312 A Study On Organizational Culture And Its Impact On .
International Journal of Trend in Scientific Research and Development (IJTSRD)Volume: 3 Issue: 3 Mar-Apr 2019 Available Online: www.ijtsrd.com e-ISSN: 2456 - 6470A Study on Organizational Culture and its Impact onEmployee Performance: A Case Study of State Bank of IndiaMs. Naila Zia1, Prof. Nafees. A. Khan21Research1,2DepartmentScholarof Commerce, Aligarh Muslim University, Aligarh, Uttar Pradesh, IndiaHow to cite this paper: Ms. Naila Zia Prof. Nafees. A. Khan "A Study onOrganizational Culture and its Impact onEmployee Performance: A Case Study ofState Bank of India" Published inInternational Journal of Trend inScientific Research and Development(ijtsrd), ISSN: 24566470, Volume-3 Issue-3, April 2019,pp.1453-1458, JTSRD23374Copyright 2019 by author(s) andInternational Journal of Trend inScientific Research and DevelopmentJournal. This is an Open Access articledistributed underthe terms of theCreative CommonsAttribution License (CC BY STRACTOrganizations have different kinds of culture, depending upon it strength, whichhave considerable impact on attitudes and behavior of the employees, their jobperformance, satisfaction and even of the employee turnover. For a long decadejob performance of employees is one of the widely used dependent variable inthe studies related to human resource because of the fact that the performanceof an employee is of high relevance not only for the organisation but also for alike individuals. The present study has been conducted to examine the impact ofOrganisational culture on the performance of the employee working in statebank of India , Delhi .Data was collected through questionnaires designed on fivepoint likert scale. The sampling technique used in the study is convenientsampling and the sample size is 57 employees. Multiple regression analysis wasused as the statistical tool. The findings suggested that there is a significantimpact of Organisational culture on the performance of employees in the bankunder study.KEYWORDS: Organisational culture, Employee performance, OctapaceINTRODUCTIONThe management of an organization wants their employeesto identify with their values, beliefs, and Norms; the purposebehind this is to familiarize their employees with theOrganizational system as well as to bind them together as aworkforce so that they are given unity of direction in work.These Beliefs, Values, Symbols as well as Rituals that willdefine the working style of the employees are combinedtogether to form a culture of an organisation. There is nouniversal Definition for the term culture although we oftenassociated it with “Social Pattern”. The word Culture is firsttime introduced in the Oxford English Dictionary in 1430with the meaning “Cultivation or tending the soil”. Then inthe 19th century culture is linked with the meaning ofrefinement or cultivation of manners, taste and mind, thenits meaning has been changed in mid-20th century as “ Thetotality of socially transmitted behavioral patterns , arts ,Beliefs , instructions and all other products of human workand thought”(American heritage English Dictionary).Kroeber and Kluckhohn (1952) defined the culture “As apattern, explicit and implicit of and for behaviour acquiredand transmitted by symbol, constituting the distinctiveachievements of human groups including their embodimentin artifacts, the traditional values and ideas attached to thevalues are considered as an essential part of the culture”.ORGANISATIONAL CULTURE:Different Type of Organizations have different kinds ofculture, depending upon it strength, which have significantinfluence on behavior and attitudes of the employees, theirjob satisfaction, performance and their turnover. The reasonbehind this is the fact that people are always affected by theculture in which they live. In short Organisational cultureconsists of values and unwritten rules of conduct prevails inan organisation defining the management beliefs, styles,priorities, and behavior which will influences the way inwhich people communicate, plan and make their decision. Inthe words of Martins and Martins (2003), the basic definitionof organisational culture as “a system of shared meaningheld by members, distinguishing the organisation from otherorganizations”. Thus according to this definition theorganizations can differentiate themselves on the basis ofthe values that the members in an organisation share amongthemselves. Schein (1985) also puts forward organisationalculture as “a pattern of basic assumptions invented,discovered, or developed by a given group as it learns tocope with its problems of external adaptation and internalintegration that has worked well enough to be consideredvalid, and therefore, to be taught to new members as thecorrect way to perceive, think, and feel in relation to thoseproblems”. This definition emphasize that culture in anorganisation are those assumptions in which members are@ IJTSRD Unique Paper ID – IJTSRD23374 Volume – 3 Issue – 3 Mar-Apr 2019Page: 1453
