ORGANIZATIONAL BEHAVIOUR AND ITS IMPACT ON EMPLOYEE

BEHAVIOUR

By

Sheela Thankappan

Student ID:LUC0000003906297162022

Submitted for the award of the degree of

MASTER OF SCIENCE PSYCHOLOGY (MSC)

FEB -2024
 CERTIFICATE OF ORIGINALITY

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SHEELA THANKAPPAN

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ORGANIZATIONAL BEHAVIOUR AND ITS IMPACT ON EMPLOYEE BEHAVIOUR
 DECLARATION

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research work conducted under the supervision of ……………………………., BIMS
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DATE : 21/02/2024
 TABLE OF CONTENT

Chapter Content Page No

1. INTRODUCTION 1-6

2. LITERATURE REVIEW 7-10

3. INDUSTRY AND THE COMPANY PROFILE 11-16

4. RESEARCH METHODOLOGY 17-18

5. DATA INTREPRETATION 19-30

6. HYPOTHESIS TESTING 31-35

7. SUMMARY, FINDINGS AND CONCLUSION 36-37

8. BIBLIOGRAPHY 38-38

9.
ANNEXURE
39-43
 CHAPTER -1

INTRODUCTION

What is an organization?

Organization is the structural framework of duties and responsibilities required of

personnel in performing various functions with a view to achieve business goals through
organization.
The word organization derived from the Greek work “organon” is a set up where people.
join hands to earn a living for themselves as well as earn profits for the company. An
organization consists of individuals with different specializations, educational.
qualifications and work experiences all working towards a common goal. Here the
people are termed as employees.

What is a culture?

An organization's culture defines the proper way to behave within the organization. This
culture consists of shared beliefs and values established by leaders and then
communicated and reinforced through various methods, ultimately shaping employee;
perceptions, behaviors and understanding.
The attitude, traits and behavioral patterns which govern the way an individual interacts
with others is termed as culture. Culture is something which one inherits from his
ancestors and it helps in distinguishing one individual from the other.

ORGANIZATIONAL CULTURE

The attitude, traits and behavioural patterns which govern the way an individual
interacts with others is termed as culture. Culture is something which one inherits from
his ancestors and it helps in distinguishing one individual from the other.
Organizational culture includes an organization's expectations, experiences, philosophy,
as well as the values that guide member behaviour, and is expressed in member self-
image, inner workings, interactions with the outside world, and future expectations.
Organizational culture varies from company to company and often may be difficult to
improve. In very large corporations, employees at the lowest level often feel that they do

not matter to the CEO’s and executive team and therefore they do not feel a strong
sense of organizational commitment as well. In these cases, jobs become just a means

1
of getting a pay check” and these employees are not actually connected to the company
and their role within the company.

Strong Organization Culture: Strong organizational culture refers to a situationwhere

the employees adjust well, respect the organization’s policies and adhere to the
guidelines. In such a culture people enjoy working and take every assignment as a new
learning and try to gain as much as they can. They accept their roles and
responsibilities willingly.
▪ Weak Organization Culture: In such a culture individuals accept their
responsibilities out of fear of superiors and harsh policies. The employees in such
a situation do things out of compulsion. They just treat their organization as a
mere source of earning money and never get attached to it.
THE IMPORTANCE OF CULTURE IN ORGANIZATIONS.
Every organization has its own culture. Since many employees spend 40 or more hours
at their workplace, their organization’s culture obviously affects both their work lives as
well as their personal lives. Organizational culture refers to the beliefs, ideologies,
principles and values that the individuals of an organization share. This culture is a
determining factor in the success of the organization.
UNITY
A shared organizational culture helps to unite employees of different demographics.
Many employees within an organization come from different backgrounds, families and
traditions and have their own cultures. Having a shared culture at the workplace gives
them a sense of unity and understanding towards one another, promoting better
communication and less conflict. In addition, a shared organizational culture
promotes10
equality by ensuring no employee is neglected at the workplace and that each is treated
equally.
LOYALTY
Organizational culture helps to keep employees motivated and loyal to the management
of the organization. If employees view themselves as part of their organization’s culture,
they are more eager to want to contribute to the entity's success. They feel a higher
sense
of accomplishment for being a part of an organization they care about and work harder
without having to be coerced.

COMPETITION
Healthy competition among employees is one of the results of a shared organizational
culture. Employees will strive to perform at their best to earn recognition and
appreciation
from their superiors. This in turn increases the quality of their work, which helps the
organization prosper and flourish.

2
DIRECTION
Guidelines contribute to organizational culture. They provide employees with a sense of
direction and expectations that keep employees on task. Each employee understands
what his roles and responsibilities are and how to accomplish tasks prior to
establisheddeadlines.
IDENTITY
An organization’s culture defines its identity. An entity's way of doing business is
perceived by both the individuals who comprise the organization as well as its clients
and11
customers, and it is determined by its culture. The values and beliefs of anaq
organization
contribute to the brand image by which it becomes known and respected.
Impact of Organizational Culture on Employee Behaviour
1. IMPACT ON EMPLOYEE PERFORMANCE
● In a strong culture, employees feel valued. They enjoy at least some
control over their jobs, instead of feeling powerless. Whether it’s by
working from home, choosing their projects or trying out a new role,
employees that feel valued and can make decisions achieve a higher level
of performance.
● Strong company cultures also give employees opportunities to grow.
Offering promotions, career development programs or extra training can
keep employees motivated – which in turn, improves performance. When
everyone is in it together, they will all put forth the extra effort to achieve
organizational goals.
2. IMPACT ON EMPLOYEE HAPPINESS
● As the economy continues to recover from the recession, the job market is
showing steady improvement. That means businesses could start to see
more turnover, as employees seek greener pastures.
● However, a positive company culture can ensure that employees remain
satisfied with their jobs and loyal to the organization. This can be
extremely beneficial in a competitive hiring environment. People are
much more interested in signing on (and staying) with a company culture
that promotes flexibility, supports employee development and offers
work-life balance.12
● Improving employee satisfaction through a strong and supportive
company culture can reduce recruiting, hiring and training expenses, while
improving morale and increasing profits.
3. IMPACT ON EMPLOYEE ENGAGEMENT
By now, we’ve made it clear that a strong company culture has quite an impact
on an organization, as well as employee performance and satisfaction. Now
let’s explore the many ways that company culture can impact employee
engagement:

3
● Communication: In companies with good communication practices,
employees know their opinions and ideas are welcomed. When employees
feel heard, they don’t carry the resentment that can lead to absenteeism,
negative morale and termination. A communicative company culture also
leads to greater participation, creativity and innovation.
● Safety: Organizations that value employees emphasize safety. A culture
of safety becomes ingrained, and employees are more mindful and
engaged when performing their duties.
● Collaboration: Rather than an “us vs. them” approach, collaborative
companies promote autonomy, decision-making and teamwork.
Employees are given opportunities to contribute, placed in roles in which
they can succeed, and offered opportunities to build meaningful
relationships with managers and co-workers.
● Growth: Cultures that foster employee development and growth give
workers something to work toward and look forward to. Such cultures13
prevent boredom and job stagnation, while keeping things exciting and
interesting.
Once employees are hired, trained and oriented to the workplace, they either
feel supported and energized, or undervalued and frustrated. When employees
feel valued, they are more involved, enthusiastic and engaged.

