tudet
oti
me
andl
astonei
sat
ti
tudet
otheenv
ironment
.Thi
ssev
endi
mensi
onsmodelmaysuppor
t
wel
lfor
Hof
stede’
smodel
.

Concept
ual
i
zat
ionsofcul
tur
eofor
gani
zat
ions:

Accor
dingt
oAl
vesson(
1989)
,concept
ual
i
zat
ionoft
heor
gani
zat
ioncul
tur
edependson
t
hescal
eoft
woext
remes:

•Pr
ocessor
ient
edappr
oach

•Cl
assi
fi
cat
ionappr
oach

Pr
ocessor
ient
edappr
oacht
oor
gani
zat
ional
cul
tur
e

Accor
ding t
o Roski
n(1986)
,thi
s appr
oach shows or
gani
zat
ionalcul
tur
e as
per
manentr
esponsef
orcol
l
ect
ivemeani
ng.Schei
n’
s(1990)
,modelofor
gani
zat
ional
cul
tur
erepr
esent
sthi
sappr
oachanddescr
ibeor
gani
zat
ionalcul
tur
easaout
li
neof
f
undament
alhy
pot
hesi
sinv
ent
edordev
elopedbyaspeci
fi
cgr
oupt
olear
naboutt
he
speci
fi
cpr
obl
em andwor
kedwel
lsuf
fi
cientt
oconsi
der
edsui
tabl
e.Hedef
inest
het
hree
l
evel
soft
hecul
tur
e;behav
ior
s(maket
hesoci
alandphy
sicalenv
ironment
),v
alues
(
under
lyi
ng t
he meani
ng bywhi
ch out
li
nes ofar
ti
fact
s ar
eint
erpr
eted)
,and basi
c
assumpt
ions(
unconsci
ousl
evelofbehav
iour
swhi
char
emostdi
ff
icul
ttol
ear
nor
change)
.

Cl
assi
fi
cat
ionappr
oacht
oor
gani
zat
ional
cul
tur
e

16
 Accor
dingt
othi
sor
gani
zat
ionalcul
tur
econv
erset
oar
angeofi
deast
hatcan
bei
mit
ate byt
wo ormor
evar
iabl
es.Fr
om t
his appr
oach number
s ofquant
it
ati
ve
met
hodsar
eut
il
izedt
omeasur
ethecul
tur
eofor
gani
zat
ion(
Rousseau,
1991)
,quest
ioner
dev
elopment ont
he base of t
ypol
ogy of cul
tur
e. One of t
he most popul
ar
concept
ual
i
zat
ionofcul
tur
eist
obeunder
stoodbyoni
onmodel
.Or
gani
zat
ioncul
tur
eis
consi
der
edl
i
keoni
onbasedondi
ff
erent
lay
ers.Nor
msandv
aluesar
ethei
nvi
sibl
ebut
mosti
mpor
tantaspectoft
heor
gani
zat
ional
cul
tur
e.Wecanl
ookmanycul
tur
alsi
gns,
ar
ti
fact
s,andout
li
neofbehav
ioroft
heempl
oyees.

TheConceptofper
for
mance:

Per
for
mancer
efer
stot
hedegr
eeofachi
evementoft
hemi
ssi
onatwor
kpl
ace
t
hat
bui
l
dsup an empl
oyeej
ob (
Casci
o,2006)
.Di
ff
erentr
esear
cher
shav
edi
ff
erent
t
hought
sabout
per
for
mance.Most
lyr
esear
cher
’susedt
het
erm per
for
mancet
oexpr
ess
t
her
angeof
measur
ement
soft
ransact
ionalef
fi
ciencyandi
nput& out
putef
fi
ciency
(
Stannack,
1996)
.

Accor
ding t
o Bar
ney(
1991)per
for
mancei
sa cont
inuouspr
ocesst
o cont
rov
ersi
al
i
ssuebet
weenor
gani
zat
ionalr
esear
cher
s.Or
gani
zat
ionalper
for
mancedoesnotonl
y
meant
odef
inepr
obl
em buti
tal
sof
orsol
uti
onofpr
obl
em (
Hef
fer
manandFl
ood2000)
.
Daf
t(2000)
,sai
dthator
gani
zat
ionalper
for
mancei
stheor
gani
zat
ion’
scapabi
l
ityt
o
accompl
i
shi
tsgoal
sef
fect
ivel
yandef
fi
cient
lyusi
ngr
esour
ces.Assi
mil
art
oDaf
t(2000)
,
Ri
char
do(
2001)sai
dthatachi
evi
ngor
gani
zat
ionalgoal
sandobj
ect
ivesi
sknownas
or
gani
zat
ionalper
for
mance.
Richar
do (
2001)suggest
ed t
hator
gani
zat
ions success
showshi
ghr
etur
nonequi
tyandt
hisbecomepossi
bleduet
oest
abl
i
shmentofgood
empl
oyeesper
for
mancemanagementsy
stem.

St
rat
egi
cper
for
mancemeasur
ementsy
stem (
SPMS)
:

17
 I
tisv
eryi
mpor
tantf
oror
gani
zat
ionst
omakeper
for
mancemeasur
ementsy
stem
t
oev
aluat
ethe per
for
mance oft
he empl
oyees,whi
ch i
sver
yhel
pfult
o ev
aluat
ing
t
heachi
evementofor
gani
zat
ionalgoal
s and i
n dev
elopi
ng st
rat
egi
c pl
ans f
ort
he
or
gani
zat
ions(
Tit
terandLar
cker
,1998)
.Nowaday
sor
gani
zat
ionsar
emor
efocusi
ngon
t
hemanagementof
nonf
inanci
alori
ntangi
bleasset
sli
kecust
omer
’sl
i
nk,ser
vices,
qual
i
tyandper
for
mance,not
ont
heasset
swhi
char
efi
nanci
ali
nnat
ure(
Kapl
anand
Nor
ton,2001)
.So t
her
eisaneed f
orpr
operper
for
mancemeasur
ementsy
stem t
o
measur
eandev
aluat
etheper
for
manceof
empl
oyeeei
therf
inanci
alornonf
inanci
al.