International Journal of Trend in Scientific Research and Development (IJTSRD) @ www.ijtsrd.com eISSN: 2456-6470expected to do things as well as to pass it on to newmembers of an organisation.OCTAPACE CULTURE:As the organizations are becoming more and more complexby the passage of time the idea of Organisational culture isgaining more and more importance. (Mau solff, 1996,Grosenick and Gibson 2001, Ott 1998). As the Organisationalculture is defined as a system of Organisation symbols,Beliefs, Values and Shared assumptions the role oforganisational culture is very significant in makingorganisation capable of getting the best out of themselves,culture ensure and provide the proper energy needed for thefunctioning of the organisation like a proper bloodcirculation through all the organs. According to udai pareekthe concept related to culture can be seen as multi-levelconcepts. At first or core level we have the value which givesthe identity to a group which is the root of any culture; this isthe basic ethos of a group .pareek defined ethos as“underlying spirit of a group or character “Than at thesecond level we have “climate” which is defined as theperceived attributes of organisation and its members, groupsand issues. At the last and the third level there are conceptrelated to atmosphere that affects the development ofsomeone or something. T.V Rao along with Udai pareekpioneered the concept of HR culture and propounded theterm OCTAPAC culture initially but the letter “E” that standsfor Empowerment and Experimentation was later added tothe term and it became OCTAPACE indicating Eight (OCTA)steps (PACE) to create cultural ethos.The aim of OCTAPACE culture is to build a good and healthyorganisation which constructs its structure on eight strongpillars of “OCTAPACE” referred to:1. Openness.2. Confrontation.3. Trust.4. Authenticity.5. Proactive.6. Autonomy.7. Collaboration.8. Empowerment & Experimentation.EMPLOYEE PERFORMANCE:For a long decade job performance of employees is one of thewidely used dependent variable in the studies related tohuman resource because of the fact that the performance ofan employee is of high relevance not only for theorganisation but also for alike individuals. In the words ofAguinis (2009) performance is defined as behaviour of theemployees and not the results, which are derived out of anemployee’s behaviour. Thus what an employee’s produce orthe results of their work is not called as performance, In factperformance is what an employee actually does and how hebehaves.LITERATURE REVIEW:Every human being has some personality traits that will helpthem to differentiate their identity from other, no twopersons can act and behave in a same way likewise everyorganization have certain values , policies ,guidelines ,protocol and rules which helps them to construct their ownimage which makes them different and unique from theother. the organizations are homogeneous rather than multicultural in nature. The culture is defined as a system ofmeaning that influences behaviors as well as practices oforganizations. In short individual’s behavior is stronglyinfluence by a culture (Katheleem L. Gregory (1983).Hofstede et al (1990) relates culture not only to regional andnational groups, but also with the organizations,professional, social and sub cultural groups, family,legislation and national political systems etc. Authorsuggested that Manifestations of culture varies from theinnermost level, i.e., the value, to the outer shells of rituals,codes and symbols. Organizational culture is an outcome ofbehaviors of the members working in an organization.Fakhar, Zahid and Muhammad gulzar (2013) surveyed aboutthe overall impact of the organizational culture on the jobperformance of the employees either directly or indirectly.The survey tries show the influence of the culture onemployee performance in the software houses of Pakistan.The variables selected for the study are: Customer services;Employee participation. System of reward; Innovation andrisk-taking. & System of communication. The overalloutcome of this study reveals that organizational culture hasa visible positive impact on the job performance of theemployees working at selected software houses in Pakistan.According to this study the most powerful factor/variableamong all that can be used for the attainment of theOrganizational goals is Employee’s participation. Mufeed,Hamdani & Mufeed (2015) worked on discoveringorganisational culture and its impact on the growth in healthcare sector in Jammu & Kashmir. The research showed thatthe organisational culture had a strong impact on thebehavior, performance, knowledge management ofemployees. It was concluded that culture affects feedbackstrategy, organisational effectiveness, learned helplessness,total productive maintenance and organisation dynamism ofemployees. Findings of the research suggested thatorganizations should focus more on good culture to ensuresatisfaction of employees so that productivity