INTRODUCTION

INTRODUCTION

Organizational Culture refers to a system of shared meaning held by members that

distinguishes the organization from other organizations. This system of shared meaning is
actually a set of key characteristics that the organization values (Robbins and Sanghi,
2007). Organizational culture is a descriptive term which is concerned with how employees
perceive the characteristics of an organizations culture, not with whether or not they like
them. This appraisal of the organization on its characteristics gives a composite picture of
the organizations culture. This picture in turn becomes the basis for feelings of shared
understanding that members have about the organization, how things are done in it, and the
way members are supposed to behave. When culture is defined as a system of shared
meaning, it can be expected that individuals with different backgrounds or at different levels
in the organization will tend to describe the organizations culture in similar terms.

People are affected by the culture in which they live. Similarly, an individual
working for any organization with a firmly established culture will be taught the values,
beliefs, and expected behaviours of that organization. There is at least some sound
evidence that variations in cultural values may have a significant impact on employee
turnover and possibly employees job performance. Hence the study of organizational
culture is important for the understanding and practice of organizational behavior

The topic of the project is A Study on Organizational Culture and its Impact on
employees behaviour. It brings out the behavioural aspect of the employees working in
Hyundai Motors India Ltd. The main objective of the study is to find the overall performance
of the employees.

The research design used in this study is descriptive research design. Data from 100
people were collected as population study. Data was collected by survey method through
structured questionnaire with close ended questions. The primary data was obtained
through questionnaire and secondary data from the company records and through internet.
 The purpose of the survey process is to provide a more accurate assessment of the
existing culture from the employees point-of-view and also to assess their behaviours with
respect to that of the existing culture.

The culture of an organisation consists of the values and beliefs of the people in an
organisation. The organisational culture usually has values and beliefs that support the
organisational goals. Organizational culture has an impact on employees satisfaction.

The analysis was done through simple percentage analysis and weighted average
method. From the analysis it was found that the employees of HMIL were much satisfied
with their interpersonal relationships, co-ordination and integration between various
departments of the organization, and also the rewards & incentives given by their
management. But the management has to provide more practical sessions in training
programmes to improve their performance in their respective fields. Such training
programmes will help them to enhance their knowledge in the respective fields.
STATEMENT OF THE
PROBLEM
Problem statement

Common organizational culture problems can include ambiguity, poor communication, and
inconsistency. These can contribute to the experience of a hostile and unpleasant workplace, which
can make workers less loyal and may contribute to issues like harassment, bullying, and high
turnover. Companies with concerns about their structure and organization can use outside consultants
to get a fresh look at their culture, and may also want to consider the use of employee evaluations to
get feedback from their personnel. These tools can help companies identify and address problems
with organizational culture.

Ambiguity is a common issue. Employees may not understand what is expected of them, or could
feel as though stated policies are in conflict with actual practices. For example, workplace policies
may state that management supports a healthy work-life balance, but the company may only promote
single people who are willing to work long hours without complaint. The stated claim is that the
company is family friendly, but in reality, this is not the case.

Inconsistency can be another contributor to organizational culture problems. Employees may feel like
policies are not applied evenly and fairly; managers may not be penalized for activity employees
would expect to see punished, for example. Companies may also be inconsistent across departments,
which can contribute to the development of resentment. People in human resources, for example,
might want to know why the information technology department has better offices or always seems to
be on vacation.
OBJECTIVES OF STUDY

This study is undertaken with the following objectives.

1. To assess the existing culture of the organization and to find its

impact on employees behaviour.

2. To analyse the overall performance of the employees.

3. To learn the employees relationship with their peers.

4. To study the employees feel about the management.

5. To understand how the employer encourages participation in decision

making.

6. To find out the employees motivational factor.

7. To obtain the employees (BRTEs) perceptions about various aspects of

theorganizations culture .

8. To assess various attitudes of the employees towards their jobs and

towards the organization .
 SCOPE OF THE STUDY

1. It helps the management

To understand the causes of performance problems.
To understand how to assess the effectiveness of motivational practices in
the organization.

2. This study focuses on today's turbulent, often chaotic, environment, commercial

success depends on employees making use of their talents in full.

3. The management can create the work environment in which their employees will
thrive.

4. The management can

Enhance the professional perception of the employees

Foster a team oriented cooperative environment
Enhance employee relationship
Provide constructive feedback to their performance
Encourage the resolve of the employees to change the negative
behavior pattern
LIMITATIONS OF THE STUDY

It is difficult to elicit responses from employees who do night shifts.

The attitude of the worker changes from time to time. Hence the result of
the project may be applicable only at present.

We cannot get exact information because some of the employees are

reluctant to share the information.
COMPANY PROFILE:

Googolsoft Technologies established in the year 2005, having its Head office in India. We specializes
in consulting and staff augmentation, IT project outsourcing, offshore software development services,
and IT project management. With the unique Global Delivery Model, experienced consultants and
software development services, we will commit to help the customers build with highly qualitative,
timely delivered and cost effective services.

Googolsoft is an emerging leader in enterprise and web-enabled solutions that allow corporations to
operate more efficiently, quickly bring products to market, and rapidly achieve their business
objectives. Guided by a philosophy of attracting and retaining professionals who possess well-
rounded domain and technical expertise, Googolsoft builds teams of focused professionals who
capitalize on their combined experiences to deliver innovative, practical solutions.