HOW DID ORGANIZATIONAL CULTURE START

While organizational cultures developed in different ways, the process usually involves
some version of the following steps:
⮚ A single person (founder) has an idea for a new enterprise.
⮚ The founder brings in one or more other key people and creates a core group that
shares a common vision with the founder
⮚ The founding core group begins to act in concert to create an organization by raising
funds, obtaining patents, incorporating, locating space, and
building.
⮚ At this point, others are brought into the organization and a common
history begins to be built
Most of today’s successful corporate giants in all industries basically followed these
steps. Three well-known representative examples are Motorola, McDonald’s and Wal-
Mart.
McDonald’s: Ray
Kroc worked for many years as a salesperson for a food supplier. He learned how retail
food operations were conducted. He also had an entrepreneurial streak and began a
side line business with a partner. They sold multi mixers, machines that were capable of

4
mixing up to six frozen shakes at a time. One day Kroc received a large order for
multi14mixers from the McDonald brothers. The order intrigued Kroc and he decided to
look in on the operation the next time he was in their area. When he did, Kroc became
convinced that the McDonald’s fast food concept would sweep the nation. He bought
the rights to franchise McDonald’s units and eventually bought out the brothers. At the
same time, he built the franchisee on four basic concepts: quality, cleanliness, service
and price. In order
to ensure that each unit offers the customer the best product at the best price
franchisees.
are required to attend McDonald University, where they are taught how to manage their
business. Here they learn the McDonald cultural values and the proper way to run the
franchisee. This training ensures that the franchisees all over the world are operating
their units in the same way. Kroc died several years ago, but the culture he left behind is
still very much alive in McDonald’s franchisees across the globe. In fact, new
employees receive videotaped messages from the late Mr Kroc.
Wal-Mart:
Sam Walton, founder of Wal-Mart Stores, Inc., opened his first Wal-Mart store in 1962.
Focusing on the sale of discounted name brand merchandise in small town markets, he
began to set up more and more stores in the Sun Belt. At the same time, he began
developing effective inventory control systems and marketing techniques. Today, Wal-
Mart has not only become the largest retailer but also one of the biggest firms in the
country. Although Sam died a few years ago, his legacy and cultural values continue.
To ensure that these values get out to all the associates, the company has a
communication network worthy of the Pentagon. It includes everything from a six-
channel satellite system to a private air force of numerous planes. Everyone is taught
this culture and is expected to operate according to the core cultural values of hard
work, efficiency and customer service.

FUNCTIONS OF ORGANIZATIONAL CULTURE:

These are the functions being served by the organization.
o Sense of identity
o Sense – making device
o Reinforcing the values in organization
o Control mechanism for shaping behaviour

SENSE OF IDENTITY:
Culture provides a sense of identity to the members and enhances their commitment.
towards the organization.
SENSE MAKING DEVICE
Culture in the organization provides the employees to interpret the meaning of the
organizational events.
VALUE REINFORCEMENT:

5
Values in the organization can be reinforced by the cultural activities.
CONTROL MECHANISM:
In shaping the behaviour of members in the organization culture plays the big role.
CULTURAL PERPECTIVES:
⮚ THE STRONG PERSPECTIVE
⮚ THE FIT PERSPECTIVE
⮚ THE ADAPTATION PERSPECTIVE
THE STRONG PERSPECTIVE:16
The strong culture facilitates performance with the intensity visible to the outsiders .It
states that organization with strong culture performs better than other organizations.
THE FIT PERSPECTIVE:
Fit perspective argues that the culture of the organization is valid, if it fits the industry or
firm’s strategies. It is useful in explaining short term performances.
THE ADAPTATION PERSPECTIVE:
The cultures that help organizations adapt to environmental change are deeply
associated with excellent performance. It encourages confidence and risk taking
capacity among the Employees.

6
 CHAPTER-2
LITERATURE REVIEW

This chapter will mainly discuss on the study that are done by previous research
of other authors in the similar area of the present study. Throughout this chapter,
there will be comprehensive discussion on theoretical and practical studies done
in reference with Organizational Culture & Its Impact on Employees Behaviour.
1. Collins and Porras, Found out that the organizational culture basically is made
by the members who express there innovative ideas and skill of the society in
present day and that’s what make one organization different from another. Also
got to know by the response that the employees that these shared meaning are the
key n characteristic and also that the organisation value makes the environment
change.
2. Sirajudeen .N, Mohamed Irshath and Tamilenthi. S (2012) The research
concludes that the employees were satisfied with the ability, involvement,
supervisors & utilization of their skills & rewards etc. 50% of the respondents
were neutral that their boss consult them on important matters. Majority (56%) of
the respondents agreed that the company utilizes their skills and abilities
effectively. The Organizational Culture was positive and favourably made the
employee’s behaviour commitment to a great level.
3. R Durgadevi, S Vasantha observed that those in IT Sector the organizational
performances were dependent on various factors. He also found that
organizational culture in general and different types such as clan culture,
hierarchy culture have a positive impact on performance of the employees. Also
in the research he mentions that with a respondent total of 230 the majority seen
was male (57%). He thereby concluded by saying that “They should have a special19
attention to organizational culture and thereby improve the performance of their
employees.”
4. Carrol observed that organizational culture depicts the laws of the organization,
customs, and behaviour of the employees and something that is older generations
hand down to younger ones.
5. Boniface C. Nwugwo expresses through the findings that organizational culture
is the basic pattern of shared assumptions, values and beliefs that govern behaviour
within a particular organization. He also specifies that for a corporate
leader ‘it is either a force for change or an insurmountable barrier to it’ whereas he also
says that for an employee ‘it is either the glue that bonds people together or the force
that drives them away from the organization.’ He also says that
different forms of organizational culture are appropriate to different business