andeffectiveness could be improved.RESEARCH GAP:Organisational culture and Employee performance has beenstudied by several researchers globally in different sectors.Literature review suggests that not much emphasis has beengiven on identifying the impact of Organisational culture onemployee’s performance from Indian perspective. Sincethere are dearth of studies in these areas. The present studyexplore various aspects of Organisational culture and itsdimensions with respect to its impact over the performanceof banking employees of State Bank of India.OBJECTIVES OF THE STUDY:The Objectives of this study are:1. To assess the nature and state of Organisational culturein banking sector.2. To study the effects of Organisational culture onemployee performance with regards to banking sectorin Delhi.3. To suggest on the basis of the study results, theworkable organisational culture improving strategiesand outline their implications.RESEARCH MODEL:Source :( Prepared by the Researcher)@ IJTSRD Unique Paper ID - IJTSRD23374 Volume – 3 Issue – 3 Mar-Apr 2019Page: 1454
International Journal of Trend in Scientific Research and Development (IJTSRD) @ www.ijtsrd.com eISSN: 2456-6470HYPOTHESIS:H1: There is no significant impact of Openness as a measureof Organisational Culture on Employee Performance.H2: There is no significant impact of Confrontation as ameasure of Organisational Culture on EmployeePerformance.H3: There is no significant impact of Trust as a measure ofOrganisational Culture on Employee Performance.H4: There is no significant impact of Authenticity as ameasure of Organisational Culture on EmployeePerformance.H5: There is no significant impact of Proaction as a measureof Organisational Culture on Employee Performance.H6: There is no significant impact of Autonomy as a measureof Organisational Culture on Employee Performance.H7: There is no significant impact of Collaboration as ameasure of Organisational Culture on EmployeePerformance.H8: There is no significant impact of Experimenting as ameasure of Organisational Culture on EmployeePerformance.RESEARCH METHODOLOGY:The study is based on both primary as well as secondarydata; the primary data was collected with the help of aquestionnaire which was distributed among the State Bankof India employees Located in Delhi of different age group,gender and qualification while the secondary data iscollected from earlier records, reference books, magazinesand internet along with fact and figures. Research reckonsconvenience sampling for its sampling selection. The studyhas two variables i.e. Organisational culture and Employeeperformance (Highlighted in the Research model). Employeeperformance is taken as dependent variable whereasOrganisational culture is used as independent variable . Boththe variables are studied on five-point likert scale in astructured format with the statements ‘Strongly agree’ and‘strongly disagree’ anchoring to the numerical value 1 and 5.A Total of 75 questionnaires were distributed amongemployees of State bank in Delhi out of which 57 wereselected for the study. The multiple regression analysis wasused to analyze the hypothesis through statistical Packagefor social Science (SPSS).TESTING OF HYPOTHESIS:Hypothesis12345678Table1: Results of Regression AnalysisVariablesR square Unstandardized 3-.063The values with * denotes rejection of null hypothesis(Source: SPSS)DISCUSSION:H1: There is no significant impact of Openness as ameasure of Organisational Culture on EmployeePerformance.The impact of openness as a measure of organisationalculture on employee performance was measured by applyingmultiple regression. The independent variable is Opennessand dependent variable is employee performance .tableshows that for hypothesis 1 (openness) R square is .39means Openness to be able to explain EmployeePerformance by 39 percent in the case of SBI. Postadjustment to degrees of freedom, Adjusted R squarereaches -.003. Durbin Watson Statistic attests the presenceof autocorrelation among the variables. Openness takes acoefficient of -.121 in the case of standardized coefficient and-.114 while unstandardized. The VIF statistics signify nomulticollinearity among the predictor variables. As theprob. value is more than 0.05 (0369), we accept the nullof no significant impact. It means there is no significantimpact of Openness as a measure of OrganisationalCulture on Employee Performance in SBI.H2: There is no significant impact of Confrontation as ameasure of Organisational Culture on EmployeePerformance.Here the independent variable is Confrontation anddependent variable is employee performance .table showsthat for hypothesis 2 (Confrontation) R square is .27 meansConfrontation to be able to explain Employee Performanceby 27 percent in the case of SBI. Post adjustment to 00*of freedom, Adjusted R square reaches -.017. Durbin WatsonStatistic attests the presence of autocorrelation among thevariables. Confrontation takes a coefficient of -.029 in thecase of standardized coefficient