The proven software development methodology includes a focus on key business drivers, an
emphasis on analysis, and reusable design elements.

Googolsoft is a full spectrum Software Solutions and a Managed Services Company. The services
from Optimum are designed to deliver Enterprise Client-Server/ Multi-tier and Web based solutions
across the entire value chain, spanning on-site consulting services to turnkey software projects.

We have got over 100 consultants working with us and have developed into a rapidly growing, highly
competitive and responsive firm with strong management, technical and financial resources and
commitment to fully serve its clients.

Professional Services- We have been providing IT consulting professionals to major national and
local firms, Fortune 1000, software integrator and software development companies, and major
national and local consulting firms.

Managed Services- the Managed Services group focuses on the comprehensive services on a
managed mode- where the responsibility of delivery and Service Levels are undertaken by Optimum
for providing a strong value to the customers. This Service enables organizations to optimize
overheads and realign focus of their internal resource towards core competency and value addition
areas of the organization.

Software Applications & Services provides a wide range of services and turnkey solutions that run
gamut from short-term focused services to long-term comprehensive, leading-edge solutions. The
scope covers the end-to-end application platforms from legacy domains to web based applications.

The consulting team at Googolsoft provides unique software consulting to help clients achieve their
long term business goals. We endeavor to deliver on strategic solutions that enhance business growth
in alignment with the business objectives. We propose a blend of traditionally successful as well as
innovative ways to achieve growth and steps to implement business strategy. IT and strategy
solutions include suggestions to reduce costs by optimizing resource use and outsourcing non-core
processes.

We offer world-class enterprise wide solutions to optimize and enable business processes and
information flow through IT integration. The team of consultants has expertise in different industry
verticals with specific functional domain and expert IT skills.

We are focused on helping enterprises leverage technology to achieve business goals in:

IT & Systems integration

Application development and maintenance

A feature of the offering is the astounding levels of accuracy we help you achieve. A major reason for
the success is the in-house team of highly qualified and well experienced professionals. The team
brings in the requisite expertise in process, technology, and operational capabilities that delivers
excellent quality.

The deep domain knowledge combined with the unique delivery model and deployment of cutting-
edge technology ensures high quality. The competent project management and service delivery teams
deliver solutions with smooth interactions, leaving no scope for ambiguities and misunderstandings.
The cost effective and efficient consulting services result in value enhancement and high return on
investments.

INDUSTRY PROFILE

Companies in this industry provide services such as software support,

computer systems design, and data processing facilities management. Major
companies include Computer Sciences Corporation, Xerox, and the technology
consulting arms of IBM and Hewlett-Packard (all based in the US), along with
Cap Gemini (France), Fujitsu (Japan), NTT Data (Japan), and Tata
Consultancy (India).

Competitive Landscape
Demand for IT services is driven by rapid technological advances, but
spending depends on the health of the US economy. The profitability of
companies depends on technical expertise, innovative services, and effective
marketing. Large companies have advantages in broad service offerings and
global reach, which give them the ability to provide outsourcing services to big
corporate customers. Small companies can compete effectively by specializing
in market niches or by partnering with larger companies that want to broaden
their mix of services. The US industry is fragmented: the 50 largest companies
account for about 40% of revenue.

Products, Operations & Technology

Computer systems design, development, and integration services account for
about 35% of industry revenue; application design and development services,
25%; and technical support, 10%. IT services companies help clients use
computers, software, and communications systems more efficiently. In addition
to providing advice on using computer systems, they frequently recommend
hardware and software systems to their customers. Firms provide a variety of
associated services, including business function outsourcing, data
warehousing, systems planning, enterprise resource planning, and training.

Information technology in India is an industry consisting of two major

components: IT services and business process outsourcing (BPO).[1] The
sector has increased its contribution to India's GDP from 1.2% in 1998 to 7.5%
in 2012.[2] According to NASSCOM, the sector aggregated revenues
of US$147 billion in 2015, where export revenue stood at US$99 billion and
domestic at US$48 billion, growing by over 13%. [2] India's current prime
minister Narendra Modi has started 'Digital India' project to give IT a secured
position inside & outside India.

The Indian IT market currently focuses on providing low cost solution in the
services business of global IT. Presence of Indian companies in the product
development business of global IT is very meagre, however, this number is
slowly on the rise. US giants that outsource work to India, do not allocate the
high end SDLC (Software Development Life Cycle) processes like requirement
analysis, high level design and architectural design, although some Indian IT
players have enough competency to take up and successfully complete these
high level software jobs. The other prominent trend is, IT jobs, that were earlier
confined to Bangalore, are slowly starting to experience a geographical diffuse
into other cities like Chennai, Hyderabad and Pune.

The growth is not fast paced; this can be largely attributed to the lethargic
attitude of the government in providing proper telecommunication
infrastructure. The penetration levels are higher for mobile, but the speed at
which the backbone infrastructure works (network speed) and the coverage it
offers are far below what other countries of the world have currently in offer

REVIEW OF LITERATURE
LITERATURE REVIEW
According to Azhar (2003) organizational culture is the combination of
important assumptions that are shared in common by each members of an
organization and are often unstated. Organizational culture is basically made
up by two major common assumptions: values and beliefs. Values are the
assumptions that have been forwarded by the leaders of the organization and
considered to be ideals that are desired by all the members of an organization.