7
environments and also that this is one area of organizational culture that needs
further studies
6. Hall & Hall used the computer metaphor to explain the impact of culture on
individuals. He likened organizational culture to a large computer that programs
the responses and actions of people. They convinced that individuals must learn
the programs of their organization’s culture in order to make the system work.
7. Nidhin S, Komal Chopra basically focused on the analysis of various factors
affecting the organisation culture. The research was done by circulating to random
employees from ITES business to understand the opinions on factors affecting
organisation culture. Through the data collected it was seen that the respondents
who had filled the questionnaire were clear about the Job and role clarity
communicated to employees at the work place that depicts that the culture of the
organisations have a positive impact on the employees.20
8. Gutknecht and Miller expressed organizational culture and the people inside
the organisation both influence each other in order to have the best and the positive
results also he exclaimed that organisation culture is the soul , purpose and the
foundation of any organisation.
9. Schein defines organizational culture in a more comprehensive fashion defines
culture as values and behaviour’s that are believed to lead to success and are thus
taught to new members. He also says that the culture of an organization may
encapsulate negative or unhealthy values or traditions which may not necessarily
lead to success and thus are not consciously taught but get assimilated by members
of the organization unconsciously. “A pattern of shared basic assumptions that the
group learned as it solved its problems of external adaptation and internal
integration that has worked well enough to be considered valid and therefore, to
be taught to new members as the correct way to perceive, think, and feel in relation
to those problems. (Schein, 1990).”
10. Gordon and Cummins says that organization culture basically is the effort and
contribution of the members of the organisation who together perform in order to
achieved the goals that are being recognised. Also Gordon argued with other
authors that also the culture may affect the performance of the members but to a
particular context and further also exclaimed that being the culture be positive and
if it fits with changes of environmental factors may also lead to higher
performance .
11. Hofstede’s defined culture is the collective thinking of minds which create a
difference between the members of one group from another. And conducted his
research through gathering data from IBM employees more than 50 countries and
then further expressed organizational culture into 4 dimensions;21
• Power distance (the degree in which employees and management have distant
relationship, formal and informal)
• Individualism (the degree in which people may create difference between
interest of organization and self-interest)

8
• Uncertainty avoidance (the level in which people are willing to mitigate the
uncertainty and tolerant of ambiguity)
• Masculinity (the level in which defines the success as ambition, challenge and
insolence, rather than caring and promotion)
12. R.S Weerarathna, I. A. P. H Geeganage apparel sector in Sri Lanka. They
explained that organizational culture is positively associated with employee
performance and the Behaviour. The organisation selected resulted in a weak
organizational culture according to the findings also the researcher recommends
that the organisation to improve their organizational culture to a positive one.
Always it is the strong and positive organizational culture that leads to an
excellent employee behaviour and performance and also makes the
communication more better for the working of the organisation. The organisation
should also develop the capacity to assess and act on risks and opportunities in
order to better design there administrative rules, support innovation in the work
place, and achieve their objectives.
13. NADARAJ NAICKER ; His research initiative has revealed that the perceived,
present culture of Nampak Tissue ñ Riverview Paper Mill is that of achievement
culture. The findings depict that the employees in the company value trust. Also
later revealed that employees do not have a strong emotional attachment to
Riverview Paper Mill and they are unsure as to whether they prefer to continue
working for this company. It is also apparent, from the research findings, that the
employees work for the company out of obligation and not because they want to.22
Owing to the fact that employees were very reluctant to divulge their opinions
regarding the continuance commitment questionnaire, where a neutral mean was
found, it is important for the management of Riverview Paper Mill to ascertain
the true opinions of the respondents. Every effort must be taken to understand the
dynamics behind why a large number of employees cannot commit to a continued
relationship with the selected company. Later some solutions that were suggested
were Introducing bonus, Compensation benefits, Training, Mentoring
programme, motivating the employees.
14. Garmendia (2004) discussed that a strong culture is now nearly generally
understood to have a positive impact on performance. The main gap that is
observed to the association between strong culture and success would involve
playing down the importance of the former, so as to avoid an implied defence of
cultural determinism. Certainly, financial results themselves influence cultural
strength. Thereby, performance depends on many variables, and may therefore be
found to be very high in companies with weak cultures.
15. Salihu, Adam Jiddah, Salihu, Muhammad Bello Rayyan, Musa Idris Umar
(2016) found that there is a direct and significant relationship between Employee
involvement and employee job productivity. The results that Employee
involvement contributed 3.19% to job productivity. Also it is suggested that there
should be regular appraisals, training and development of its employees to

9
improve their human capability at all levels. Since strengthening this culture lies
entirely with the management .At the same time, the management should
emphasize the input and participation of its employees.
PRAKASH, B.DINESH, U.R.MIRUDHUVARSHINI found out the
behavioural aspect of the employees working in Hyundai Motors India Ltd.
Through the findings majority (53%) of the respondents strongly agreed that they
are highly involved in their work also 65% of the respondents agreed that the
people they work with are cooperating to get work done. Employees reveals that
the workers were satisfied with their ability, co-operation, team work,
involvement, supervisors, utilization of their skills and reward.

10
 Chapter -3

INTRODUCTION

Since arriving on the scene in the late 1800s, the automobile has come a long way. As
know-how and technology have improved, so has the automobile. From appearance to
speed and advanced capabilities, the vehicles of today are smart, more energy efficient,
and constantly evolving. These changes resulted in some of the biggest automotive
manufacturing milestones over the years. Here is a rundown of some of the most
significant markers.
Around 1900, Ransom E. Olds brings an automobile manufacturing factory to Detroit,
producing his namesake car, the Oldsmobile. Production and sales were less than
stellar,and the company went bankrupt. However, this milestone marks the first
automotive factory in a place that later became known as the “Motor City.”
On October 1, 1908, Henry Ford debuted the first production Model T Ford at the
company’s Piquet Avenue plant in Detroit. Building a brand based on quality and
affordability, the Model T appealed to a wide range of American consumers. From 1908
to 1927 Ford built some 15 million Model T cars making it the longest production run of
any automobile model in history until the Volkswagen Beetle surpassed it in 1972.
A cumbersome hand crank start-up process was improved upon with the electric starter,
developed by Charles Kettering and Henry M. Leland in 1911. This electric starter was
made small enough to fit under the hood of a car; quite an engineering feat. The starters
were first installed by Cadillac in production models in 1912.
The ability to make cars faster was another milestone, thanks to the first moving
assembly line by Ford Motor Company in 1913. The assembly line enabled Ford to
crank outthousands of cars in one year. Plus, the efficiency of the mass production
assembly linemade cars affordable for more people.
Around 1914, car bodies were made of steel versus wood. Automotive manufacturer,
Dodge, introduced their first vehicle to the market on November 14, 1914, which
featured26
what was then a real novelty – an all steel body. Today, steel is used for making most
car bodies.
In 1939, General Motors debuted “Hydra-Matic” – an automatic transmission using
hydraulic fluid, which allowed vehicle gears to shift automatically during vehicle
operation. This upgrade meant drivers could forego manual gear shifting. This
introduction has remained one of the most important innovations in the history of the
automobile.
According to Automobile Magazine, in-car air conditioners came on the scene around
1940. The Packard was the first car to have it, and by 1969 more than half the cars
manufactured included A/C units. Today, more than 99 per cent of all new cars are air-

