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A STUDY ON WORK CULTURE AT POLARIS

A Dissertation submitted to the

UNIVERSITY OF MADRAS

in partial fulfillment of the requirements

for the award of the degree of

Master of Social Work

By

G. AMBIKA

MADRAS SCHOOL OF SOCIAL WORK(Affiliated to the University of Madras)

No.32, Casa Major Road, Egmore,

Chennai 8.

March 2005

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Certificate of Approval

It is hereby certified that the dissertation A STUDY ON WORK CULTURE

was designed and executed by G. AMBIKA in partial fulfillment of the

requirement for the award of the DegreeofMaster of Social Work, University

of Madras. This Dissertation is the original work of the said candidate, carried

out exclusively for the above-mentioned purpose.

Dr. D.Varadharajan, Mr. V.A. Vijayaragavan,Principal Research Guide

Place: Chennai

Date: 31-03-05

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CONTENTS

S. NO CONTENTSPAGE

NUMBER

1Acknowledgement 1

2List of Tables 2

3Chapter-I: Introduction 3

4Chapter-II: Research Methodology 15

5 Chapter-III: Analysis of Data 21

6Chapter-IV: Findings, Suggestions and Conclusion. 38

7Bibliography 44

8 Appendix 47

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ACKNOWLEDGEMENT

With much of pleasure, I express my gratitude to my Parents for

their strong support and encouragement in all my endeavors.

It is my privilege to thank our Principal Dr. D. Varadharajan for

fostering an excellent academic climate, which ultimately made this

endeavour possible.

I wish to extend my heartfelt thanks to Prof V.A. Vijayaragavan,

for his valuable throughout the Research

I would like to thank all my friends, who have helped me in the

completion of my Dissertation.

I would like to thank Mr. Prasanna, Asst Manager HR and

Ms. Sridevi Executive HR, of Polaris for allowing me to carry out the

Research in their organization.

Researcher

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LIST OF TABLES

S.NO TABLESPAGE

NUMBER

1 Respondents by their Age 22

2 Respondents by their Sex 23

3 Respondents by their Departments of Work 24

4 Respondents by their Educational Qualification 25

5 Respondents by their Experience in the Organization 26

6 Values system in the Organization 28

6A Adherence of the Value and Ranking 29

7 Adherence to the Work related matters 30

8 Opinion on organization attending to employee needs 32

8A Needs of the Employees and their Ranking 34

9Relationship between the top management and the

employees35

9A Relationship Factors and their Ranking 37

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INTRODUCTION

CHAPTER - I

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CHAPTER 1

1. INTRODUCTION

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. It refers to the employees opinion on

Flexi timings, Superior- subordinate relationship and the nature of work. Work is a

source of sustenance to human beings. The environment where the person works has

a lot of effect on the efficiency and effectiveness. In a laymans language we can call

this environment along with the processes working in it as Work Culture

1.1 DEFINITONS:

According to R.S Mani, in the book Human behavior at work, by M.G.Rao, (1993)1

defines work culture as:

Work culture is defined as the rules/ regulations, polices/ practices, traditions / rituals

and values / beliefs of the organization

Edgar.H. Schein defines work culture in the book Human behavior at work by

M.G.Rao, (1993)2, as:

The work culture of an organization is a product of its history, traditions, valuesand vision.

A Pattern of basic group assumptions that has worked well enough to be considered

valid and therefore, it is taught to new members as the correct way to perceive, think

and feel

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1.2. THE CONTEXT / MEANING OF WORK CULTURE

Jai.B.Psingh, (1990)3 has defined the concept and meaning of work culture in the

book Work culture in Indian context as:

The work related activities and the meanings attached to such activities in the

framework of norms and values regarding to work. These activities, norms and

values are generally conceptualized in an organization. An organization has its

boundaries, goals and objectives, technology managerial practices, material and

human resources as well as constraints. Its employees have skills, knowledge,

needs and expectations. The two sets of factors organizational and organismic

interact and overtime establish roles, norms and values pertaining to work. It is

the totality of levels of interacting factors around the focus concerns for work

culture

1.2.1 WORK CULTURE AT FOUR LEVELS:

Jai.B.P.Singh, (1990)4 describe the following four levels of work culture as;

Organizational goals and objectives and the way they are perceived and reacted to

by the employees: The work culture can be assessed by knowing whether the

goals and objectives of the organization are aware to the employees and also the

way they perceive it and react to the goals of the organization

Technology of an organization, its structure, work forms, financial position etc:

The type of technology used in the organization, the structure of the organization

whether it is vertical or horizontal, the financial background of the organization

etc.