St
rat
egi
cper
for
mancemeasur
ementsy
stem (
SPMS)i
sanew appr
oacht
omeasur
e
t
heper
for
mancer
athert
hant
radi
ti
onal
l
y.Chenhal
l(2005)
,sai
dthatt
heSPMSpr
ovi
dea
wayt
otr
ansl
ateandmeasur
ethebot
hfi
nanci
alandnonf
inanci
alper
for
mance.Heal
so
suggest
sthat
iti
sthei
ncor
por
ati
venat
ureoft
hismeasur
ementt
echni
que;pr
ovi
det
he
pot
ent
ialt
oincr
easet
hest
rat
egi
ccompet
it
ivenessoft
heor
gani
zat
ion.Assi
mil
arwi
th
Chenhal
l(2005)
,Vei
n,
Bur
nsandMcKi
nnon(
1993)
,wasagr
eedt
hatt
heuseofmul
ti
ple
per
for
mancemeasur
esconsi
stonf
inanci
alandnonf
inanci
ali
sgener
all
ymostgoodf
or
owner and management
,whi
ch i
s hel
pful t
o enhance pr
otect
ion t
owar
ds t
he
uncont
rol
l
abl
eev
ent
sout
sidet
heor
gani
zat
ions.

Kapl
anandNor
ton(
1992)
,suggest
edt
hatBal
anceScor
ecar
d(BSC)i
stheoneof
most
i
mpor
tantSPMSt
ool
.Bal
anceScor
ecar
dpr
ovi
deshel
porf
ramewor
ktoensur
ethat
t
hest
rat
egy i
sint
erpr
eted i
ntor
ati
onalsetofper
for
mance measur
ement
.Li
nked
t
oget
heroncausalr
elat
ionshi
pitcov
ersf
ourmai
nvi
ewpoi
nts,l
i
keas,f
inanci
al,i
nter
nal
busi
nesspr
ocess,cust
omer
,andl
ear
ning&gr
owt
h.Themodal“
Bal
anceScor
ecar
d”i
s
cooper
ati
vet
oolt
ofocusont
heor
gani
zat
ion,i
mpr
ovementofcommuni
cat
ion,set
ti
ng
or
gani
zat
ional
goal
andgi
vi
ngf
eedbackonst
rat
egy(
Ant
hony&Gov
indar
ajan,
2003)
.

I
mpactofor
gani
zat
ional
cul
tur
eonper
for
mance:

Deni
son(
1984)useddat
afr
om 34Amer
icanf
ir
msoncul
tur
alper
for
manceov
er

18
aper
iodoff
ivey
ear
sandscr
uti
nizedt
hechar
act
eri
sti
csofor
gani
zat
ionalcul
tur
eand
t
rackedt
heper
for
manceov
ert
imei
nthesef
ir
ms.AsperRei
cher
sandSchnei
der(
1990)
,
st
atedt
hat
cul
tur
eresear
cher
shav
ecommi
tt
edv
ari
ousst
udi
est
othedef
ini
ti
onsof
cul
tur
e,r
elat
ivel
yfewr
esear
cher
shav
ebeencont
ri
but
edi
ncul
tur
eandper
for
mance
r
esear
ch.Onl
yreasonf
ordoi
ngt
hiswast
hecompl
exi
tyi
noper
ati
onalconceptoft
he
cul
tur
econst
ruct
.Accor
dingt
oKot
ter
andHesket
t(1992)
,inv
est
igat
ether
elat
ionshi
p
bet
weenl
ong-
ter
m or
gani
zat
ional
per
for
manceandeconomi
cper
for
manceacr
ossmor
e
t
han 200 or
gani
zat
ions.Mor
e ev
er,
bei
ng one oft
he mosti
mpor
tantand most
consci
ent
ious r
esear
ch ef
for
ts on t
his subj
ect
,thest
udy has ar
ranged t
hree v
ital
cont
ri
but
ions.Fi
rst
,rel
ati
onshi
pbet
weencul
tur
eandper
for
manceest
abl
i
shedi
nthei
r
r
esear
chi
sfor
cef
ul.Second,t
hewr
it
ergi
vesani
mpor
tant
combi
nat
ionoft
heor
eti
cal
poi
ntofv
iew r
egar
ding t
he nat
ure & scope ofcul
tur
e.Thi
rd,t
hey
sket
ch st
rong
associ
ati
onsbet
weencul
tur
e,managementpr
act
icesandper
for
mance.
Thecl
aimt
hat
or
gani
zat
ionalcul
tur
eisat
tachedt
oper
for
mancei
sini
ti
atedont
heappar
entr
olet
hat
cul
tur
ecanpl
ayi
ncausedcompet
it
iveadv
ant
age.Rousseau(
1990)st
udi
edt
oov
ercome
someoft
hel
i
mit
ati
onsi
nmeasur
ingt
hecul
tur
eofor
gani
zat
ion.Att
heendt
her
esul
ts
shows t
hat t
her
eis no posi
ti
ve cor
rel
ati
ons bet
ween cul
tur
e and empl
oyees
per
for
mance.Af
tercr
it
ical
l
yrev
iewed t
he met
hodol
ogi
es and f
indi
ngs ofr
ecent
r
esear
ches,i
tsassumedt
hatt
her
eisal
i
nkbet
weencul
tur
eandper
for
mance(
Lim,
1995)
.Theor
ist
sal
soar
guet
hatsust
ainabl
ecompet
it
iveadv
ant
agear
isesf
rom t
he
f
ormat
ion ofor
gani
zat
ionalcompet
enci
es whi
ch ar
e bot
h super
iorand i
ncor
rect
ly
i
mit
abl
e by compet
it
ors(
Saa-
Pe’
re and Gar
cia-
Fal
con,2002)
.Pr
act
it
ioner
s and
academi
cssuggest
edt
hatt
heper
for
manceofanor
gani
zat
ioni
sdependentont
he
degr
eet
owhi
cht
hev
aluesoft
hecul
tur
ear
ecompr
ehensi
vel
yshar
ed(
Deni
son,
1990)
.