11
conditioned.1966 was the year of the electronic fuel injection system. This milestone
meant better fuel delivery to the car engine and improved engine efficiency and
eliminated the need to pump your accelerator or pull a choke knob to get fuel to the
engine. The 1967Volkswagen 1600 was the first car to sport the new technology from
Bosch.Safety became a major focus in automobile manufacturing in 1968. Government
standards required car manufacturers to equip front seats with shoulder and lap seat
belts and back seats with lap belts. The shoulder and lap belts became standard in front
and rear seats over time.
The installation of airbags in cars became a manufacturing mandate for passenger cars
due to a 1991 law, according to History.com. While major automotive manufacturers
added air bags in the 1970s, the technology was improved and widely accepted in the
late 1990s.
While hybrid cars have a long history, these vehicles didn’t become a commercial
success
in America until the late 1990s and early 2000s. Hybrid technology makes cars less27
dependent on gasoline and more environmentally friendly. Honda and Toyota are well-
known for manufacturing award winning hybrid vehicles.
Building better cars requires better technology. Perhaps one of the biggest milestones
in automobile manufacturing is the use of state-of-the-art technology to yield intelligent
cars. Mechatronics, a hybrid of multiple engineering disciplines, is widely used in
automotive manufacturing and enables the production of quality cars integrated with
smart technology, such as automatic braking systems, collision sensors, and self-driving
capabilities. The automobile has evolved over the years. From hand-cranked starts to
artificial intelligence, the manufacturing process has kept pace with the innovation
needed to bounce back from depressed markets and meet the challenges of safer and
more environmentally friendly vehicles. These are truly the milestones in the history of
automobile manufacturing.

HISTORY OF THE AUTOMOBILES

The early history of the automobile can be divided into a number of eras, based on the
prevalent means of propulsion. Later periods were defined by trends in exterior styling,
size, and utility preferences.
In 1769 the first steam-powered automobile capable of human transportation was built
by Nicolas-Joseph Cugnot. In 1808, François Isaac de Rivaz designed the first car
powered by the de Rivaz engine, an internal combustion engine that was fuelled
by hydrogen.
In 1870 Siegfried Marcus built the first gasoline powered combustion engine, which he
placed on a pushcart, building four progressively more sophisticated combustion-engine
cars over a 10-to-15-year span that influenced later cars. Marcus created the two-cycle
combustion engine. The car's second incarnation in 1880 introduced a four-cycle,
gasoline-powered engine, an ingenious carburettor design and magneto ignition. He28
created an additional two models further refining his design with steering, a clutch and a

12
brake.
The four-stroke petrol (gasoline) internal combustion engine that still constitutes the
most prevalent form of modern automotive propulsion was patented by Nikolaus Otto.
The similar four-stroke diesel engine was invented by Rudolf Diesel. The hydrogen fuel
cell, one of the technologies hailed as a replacement for gasoline as an energy source
for
cars, was discovered in principle by Christian Friedrich Schönbein in 1838.2

COMPANY PROFILE
INTRODUCTION

Indus Motor Company Private Limited is a Private incorporated on 11 July 1984. It is

classified as Non-govt company and is registered at Registrar of Companies,
Ernakulam.
Its authorized share capital is Rs. 350,000,000 and its paid up capital is Rs.
343,793,984.
It is inolved in Sale of motor vehicles [Includes wholesale and retail sale of new and
used
passenger motor vehicles .
Indus Motor Company Private Limited's Annual General Meeting (AGM) was last held
on 29 September 2018 and as per records from Ministry of Corporate Affairs (MCA), its
balance sheet was last filed on 31 March 2018.
Indus Motor Company Private Limited is the No. 1 dealer in the country for Maruti
Suzuki India Ltd. For last 3 years in a row. They are the number one dealer in the
country for any car manufacturer and have sold a record of 28447 cars for FY 08-09.
The dealer is having 4 dealerships in Kerala and 2 in Chennai and has 52 sales outlets
and 39 service centers spread across nook and corner of Kerala.
Indus Motor Company Private Limited has started their operation in 1984 and got Maruti
dealership in 1986. The initial years of the company were not so encouraging and it
struggled to survive in the slowly growing automobile market. The company was taken
over by Pee Vees Group owned by Mr. P.V Abdul Wahab (MP) in 2003. The new
management has restructured the business operation and induced fresh capital to the
company. From 5702 cars sold in 2002-2003 period, the company has witnessed heavy
growth of 20-30% every year. They have set new benchmark of service in the
automobile sector. With the launch of M-800 by Maruti Suzuki India Limited (MSIL) in
1984, thecompany got its first dealership in Calicut. Over years, the company expanded
its dealership to Trivandrum, Cochin, Muvattupuzha (Ernakulam district) and other
districts of Kerala. Indus entered the competitive Chennai market in 2007
Directors of Indus Motor Company Private Limited are Pulikkal Veettil Abdul Wahab,
Ajit Kumar Tharoor Puthanveetil, Afdhel Abdul Wahab, Javed Abdul Wahab,31