2. Robbins (1986) on the other hand, defines organizational culture as a

uniform perception of an organization which has common characteristics.
Organizational culture, according to the author is something descriptive and
effectively it can distinguish one particular organization from another. It can
also integrate individuals and groups of organization systems.

3. Organizational culture is also defined by Rousseau (2000) as a set of

commonly experienced stable characteristics of an organization which shows
the distinctive features of an organization which differentiates it from others.

4. Organizational culture is also defined by Schein (2004) as a pattern of

shared assumptions that have been accepted by a group of individuals as they
solve their problems. Because they have used these assumptions to solve their
problems and it worked effectively they accepted these assumptions as valid
and thus they teach these assumptions to the newly joined members of the
organization as standard ways of thinking, perceiving and approaching towards
the problems. Organizational culture is a phenomenon that is shared by the
members of an organization and operates unconsciously.

5. Hofstede (2006) on the other hand explains the organizational culture in the
form of onion that contains a number of layers and values that make the core
of the organizational culture. Importance of organizational culture to the
success of the organization has been stressed by numerous researchers.

6. according to Azhar (2003) corporate culture can determine the success of

the organization, in other words, good companies are distinguished from bad
ones based on their corporate cultures. The author further states that
successfully managed companies usually have distinctive cultures based on
which they are responsible for successful implementation of their strategies.
Each organization has its unique culture that has powerful influence in the
employees of the organization and the management team and therefore, it can
be one of the most effective means of improving the overall performance of the
organization.

7. According to (Jarratt and ONeill (2002). It is difficult to say that the

organizational culture guarantees the success of the company but the
companies with strong corporate culture always have more chances to become
successful than their competitors

8. Schein (2004) who stated that the culture can serve as strength as well as
weakness to the organization. For example, if it serves as strength then it
facilitates communication among the members of the organization, facilitates
the process of decision making and control and creates commitment and
cooperation within the organization. On the other hand, when there are many
subcultures exist in an organization and only few values and behavioural
norms are shared across the organization and the traditions are rare. In
organizations that are characterized with these traits the employees are more
likely salary earners rather than being members of the organization and
therefore, they have less commitment and responsibility in their performance.
9. OReilly et al. (1991) identified the following seven dimensions of
organizational culture using an instrument they developed, the Organizational
Culture Profile (OCP): innovative, stable, respecting of people, outcome
oriented, detail oriented, team oriented, and aggressive.

10. These culture dimensions are quite similar to Hofstede et al. (1990)
practice dimensions generated from an international sample of firms, the OCP
dimensions also resemble two of the four types of cultural knowledge that
Sackmann (1992) found generalized across a single organization.

11. Deal (1986) defined it as the human invention that creates solidarity and
meaning and inspired commitment and productivity.

12. Uttal (1983) defined it as a system of shared values (what is important)

and beliefs (how things work) that interact with a companys people,
organizational structures, and control systems to produce behavioral norms.

13.Deshpande and Wesbter (1989) define organizational culture as the pattern

of shared values and beliefs that help individuals understand organizational
functioning and thus provide them with norms for behavior in the
organization.

14.Hofstede (1980) demonstrated that there are national and regional culture
groupings that affect the behavior of organizations. Hofstede looked for
national differences between over 100,000 of IBMs employees in different
parts of the world, in an attempt to find aspects of culture that might influence
business behaviour.

15. Cameron and Quinn (1999) suggest organizational culture refers to the
taken-for-granted values the underlying assumptions, expectations, collective
memories, and definitions present in the organization. It represents how things
are around here. It reflects the prevailing ideology that people carry inside
their heads. It conveys a sense of identity and provides unspoken guidelines for
how to get along and enhances the stability of the social system to which they
belong.

Theoretical Framework
Organizational culture can be stated as a form of organizational analysis
borrowed from the field of anthropology. Till date, no single universally
accepted definition exists; however, the term organizational culture generally
is accepted as referring to the shared meanings, beliefs, and understandings
held by a particular group or organization about its problems, practices, and
goals. ". Organizational culture is often taken in conjunction with climate,
ideology, and style that makes the concept much confusing. Organizational
culture can be described as the accepted and patterned ways of behavior of a
given people (overt organizational behavior), body of common understandings
(group and organizational norms) and an organization's way of thinking feeling
and acting (ideology and philosophy).

Organizational Culture is a cognitive framework consisting of attitudes, values,

behavioral norms and expectations shared by Organizational members. Even
the Organizations concerned with identical activities or that provide similar
products or services can be very different from one another. Organizational
Culture is the system of shared beliefs and values that develops within an
organization and guides the behavior of its members. The modern competitive
environment demands a better understanding of how an organization's culture
affects its performance. It has always been challenging for the researchers to
explore and study the nature of culture in terms of organizational settings,

. The study of Organizational Culture and Organizational Learning is of recent

origin and is getting prominence day by day. A strong culture makes the
Organization improve its efficiency by increasing the competitive edge. While
talking about Organizational Culture, it becomes mandatory to understand
what 'Culture' as the term actually means. Culture, while on the one end is
described as the set of values and beliefs, on the other it is described as set of
symbols, ceremonies and myths that communicate the underlying values and
beliefs of the organization to its employees. Culture persists and is changed or
maintained by virtue of its continual creation through the interaction of
organizational members, their shared interpretations and the significance they
attach to what occurs. Culture - being an intangible force directs the cultural
values that make organizations special. Culture plays several important roles in
organizations. On one hand, it provides a sense of identity while on the other;
it generates commitment to the organizations' mission.