1.
2STATEMENTOFTHEPROBLEM

Empl
oyee cr
eat
ivi
ty,i
nrel
ati
on t
o or
gani
zat
ionalcul
tur
e has r
ecei
ved l
i
ttl
e
at
tent
ion-al
otoft
heacademi
cresear
cher
sint
hisar
eahav
efocusedonempl
oyee
per
for
mancei
nrel
ati
ont
oor
gani
zat
ionalcul
tur
e.Manyr
esear
cher
sconcuront
hef
act
t
hatt
her
eis no agr
eementon t
he pr
eci
se nat
ure oft
he r
elat
ionshi
p bet
ween

19
or
gani
zat
ionalcul
tur
e and empl
oyee cr
eat
ivi
ty.Despi
tet
he pl
ethor
a ofst
udi
es on
or
gani
zat
ionalcul
tur
eint
hel
astf
ew decades,t
her
eisno wi
del
yaccept
ed causal
r
elat
ional
bet
weencor
por
ateandcr
eat
ivi
ty.

Becauseoft
hesecont
radi
ctor
yresul
ts,
thequest
ionofwhet
hercor
por
atecul
tur
e
i
mpr
ovesorwor
sensempl
oyeecr
eat
ivi
tyi
sst
il
lwor
thyoff
urt
herr
esear
chsuchast
he
onewhi
chwasunder
takeni
nthi
sst
udy
.

1.
3OBJECTI
VESOFTHESTUDY

Thi
sst
udyi
sunder
takenwi
tht
hef
oll
owi
ngobj
ect
ives.
1.Toassesst
heexi
sti
ngcul
tur
eoft
heor
gani
zat
ionandt
ofi
ndi
ts
i
mpactonempl
oyees’
behav
iour
.

2.Toanal
yset
heov
eral
lper
for
manceoft
heempl
oyees.
3.Tol
ear
ntheempl
oyeesr
elat
ionshi
pwi
tht
hei
rpeer
s.
4.Tost
udyt
heempl
oyeesf
eel
aboutt
hemanagement
.
5.Tounder
standhowt
heempl
oyerencour
agespar
ti
cipat
ioni
ndeci
sionmaki
ng.
6.Tof
indoutt
heempl
oyeesmot
ivat
ional
fact
or.

1.
4SCOPEOFTHESTUDY

1.I
thel
pst
hemanagement
 Tounder
standt
hecausesofper
for
mancepr
obl
ems.

 Tounder
standhowt
oassesst
heef
fect
ivenessofmot
ivat
ionalpr
act
icesi
nthe
or
gani
zat
ion.

2.Thi
s st
udy f
ocuses on t
oday
'st
urbul
ent
,of
ten chaot
ic,env
ironment
,
commer
cial
successdependsonempl
oyeesmaki
nguseoft
hei
rtal
ent
sinf
ull
.
3.Themanagementcancr
eat
ethewor
kenv
ironmenti
nwhi
cht
hei
rempl
oyees
wi
l
lthr
ive.
4.Themanagementcan
 Enhancet
hepr
ofessi
onal
per
cept
ionoft
heempl
oyees
 Fost
erat
eam or
ient
edcooper
ati
veenv
ironment

20
  Enhanceempl
oyeer
elat
ionshi
p
 Pr
ovi
deconst
ruct
ivef
eedbackt
othei
rper
for
mance
 Encour
aget
her
esol
veoft
heempl
oyeest
ochanget
henegat
ivebehav
ior
pat
ter
n
1.
6LI
MITATI
ONSOFTHESTUDY

 I
tisdi
ff
icul
ttoel
i
citr
esponsesf
rom empl
oyeeswhodoni
ghtshi
ft
s.
 Theat
ti
tudeoft
hewor
kerchangesf
rom t
imet
oti
me.Hencet
her
esul
tof
t
hepr
ojectmaybeappl
i
cabl
eonl
yatpr
esent
.
Wecannotgetexacti
nfor
mat
ionbecausesomeoft
heempl
oyeesar
erel
uct
antt
oshar
e
t
hei
nfor
mat
ion.

CHAPTER-
II

OVERVI
EW OFCOMPANY

I
nter
nat
ionalAgr
icul
tur
alPr
ocessi
ngPr
ivat
eLi
mit
edi
saPr
ivat
eincor
por
atedon
24 Mar
ch1998.I
tiscl
assi
fi
edasNon-
gov
tCompanyandi
sregi
ster
edatRegi
str
arof
Compani
es,Coi
mbat
ore.I
tsaut
hor
izedshar
ecapi
tali
sRs.65,
000,
000andi
tspai
d-up
capi
tali
sRs.45,
608,
560.I
tisi
nvol
vedi
nHunt
ing,t
rappi
ngandgamepr
opagat
ion

21
i
ncl
udi
ngr
elat
edser
viceact
ivi
ti
esI
nter
nat
ionalAgr
icul
tur
alPr
ocessi
ngPr
ivat
eLi
mit
ed'
s
AnnualGener
alMeet
ing(
AGM)wasl
asthel
don20Sept
ember2019andasperr
ecor
ds
f
rom Mi
nist
ryofCor
por
ateAf
fai
rs(
MCA)
,it
sbal
ancesheetwasl
astf
il
edon31Mar
ch
2020.

Di
rect
orsofI
nter
nat
ionalAgr
icul
tur
alPr
ocessi
ngPr
ivat
eLi
mit
edar
eAl
okAur
ovi
l
li
an,
SomannaKav
eri
appaMukkat
ir
a,Shr
ipadaDat
tat
rey
aHedge

I
nter
nat
ionalAgr
icul
tur
alPr
ocessi
ngPr
ivat
eLi
mit
ed'
sCor
por
ateI
dent
if
icat
ion
Numberi
s(CI
N)U01513TZ1998PTC010866andi
tsr
egi
str
ati
onnumberi
s10866.
It
s
Emai
laddr
essi
ssour
av.
c@i
ap-
indi
a.i
nandi
tsr
egi
ster
edaddr
essi
s332/
5A,PERENAI
ROAD,
MUSUVANATHU,
NILAKOTTAITALUKDI
NDI
GULDI
STPI
N:624219.TN000000I
N,.
Cur
rentst
atusofI
nter
nat
ional
Agr
icul
tur
alPr
ocessi
ngPr
ivat
eLi
mit
edi
s-Act
ive.