13
Mohammed Shafi, Anil Nair, Pallikere Ibrahim Abdulla, Yasmine Wahab, Jaber Abdul
Wahab, Ajmal Abdul Wahab, .
Mr. P V Abdul Wahab is a person who rose from a humble background and now is a
dynamic entrepreneur heading the PEEVEES and Bridgeway Group of companies.
Today, Mr. Wahab’s business portfolio includes a conglomerate spread across India
and the Middle East.
Besides his business interests, Mr. Wahab is associated with various cultural and social
organizations. He is a member of Rajiv Gandhi International Sports Foundation,
Malabar
Development Board, Malabar Chamber of Commerce and Chairman, Malabar Airport
Development Action Committee (MADAC). Besides various distinguished awards, Mr.
Wahab was also honoured in House of Commons, London in November 2003. Mr.
Abdul Wahab is also a Member of Parliament (MP), (Rajyasabha)
Indus Motor Company Private Limited, having its registered office at Indus House,
Chakorathukulam, Calicut and the corporate office at opposite South Gate of Cochin
Shipyard, Thevara, Kochi-682015, was incorporated on 11th July, 1984 with the main
objective of dealing motor vehicles in the state of Kerala. The Pee Vees group has
interests in Educational institution, Plantations, Civil constructions and LPG and
Petroleum. Infrastructure and management expertise which Indus put behind their
business has borne fruit-Maruti gave two coveted awards to Indus- Thevara workshop
was adjusted the best Model Workshop in India and Indus was the second highestseller
of Genuine Maruti Spare in India. JD Power associates have rated Indus as No. 1 south
India Sale Satisfaction.

VISION
● Transform Indus into World Class Dealership
● Remain No.1 in India
● Delighted customers and Delighted Employees

MISSION
We will pursue the development of our financial and human resources through
diversified
business activities, in an ethical and socially responsible manner and in pace with the
advancements of the day.
We will uphold a professional code of conduct in the pursuit of our goals and are
committed to taking up social responsibilities as a corporate citizen by dedicating a
significant share of our productive surpluses for espousing social causes that would
benefit our employees, their families and the society at large.
OBJECTIVES
● Following our “Customer First” philosophy in manufacturing and providing high
quality vehicles and services that meet the needs of Pakistani customers.
● Enhancing the quality and reach of our 3S Dealership Network.

14
● Employing customer insight and feedback for continuous corporate renewal,
including product development, improving service and customer care.
PRESENT STATUS
INDUS MOTOR COMPANY PRIVATE LIMITED with CIN
U50102KL1984PTC004009, is a 35.5 Years old, PrivateUnListed Indian Non-
Government Company, registered at CALICUT (Kerala), with a paid up capital of ₹34.38
Cr.As per MCA and other Industry classification records, the main line of business is
Sale; Maintenance And Repair Of Motor Vehicles And Motorcycles; Retail Sale Of
Automotive Fuel The status of INDUS MOTOR COMPANY PRIVATE LIMITED, as
on date is Active. Company has filed its Annual Returns and/or Financial Statements
upto 31-03-2019 i.e. FY 2018-2019As on date,10 Directors and 0 Signatories are
associated with the company. There are no directors in this company who are
'Disqualified by ROC u/s 164(2)' or 'DIN is deactivated due to non-filing of DIR-3 KYC
form', as everyone filed their KYC promptly.
The total registered charges of company stands at ₹4,29,83,69,742.00 ( ₹429.84 Cr )
(42 Charges ) out of which, charges amounting ₹315.98 Cr ( 14 Charges ) are still open
and
₹113.85 Cr ( 28 Charges ) are Satisfied and Closed. Overall, STATE BANK OF INDIA
holds highest open charge, amounting ₹70, 00, 00,000.00 ( ₹70Cr)

FUTURE SCOPE

The company’s previous track records and fifty years business tradition is self-
explaining
and testimony to their true commitment, sincere and dedicated work culture. Also they
have good scope in selling their automated cars for their entire product by efficiently
making use of their business contact and already existing distributing network and also
dedicated efforts their heart to active target unlimited
SWOT ANALYSIS
Swot analysis is a technique that used in organization to find out employees
organization’s Strength, Weakness, Opportunities, and Threats. Through this the
organization can find out their strengths and weakness etc and also can solve the
problems. Strength, weakness, opportunities and threats are the elements or key
factors
that influence the survival and development of any organization.
THE FOLLOWING ARE THE SWOT ANALYSIS OF INDUS MOTORS.
STRENGTH
● Good customer relations
● Good employee relations
● Largest network
● All facilities in a single roof
● Freedom to every employees

15
● Highest quality product (cars)
● Sound financial capacity and goodwill
● Provides good welfare measures to the employees
● High morale of employees
WEAKNESS34
● Lack of man power retention.
● Delay in implementing new systems.
● No internal control.
● Lack of motivation.
● Wide gap in communication.
● Management is not given more powers to take timely decision
● Immediate planning and execution is not carried.
● Employees lack of awareness in their own job.
OPPORTUNITIES
● Wide spread demand for product.
● The efficiency of the worker can promoted and appreciated.
● Indus can deliver the cars and accessories very faster to the customer.
● Customers‟ special interest on the product.
THREATS
● Competition: - both dealership competition and product competition.
● Dealership completion: - competition with other Maruti dealers like Popular
Motors, Sai Motors, Hercules.35.

16
 Chapter -4

RESEARCH METHODOLOGY

4.1 Problem of the study

▪ A corporate culture allows employees to have a sense of mission and feel

responsibility, and work towards the overall goal of the company. The
competiveness of enterprises is not only reflected in the technology but also in the
technology, but also in their corporate culture.
▪ A positive organizational culture can promote healthy development of an
enterprise, and actively mobilize the performance of employees, and make them
work with more enthusiasm. Moreover, it may improve production efficiency. In
short, the benefits of a positive organizational culture are self-evident. The priority
of an enterprise is to increase the loyalty of its customer base.
▪ Therefore, a good corporate image must be established. In other words, a good
corporate image brings good economic returns, and a good corporate image is
dependent on good organizational culture.

4.2 Objective of the study

1. To assess the existing culture of the organisation and to find its impact on
employees’ behaviour.
2. To learn the employee relationship with the peers.
3. To identify various functions of organizational culture.
4. To study relationship between organizational culture and employee behaviour.
5. To formulate recommendation regarding organizational culture which will help
tackle human resource related issues in organisation.
6. To define organizational culture and its dimensions.

4.3 significance of the study

The significance of the study is to:
1. Improve understanding of the role of organizational culture in the achievement
oforganizational objectives in Indus Motors..
2. Add to literature on organizational culture in the behaviour of the employees.
3. Fulfil the research objectives.