Social groups, norms, values, power structure, role relations etc: The different

social groups in the organizations, its functioning, the norms and values followed

by the members, the power structure and the various role relations between the

employees in the organization.

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Work behaviour and work related activities: The behaviour pattern followed in

the organizations among the employees and also the other work related activities

like the discipline, timings and nature of the work.

1.3. KINDS OF WORK CULTURE:

Jai.B.P.Singh, 19905 describes the kinds of work culture in the book Work

culture in Indian context as follows:

Work and organizational cultures are subsets of the larger societal culture. While

each organization has its own work culture, two patterns are distinct: soft and

synergetic representing the extremes of a broadly conceived continuum of work.

1. Soft work culture means that everybody in the organization is complacent enough

and the motivation level of the employees to do something new is very less. The

Soft work culture is not a desirable state of an organization

2. Synergetic work culture: Its social cultural values are utilized to mobilize and

motivate manpower. Synergetic organizational culture believes in rewarding for

hard work recognizes merit and gives due importance to work.

If the organizational culture is conductive to excellence at work, high

productivity, and the efficiency of work in employees life span and a high quality

of work life, the organization is said to have a work- conducive culture.

If an organizations enforces strong work norms, maintains strict discipline and

makes profits, but neglect and exploits its human resources the organization is

said to possess an unethical and work-centric culture. The employees lack

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involvement, commitment, and desire to do something innovative in this kind of

culture.

Similarly if an organization neglects the social needs of its employees in

achieving technological excellence, it is said to be working under the technocratic

culture.

The criteria which determines the centrality of work for an individual are job

satisfaction, value addition from the job, peace of mind, working conditions, up to

date technology, superior subordinate relationship, reinforcement (reward for

hard work), status/ prestige associated with the position/ designation, extent of

responsibility and freedom for making decisions, security of job and last but not

the least money.

Work culture changes with the organizational core activity. The work culture

present in heavy industries is significantly different form that existing in diverse

industries like banking, IT, fashion, entertainment and knowledge based

industries.

1.4. HISTORIC VIEW OF WORK CULTURE:

According to Jai.B.P.Singh, (1990)6 describes the historic viewof work cultures follows:

In the west, work culture evolved from the Judeo- Christian traditions, where

work was negatively viewed, where work was presented as a calling, to the post

industrial world view, where the concept of work being liberated from the

confines of employment and redefined as those activities which are societically

useful and personally Self- realizing. Work role compared to the changed

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circumstances with the other life roles (such as family and leisure). While the

industrial revolution was a catalyst for the Protestian ethic, material affluence and

information technology seem to lead to new ways of looking at work culture in

the post-industrial era. It has been possible might have been more time for other

life roles.

1.5. IMPORTANCE OF WORK CULTURE:

Jai.B.P.Singh, (1990)7 describe the importance of work culture as follows:

Work culture has to be imbibed and developed. A good work culture is where

employees are prepared to take up new/ modified tasks and ensure that the same

are completed as per schedule. 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.

Culture is the software of the mind

Societical culture is an important aspect of an organizations environment

External culture: that determines the work culture is the following:

- Acceptable behaviour for an organization

- Acceptable behaviour for individuals

Internal culture:

- Who will be hired

- How individual behave within the organization

- Whether an organization achieves its goals

Internal culture:

- The value and the beliefs shared among the employees of an organization

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- As within the national culture, this determines acceptable and unacceptable

behaviour the

1.6. FOUR MODELS FOR WORK CULTURE:

M.G.Rao, (1993)8 indicates the four models of work culture as follows:

Preparing work place success:

1. Understanding who they are and what they do:

We believe that the models are helpful for determining options within the workenvironments but can never be literally transposed between one environment and

another and emdashnor should they be. Each company reflects as an individual

does, unique characteristic, which require unique responses form the company

ownership. When a college hires a new faculty member, it is to the college that

the faculty understands the student needs, services available in the campus, the

funding system and more, likewise, when working with the clients it is important

to understand their motivation and how their system work. For E.g. is the

company in a growth mode? If so, they may value speed, efficiency, and

recruiting. Training may be a strong value. Alternatively, if the company is

undergoing an internal transition like ISO certification, then the documentation

becomes important process with details and accuracy is magnified.

2. Flexibility:

Business is constantly changing. Part of serving industry is the ability to meet its

ongoing demands. A company may have new management, be undergoing a

merger, or it may have adapted a new training programme. This means that a

company may call on Monday for training they would like to offer on Friday.

They may delay or adjust class schedules four to six times based upon the

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production needs or customer demands. In addition personnel changes happen

regularly within industry, so building and rebuilding relationships is critical.

