International Journal of Human Resource Management and Research (IJHRMR) ISSN 2249-6874 Vol. 2 Issue 3 Sep 2012 43-50 Š TJPRC Pvt. Ltd.,
ENHANCING THE ORGANISATIONAL CULTURE IS A TOOL FOR RETAINING THE EMPLOYEES IN IT INDUSTRY 1
1 2
R.SARANYA & 2S.MUTHUMANI Research Scholar, Sathyabama University, Chennai. Tamilnadu, India
Research Guide, Asst. Professor of Sathyabama University, Chennai, Tamilnadu, India
ABSTRACT Work culture is one of the most important aspects in any organization. The work culture is very important and vital because of the fact that it improves production and enhanced work culture in the organization helps to survive the increasingly competitive domestic as well as global markets. A good work culture involves the organization creating a climate where employees are anxious to work and complete the task and the employees ensure that the working hours are very devoted towards the organizational work.
KEYWORDS: Organisational culture, Organisation climate, IT Industry. INDIAN IT INDUSTRY The emergence of the Indian information technology sector has brought about sea changes in the Indian job market. The IT sector of India offers a host of opportunities of employment. The IT enabled sector of India absorbs a large number of graduates from general stream in the BPO and KPO firms. All these have solved the unemployment problem of India to a great extent. The average purchasing power of the common people of India has improved substantially. The cost of skilled Indian workforce is reasonably low compared to the developed nations. This makes the Indian IT services highly cost efficient and this is also the reason as to why the IT enabled services like business process outsourcing and knowledge process outsourcing have expanded significantly in the Indian job market. Technology in India not only had economic repercussions but also had far-reaching political consequences. India's reputation both as a source and a destination for skilled workforce helped it improve its relations with a number of world economies. So in conclusion it can be said that the growth of India’s IT industry has been instrumental in facilitating the economic progress of India.
WORK CULTURE IN INDIAN CONTEXT Work culture in Indian took a different route. Initially, work performed as a part of social relationships and occupational differentiations along caste lines. The British bureaucratized Indian work organizations and polarized the positions of officers and non- development with the twin goal growth and social justice. In many organizations, however social drifted into welfare orientation, which often diluted the salience of growth of the reason may be the fact that the major share of work in India is still performed in the agricultural sector, which is more central of the Indian social systems in India. Hence, a
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Enhancing the Organisational Culture is A Tool for Retaining the Employees in IT Industry
more comprehensive understanding of the Indian social milieu helps in understanding the work culture in Indian organizations.
OVERVIEW OF EMERGENCE AND CHANGING OF WORK CULTURE IN INDIAN CONTEXT The British were the first to introduce procedures and work methods were all patterned after the British organization. The preference for relationship orientation, which requires a superior to be nuturant and the subordinate to be dependent was never totally erased from the Indian psyche. The rapid expansion of industrial Activities required a large-scale import of Western technology. And work forms, which were expected to contain Western work values. The works organizational were put in the service of national development with the twin goal of growth and social justice. The developmental roles were not congruent to economic objectives. The climate in many of the work organizations is still marked by bureaucratization, im-personalization, political interference, and the ethos of a welfare organization (more in public sector than in the private sector).
EMERGING TRENDS OF WORK CULTURE IN INDIAN CONTEXT Increasing number of organizations in India is doing away with the cabin culture. Open office layout ensures greater transparency of operations and facilitates easier communication among various people in the same location. This promotes a feeling of oneness and eliminates physical barriers. There are only a few cabin cubicles, which serve as conference with lesser disturbances. Another important feature among the organizations is that they have begun to lay greater emphasis on teamwork. This fosters “we spirit and can often contribute to synergy which in turn can make the organization more productive. Organizations have now started to open office system, many organizations have heading for common canteens, pools etc. This is the hierarchy for relationships at work are given more informal and self- dependent ways of getting things done.
RESEARCH METHODOLOGY The objective of the study is to analyze and study the prevailing organizational culture in IT industries and to find out the factors contributing to the organizational culture and to substantiate the employee’s comfort ability with the prevailing work culture. The universe of the study comprises of about employees in different IT companies of Chennai city. 150 samples were distributed and 135 samples were collected and out of those 120 samples were useful for my study. To extract meaningful information from data collected, analysis of data and interpretation was carried out by using statistical tools. The sample design used here is convenience sampling.
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R. Saranya & S. Muthumani
ANALYSIS AND INTERPRETATION Table 1 : Respondent’s Experience in the Organisation
S.No
Experience in years
Frequency
Percentage
1
0-3
90
76.7
2
3- 5yrs
30
23.3
Total
120
100
INTERPRETATION As for the work experience of the respondents is concerned, the above table shows that most of the respondents have an experience of less than 3yrs of work experience. The rest of them a have an experience of more than 3 years.