It also clarifies and reinforces standards of behavior. There is no gain saying

that corporate culture influences organizations' performance. Keeping this in
view, it is worth studying culture in organizations such as professional
education institutions and its association with policies and performance.
'Cultural audits' are taken, these days, by organizations to match culture with
future strategies so as to manage or change the culture in consonance.
However, the study of culture is not an easy nut to crack, rather it demands
empirically acquired knowledge followed by critical reviews There are almost
as many definitions and understandings of culture as people writing about
it.124 At such a time when different people talk about culture, they may or may
not mean the same thing. Some find their definitions rooted in the
anthropological bases of rather isolated societies; to others it is the functional
aspect that appeals most to shape culture for the best results.

The origin of the concept of culture is rooted in the study of anthropology.

Anthropologist associated culture as their foundation stone and the most
central problem of all social sciences. Although culture has been the focal area
of studies in anthropology, sociology, organizational theories, and
management, but the connotation it had, was not always the same. Different
concepts, assumptions and interests made these connotations dissimilar.
Diverse opinions, predominantly affected the description of the theoretical
base of culture in terms of its composition, impact and applications.

The following three broad perspective of culture that can be differentiated in

the management literature as:

1. A holistic perspective

2. A variable perspective

3. A cognitive perspective.

The holistic perspective looks into culture as a one unified whole

integrating cognitive, emotive, and behavioral and artifact related aspects of
culture. It defines corporate culture as a general constellation of beliefs, mores,
customs, values systems, behavioral norms, and way of doing businesses that
are unique to each corporation and captures well and multifaceted nature of
culture.
The variable perspective takes into focus expressions- that may take the form
of verbal and physical behaviors or practices, of artifacts, and of their
underlying meanings. Culture is defined as "the way we do things" or as
manifestation of behavior. It is considered important to infer apparently
shared meanings from the study of culturally expressive activities, behaviors
and material artifacts.

The cognitive perspective emphasizes on ideas, concepts, blue prints,

beliefs, values or norms forming the core of culture. Culture, here, refers to
what humans learn, what they have in their mind and not what they do or
make. The knowledge secured thus provides standards for deciding what to do
and how to do things. Schein's view of organizational culture conforms to this
perspective that defines organizational culture as "The pattern of basic
assumptions that a given group has invented, discovered or developed in
learning to cope with its problem of external adaptation and internal
integration, and that have worked well enough to be considered valid and,
therefore, to be taught to new members as the correct way tope receive, think,
and feel in relation to those problems ".These three perspectives present three
different emphases or orientations; however, with no clear-cut boundaries but
overlaps.

DIMENSIONS OF ORGANIZATIONAL CULTURE

The present study that is based on the instrument of Professor Pankaj

Kumar looks at organization culture having following dimensions:

A Humanistic/Helpful Culture:

This characterizes organizations that are managed in a participative and

personal centered way. Members are expected to be supportive, constructive,
and open in their dealings with one another.

An Affiliative Culture:
This characterizes organizations that place a high priority on
constructiveinterpersonal relationship. Members are expected to be friendly,
open andsensitive to the satisfaction of their work group.

An Approval Culture

It describes organizations in which conflicts are avoided and interpersonal

relationships are present at least superficially. Members feel that they should
agree with, gain the approval of, and are liked by others.

A Conventional Culture

It is descriptive of organizations that are constructive, traditional and

bureaucratically controlled. Members are expected to conform, follow the rules
and make a good impression.

A Dependent Culture

It is descriptive of organizations that are hierarchically controlled and non-

participative. Centralize decision making in such organizations leads members
to do only that they are told and to clear all decisions with superiors.

An Avoidance Culture

It characterizes organizations that fail to reward success but nevertheless

punish mistakes. This neglecting reward system leads members to shift their
responsibilities to others and avoid any possibility of being blamed for a
mistake.

An Oppositional Culture

It describes organizations in which confrontation prevails and negativism is

rewarded. Members gain status and influence by being critical and thus are
reinforced to oppose the ideas of others and to make safe (but
ineffectual)decisions.

Conceptual Framework
A Power Culture

It is descriptive of non-participative organization structured on the basis of the

authority inherent in members' positions. Members believe they will be
rewarded for taking charge, controlling subordinates and at the same time,
being responsive to the demands of superiors.

A Competitive Culture

It is one in which winning is valued and members are rewarded for

outperforming one another. People in such organizations operate in a "win-
lose" framework and believe they must work against (rather than with) their
peers to be noticed.

A Competence/ Perfectionist Culture

It characterizes organizations in which perfectionism, persistence and hard

work is valued. Members feel they must avoid all mistakes, keep track of
everything and work long hours to attain narrowly defined objectives.

An Achievement Culture

It characterizes organizations that do things well and value members who

set and accomplish their goals. Members of these organizations set challenging
but realistic goals, establish plans to reach these goals and pursue them with
enthusiasm.