22
 CHAPTER-
3

RESEARCHMETHODOLOGY

3.
1 RESEARCHDESI
GN

Ar
esear
ch desi
gn i
san ar
rangementofcondi
ti
on f
orcol
l
ect
ion and
anal
ysi
soft
hedat
ainamannert
hatai
mst
ocombi
ner
elev
ancet
other
esear
ch
23
pur
posewi
theconomyi
npr
ocedur
e.
Thest
udyi
sdescr
ipt
ivei
nnat
urei
.e.
,descr
ipt
iver
esear
ch.Descr
ipt
iver
esear
ch
i
sconcer
nedwi
thdescr
ibi
ngt
hechar
act
eri
sti
csofapar
ti
cul
ari
ndi
vi
dualorgr
oup.Thi
s
i
ncl
udessur
vey
sandf
act
-f
indi
ngenqui
ri
esofdi
ff
erentki
nds.Themai
nchar
act
eri
sti
cof
t
hismet
hodi
sthatt
her
esear
cherhasnocont
rolov
ert
hev
ari
abl
es;onecanonl
yrepor
t
whathas happened orwhati
s happeni
ng.Thus,t
he r
esear
ch desi
gn i
n case of
descr
ipt
ivest
udyi
sacompar
ati
vedesi
gnt
hrowi
ngl
i
ghtonal
lthear
easandmustbe
pr
epar
edkeepi
ngt
heobj
ect
ivesoft
hest
udyandt
her
esour
cesav
ail
abl
e.Thi
sst
udy
i
nvol
vescol
l
ect
ionofdat
afr
om Juni
orl
evel
Execut
ives.

3.
2DATACOLLECTI
ON

Thest
udymadeuseofbot
hpr
imar
ydat
aandsecondar
ydat
a.

3.
2.1PRI
MARYDATA
Pr
imar
ydat
aiscol
l
ect
edf
rom t
her
espondent
sbyusi
ngt
hequest
ionnai
re.
3.
2.2SECONDARYDATA
Secondar
ydat
awascol
l
ect
edf
rom companywebsi
te,
publ
i
shedsour
ces
suchast
extbooks,
jour
nal
art
icl
esandr
esear
char
ti
clesf
rom websi
tes.
3.
4PERI
ODOFTHESTUDY
Thest
udycov
erst
heper
iodf
rom Januar
ytoMar
ch2021
STATI
STI
CALTOOLSUSEDFORTHESTUDY
 Si
mpl
eper
cent
age

SI
MPLEPERCENTAGE:

I
tist
hesi
mpl
etoolandeasymet
hodt
oexpr
esst
hedat
ainper
cent
agewhi
chi
s
al
sousedt
ocompar
ethedat
a‘s.

24
Per
cent
ageofr
espondent
s=No.ofr
espondent
s/Tot
alNo.ofr
espondent
s×100

CHAPTER-
4
DATAANALYSISANDINTERPRETATI
ON

PERCENTAGEANALYSI
SOFTHEDATA
4.
1TABLE

25
 GENDERWI
SECLASSI
FICATI
ON

GENDER NOOFRESPONDENTS PERCENTAGE

Mal
e 79 66%

Femal
e 41 34%

Tot
al 120 100%

Sour
ce:
pri
mar
ydat
a

4.
1CHART

GENDERWI
SECLASSI
FICATI
ON

I
NTERPRETATI
ON:

Amongt
het
otal
numberofr
espondent
s,66%oft
her
espondent
sar
eMal
eofempl
oyees
r
espondent
sand34%oft
her
espondent
sar
eFemal
eofempl
oyees.

4.
2TABLE

AGEGROUPOFRESPONDENT

26
 AGE NOOFRESPONDENTS PERCENTAGE

Bel
ow25y
rs 50 42%

26-
40y
rs 40 33%

41-
55y
rs 30 25%

Tot
al 120 100%

Sour
ce:
pri
mar
ydat
a

4.
2CHART

AGEGROUPOFRESPONDENT

I
NTERPRETATI
ON:

Amongt
het
otal
numberofr
espondent
s,42%oft
her
espondent
sar
eBel
ow25y
rsof
empl
oyeesr
espondent
sand33%oft
her
espondent
sar
e26-
40y
rsofempl
oyees,
25%oft
he
r
espondent
sar
e41-
55y
rsofempl
oyees.

27
 4.
3TABLE

EDUCATI
ONALQUALI
FICATI
ONSOFTHERESPONDENT

QUALI
FICATI
ONS NO OF PERCENTAGE
RESPONDENTS

Bel
owSSLC 17 14%

SSLC 32 27%

HSC 36 30%

UG 25 21%

PG 10 8%

Tot
al 120 100%

Sour
ce:
pri
mar
ydat
a

4.
3CHART

EDUCATI
ONALQUALI
FICATI
ONSOFTHERESPONDENTS

I
NTERPRETATI
ON:

Amongt
het
otalnumberofr
espondent
s,14% oft
her
espondent
sar
eBel
ow SSLCof

28
empl
oyeesr
espondent
sand27% oft
her
espondent
sar
eSSLC ofempl
oyees,30% oft
he
r
espondent
sar
e HSCofempl
oyees,21%oft
her
espondent
sar
eUGofempl
oyees,8%oft
he
r
espondent
sar
ePGofempl
oyees.