and -.027 whileunstandardized. The VIF statistics signify nomulticollinearity among the predictor variables. As theprob. value is less than 0.05 (.032), the null hypothesisof no significant impact is rejected. It means there issignificant impact of Confrontation as a measure ofOrganisational Culture on Employee Performance in SBI.H3: There is no significant impact of Trust as a measureof Organisational Culture on Employee Performance.Here the independent variable is Trust and dependentvariable is employee performance .Table shows that forhypothesis 3 (Trust) R square is .41 means Trust to be ableto explain Employee Performance by 41 percent in the caseof SBI. Post adjustment to degrees of freedom, Adjusted Rsquare reaches -.006. Durbin Watson Statistic attests thepresence of autocorrelation among the variables. Trust takesa coefficient of -.108 in the case of standardized coefficientand -.108while unstandardized. The VIF statistics signify nomulticollinearity among the predictor variables. As theprob. value is less than 0.05 (0.001), the null hypothesisof no significant impact is rejected. It means there is asignificant impact of Trust as a measure ofOrganisational Culture on Employee Performance in SBI.H4: There is no significant impact of Authenticity as ameasure of Organisational Culture on EmployeePerformance.@ IJTSRD Unique Paper ID - IJTSRD23374 Volume – 3 Issue – 3 Mar-Apr 2019Page: 1455
International Journal of Trend in Scientific Research and Development (IJTSRD) @ www.ijtsrd.com eISSN: 2456-6470Here the independent variable is Authenticity anddependent variable is employee performance .Table showsthat for hypothesis 4 (Trust) R square is .37 meansAuthenticity to be able to explain Employee Performance by37 percent in the case of SBI. Post adjustment to degrees offreedom, Adjusted R square reaches -.018. Durbin WatsonStatistic attests the presence of autocorrelation among thevariables. It takes a coefficient of .108 in the case ofstandardized coefficient and .019 while unstandardized. TheVIF statistics signify no multicollinearity among thepredictor variables. As the prob. value is less than 0.05(0.027), the null hypothesis of no significant impact isrejected. It means there is a significant impact ofAuthenticity as a measure of Organisational Culture onEmployee Performance in SBIH5: There is no significant impact of Proaction as ameasure of Organisational Culture on EmployeePerformance.Here the independent variable is Proaction and dependentvariable is employee performance .Table shows that forhypothesis 5 (Proaction) R square of .26 means Proaction tobe able to explain Employee Performance by 26 percent inthe case of SBI. Post adjustment to degrees of freedom,Adjusted R square reaches -.018. Durbin Watson Statisticattests the presence of autocorrelation among the variables.Proaction takes a coefficient of -.002 in the case ofstandardized coefficient and -.002 while unstandardized.The VIF statistics signify no multicollinearity among thepredictor variables. As the prob. value is less than 0.05(0.000), the null hypothesis of no significant impact isrejected. It means there is a significant impact ofProaction as a measure of Organisational Culture onEmployee Performance in SBI.H6: There is no significant impact of Autonomy as ameasure of Organisational Culture on EmployeePerformance.Here the independent variable is Autonomy and dependentvariable is employee performance .Table shows that forhypothesis 6 (Autonomy) R square is .39 means Autonomyto be able to explain Employee Performance by 39 percent inthe case of SBI. Post adjustment to degrees of freedom,Adjusted R square reaches -.018. Durbin Watson Statisticattests the presence of autocorrelation among the variables.It takes a coefficient of .010 in the case of standardizedcoefficient and .012 while unstandardized. The VIF statisticssignify no multicollinearity among the predictor variables.As the prob. value is less than 0.05 (0.000), the nullhypothesis of no significant impact is rejected. It meansthere is a significant impact of Autonomy as a measureof Organisational Culture on Employee Performance inSBI.H7: There is no significant impact of Collaboration as ameasure of Organisational Culture on EmployeePerformance.Here the independent variable is Collaboration anddependent variable is employee performance .Table showsthat for hypothesis 7 (Collaboration) R square is .21 meansCollaboration to be able to explain Employee Performanceby 21 percent in the case of SBI. Post adjustment to degreesof freedom, Adjusted R square reaches .003. Durbin WatsonStatistic attests the presence of autocorrelation among thevariables. Collaboration takes a coefficient of -.145 in thecase of standardized coefficient and -.146 whileunstandardized. The VIF statistics signify nomulticollinearity among the predictor variables. As theprob. value is less than 0.05 (0.000), the null hypothesisof no significant impact is rejected. It means there is asignificant impact of collaboration