3. All workplace education is outcome based:

Most of the training is provided because of a clear and evident need. The

workplace often requests the instructor/ consultants experience in designing

training outcomes. Employees are paying for results, and if they arent being

delivered they will look elsewhere.

4. Commitment to individual and collective success:

Industry is often portrayed as an evil entity, which uses and victimizes people.

The employer often pays education within the workplace, so they have a high

commitment to the individual and the team s success within the learning process.

Washington is experiencing a low employment cycle. Within the environment,

many employers are investing heavily in the education of their workforce.

1.7 WORK CULTURE IN INDIAN CONTEXT:

Jai. B.P.Singh, (1990)9 while describing the work culture in Indian context

mentions the following:

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

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the Indian social systems in India. Hence, a 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).

With the recruitment of employees from broader spectrum of the society there has

been grater penetration of social habits and cultural values into fabric or the work

organization.

The emphasis on equitable distribution of wealth had its roots in the Indian

cultural preference for harmony and sharing of wealth .In highly heterogeneous

and pluralistic social context of India, the condition of the employees was sought

to be improved through building tolerant organizations with the minimal conflict.

However it worked other way as employees construed these employee friendly

policies to meet their personal and social obligations while neglecting work

requirements.

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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 hey 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.

Some Recent Policies In Organizations Affecting The Work Culture:

There is always a policy change taking place in the organization for achieving

the goals of the organization like many organizations have introduced Voluntary

Retirement Scheme (VRS) to downsize (reduce the employees strength) to reduce

cost. This is applicable to mostly ailing PSUS and private organizations in the

brick and mortar sector.

The organizations have come up with an Anti sexual harassment policy as

an initiative to prevent any abuse against the women workforce. This is one of the

policies that reflect the changing status of women in the workplace of the new

economy.

The increasing fluidity of organizational structure and cultures has opened up

opportunities for women who are well informed, well placed and well organized.

This trend is more visible in the urban class with the rural female population still

lagging quite behind. In certain cases, the workingwomen have proved themselves

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to be more productive than their male counterparts. The work environment has

become so liberal that even women are staying late in the night to complete their

work. They are interacting continuously with the male colleagues and discussing

with them their family and other problems. They attend all the official parties and

functions, which continue sometimes, even in the late night. The noticeable point

is that they are still maintaining the traditional and moral values of the society.

1.8 IMPACT OF WORK CULUTRE ON THE SOCIETY AND

ITS MEMBERS:

According to Fred Luthans (2002)10 with the skyrocketing of the skilled work

force in the new economy industries, consumerism has become quite evident in

the metropolitan cities. Life is becoming more modernized in the megalopolis.

The overwhelming salaries and incentives offered by these organizations is in line

with their philosophy to create and share wealth. Decision making capability in

the social life of an individual has improved drastically with the decentralization

of decision- making process in the organizations. Similarly, leadership role in the

organizations can teach a person to fight against any social injustice in the

personal life. The win-win climate in these organizations can foster positive

attitude in the employees that help them in being successful in the social life.

These claims can be substantiated by the awareness of the working people living

in big cities about the problems faced by the society and their willingness to take

on initiative to clean the malaise faced by the society

Organization Profile:

Polaris Software is a leading global provider of financial Technology Solutions

and offshore IT Services, is a debt free and a cash rich company with a cash

reserve of over $20 million. Polaris domain expertise in the Financial

Technology space stems from its 18-year old relationship with Citibank and its

singular focus on the financial services industry. Solutions developed, deployed

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and supported by Polaris service over 10 million Citibank customers in 70

countries across the world.

Polaris has undertaken over 2000 successful projects and has over 25,000 person

years of experience in managing projects with some of the most respected names

worldwide in the areas of consulting, turnkey project management, systems

integration and customized software development..

Polaris product suite offers comprehensive solutions that can be seamlessly

integrated into the existing systems and technologies of any financial institutions.

Polaris offer solutions for all domains - corporate banking, retail banking, trade

finance, credit/risk management, cash Management, treasury management,

leading, investments and securities mutual funds, credit cards and insurance.

Polaris Outsourcing models are flexible, with an appropriate solution for every

customer at any evolutionary stage of offshore development. Polaris is the worlds

first CMMi Level 5 company. Its physical and information security practices meet

the stringent security standards of the worlds top financial firms like Citi-group

and AIG.

With over 5500 employees, 22 relationship offices in 13 countries, 6 Software

engineering Centers in India and Business Continuity Centers in New Jersey and

Singapore, Polaris is right sized for providing maximum value to its customers.