4.
4TABLE
HI
GHLYI
NVOLVEDI
NTHEI
RWORK

S.
No. Opi
nion No.of Per
cent
age
Respondent
s

1. St
rongl
yAgr
ee 53 53.
0

2. Agr
ee 24 24.
0

3. Neut
ral 14 14.
0

4. St
rongl
yDi
sagr
ee 9 9.
0

5. Di
sagr
ee 0 0.
0

Tot
al 100 100.
0

Sour
ce:
pri
mar
ydat
a

4.
4CHART

HI
GHLYI
NVOLVEDI
NTHEI
RWORK

29
I
`NFERENCE
Fr
om t
heabov
etabl
eiti
scl
eart
hat53%oft
her
espondent
shav
est
rongl
y
agr
eedt
hatt
heyar
ehi
ghl
yinv
olv
edi
nwor
k,f
oll
owedby24% oft
her
espondent
swho
agr
eed,14% oft
he r
espondent
s ar
e neut
raland9% oft
he r
espondent
s st
rongl
y
di
sagr
eed.

4.
5TABLE

ABI
LITYTOMANAGETHEI
ROWNWORK

S.
No. Opi
nion No.of Per
cent
age
Respondent
s

1. St
rongl
yAgr
ee 47 47.
0

2. Agr
ee 34 34.
0

3. Neut
ral 15 15.
0

4. st
rongl
yDi
sagr
ee 4 4.
0

5. Di
sagr
ee 0 0.
0

Tot
al 100 100.
0

Sour
ce:
pri
mar
ydat
a

4.
5CHART
ABI
LITYTOMANAGETHEI
ROWNWORK

30
I
NFERENCE

Fr
om t
heabov
etabl
eiti
scl
eart
hat47%oft
her
espondent
shav
est
rongl
yagr
eed
aboutmanagi
ngt
hei
rownwor
k,f
oll
owedby34%oft
her
espondent
swhoagr
eed,
15%of
t
her
espondent
sar
eneut
ral
and4%oft
her
espondent
sst
rongl
ydi
sagr
eed.

4.
6TABLE
OTHERSCOOPERATETOGETWORKDONE

S.
No. Opi
nion No.of Per
cent
age
Respondent
s

1. St
rongl
yAgr
ee 12 12.
0

2. Agr
ee 65 65.
0

3. Neut
ral 23 23.
0

4. St
rongl
yDi
sagr
ee 0 0.
0

5. Di
sagr
ee 0 0.
0

Tot
al 100 100.
0

Sour
ce:
pri
mar
ydat
a

4.
6CHART
OTHERSCOOPERATETOGETWORKDONE

31
I
NFERENCE
Fr
om t
heabov
etabl
eiti
scl
eart
hat65%oft
her
espondent
sar
eagr
eei
ngabout
cooper
ati
on i
n doi
ng wor
k,12% oft
her
espondent
sst
rongl
yagr
eeand23% oft
he
r
espondent
sar
eneut
ral
.Thi
sshowst
hatmaj
ori
tyoft
heempl
oyeesf
eelt
hatt
her
eis
i
nter
per
sonal
cooper
ati
on.

4.
7TABLE
MEMBERSHAVEAGOODI NTERPERSONAL
RELATI
ONSHIP
S.
No. Opini
on No.of Per
cent
age
Respondent
s

1. St
rongl
yAgr
ee 22 22.
0

2. Agr
ee 41 41.
0

3. Neut
ral 32 32.
0

4. St
rongl
yDi
sagr
ee 5 5.
0

5. Di
sagr
ee 0 0.
0

Tot
al 100 100.
0

Sour
ce:
pri
mar
ydat
a

4.
7CHART
32
 MEMBERSHAVEAGOODI NTERPERSONAL
RELATI
ONSHIP

I
NFERENCE
Fr
om t
heabov
etabl
eiti
scl
eart
hat41%oft
her
espondent
sagr
eeont
hatt
hey
hav
egoodr
elat
ionshi
pwi
thot
hermember
s,22%oft
her
espondent
shav
est
rongl
y
agr
eed,
32.
7%oft
her
espondent
sar
eneut
ral
and5%oft
her
espondent
sst
rongl
y
di
sagr
eed.

4.
8TABLE

EMPLOYEECONSULTEDONI
MPORTANTMATERS

S.
No. Opi
nion No.of Per
cent
age
Respondent
s

1. St
rongl
yAgr
ee 15 15.
0

2. Agr
ee 26 26.
0

3. Neut
ral 50 50.
0

4. St
rongl
yDi
sagr
ee 9 9.
0

5. Di
sagr
ee 0 0.
0

Tot
al 100 100.
0

Sour
ce:
pri
mar
ydat
a

33
 4.
8CHART

EMPLOYEECONSULTEDONI
MPORTANTMATERS

I
NFERENCE
Fr
om t
heabov
etabl
eiti
scl
eart
hat50%oft
her
espondent
sar
eneut
ralaboutt
he
bossconsul
ttheempl
oyeeoni
mpor
tantmat
ter
s,f
oll
owedby15%oft
her
espondent
s
whost
rongl
yagr
eed,26% oft
her
espondent
shav
eagr
eeand9% oft
her
espondent
s
st
rongl
ydi
sagr
eed.

4.
9TABLE

EFFECTI
VEUTI
LIZATI
ONOFSKI
LLSAND

ABI
LITI
ESBYTHECOMPANY

S.
No. Opi
nion No.of Per
cent
age
Respondent
s

1. St
rongl
yAgr
ee 9 9.
0

2. Agr
ee 56 56.
0

3. Neut
ral 26 26.
0

4. St
rongl
yDi
sagr
ee 5 5.
0

5. Di
sagr
ee 4 4.
0

34
 Tot
al 100 100.
0

Sour
ce:
pri
mar
ydat
a

4.9CHART
EFFECTIVEUTILIZATIONOFSKI
LLSAND
ABILI
TIESBYTHECOMPANY

I
NFERENCE

Fr
om t
heabov
etabl
eiti
scl
eart
hat56%oft
her
espondent
sagr
eet
hatt
hei
rski
l
ls
andabi
l
iti
esar
eut
il
izedef
fect
ivel
ybyt
hecompany
,9% oft
her
espondent
sst
rongl
y
agr
ee,
26%oft
her
espondent
sar
eneut
ral
,5%oft
her
espondent
sst
rongl
ydi
sagr
eedand
4%oft
hem di
sagr
eed.