as a measure ofOrganisational Culture on Employee Performance in SBI.H8: There is no significant impact of Experimenting as ameasure of Organisational Culture on EmployeePerformance.Here the independent variable is Experimenting anddependent variable is employee performance .Table showsthat for hypothesis 8 (Experimenting) R square is .53 meansExperimenting to be able to explain Employee Performanceby 53 percent in the case of SBI. Post adjustment to degreesof freedom, Adjusted R square reaches -.014. Durbin WatsonStatistic attests the presence of autocorrelation among thevariables. Experimenting takes a coefficient of -.061 in thecase of standardized coefficient and -.063 while unstandardized. The VIF statistics signify no multicollinearityamong the predictor variables. As the prob. value is lessthan 0.05 (0.000), the null hypothesis of no significantimpact is rejected. It means there is a significant impactof Experimenting as a measure of Organisational Cultureon Employee Performance in SBI.SUMMARY OF HYPOTHESIS TESTING:HypothesisH01: There is no significant impact of Openness as a measure of Organisational Cultureon Employee Performance.H02: There is no significant impact of Confrontation as a measure of OrganisationalCulture on Employee PerformanceH03: There is no significant impact of Trust as a measure of Organisational Culture onEmployee Performance.H04: There is no significant impact of Authenticity as a measure of OrganisationalCulture on Employee PerformanceH05: There is no significant impact of Proaction as a measure of Organisational Cultureon Employee PerformanceH06:There is no significant impact of Autonomy as a measure of Organisational Cultureon Employee PerformanceH07: There is no significant impact of Collaboration as a measure of OrganisationalCulture on Employee PerformanceH08: There is no significant impact of Experimenting as a measure of OrganisationalCulture on Employee Performance@ IJTSRD Unique Paper ID - IJTSRD23374 Volume – 3 Issue – 3 Mar-Apr 2019Prob. 0RejectedPage: 1456
International Journal of Trend in Scientific Research and Development (IJTSRD) @ www.ijtsrd.com eISSN: 2456-6470GENERAL FINDINGS:ValidGenderMaleFemaleTotalTABLE 1- GENDER OF THE RESPONDENTS:Frequency Percent Valid Percent Cumulative gure 1- Gender of the RespondentsValidAge20-2930-3940-4950-59TotalTABLE 2: AGE OF THE RESPONDENTS.Frequency Percent Valid Percent Cumulative 1.8100.057100.0100.0Figure 2: Age of the respondentsTable (2) documents the age classification of the respondents working in State bank of India. Out of total 57 respondents 20(35%) were from 20-29 years of age; 33( 58% ) belonged to 30-39 years ;3 (5%) are from 40-49 age group and finally 1(2%)have the age in the group of 50-59 years. Finally this can be seen that out of 57 respondents ,the maximum respondents (58%)were belonged to the age group of 30-39 while the minimum respondents (2%) were from 50-59 years of age.ValidTABLE 3- MARITAL STATUS OF THE RESPONDENTS.M. Status Frequency Percent Valid Percent Cumulative 57100.0100.0Figure 3: Marital Status of respondentsTable 3 exhibits the marital status of the respondents of state bank of India. Out of 57 respondents 42 (74%) are marriedrespondents; 15 respondents (26%) are unmarried respondents.@ IJTSRD Unique Paper ID - IJTSRD23374 Volume – 3 Issue – 3 Mar-Apr 2019Page: 1457
International Journal of Trend in Scientific Research and Development (IJTSRD) @ www.ijtsrd.com eISSN: 2456-6470RESULTS:After a thorough discussion on the theoretical foundation ofOrganizational Culture and Employee Performance alongwith discussion on the OCTAPACE model and data analysisand interpretation it has been found that the conceptualframework and review of past studies pertaining toorganizational culture and employee performance suggeststhat a good and transparent organizational culture alwayspositively impacts the employee performance. The literaturereview suggests the in Indian banking sector with respect tothe sample of the study organizational performance is one ofthe important indicators of employee performance. Furtherfor studying the impact of Organisational culture onemployee performance of State banks in Delhi has beenfound by testing the set hypothesis that most of themeasures of Organisational culture (OCTAPACE) have apositive and strong impact on the performance of employeesin State bank of India (In Delhi).SUGGESTIONS:Following are the suggestions by the researcher in line withobjectives formulated for the study along with the findingsof the study:1. The bank employees irrespective of its type should begiven better opportunities to explore and express theirpoint of views and talent to promote openness in theorganisation, in addition to this they should beencouraged and authorized to make and take decisionsindependently without fear which will make them moreresponsible and creative employee.2. For developing Proaction attitude among employees thebank must train the workforce to plan and act accordingto future challenges