A Self-Actualization Culture

It characterizes organization that value creativity, quality over quantity and

both task accomplishment and individual growth. Members of these organizations
are encouraged to gain enjoyment from their work, develop themselves and
take on new and interesting activities.
FUNCTIONS OF ORGANIZATIONAL CULTURE:

Organizational Culture can have many functional effects on the Organizations and
their management. The two major areas on which they contribute are

1. Adaptation to the Organization's external environment

2. Coordination of internal systems

PURPOSE OF ORGANISATION CULTURE

Purpose
 Organizational culture is a critical factor in building and reinforcing knowledge
management in organizations. However, there is no theoretical framework that
comprehensively explains the effect of organizational culture on knowledge
management in organizations. This paper endeavors to develop a theoretical integrative
framework for organizational knowledge management and organizational culture.

Design/methodology/approach
This is a conceptual paper. It modifies the competing value framework by adding a
new dimension representing ethical and trusting culture, and then integrates it with the
SECI model of knowledge creation and conversion by identifying the conceptual
parallels between the two frameworks and then analyzing the interaction effects among
the dimensions.

Findings
Based on the congruity between the modified competing values framework and the
knowledge creation and conversion framework, the paper formulates six propositions
about the propensity of organizations of different dominant cultural styles to engage in
the four processes of knowledge creation and conversion.

Research limitations/implications
The dynamic nature of the framework presented in the paper points to the importance
of longitudinal and comparative research in understanding the effects of organizational
culture on organizational knowledge management systems in organizations.

Practical implications
 The proposed integrative framework would facilitate organizational learning and
lead to the improvement of knowledge management practices in organizations as it
helps managers to understand the linkages between culture and knowledge
management.

Originality/value
This paper presents a new framework linking organizational culture to knowledge
management. It moves away from analyzing culture only in terms of its positive and
negative influences on knowledge management. Instead, it suggests a typology of the
kind of knowledge management processes that organizations are likely to focus on
depending on the culture that prevails in an organization.
 CHAPTER III

RESEARCH METHODOLOGY
RESEARCH METHODOLOGY

Meaning

Research methodology is a way to systematically solve the research problem. It is necessary

for the researcher to know not only need the research methods/techniques but also the methodology.
Research also needs to understand the assumptions underlying various techniques and they need to
know criteria by which they can decide that certain techniques and procedure will be applicable to
certain problems and other will not all this means that it is necessary for the researcher to design his
methodology for his problem as the same differ from problem to problem.

Aim

The main aim of the research is to evaluate and analyze the responses critically.

Research hypothesis

There is a significant association between educational qualification of the respondents and

employees job satisfaction.
There is a significant association between gender of the respondent and job satisfaction.
There is a significant association between experience of the respondent and employees job
satisfaction.
There is a significant association between age of respondent and employees working
environment.
There is a significant association between experience of the respondent and employees
working environment.
 There is a significant association between age of the respondent and employees job
satisfaction.

RESEARCH DESIGN

A research design is an arrangement of condition for collection and analysis of the data
in a manner that aims to combine relevance to the research purpose with economy in
procedure.

The study is descriptive in nature i.e., descriptive research. Descriptive research is

concerned with describing the characteristics of a particular individual or group. This
includes surveys and fact-finding enquiries of different kinds. The main characteristic
of this method is that the researcher has no control over the variables; one can only
report what has happened or what is happening. Thus, the research design in case of
descriptive study is a comparative design throwing light on all the areas and must be
prepared keeping the objectives of the study and the resources available. This study
involves collection of data from Junior level Executives.

DATA ANALYSIS AND INTERPRETATION

Human Resources are the greatest assets for any organization. These
recourses should be developed to their fullest extent for the efficient functioning of an
organization and their performance needs to appraise continuously.

The present study is aimed at analyzing the organisation culture at googolsoft . There is
a felt, need and justification to conduct surveys and to know the perceptions of employees
regarding existing practices. A structured questionnaire has been surveyed among 40 respondents
by adopting strata technique. And their perceptions are analyzed and interpreted in this chapter.

For the purpose of survey, a sample of 40 employees has been taken into consideration
with a view to assess the "Organisation culture" in googolsoft helps in the assessment of
individual potential.
Table-4.1 Organisation culture is the assessment of individual potential.

S.No. Rating Scale No. of In%

Respondents
1 Strongly Agree 7 17.5
2 Neutral 4 10
3 Strongly Disagree 0 0
4 Agree 29 72.5
5 Disagree 0 0
Total 40 100
Graph-4.1

30

25

20

15 Series1

10

0
Strongly Agree Neutral Srtongly Disagree Agree Disagree

Analysis:

From the above table-4.1 it can be known that 72 % of respondents have agreed about
the assessment of individual potential and 17.5 % of them have strongly agreed of the above
statement and 10 % of the employees are in a neutral stage and where none of them have
disagreed for the above statement. So majority of the respondents i.e. 72.5 % of the respondents
have agreed about the assessment of individual potential.
Interpretation:

From the above analysis we can interpret that, some of the employees were in neutral
position, because the appraisal system in the organization was not in a full fledge way.

Table-4.2

Organisation culture followed in the organization is rational and fair.