17
4.4 Scope of the study
Organizational culture, Organizational performance vis-a-vis employee behaviour
being a vital issue, the scope of the study is vast. Organizational culture and its effect
on
productivity are important in all industries. However, this study is limited to Indus
Motors. This is due mainly to proximity, time and financial constraints in carrying out
this research.
4.5 Limitation of the study
The aim of this study was to find out how organizational culture has impact on employee
Behaviour. Because of limited resources and time, only 150 employees were
interviewed.
Second limitation is that the questions asked during the interview did not cover all sides
of organizational culture, and there was not much time for further questions. The data38
might not be collected completely and may lead to ambiguity. In addition, observations
are subjective, and it is difficult to compare the outcome from different people.
4.6 Research Design
Research Method:-Quantitative: Descriptive Research
● Descriptive research refers to a research that provides an accurate portrayal of
characteristics of a particular individual, situation, group or process. It is also
known as Statistical Research.
● Descriptive research is one in which information is collected without changing
the environment. It is used to obtain information concerning the current status of
the phenomena to describe “what exists” with respect to the variable or conditions
in a situation. The method involved range from the survey which describes the
status quo, correlation study which investigates the relationship between
variables, to developmental studies which seek to determine changes over time.
4.7 Sampling Design
● Sampling Size- 15039
● Respondents - Employee
● Research Tool – Questionnaire
● Sampling Region – Indus motors
4.8 Questionnaire Design
● The questionnaire is well structured and it consists of closed ended questions.
There are a total of 36 question from which 29 cover all aspects of the organisation
culture and the impact of employee behaviour.
● Questions consist of multiple choice, Liker type-Likert Scale.

18
 CHAPTER 5

DATA ANALYSIS AND INTERPRETITION

Q1 Do people voluntarily own up their Frequency percentage

mistakes in the organization

Yes 119 79.3

No 31 20.7

Total 150 100

The response of the employees of Indus Motors determines that the people voluntarily
own up their mistakes in the organization more than half of the average total employees
are agreed with the statement that is 79.3% and remaining 20.7% are those who feel
that people do not voluntarily own up to their mistakes.

Q2 Are you given opportunities to improve Frequency percentage

your skills in this organization

Yes 124 82.7

No 26 17.3

Total 150 100

19
 Q3 Are you satisfied with the rewards which Frequency percentage
the organization is providing ?

Strongly Agree 65 43.3

Agree 56 37.3

Neither agree nor disagree 23 15.3

Disagree 6 4

Strongly Disagree 0 0

Total 100 100

The average rating according to the responses of the employees states that 43.3% of
employees are highly satisfied with the rewarding culture whereas only 4% are not
satisfied with the reward, rest of the 15.3% are neutral.But remaining 37.3% are
satisfied with the reward.

20
 The boss consults you on important matter
Q4 Frequency percentage

Strongly Agree 43 28.7

Agree 67 44.7

Neither agree nor disagree 32 21.3

Disagree 6 4

Strongly Disagree 2 1.3

Total 150 100

According to the research done in the organisation 21% of the employees

are neutral and other 44% are agreed with the statement, rest of the 40%
are not satisfied. And the remaining 28.7% are strongly agreed and 1% are
strongly disagreed.

21
 In the organisation decisions are made
Q5 by keeping in mind the good of Frequency percentage
theemployees and society.

Strongly Agree 50 33.3

Agree 78 52

Neither agree nor disagree 18 12

Disagree 3 2

Strongly Disagree 1 0.7

Total 100 100

The data on decision making are made by keeping in mind the good of the employee as
well as society. The result are is 33.3% of employees are strongly agreed and 52% are
agreed where as2% of employees are disagreed and the remaining 12% of employees
areneutral with the decision.

22
 In the organisation supervisors are
Q6 more concerned with maintaining good Frequency percentage
relationship with their subordinates

Strongly Agree 48 32

Agree 73 48.7

Neither agree nor disagree 21 14

Disagree 7 4.7

Strongly Disagree 1 0.7

Total 150 100

Seeing the response of the employees on an average 32% of employees are

strongly agree that the supervisors in Indus Motors maintain good relationships with
subordinates and 48% are agreed with the decision whereas only 1% are strongly
disagree to the statement and remaining 14% of employees are with the neutral
response.

23
 Do you have clear idea about the
Q7 Frequency percentage
company’s goal

Yes 120 80

No 30 20

Total 150 100

According to research done in the org 80% of the employees have clear idea about the
company's goal and know how to work accordingly where as
20% of employees are unaware of the company’s goal and would thereby result in
taking wrong decisions and can also result in negative organizational culture.

Does the Organization’s vision creates

Q8 motivation for you Frequency percentage

Strongly Agree 55 36.7

Agree 71 47.3

Neither agree nor disagree 19 12.7

Disagree 5 3.3

Strongly Disagree 0 0

Total 150 100

The response of the employees convey that 47.3% of employees are

24
satisfied with the given statement that the organization vision creates
motivation for the employees however 36.7% are strongly agreed and49
12.7% are neutral, whereas 12.7% of employees disagreed and 3.3% are
strongly dis satisfied with the statement.

Are you clear with the organizations long-

Q9 term purpose and direction Frequency percentage

Yes 123 82

No 27 18

Total 150 100

The employees are clear with the organizational long term purpose and direction. The
number of satisfied employees are 82% and the number of dissatisfied employees are
only 18 %.

25
 Do you continuously track the progress
Q10 against the stated goals Frequency percentage

Yes 115 76.7

No 35 23.3

Total 150 100

The tracking of progress continuously against the stated goal. However, 76.7% on the
total of employees are agreed whereas remaining 23.3% are not agreed with the
comment.

Do you adopt new and improved ways to

Q11 do work Frequency percentage

Yes 126 84

No 24 16

Total 150 100

The positive response of the employees lead us to the result that 84% of the
employees positively adopt the new and improved ways to work in the
organisation and thereby only 16% of the employee’s face difficulty and are
not able to adopt the new ways.

26
 Do your team members have a good
Q12 Frequency percentage
interpersonal relationship with you

Strongly Agree 69 46

Agree 60 40

Neither agree nor disagree 19 12.7

Disagree 2 1.3

Strongly Disagree 0 0

Total 150 100

The 40% of the respondents agree and strongly agreeto the statement that the team
member have a good interpersonal relationship with each other. Whereas, only 1.3%
are disagreed and remaining 12.7% are neutral about the statement.