4.
10TABLE
CAPABI
LITI
ESAREVI
EWEDASI MPORTANT
SOURCEOFCOMPETITI
VEADVANTAGE
S.
No. Opi
nion No.of Per
cent
age
Respondent
s

1. St
rongl
yAgr
ee 18 18.
0

2. Agr
ee 39 39.
0

3. Neut
ral 27 27.
0

4. St
rongl
yDi
sagr
ee 6 6.
0

5. Di
sagr
ee 10 10.
0

Tot
al 100 100.
0

35
 Sour
ce:
pri
mar
ydat
a

4.
10CHART
CAPABI
LITI
ESAREVI
EWEDASIMPORTANT
SOURCEOFCOMPETITI
VEADVANTAGE

I
NFERENCE
Fr
om t
heabov
etabl
eiti
scl
eart
hat39% oft
her
espondent
sagr
eet
hatt
hei
r
capabi
l
iti
esar
evi
ewed asi
mpor
tantsour
ceofcompet
it
iveadv
ant
age,18% oft
he
r
espondent
sst
rongl
yagr
ee,27%oft
her
espondent
sar
eneut
ral
,6%oft
her
espondent
s
st
rongl
ydi
sagr
eedand10%oft
hem di
sagr
eed.

4.
11TABLE

WORKRELATEDSUGGESTI
ONSAREVALUED

S.
No. Opi
nion No.of Per
cent
age
Respondent
s

1. St
rongl
yAgr
ee 13 13.
0

2. Agr
ee 44 44.
0

3. Neut
ral 30 30.
0

4. st
rongl
yDi
sagr
ee 6 6.
0

5. Di
sagr
ee 7 7.
0

Tot
al 100 100.
0

36
 Sour
ce:
pri
mar
ydat
a

4.
11CHART
WORKRELATEDSUGGESTI
ONSAREVALUED

I
NFERENCE
Fr
om t
heabov
etabl
eiti
scl
eart
hat44%oft
her
espondent
sagr
eet
hatt
hei
rwor
k
r
elat
edsuggest
ionsar
eval
uedi
ntheor
gani
zat
ion,13% oft
her
espondent
sst
rongl
y
agr
eed,30% oft
her
espondent
sar
eneut
ral
,6% oft
her
espondent
sst
rongl
ydi
sagr
eed
and7%oft
hem di
sagr
eed.

4.
12TABLE
THEORGANI
ZATI
ONVALUESDI
VERSI
TY

S.
No. Opi
nion No.of Per
cent
age
Respondent
s

1. St
rongl
yAgr
ee 13 13.
0

2. Agr
ee 50 50.
0

3. Neut
ral 28 28.
0

4. St
rongl
yDi
sagr
ee 9 9.
0

5. Di
sagr
ee 0 0.
0

Tot
al 100 100.
0

Sour
ce:
pri
mar
ydat
a

37
 4.
12CHART

THEORGANI
ZATI
ONVALUESDI
VERSI
TY

I
NFERENCE
Fr
om t
heabov
etabl
eiti
scl
eart
hat50% oft
her
espondent
sagr
eet
hatt
he
or
gani
sat
ionv
aluesdi
ver
sit
y,13%oft
her
espondent
shav
est
rongl
yagr
eed,28%oft
he
r
espondent
sar
eneut
ral
and9%oft
her
espondent
sst
rongl
ydi
sagr
eed.

4.
13TABLE
ORGANI
ZATIONHASCLEARANDCONSI STENT
SETOFVALUES
S.
No. Opi
nion No.of Per
cent
age
Respondent
s

1. St
rongl
yAgr
ee 22 22.
0

2. Agr
ee 35 35.
0

3. Neut
ral 33 33.
0

4. St
rongl
yDi
sagr
ee 6 6.
0

5. Di
sagr
ee 4 4.
0

Tot
al 100 100.
0

38
 Sour
ce:
pri
mar
ydat
a

4.
13CHART
ORGANI
ZATI
ONHASCLEARANDCONSI
STENT
SETOFVALUES

I
NFERENCE
Fr
om t
heabov
etabl
eiti
scl
eart
hat35% oft
her
espondent
sagr
eet
hatt
he
or
gani
zat
ionhascl
earandconsi
stentsetofv
alues,22% oft
her
espondent
shav
e
st
rongl
yagr
eed,33% oft
her
espondent
sar
eneut
ral
,6% oft
her
espondent
sSt
rongl
y
di
sagr
eedand4%oft
hem di
sagr
eed.

4.
14TABLE
WHI
LEDI
SAGREEMENTSOCCURTHEEMPLOYEE
WORKHARDTOACHI EVESOLUTI ONS
S.
No. Opi
nion No.of Per
cent
age
Respondent
s

1. St
rongl
yAgr
ee 17 17.
0

2. Agr
ee 58 58.
0

3. Neut
ral 19 19.
0

4. St
rongl
yDi
sagr
ee 2 2.
0

5. Di
sagr
ee 4 4.
0

39
 Tot
al 100 100.
0

Sour
ce:
pri
mar
ydat
a

4.
14CHART
WHI
LEDI
SAGREEMENTSOCCURTHEEMPLOYEE
WORKHARDTOACHIEVESOLUTI
ONS

I
NFERENCE
Fr
om t
heabov
etabl
eiti
scl
eart
hat58%oft
her
espondent
sagr
eet
hatt
heywi
l
l
wor
k har
dto achi
eve“
win-
win”sol
uti
ons when di
sagr
eement
s occur
,17% oft
he
r
espondent
sst
rongl
yagr
ee,19%oft
her
espondent
sar
eneut
ral
,2%oft
her
espondent
s
St
rongl
ydi
sagr
eedand4%oft
hem di
sagr
eed.