or the management of the bankmust have employee who can anticipate the futureproblems and suggest the solution accordingly inadvance.3. To improve collaboration in workforce the banks mayorganize team building games as games are the best wayto build relationships or to amend old ones. Regularactivities and training may be given to employees todevelop team work which will help to create a cultureof mutual trust and respect.4. In Order to promote experimentation among bankingemployees, the banks may conduct ScheduledBrainstorming session to generate new and creativeideas from employees. Another method to promoteexperimentation in banking employees is throughinnovation incentive scheme (Incentive be monetary ornon-monetary.5. The significant impact of Organizational Culture onEmployee Performance in the bank has led us to adviseformulation of human resource policies in the light ofOCTAPCE attributes. The organizations must pay fullattention to the culture to promote and accelerateemployee performance.CONCLUSION:The study has observed the impact of Organizational Cultureon Employee Performance in case of State bank of India andthis has been achieved by testing various hypotheses. Thedata is collected through self-administered questionnaireand method of sampling has been convenience sampling. Theresults show that Organizational Culture can be measuredthrough OCTAPCE model and the model is suited to IndianBanking Sector. The respondents have replied on theparameters of OCTAPCE model and adhere to the theoreticalfoundations of the model. It would be justified to state that adetailed inquiry into the hypothesis testing suggest thatemployee performance is affected by the various dimensionsof organizational culture in SBI. Most of the variables ofOCTAPACE model have a strong impact on the performanceof the banking emplyees. This is a positive outcome and theorganizations can implement organizational policies relatedto organizational culture to improve the performance of itswork force.DIRECTION FOR FUTURE RESEARCH:1. If the data for all the major banks is collected on theOCTAPCE model through same questionnaire the resultsmay be compared with present study.2. The techniques of Logit Regression and Two StagesLeast Squares Regression can be further explored in thestudy of OCTAPCE model in the light of Applied SEMmodeling.3. The study has employee performance as dependentsvariable further studies on organisational culture mayexplore Satisfaction, commitment and Organisationalperformance as Dependent variable.REFRENCES:[1] Cacciattolo, K. (2014). Understanding organizationalcultures. European Scientific Journal/SPECIAL/ editionvol.2 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431.pp 17.[2] Fatima, S. (2017). A Study of Organizational Culture:Octapace-Profile. IOSR Journal of Business andManagement (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN:2319-7668. Volume 19, Issue 2. Ver. III), PP 87-92.[3] Hofstede, G.,& Neuijen ,B. (1990), Measuringorganisational Culture : A qualitative and quantitativestudy across tweny cases. Administrative ScienceQuarterly,35[4] Hofstede,G.(1991). Cultures and Organizations:Software of the Mind. London: McGraw-Hill.[5] Koopmans, L., et al. (2013). Development of onal Journal of Productivity and PerformanceManagement Vol. 62 No. 1, pp. 6-28. URL:www.emeraldinsight.com/1741-0401.htm.[6] Mohamed, A. I. & Abukar, A. S. (2013).The impact oforganizational culture on employee’s performance nal ISSN-L: 2223-9553, ISSN: 2223-9944 Vol. 4No. 6, pp 382-391.[7] Ojo, O. (2009). Impact Assessment of Corporate Cultureon Employee Job Performance. Business IntelligenceJournal, Vol. 2, No. 2, 388-397.[8] Pareek , U. (2002),Training instruments in HRD and OD, Tata McGraw-Hill, New Delhi.[9] Schein, E.(1985), Organisational cultureLeadership, Jossey-Bass,San Francisco, CA.and[10] Shahzad, Fakhar (2014), Impact of Organisationalculture on employees job performance. Internationaljournal of Commerce and Management.[11] T M Gunaraja, (2014). Organizational CorporateCulture on Employee Performance. IOSR Journal ofBusiness and Management (IOSR-JBM), Volume 16,Issue 11.Ver.VI (Nov. 2014), PP 38-42.@ IJTSRD Unique Paper ID - IJTSRD23374 Volume – 3 Issue – 3 Mar-Apr 2019Page: 1458
Organizational goals is Employee’s participation. Mufeed, Hamdani & Mufeed (2015) worked on discovering organisational culture and its impact on the growth in health care sector in Jammu & Kashmir. The research showed that the organisational culture had a strong impact on the behavior, performance, knowledge management of employees.
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and Job Satisfaction on Organizational Commitment, and its implementation on Organizational Citizenship Behavior (OCB)". The purpose of this study is to find out and explain: (1) the effect of organizational culture on organizational commitment, (2) the effect of job satisfaction on organizational commitment,
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