27
 Are your capabilities viewed as an
Q12 important source of competitive Frequency percentage

advantage

Strongly Agree 48 32

Agree 81 54

Neither agree nor disagree 19 12.7

Disagree 2 1.3

Strongly Disagree 0 0

Total 150 100

The capabilities of employees are viewed as an important source of competitive

advantage. 54% of employees are agreed and other 32% of employees are strongly
agreed where as 12.7% are neutral and the remaining 1.3% of employees are not
agreed with the statement.

28
 Do you feel that your organisation culture
Q13 isflexible enough and would be helpful for Frequency percentage
both employers or employees for the
futureor does there need to be any
sacrifices oneither part to improve on the
culture

Yes 124 82.7

No 26 17.3

Total 150 100

The organizational culture is flexible enough and would be helpful for both the
employees and employees for the future or does it need to be change. The 87.7%
employees are agreed to the statement that the culture of organization is flexible and
remaining 17.3% are opposing it.

29
 Do you think that there should be an
Q14 improvement in the culture of your Frequency percentage
organization in order to enhance
theemployer employee relationship?

Strongly Agree 39 26

Agree 52 34.7

Neither agree nor disagree 46 30.7

Disagree 4 2.7

Strongly Disagree 9 6

Total 150 100

The number of employees react upon the

statement that there should be improvement in the culture of organisation in
order to enhance the employee relation. However, about these statement
30.7% of employees are neutral and other 34.7% are agreed and also 26%
are highly satisfied and other 6% of them are strongly disagreed whereas
remaining 2.7% are dis satisfied.

30
 CHAPTER 6
HYPOTHESIS TESTING

Definition
Chi-squared test, also written as χ2 test, is any statistical hypothesis test where
the sampling distribution of the test statistic is a chi-squared distribution when the null
hypothesis is true. Without other qualification, 'chi-squared test' often is used as short
for Pearson's chi-squared test. The chi-squared test is used to determine whether there
is a significant difference between the expected frequencies and the observed
frequencies in one or more categories.

Application of statistical tools:

HYPOTHESIS 1
Step 1 Hypothesis
They Hypothesis follow Hypothesis 1
Null Hypothesis (H0):- Motivational & Friendly atmosphere of organization
doesn’t impact on Employee’s behaviour of the Organization.
Alternate Hypothesis (H1):- Motivational & Friendly atmosphere of
organization does impact on Employee’s behaviour of the Organization.

Step 2. Test
The statistical test used is (x2) = ∑(𝑓0−𝑓𝑒)2
𝑓𝑒
Step 3. Alpha Is 0.05.
Step 4. Degree of freedom =(C - 1)* (r - 1)59
= (5 - 1)* (5 -1)
= (4)* (5)
=16

Step 5.
On 16 D.F. and 5% level of significance table value of x2 is 26.30

31
 Step 6 Table 1.0

Strongly Agree Neutral Disagree

agree

Strongly 33 16 6 0 55
agree
Agree 12 43 13 3 71

Neutral 7 6 4 2 19

Disagree 0 0 4 1 5

Strongly 0 0 0 0 0
Disagree

52 65 27 6 150

32
 Table 1.1

Strongly Agree Neutral Disagree

agree

Strongly 19.1 23.8 9.9 2.2 55

agree

Agree 24.6 30.8 12.8 2.8 71

Neutral 6.6 8.2 3.4 0.8 19

Disagree 1.7 2.2 0.9 0.2 5

Strongly 0 0 0 0 0
Disagree

52 65 27 6 150

33
 Step 7
X2 tab=26.30
X2 cal=50.6881
X2 tab < X2 cal
26.30 < 50.6881

Therefore H1 may be accepted

Motivational & Friendly atmosphere of organization does have impact on

Employee’s behavior of the Organization.

HYPOTHESIS 2
Step 1 Hypothesis
The Hypothesis follow Hypothesis 2
Null Hypothesis (H0):- Flexible organizational culture does not enhance the
employer employee behaviour.
Alternate Hypothesis (H1):- Flexible organizational culture enhances the
employer employee behaviour.
Step 2. Test
The statistical test used is(x2) =∑(𝑓0−𝑓𝑒)2
𝑓𝑒
Step 3. Alpha Is 0.05.
Step 4. Degree of freedom = (C - 1) (r - 1)
= (5-1) * (2-1)
= (4)*(1)
=4
Step 5.64
On 4 D.F. and 5% level of significance table value of x2 is 9.49

34
 Strongly Agree Neutral Disagree Strongly
agree disagree

YES 32 43 40 1 8 124

NO 7 9 6 3 1 26

39 52 46 4 9 150

Expected Strongly Agree Neutral Disagree Strongly

Frequency agree disagree

Yes 32.2 43.0 38.0 3.3 7.4 124

No 6.8 9.0 8.0 0.7 1.6 26

39 52 46 4 9 150

X2 tab=9.49
X2 cal=10.046
X2 tab < X2 cal
7.815 <10.046
Therefore, H1 may be accepted
Flexible organizational culture does enhance the employer employee behaviour.

35
 CHAPTER 7

FINDINGS, SUGGESTION &CONCLUSIONS

FINDINGS
● From the percentage analysis it is found that majority that of the worker are male
category.
● It is found that more number of employees fall between the age group of (20-30).
● Analysis project that more than half of the employees are earning Rs.20000-
Rs.30000.as income
● The employee of the organisation voluntarily own up their mistakes and also
agreed that they are given opportunities to improve your skills in the organization.
● In the company maximum employees considers agreed that the decisions that the
organisation makes are keeping in mind the good of the employees and society
and themselves take the initiative to track their progress against the stated goals.
● The organisation does not consider the opinion of the employees in the important
matter but maintain a good relationship with the employees.
● Employees have a clear idea about the company goal and eventually are motivated
by the organization’s vision.
● Adopting the new and improved ways to work are preferred by the employees so
that the goals can be achieved.
● The employees of the organisation have a feeling that the existing organizational
culture is flexible enough and would be helpful but at the same time also want
that there should be an improvement in the organizational culture in order to
enhance the employer employee relationship.

SUGGESTIONS
● The management may enhance the frequency of employee’s feedback on their
daily working and problems faced.
● Organizations should also develop a culture that encourages employees to be
innovative and creative and also see the employees as humans and not logs in
Machines.
● In order to retain the positive image on the organization by the employees proper

36
retaining strategy to be adopted.
● The organization carries out regular appraisals to determine the performance of
its employees; the organization can take the said opportunity to address the
shortfalls and help the employees unleash their full potentials. Similarly, the
organization can invest in employees’ capacity development through training and
retreats. This will certainly boost the employee’s behaviour and dedication
towards the organization.
● The study findings revealed that the respondents demand for an improvement of
the existing organizational culture in order to enhance the employer employee
relationship.
● We recommend that the management should keep in mind the capabilities of the
employee hired.