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Enhancing the Organisational Culture is A Tool for Retaining the Employees in IT Industry
Table 2 : Employee’s Opinion About the Organisation Attending to There Needs S.No 1
2
3
4
5
Employee’s needs Recognition of employees
Freedom at work
Support form top management
Establishment of communication system
Providing welfare measures
Opinion To great extent
Frequency
Percent
48
40%
To some extent
70
58.30%
Not at all
2
1.70%
Total To great extent
120
100
54
35%
To some extent
74
61.70%
Not at all
4
3.3.%
Total To great extent
120
100
28
23.30%
To some extent
88
73.30%
Not at all
4
3.30%
Total To great extent
120
100
54
45%
To some extent
60
50%
Not at all
6
5%
Total To great extent
120
100
42
35%
To some extent
76
63.30%
Not at all
2
1.70%
Total
120
100
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R. Saranya & S. Muthumani
S.No
6
7
Employee’s needs Providing opportunities for growth
Establishing a competitive salary
Opinion
Frequency
Percent
To great extent
50
41.70%
To some extent
68
56.70%
Not at all
2
1.60%
Total
120
100
To great extent
84
28%
To some extent
2
70%
120
2%
Not at all Total
100
INTERPRETATION management to
The above table indicates that the employee needs are satisfied by the top level Some extent.
TABLE 3 : RELATIONSHIP BETWEEN THE TOP MANAGEMENT AND THE EMPLOYEES.
S.No
Relationship factors 1
2
Collaboration between individual goals and organizational goals
Transparency between top mgt and employees
Opinions
Frequency
Percent
To some extent
58
48%
Not at all
60
50%
Total
2
2
120
100
To great extent
44
36.70%
To some extent
72
60%
To great extent
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Enhancing the Organisational Culture is A Tool for Retaining the Employees in IT Industry
Not at all
Communication between top mgt and employees
3
Interpersonal relations between top mgt and employees
4
Confidence maintained by the top mgt in the employees
5
4
3.30%
Total
120
100
To great extent
54
45%
To some extent
62
51%
Not at all
4
5%
Total
120
100
To great extent
32
26.70%
To some extent
86
71.70%
Not at al
2
1.60%
Total
120
100
To great extent
52
43.30%
To some extent
68
56.70%
Not at all
0
0
120
100
Total
INTERPRETATION The above table indicates that the interpersonal relations between top management and employees are only to some extent. Table 4 : Employee’s Opinion About There Comfortability In The Organisation
S.No
Comfort level
Frequency
Percentage
1
Comfortable
90
76.7
2
Uncomfortable
30
23.3
Total
120
100
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R. Saranya & S. Muthumani
INTERPRETATION The above table indicates that the employee’s are comfortable in the organization. RECOMMENDATIONS 1.
A basic requirement for a productive environment and good organizational culture is a diverse team of enthusiastic people, who are interested in working as a team and improving the work atmosphere, as a whole.
2.
One of the best ways to bring about positive changes in the culture of the organization is by analyzing the existing culture and comparing it with the expectations and perceptions of employees and bringing changes accordingly.
3.
Maintain healthy communication with the employee. Discuss with the employee about the leadership of the organization and the strategies adopted to build a more attractive culture in the company.
4.
Conflicts are an inevitable part of any organization and have a direct bearing on the health of its culture. Proper handling is an indicator of the prevalent organizational culture. Therefore, when conflicts arises the management must settle them fast.
CONCLUSIONS Knowing that culture is important in shaping organisational practice and performance in public sector organisations is one thing. But a subsequent issue is the extent to which managements can actually shape or influence culture. The importance of understanding, harnessing, managing and maintaining an appropriate culture in
organisations cannot be underestimated. Hence Developing an appropriate
measures to address culture issues in organisations in terms of increasing organisational capability and performance of the employees.
REFERENCES 1. Fred Luthans (2002). Organizational Behaviour. McGraw Hill International Edition. 2. Kothari (2002),HRM, Wishwa Prakashan Publishers Second Edition. 3. Rao V.S.P & Narayan P. S(1997). Organizational Theory and behavior. New Delhi : Konark publishers pvt ltd. 4. M.G.Rao (1993). Human Behavior .New Delhi : Discovery Publishing House. 5. Jai. B.P.Singh (1990)Work culture. Indian context in New Delhi/New York : Sage Publications. 6.ChandrasekharRao (October 2004 ). Towards a Positive Work Culture - The Indian Journal of Volume No. 40 Industrial Relation Issue No. 2 7.Trilok Kumar Jain ( December 2001 ). Important Considerations of Work Culture,Volume No. 3 HRD Times Issue No. 1. 8.Trilok Kumar Jain (July 2001 ) Important Components of Work Culture,Volume No 3 HRD Times Issue No 7.
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Enhancing the Organisational Culture is A Tool for Retaining the Employees in IT Industry