1.9 RESEARCH PROBLEM:

In the light of the discussion presented in the preceding pages about the

nature and importance of work culture for organizational well being, it is the

interest of the researcher to have a empirical idea about the prevailing work

culture at the organization and also to study the issues related to it.

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RESEARCH METHODOLOGY

CHAPTER - II

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CHAPTER - II

RESEARCH METHODOLOGY

2.1 TITLE OF THE STUDY:

"A Study on work culture at Polaris"

2.2 AIM:

To analyze and understand the prevailing work culture at Polaris

2.3 SPECIFIC OBJECTIVES:

- To study the prevailing work culture

- To understand the factors that contribute to the work culture

- To confirm with the employee's comfortability with the prevailing work culture

2.4. RESEARCH PROBLEM:

Work culture is an important aspect of every organization. It is therefore the

interest of the researcher to have an empirical idea about the prevailing work culture at

the selected organization and also to study the issues related to it.

2.5. PILOT STUDY:

Before actually, undertaking the study, a pilot study was conducted at different

organizations like Quintergra, Prolease India ltd, SSI Technologies etc to get an idea

about the feasibility of conducting a research study on the topic (work culture). During

the process the researcher had a discussion with the HR executives there in and solicited

their opinion on the various issues related to the study. Out of the pilot study the

researcher decided to conduct a study at Polaris.

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2.6. UNIVERSE AND SAMPLE:

Since the management at Polaris wanted the researcher to focus only on themanagement staff for the present stud, they formed the universe for the study.The management at Polaris did not give the employees detailsand also did notprovide the details regarding the total number of employees i.e. universe, as theywere considered it to be very confidential, Therefore the researcher had to adopt apurposive sampling method of taking 10 respondents from each of thedepartments of work at polaris. The details are as follows:

DEPARTMENT NO OF EMPLOYEES

Corp HR 10

Corp IT 10

EG 21 10

EG 24 10

SEPG 10

Internal Automation 10

2.7. RESEARCH DESIGN:

As the study attempts to describe the work culture and analyze the employees

comfortability, the Descriptive design seemed to be most appropriate and was

therefore adopted.

2.8. TOOLS FOR DATA COLLECTION:

The tool used by the researcher for collecting data was a structured questionnaire.

It was prepared in English and had closed ended questions. The questionnaire

method was adopted, as most of the respondents were very busy during the office

hours.

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The questionnaire was prepared in keeping the objectives in mind; it was given to

the respondent and collected back at a later date.

Contents of the questionnaire:

Contents of the questionnaire are divided into:

a) Personal data of the respondents

b) Focus of Values of the organization

c) Focus on the organizations adherence to work related matters

d) Focus on the organizations role in attending to factors like freedom, support

etc.

e) Focus on the relationship between Top management and the employees

2.9. PRE TESTING:

In order to ascertain the validity of the tool of data collection, viz. questionnaire, a

pre testing was done by the researcher with a selected number of 5 management staff of

the organization. This was essential to find out the parts of the questionnaire, which was

lacking perfection and also helped the researcher to identify the lacking areas and also

modify some parts of the questionnaire. The exercise done in this regard was very useful

for the researcher to give the final touch towards the questionnaire before putting into

actual study.

2.10. DATA COLLECTION:

Data collection was carried out at Polaris in the month of February 2005.All the

60 questionnaires were distributed to the employees at the work place. The

purpose of the study was explained to them personally by the researcher.

On the whole the respondents were friendly and co-operative.

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2.11. OPERATIONAL DEFINTION:

For the purpose of the study the following key terms were operationally defined:

Work culture:

Work culture is defined as the rules/ regulations, policies/ practices, traditions /

rituals, values/ beliefs of the organization. (R.S.Mani) *

Management staff:

All the employees of the organization working in the departments like

EG21,EG24, SEPG, Internal automation, Corp HR, Corp IT in positions like

System analyst, Software developer, Hr executive etc, other than that of the

workers cadre are considered to be the management staff .

2.13. PROCESS OF DATA ANALYSIS:

The statistical package used for the research study is SPSS (Statistical Package for

Social Sciences.) through which the data was first entered and tabulated .The tabulated

data was interpreted to arrive at workable conclusions. Analysis and interpretation was

made to the tabulated data.

2.14. LIMITATIONS:

The researcher found it difficult to collect the data from the respondents as

the respondents felt that there was a deviation from their regular work.

The researcher found it difficult to restrict the respondents by discussing

with each other, which influenced the respondents original opinion about

the study.

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2.15. CHAPTERIZATION:

The whole research study is characterized under the following chapters for easy

reading and better presentation.