S.No. Rating Scale No. of ln%

respondents
1. Strongly Agree 1 2.5
2. Neutral 12 30
3. Strongly Disagree 1 2.5
4. Agree 22 55
5. Disagree 4 10
Total 40 100
Graph-4.2

25

20

15
Series1
10

0
Strongly Agree Neutral Srtongly Disagree Agree Disagree

Analysis:
 From the above table-4.2 it can be known that, 55% of respondents have agreed that die
performance appraisal system followed in the organization rational and fair and 30 of the
respondents are in neutral stage. Where as 2.5pciceiU of the respondents have agreed for the
above statement and 2.5petce&t of the respondents have strongly disagreed, where 10 % of the
respondents have disagreed for the above statement.

Interpretation:

From the above analysis we can interpret that, some of the employees were in neutral
position. Because the organization doesnt following the companys policies fairly.

Table-4.3

Job expectations are informed and the superiors set the tasks.

S, No. Rating Scale No. of respondents In%

1. Strongly Agree 3 7.5
2. Neutral 10 25
3. Strongly Disagree 0 0
4. Agree 24 60
5. Disagree 3 7.5
Total 40 100

Graph-4.3
 25

20

15
Series 1
10

0
Strongly Agree Neutral Strongly Disagree Agree Disagree

Analysis: From the above table-4.3 it can be known that, 60% of respondents have agreed
that the job expectations are informed and the superiors set die tasks. And 25% of die respondents
are in neutral stage and 7,5% strongly agree for above statement and where as 7.5% of the
respondents disagree for die above statement, none of them are in a stage of strongly disagree
opinion.

Interpretation: The above analysis shows that, some of employees were in neutral position.
Because the job expectations were not informed, and the tasks were not assigned by superiors
properly.

Table-4.4

Organisation culture in the Organization helps to the Training and development needs of
employee.

zS.No. RatingScale No. of In%

respondents

1. Strongly Agree 6 15
2. Neutral 4 10
3. Strongly Disagree 0 0
 4. Agree 27 67.5
5. Disagree 3 7.5
Total 40 100

30

25

20

15 Series 1

10

0
Strongly Agree Neutral Strongly Disagree Agree Disagree
Graph4.4
Analysis:

From the above table-4.4 it is found that, 67.5% of respondents have agreed for the performance
appraisal followed in the organization helps to assess the training and development needs of
employee and I5 % of them have strongly agreed in ID-% of the respondents are in neutral stage
and the remaining 7.5% of the respondents are in disagreed opinion. Where none of them are is
strongly disagreed opinion.

Interpretation: The above analysis states that, majority of the employees opined that a good
performance appraisal system in the organization, helps to train and develop an employee in all
aspects.

Table-4.5

The Performance appraisal in the organization helps to recognize the competence and potential
of an individual.

S.No. Rating Scale No. of ln%

respondents

1. Strongly Agree 4 10

2. Neutral 3 7.5
3. Strongly Disagree 1 2.5
4. Agree 30 75
5. Disagree 2 5
Total 40 100
Graph-4.5

30

25

20

15 Series 1

10

0
Strongly Agree Neutral Strongly Disagree Agree Disagree

Analysis:

From the above table-4.5 it is found that, 75% of respondents have agreed for the performance
appraisal in the organization helps to recognize the competence and potential of individual and 10
% of the respondents have strongly agreed, and 7.5% of the respondents are in neutral stage and
5% are in disagreed opinion where as 2.5% of the respondents strongly disagree for the above
statement

Interpretation:
The above analysis elicits that, some of the employees were in neutral and disagree position.
Because the appraisal process in the organization is not that much effective.
Table-4.6

Employees are happy with the assessment of performance followed in the organization.

No. of
S.No. Rating Scale ln%
Graph- respondents 4.6
1. Strongly Agree 3 7.5

2. Neutral 14 35
3. Strongly Disagree 0 0
4. Agree 18 45
5. Disagree 5 12.5
Total 40 100

18
16
14
12
10
Series 1
8
6
4
2
0
Strongly Agree Neutral Strongly Disagree Agree Disagree

Analysis: From the above table-4.6 it is found that, 45% of respondents have agreed that
they are happy with the assessment of performance appraisal followed in the organization. And
35 % of the respondents are in neutral stage and 12.5% of the respondents are in a disagreed
stage where 7.5% have strongly agreed for the above statement but none of them have strongly
disagreed for this statement.
Interpretation:We can interpret that, most of the employees were in disagree and neutral
position. Because the assessment system in the organization was not up to the mark. Table-4.7

Employees have been appraised fairly according to the company's policies.

S. No. Rating Scale No. of In %

respondents
1. Strongly Agree 2 5
2. Neutral 13 32.5
3. Strongly Disagree 0 0
4. Agree 23 57.5
5. Disagree 2 5
Total 40 100

Graph-4.7

25

20

15
Series 1
10

0
Strongly Agree Neutral Strongly Disagree Agree Disagree

Analysis: From the above table-4.7 it is found that, 57.5% of respondents have agreed that
the employees have been appraised fairly according to the company policies and 32.5% of the
respondents are neutral stage and 5% of them are strongly agree and where as 5% of the
respondents disagree for the above opinions and none of them have disagree for the above
opinion.
Interpretation: Here we can state that, most of the employees were in disagree and neutral
position. Because performance appraisal was not done fairly according to the companies
policies.Table-4.8 Advises and suggestions are given to the employees during the appraisal
process.