CONCLUSION
● This study made attempt to analysis the organization culture and its impact
on employee behaviour.
● The organization culture in respect of Indus Motors works is generally
good.
● A positive organizational culture that is employee-friendly is essential for
an organization to be successful.
● Employees align their goals and objectives with organizational goals and
feel responsible for the overall wellbeing of the organization.
● As their efforts are in turn appreciated by the management and suitably
rewarded.
● The people in the organization are highly motivated and continuously
track their progress against the stated goals.
● Nevertheless, this research project makes a contribution by taking its place
amongst the very few studies in Behavioural of Indus Motors research that
investigate effects of OC on employee security behaviour.
● It provides an insight for managers on which OC values should be fostered
in order to encourage information security compliance and which should be promoted
with caution.

37
 CHAPTER 8
BIBLIOGRAPHY

Reference:
1. Stephen P. Robbins, "Organizational Behavior", Prentice Hall of India, 9th
edition, 2006.
2. Hellriegel, Slocum and Woodman, "Organizational Behavior", South-Western,
Thomson Learning, 9th edition, 2004.
3. Fred Luthans, "Organizational Behavior", McGraw Hill Book Co., 2005.
4. New Strom & Davis, "Organizational Behaviour', McGraw Hill, 2004
5. Jaffa Harris and Sandra Hartman, "Organizational Behaviour', Jaico, 2003.
6. Jit S.Chand, Organizational Behavior, Vikas Publishing House Pvt. Ltd. 2nd
edition, 2001

38
 CHAPTER 9
ANNEXURE

ANNEXURE-1
Organizational Culture & Its Impact on Employee Behaviour
The following Questionnaire is for Msc student’s research project on the topic
“Organizational Culture & Its Impact on Employee Behaviour". Kindly provide us with
your response and help us to gain proper insight to the topic through your valuable

Kindly fill the form with the reference to the culture in our Organisation.
1. Name

1. 1Age
a) 20-30
b) 30-40
c) 40-50
d) 50-60
e) 60-70

1.2 Gender
A) Male B) Female

1.3Designation

1. Email

39
2. Monthly Income ?
A. 5000-10,000
B. 10,000 -20,000
C. 20,000 -30,000
D. 30,000 -40,000
E. More than 40,000

3. How long have you been working in the organisation?

a. 0-3 years
b. 3-5 years
c. 5-8 years
d. 8-10 years
e. More than 10 years

4. Does time and punctuality matter in the organisation?

a. Yes
b. No

5. Do people voluntarily own up their mistakes in the organisation?

a) Yes
b) No

6. Are you given opportunities to improve your skills in this organization?

a) Yes
b) No

7 Does the organisation provide you with Rewards/ commissions?

a) Yes
b) No

8. Do you get Bonus on ever time?

A) Yes
b) No

9.Are you satisfied with the rewards which the organisation is providing?

40
a) Strongly agree d) Disagree
b) Agree e) Strongly Disagree
c) Neither agree nor disagree

10 Are your skills and abilities are utilized effectively by the company?
a) Strongly agree d) Disagree
b) Agree e) Strongly Disagree
c) Neither agree nor disagree

11. The boss consults you on important maters?

a) Strongly agree d) Disagree
b) Agree e) Strongly Disagree
c) Neither agree nor disagree

12. In the organisation decisions are made by keeping in mind the good of the
employees
and society?
a) Strongly agree d) Disagree
b) Agree e) Strongly Disagree
c) Neither agree nor disagree

13. In the organisation supervisors are more concerned with maintaining good
relationship with their subordinates.
a) Strongly agree d) Disagree
b) Agree e) Strongly Disagree
c) Neither agree nor disagree

14 . In the organisation the atmosphere is very friendly and people spend enough time
in
informal relations?
a) Strongly agree d) Disagree
b) Agree e) Strongly Disagree
c) Neither agree nor disagree

15 Do you have clear idea about the company’s goal?

a) Yes
b) No

16 Does the Organization’s vision creates motivation for you?

a) Strongly agree d) Disagree

41
b) Agree e) Strongly Disagree
c) Neither agree nor disagree

17.Are you clear with the organizations long-term purpose and direction?79
a) Yes
b) No

18. Is there a clear mission that gives meaning and direction to our work?
a) Strongly agree d) Disagree
b) Agree e) Strongly Disagree
c) Neither agree nor disagree

19. Do you continuously track the progress against the stated goals?
a) Yes
b) No

20. Is there a clear and consistent set of values in the organisation?

a) Strongly agree d) Disagree
b) Agree e) Strongly Disagree
c) Neither agree nor disagree

21. Do you adopt new and improved ways to do work?

A) Yes
b) No

22. Working with people from other parts of the organisation also makes you feel
happy?
a) Strongly agree d) Disagree
b) Agree e) Strongly Disagree
c) Neither agree nor disagree80

23 Is it easy for you to coordinate with different departments of the organization?

A) Yes
b) No

24 Is it easy for you to reach consensus, even on difficult issues?

A) Yes
b) No

25. Do people you work with cooperate with you to get the work done?
a) Strongly agree d) Disagree

42
b) Agree e) Strongly Disagree
c) Neither agree nor disagree

26. Do your team members have a good interpersonal relationship with you?
a) Strongly agree d) Disagree
b) Agree e) Strongly Disagree
c) Neither agree nor disagree

27. Do you have the ability to manage your own work?

A) Yes

a) b) No
28. Are your capabilities viewed as an important source of competitive advantage?
a) Strongly agree d) Disagree
b) Agree e) Strongly Disagree
c) Neither agree nor disagree

29. In the organisation the outcome of confrontation will be better role clarity, improved
problem solving, willingness to deal with problems and also with typical “employees”
and customers.
a) Strongly agree d) Disagree
a) b) Agree e) Strongly Disagree
b) Neither agree nor disagree

30. Do you think your organisation culture is flexible enough and would be helpful for
both employers and employees for the future or does there need to be any sacrifices on
either part to improve the culture?
A) Yes
b) No

31. Do you think that there should be an improvement in the culture of your organisation
to enhance the employer employee relationship?
a) Strongly agree d) Disagree
b) Agree e) Strongly Disagree
a) c) Neither agree nor disagree

43