4.
15TABLE

EASYFORTHEEMPLOYEETOREACHCONSENSUS

EVENONDI
FFI
CULTI
SSUES

S.
No. Opi
nion No.of Per
cent
age
Respondent
s

1. St
rongl
yAgr
ee 12 12.
0

2. Agr
ee 49 49.
0

3. Neut
ral 31 31.
0

4. St
rongl
yDi
sagr
ee 8 8.
0

40
 5. Di
sagr
ee 0 0.
0

Tot
al 100 100.
0

Sour
ce:
pri
mar
ydat
a

4.
15CHART
EASYFORTHEEMPLOYEETOREACHCONSENSUS

EVENONDI
FFI
CULTI
SSUES

I
NFERENCE
Fr
om t
heabov
etabl
eiti
scl
eart
hat49%oft
her
espondent
sagr
eet
hati
t’
seasy
f
ort
hem t
oreachconsensusev
enondi
ff
icul
tissues,12%oft
her
espondent
sst
rongl
y
agr
ee,
31%oft
her
espondent
sar
eneut
ral
and8%oft
her
espondent
sst
rongl
ydi
sagr
eed.

4.
16TABLE
FEELHAPPYTOWORKWI THPEOPLEFROM OTHER
PARTSOFTHEORGANIZATIONALSO
S.
No. Opi
nion No.of Percent
age
Respondent
s

1. St
rongl
yAgr
ee 44 44.
0

2. Agr
ee 35 35.
0

3. Neut
ral 13 13.
0

4. St
rongl
yDi
sagr
ee 8 8.
0

5. Di
sagr
ee 0 0.
0

41
 Tot
al 100 100.
0

Sour
ce:
pri
mar
ydat
a

4.
16CHART
FEELHAPPYTOWORKWITHPEOPLEFROM OTHER
PARTSOFTHEORGANI
ZATI
ONALSO

I
NFERENCE
Fr
om t
heabov
etabl
eiti
scl
eart
hat44%oft
her
espondent
shav
est
rongl
yagr
eed
t
hatt
heyf
eelhappyt
owor
kwi
thpeopl
efr
om ot
herpar
toft
heor
gani
zat
ional
so,
f
oll
owedby35% oft
her
espondent
swhoagr
eed,13% oft
her
espondent
sar
eneut
ral
,
and8%oft
her
espondent
sst
rongl
ydi
sagr
eed.

4.
17TABLE
I
TISEASYTOCOORDINATEWITHDI FFERENT
DEPARTMENTSOFTHEORGANI ZATION
S.
No. Opi
nion No.of Per
cent
age
Respondents

1. St
rongl
yAgr
ee 41 41.
0

2. Agr
ee 46 46.
0

3. Neut
ral 11 11.
0

4. St
rongl
yDi
sagr
ee 0 0.
0

42
 5. Di
sagr
ee 2 2.
0

Tot
al 100 100.
0

Sour
ce:
pri
mar
ydat
a

4.
17CHART
I
TISEASYTOCOORDINATEWITHDI
FFERENT
DEPARTMENTSOFTHEORGANI
ZATION

I
NFERENCE
Fr
om t
heabov
etabl
eiti
scl
eart
hat46%oft
her
espondent
sagr
eet
hati
tiseasy
f
ort
hem t
ocoor
dinat
ewi
thot
herdepar
tment
s,41%oft
her
espondent
sst
rongl
yagr
ee,
11%oft
her
espondent
sar
eneut
ral
and2%oft
her
espondent
sdi
sagr
eed.

4.
18TABLE
EMPLOYEESRESPONDWELLTOTHE
ORGANIZATIONALCHANGES
S.
No. Opi
nion No.of Per
cent
age
Respondent
s

1. St
rongl
yAgr
ee 42 42.
0

2. Agr
ee 47 47.
0

3. Neut
ral 11 11.
0

4. St
rongl
yDi
sagr
ee 0 0.
0

43
 5. Di
sagr
ee 0 0.
0

Tot
al 100 100.
0

Sour
ce:
pri
mar
ydat
a

4.18CHART
EMPLOYEESRESPONDWELLTOTHE
ORGANI
ZATIONALCHANGES

I
NFERENCE
Fr
om t
heabov
etabl
eiti
scl
eart
hat47% oft
her
espondent
sagr
eet
hatt
hey
r
espondwel
ltot
heor
gani
zat
ionalchanges,42%oft
her
espondent
sst
rongl
yagr
eeand
11%oft
her
espondent
sar
eneut
ral
.

4.19TABLE
EMPLOYEESCONTINUALLYADOPTTONEW
ANDIMPROVEDWAYSTODOWORK
S.
No. Opini
on No.of Per
cent
age
Respondent
s

1. St
rongl
yAgr
ee 33 33.
0

2. Agr
ee 46 46.
0

3. Neut
ral 16 16.
0

4. St
rongl
yDi
sagr
ee 4 4.
0

5. Di
sagr
ee 1 1.
0

44
 Tot
al 100 100.
0

Sour
ce:
pri
mar
ydat
a

4.
19CHART

EMPLOYEESCONTI
NUALLYADOPTTONEW

ANDI
MPROVEDWAYSTODOWORK

I
NFERENCE
Fr
om t
heabov
etabl
eiti
scl
eart
hat46% oft
her
espondent
sagr
eet
hatt
hey
cont
inual
l
yadoptnewandi
mpr
ovedway
stodowor
k,33%oft
her
espondent
sst
rongl
y
agr
ee,
16%oft
her
espondent
sar
eneut
ral
,4%oft
her
espondent
sst
rongl
ydi
sagr
eedand
1%oft
hem di
sagr
eed.

4.
20TABLE
COMPANY’
SCURRENTACTIVI
TIESREFLECT
ASTRONGFOCUSONCLI ENTS
S.
No. Opi
nion No.of Per
cent
age
Respondent
s

1. St
rongl
yAgr
ee 22 22.
0

2. Agr
ee 45 45.
0

3. Neut
ral 23 23.
0

4. St
rongl
yDi
sagr
ee 10 10.
0

5. Di
sagr
ee 0 0.
0

45
 Tot
al 100 100.
0

Sour
ce:
pri
mar
ydat
a

4.
20CHART

COMPANY’
SCURRENTACTI
VITI
ESREFLECT

ASTRONGFOCUSONCLI
ENTS

I
NFERENCE
Fr
om t
heabov
etabl
eiti
scl
eart
hat45oft
her
espondent
sagr
eet
hatt
he
company
’scur
rentact
ivi
ti
esr
efl
ectast
rongf
ocusoncl
i
ent
s,22% oft
her
espondent
s
st
rongl
yagr
ee,23% oft
her
espondent
sar
eneut
ral
,10% oft
her
espondent
sst
rongl
y
di
sagr
ee.

