Employee Perception on Organizational Climate and Culture: A Study on TMI, Hyderabad.
Submitted in Partial Fulfillment of the Requirements of
Bangalore University for the Award of the Degree of
MASTER OF BUSINESS ADMINISTRATION
Reg. No: 07SKCM6071
Under the Guidance of
Mr. Indranil Mutsuddi
Acharya Institute of Management & Sciences
1st Cross, 1st Stage, Peenya Industrial Area
Bangalore – 560 058
2007 – 2009
Employee Perception on Organizational Climate and Culture: A study on TMI, Hyderabad.
Statement of the Problem
TMI Network provides “Integrated Talent Acquisition and Retention” solutions to its corporate clients like Nokia, ICICI Bank, Nicholas Pharma and to name a few. It is the only “End-to-End” HR services provider in India with expertises in Recruitment, Recruitment Advertising / Employer Branding and HR Consulting. Over the years, values like those of transparency, passion, evolving, appreciation, and learning had formed the core of its culture. Top management philosophy, leadership roles of the senior managers, work set ups, client relationships and most importantly the company’s diverse workforce had played a crucial role in establishing an organizational climate that has favored the organization’s growth and quality service ever since its inception.
Organization climate and culture influence the motivation of people at work, team work, competency development, involvement and commitment of employees which in turn affects the organization’s ability to achieve its goals and objectives. Hence a study on the perception of TMI’s employees on organizational climate and culture would demand tremendous attention and strategic importance.
Review of Literature
Research findings have indicated that for any organization, different groups of employees have different perception towards motivation and organizational climate (Bhattacharya.S, Neogi,D.G, 2006). If one has to lead an organizational effectively, understanding the myriad motivational forces of those with whom its works, specifically the people, or the “human factor” (Deshpande and Webster 1989; Goldsmith 2002; Gummesson 1999; Morgan & Hunt1994; Webster 1992; Shelton 1997) would be important to analyze employee opinion on organizational culture and climate. Organizational culture would thereby become “an instrument for the universalization of managerial interests, the suppression of conflicting interests and the perpetuation of corporate and societal hegemony” (Ogbor, 2001, p. 591). By managing culture, organizations can control the non-rational behaviors and erase employee identity, substituting it with one desired by the management (Ogbor, 2001).
Scope of the Study
The study would help in finding the dominant and back up motives affecting organization culture and climate on the basis of employee perception on various issues they have encountered or experienced in the organization. The study would facilitate the organization in formulating strategies so as to reduce dysfunctional motives of people and to improvise on those identified as functional motives. The study would help the organization to engage them in developing proactive HR policies to sustain an effective organizational climate and work culture.
Objectives of the study
The primary objectives of the study are:
1. To know the perception of the employees towards organizational climate and culture 2. To identify variables (dominant and back up) influencing organizational climate and culture. 3. To compare the perception of employees and the operational level employees about organization culture and climate. The various dimensions of organization climate to be explored on the basis of the opinion of the employees would be as follows: • Orientation
• Interpersonal relationship
• Problem management
• Management of mistakes
• Conflict management
References: Deshpande, Rohit and Frederick E. Webster Jr. (1989): “Organizational Culture and marketing: Defining the Research.” Journal of Marketing, Vol. 53(1), pp. 3 – 15.
Maria S. Plakhotnik and Tonette S. Rocco (2006): “A Literature Review of the AHRD 1994-2005 Proceedings”, Florida International University press, USA.
Ogbor, J. O. (2001): “Critical theory and the hegemony of corporate culture”. Journal of Organizational Change Management, pp: 590-608.
Guide’s Signature Student’s Signature
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