S. No. Rating Scale No. of In%

respondents
1. Strongly Agree 3 7.5
2 Neutral 15 37.5
3. Strongly Disagree 0 0
4. Agree 10 25
5. Disagree 12 30
Total 40 100

Graph-4.8

16
14
12
10
8 Series 1
6
4
2
0
Strongly Agree Neutral Strongly Disagree Agree Disagree

Analysis: From the above table4.8 it is found that, 30 % of respondents have disagreed that
advises and suggestions are given to the employees during the appraisal process and 25% of them
have agreed and 7.5% of the respondents strongly agree and majority of the respondents i.e.
37.5% are in a neutral stage and none of them have disagreed for the above statement.
Interpretation: The above analysis exhibits that, employees are expecting many more
suggestions and advises, during the appraisal process that would be helpful for their career.
Table-4.9

The employees accept the appraisal feed back as.

S. No. Rating Scale No. Of %

respondents
1. Positive way 3 7.5
2. Uninteresting 15 37.5
3. Negative way 0 0
4. Neutral 10 25
Total 40 100

Graph-4.9:

16
14
12
10
8 Series 1

6
4
2
0
Positive way Uninteresting Negative way Netural

Analysis: From the above table-4.9 it is found that, 50% of respondents have a
positive way regarding acceptance of the appraisal feed back. And 47.55 of them are in a
neutral opinion and 2.5% of the respondents feel it uninteresting on the above statement.
And none of them have a negative acceptance of this statement

Interpretation:

This analysis shows that, employees are not much interested in taking the appraisal feedback.
Table-4.10 The appraiser of the company should be.

S.No. Rating Scale No. of In%

respondents
1. Superior 13 32.5
2. HOD 25 62.5
3. Subordinate 1 2.5
4. Peer groups 1 2.5
Total 40 100
Graph-4.10

25

20

15
Series 1
10

0
Superior HOD Subordinate Peer groups

Analysis: From the above table-4.10 it is found mat, 62.5perecent of respondents feel
that their HOD should be their appraiser and 32.5% of them feel that their superior should
be the appraisal and 2.5% of the respondents feel that their subordinates and peer groups
should be the appraiser.

Interpretation: This states that, the appraiser should be the head of the department, the
employee feel that he is the right person to evaluate their performance.
Table-4.11

Employee need to be assessed as.

No. of
S.No. Rating Scale In%
respond
1. Once in 3 months eents 8 20
2. Once in 6 months 11 27.5
3. Once in a year 21 52.5
Total 40 100

Graph-4.11

25

20

15
Series 1
10

0
Once in 3 months Once in 6 months Once in a year

Analysis: From the above table-4.11 it is found that, 52.5% of respondents feel that their
appraisal system should be once in a year and 27.5% of the respondents feel that it should be
twice in a year (6 months) and where as 20% of the respondents feel that it should be for every 3
months.

Interpretation: Here, the employees felt that, they need to be assessed once in a year, as
they felt it is a right period of time to assess the performance .
Table-4.12

The performance appraisal followed in the organization makes the employees.

S.No Rating Scale No. of In%

Respondents
1 Motivating 38 95
2 De motivating 2 5

Graph-4.12

40
35
30
25 Series 1
20
15
10
5
0
Motivating Demotivating

Analysis: From the above table-4.12 it is found that, 95% of respondents are motivated
towards performance appraisal followed in the organization and 5 % of the respondents
demotivates for the above statement.

So majority of the respondents i.e.. 95 % of the respondents have motivated towards the appraisal
system followed in the organization.

Interpretation: From the above study, employees felt performance appraisal system as a
motivating factor.
Table-4.13

Types of errors / problems have impact on performance rating in the Organization.

S. No Rating Scale No of In%

Respondents
1 Influence 9 22.5
2 Attitude 16 40
3 Biased 8 20
4 Personal Grudge 1 2.5
5 Subjectivity 5 12.5
6 Status Effect 1 2.5

Graph-4.13

16
14
12
10
8 Series 1
6
4
2
0
Influence Attitude Biased Personal Grudge Subjectivity Status Effect

Analysis: From the above table-4.13 it is observed that, appraisal system is rated by attitude
that is 40% and 22.5% of the respondents by influence and 20% by biased, 12.5% by subjectivity
and 2.5% by personal grudge and remaining 2.5% by status effect.

Interpretation: The employees opined that, attitude factor have a greater impact on the
performance appraisal system.
Table -4.14

Feedback on Performance is communicated after assessment of the Performance.

S.No Rating Scale No of In%

Respondents
1 Yes 19 47.5
2 No 21 52.5
Graph-4.14

21

20.5

20
Series 1
19.5

19

18.5

18
YES No

Analysis: From the above table-4.14 it is found that, 52.5% of respondents disagree that feed
back on performance is communicated after assessment of the performance appraisal. And 47.5%
of the respondents agree for the above statement.

So majority of the respondents i.e. 52.5 % of the respondents have disagreed that the
feedback on performance is communicated after assessment of the performance appraisals.
Interpretation: Here, the some of the employees express their view that, the
performance feedback need not be communicated after the assessment, while some of them
felt that it is essential.
Table-4.15

Employees are aware of 360-degree appraisal.