CHAPTER–5

RESULTSANDDI
SCUSSI
ONS

5.
1 FI
NDI
NGS

 Mostoft
heempl
oyeesi
nfer
redt
hatt
heyar
ewet
hei
rjobi
sint
erest
ing

 Maj
ori
tyoft
heempl
oyeessai
dthatt
her
eisascopef
orcr
eat
ivi
tyi
nmy
j
ob

 Mostoft
heempl
oyeessai
dthatt
hewor
kloadgi
venbyor
gani
zat
ioni
s

46
 hi
gh

 66%oft
her
espondent
sar
emal
eofempl
oyees.
 42%oft
her
espondent
sar
eBel
ow25y
rsofempl
oyees
 30%oft
her
espondent
sar
eHSCofempl
oyees
 Maj
ori
ty(
53%)oft
her
espondent
sst
rongl
yagr
eedt
hatt
heyar
ehi
ghl
y
i
nvol
vedi
nthei
rwor
k.
 Si
zabl
enumber(
47%)oft
her
espondent
sst
rongl
yagr
eedt
hatt
hey
hav
eabi
l
ityt
omanaget
hei
rownwor
k.
 Maj
ori
ty(
65%)oft
her
espondent
sagr
eedt
hatt
hepeopl
etheywor
k
wi
thar
ecooper
ati
ngt
ogetwor
kdone.
 Si
zabl
enumber(
41%)oft
her
espondent
sagr
eedt
hatt
heyhav
egood
r
elat
ionshi
pwi
thot
hermember
s.
 Hal
f(50%)oft
her
espondent
sar
eneut
ralt
hatt
hei
rbossconsul
tthem
oni
mpor
tantmat
ter
s.
 Maj
ori
ty(
56%)oft
her
espondent
sagr
eedt
hatt
hecompanyut
il
izes
t
hei
rski
l
lsandabi
l
iti
esef
fect
ivel
y.
 Agoodnumber(
39%)oft
her
espondent
sagr
eedt
hatt
hei
rcapabi
l
iti
es
ar
evi
ewedasani
mpor
tantsour
ceofcompet
it
iveadv
ant
age.
 Si
zabl
e number(
44%)oft
he r
espondent
s agr
eed t
hatt
hei
rwor
k
r
elat
edsuggest
ionsar
eval
uedbyt
hecompany
.
 Hal
f(50%)oft
her
espondent
sagr
eedt
hatt
heor
gani
zat
ionv
alues
di
ver
sit
y.
 Agoodnumber(
35%)oft
her
espondent
sagr
eedt
hatt
her
eiscl
earand
consi
stentsetofv
aluesi
ntheor
gani
zat
ion.

 Maj
ori
ty(
58%)oft
her
espondent
sagr
eedt
hatwhi
l
edi
sagr
eement
s
occurt
heywor
khar
dtoachi
eve“
win-
win”sol
uti
ons.

 Si
zabl
enumber(
49%)oft
her
espondent
sagr
eedt
hati
t’
seasyf
ort
hem
t
oreachsol
uti
onsev
enondi
ff
icul
tissues.

 Si
zabl
enumber(
44%)oft
her
espondent
sst
rongl
yagr
eedt
hatt
heyf
eel

47
 happyt
owor
kwi
thpeopl
efr
om ot
herpar
tsoft
heor
gani
zat
ional
so.

 Si
zabl
enumber(
46%)oft
her
espondent
sagr
eedt
hati
t’
seasyf
ort
hem
t
ocoor
dinat
ewi
thot
herdepar
tment
s.

 Si
zabl
enumber(
47%)oft
her
espondent
sagr
eedt
hatt
heyr
espond
wel
lfort
heor
gani
zat
ional
changes.

 Si
zabl
e number (
46%) of t
he r
espondent
s agr
eed t
hat t
hey
cont
inuousl
yadoptt
onew&i
mpr
ovedway
stodowor
k.

 Si
zabl
e number(
45%)oft
he r
espondent
s agr
eed t
hatcompany
’s
cur
rentact
ivi
ti
esr
efl
ectast
rongf
ocusoncl
i
ent
s.

5.
2SUGGESTI
ONS

I
ntr
aini
ng pr
ogr
ammer
s pr
act
icalsessi
ons mustr
ecei
ve
gr
eat
eremphasi
ze.
 Themanagementmayenhancet
hef
requencyofempl
oyee’
s
f
eedbackont
hei
rper
for
mance.

48
  Now,onl
ythe empl
oyees who bel
ong t
o commi
tt
ees can
par
ti
cipat
e i
n deci
si
on-
maki
ng. The management may
encour
ageal
ltheempl
oyeest
opar
ti
cipat
eindeci
sion-
maki
ng
pr
ocess.

5.
3CONCLUSI
ON
Thest
udyaboutt
heor
gani
zat
ionalcul
tur
eandbehav
ioronempl
oyees
r
eveal
sthatt
hewor
ker
swer
esat
isf
iedwi
tht
hei
rabi
l
ity
,co-
oper
ati
on,
team wor
k,
i
nvol
vement
,super
visor
s,ut
il
izat
ionoft
hei
rski
l
lsandr
ewar
dset
c.Theyar
e

49
hi
ghl
ysat
isf
iedwi
tht
hecur
rentcul
tur
eofHMI
L.

Because oft
hisf
avor
abl
e cul
tur
ethe empl
oyees’show posi
ti
ve
behav
ior
sli
kehi
ghi
nvol
vement
,hi
ghl
ycommi
tmentt
otheor
gani
zat
ion,hi
ghl
y
mot
ivat
edandhi
ghl
yfl
exi
blet
otheor
gani
zat
ional
changeset
c.

50
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