S.No Rating Scale No of Respondents In%

1 Yes 11 27.5
2 No 29 72.5

Graph-4.15

30

25

20
Series 1
15

10

0
YES No

Analysis:

From the above table-4.15 it is found that, 72.5% of respondents are aware of
organisation cultureand 27.5% of die respondents are not known of organisation culture

So majority of the respondents i.e.. 72.5 % of the respondents have agreed that they
were aware of organisation culture

Interpretation:

Here from the above study it is known that, the employees are not completely aware of
organisation culture
 FINDINGS

More than half of the employees (72.5%) agree that Organisation culture is
the assessment of individual potential.

Some of the employees (30%) neutral that Organisation culture followed in

the organization is rational and fair.

Some of the employees (25%) neutral that Job expectations are informed and
the superiors set the tasks.

Most of the employees (67.5%) agree that Performance Appraisal followed

in the Organization helps to the Training and development needs of employee.

Some of the employees (5%) disagrees that The Performance appraisal in

the organization helps to recognize the competence and potential of an individual

Less than half of the employees (35%) disagrees that they are happy with the
assessment of performance followed in the organization.

most of the employees (32.5%) neutral that they have been appraised fairly
according to the company's policies.

Most of the employees (30%) disagrees that Advises and suggestions are
given to the employees during the appraisal process.

Most of the employees (37.5%) uninterestingly accept the appraisal

feedback.

Most of the employees (62.7%) feel that appraisal should be given by

HOD.
 Most of the employees (52.5%) that they need to be assessed as once in a
year.

All most of the employees (95%) feels that the performance appraisal
followed in the organization makes the employees Motivated.

Most of the employees (40%) think that attitude have impact on performance
rating in the Organization.

Most of the employees (52.5%) do not agree that Performance is

communicated after assessment of the Performance.
 SUGGESTIONS

In training programmes practical sessions must receive greater

emphasize.

The management may enhance the frequency of employees feedback on

their performance.

Now, only the employees who belong to committees can participate in

decision-making. The management may encourage all the employees to
participate in decision-making process.
5.3 CONCLUSION

The study about the organizational culture and behaviour on employees

reveals that the workers were satisfied with their ability, co-operation, team work,
involvement, supervisors, utilization of their skills and rewards etc. They are
highly satisfied with the current culture of HMIL.

Because of this favourable culture the employees show positive

behaviours like high involvement, highly commitment to the organization, highly
motivated and highly flexible to the organizational changes etc.
BIBILIOGRAPHY

REFERENCES 1. Cummings, T. G. and C. G. Worley Organization

Development and Change, Thomson South-Western, Delhi, 2007. 2.
DeVellis, R. F. Scale Development Theory and Applications, Sage
Publications, Newbury Park, 1991. 3. Luthans, F. Organizational
Behavior, Irwin / McGraw-Hill, Massachusetts, 1998. 4. Muchinsky, P.
M. Psychology Applied to Work An Introduction to Industrial and
Organizational Psychology, Wadsworth / Thomson Learning, Belmont,
CA, 2000. 5. Robbins, S. P. and S. Sanghi Organizational Behavior,
Pearson Education, New Delhi, 2007. xl
QUESTIONNAIRE

GOOGOLSOFT ORGANISATION CULTURE SURVEY

DEAR RESPONDENT,
WE ARE THE STUDENTS OF M.B.A. AND WE ARE CONDUCTING A SURVEY ON THE EMPLOYEE

SATISFACTION WITH THE PERFORMANCE APPRAISAL. YOU ARE KINDLY REQUESTED TO GIVE YOUR
FEEDBACK. THE DATA COLLECTED WILL BE USED ONLY FOR ACADEMIC PURPOSE.

NAME
AGE.
21 TO 34
35 TO 44
45 TO 54
55 OR OLDER

SEX.
MALE
FEMALE

SIGNATURE..
 ANNEXURE

1. Is organisation culture helps in the assessment of individual potential?

Strongly Agree Agree

Neutral Disagree

Strongly Disagree

2. Does the organisation culture system followed in the organization is rational and fair?

Strongly Agree Agree

Neutral Disagree

Strongly Disagree

3. Whether the Job expectations are informed and the superiors set the tasks?

Strongly Agree Agree

Neutral Disagree

Strongly Disagree
4. Does the performance Appraisal followed in the organization helps to assess
the training and development needs of employee?

Strongly Agree Agree

Neutral Disagree

Strongly Disagree

5. Does the Performance appraisal in the organization helps to recognize the

competence and potential of an individual?

Strongly Agree Agree

Neutral Disagree

Strongly Disagree

6. Whether the employees happy with the assessment of Performance followed in the

organization?

Strongly Agree Agree

Neutral Disagree

Strongly Disagree
7. Does the Employees appraised fairly according to the companys policies?

Strongly Agree Agree

Neutral Disagree

Strongly Disagree

8. Does the Advises and suggestions are given to the employees during the
appraisal process?

Strongly Agree Agree

Neutral Disagree

Strongly Disagree

9. How do the employees accept the appraisal feedback?

Positive way Negative way

Uninteresting Neutral

10.Who should be the appraiser?

Superior Subordinate

HOD Peer group

11. How often should an employee be assessed?

Once in 3months

Once in 6months

Once in a year

12. How the performance appraisal followed in the organization?

Motivate

Denominative

13.What types of errors / problems have impact on performance rating in

the organization?

Influence Biased Subjectivity Status Effect

Attitude Personal Grudge

14. Whether the Feedback on performance communicated after assessment of the

Performance?

Yes No

15. Are you aware of 360-degree appraisal?

Yes No