1. Introduction

2. Research Methodology

3. Analysis and Interpretation

4. Findings, Conclusions and Suggestions

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ANALYSIS OF DATA

CHAPTER - III

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CHAPTER III

ANALYSIS OF DATA

I. Analysis Of The Personal Data:

The analysis of the following tables shows the personal data of the respondents

like their age, experience, education etc, which are relevant for the purpose of the

study

Table 1:

Respondents by their Age

S.no Age (years) FrequencyPercentag

e

1 20-26 16 26.7

2 26-31 35 58.3

3 31-36 8 13.3

4 36& above 1 1.7

Total 60 100.00

With reference to the analysis of the personal data, Table No: 1shows that most

(58.3%) of the respondents of the study are in the age category between 20-25 yrs.

The other half(26.7%) of the respondents are in the age category between 20-

25yrs, the rest of the respondents about(13.3%) are of the age category between

30-35yrs and the rest about (1.7%) of them are in the age category between 35

&above.

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Table 2:

Respondents by their Sex

S.no Sex Frequency Percentage

1 Male 33 55.0

2 Female 27 45.0

Total 60 100

With reference to the sex of the respondent, Table No: 2 shows thatmore than half (55%) of the respondents are male and the rest (45%) of therespondents are female.

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Table 3:

Respondents by their Departments of work:

S.no Department Frequency Percentage

1 Corp HR 10 16.7

2 Corp IT 10 16.7

3 EG21 10 16.7

4 EG24 10 16.7

5 Internal automation 10 16.7

6 SEPG 10 16.7

Total 60 100.00

In the organization covered by the study there are 6 departments of work. They

are

1. Corp HR-

2.Corp IT,

3. EG21

4. EG24

5. SEPG

6. Internal Automation

The researcher included 10 respondents from each of the department for the

study. Table No: 3 shows the details about the percentage of the respondents as

drawn from all the six departments.

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Table 4:

Respondents by their Educational qualification

S.noEducational

qualificationFrequency Percentage

1 Higher secondary 1 1.7

2 Under graduate 31 51.7

3 Post graduate 28 46.7

Total 60 100.0

With reference to the educational qualification of the respondents, Table No:4

shows that almost all the respondents are educated up to the level of graduation

(51.7%) or post graduation (46.7%) Where as only a least percent of the

respondents (1.7%) are found a in the higher secondary.

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Table 5:

Respondents by their Experience in the organization

S.no Experience in years Frequency Percentage

1 0-3 46 76.7

2 3- 5yrs 15 23.3

Total 60 100

As for the work experience of the respondents is concerned, Table No: 5 shows

that most (76.7%) of the respondents have an experience of less than 3yrs of work

experience. The rest (23.3%) of them a have an experience of more than 3yrs.

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II. Analysis on work culture

The presentation and analyses of the following tables given in this section

reflects the various aspects of the work culture prevailing in the organization.

The different aspects taken for confirming the same are the as follows:

1. Values upheld in the organization.

2. Organizations role in work related matters

3. Organizations role in attending to the employees needs.

4. Relationship between the top management and the employees

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Values of the organization:

Table No 6:

Values System in the organization

S.noName of the

valueResponses Frequency Percent

1Integrity ofemployees

To great extentTo some extent

Not at all

Total

24360

60

40%60%

0

100

2Employeesgrowth and

development

To great extent

To some extentNot at all

Total

29

310

60

48.4%

51.6%0

100

3Dignity ofindividuals


Not at all

Total

29310

60

46.8%53.2%

0

100

4Rewards andrecognition ofthe employees


Not at all

Total

2237

60

36.7%61.6%1.7%

100

5Trust

maintained withthe employees


Not at all

Total

17421

60

28.3%70%1.7%

100

6Equal

opportunities tothe employees


Not at all

Total

25323

60

41.7%53.3%

5%

100

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The value system of the organization was confirmed on the following 6 categories

of values:

1. Integrity of the employees

2. Employees growth and development

3. Dignity of the employees

4. Rewards and recognitions

5. Trust maintained with the employees

6. Equal opportunities to the employees

With reference to the values adhered by the organization, Table No 6 shows that

all the values of the organization are very much upheld by the organization like

Integrity- 60%,

Employees growth and development- 51.6%

Dignity of the employees- 53.2%,

Rewards and recognitions- 61.6%.

Trust maintained with the employees- 70%

Equal opportunities to the employees- 53.3%.

The adherence of the values taken for study on their arrangement in their order of

rank indicates the following:

Table: 6A

Adherence of the Value and Ranking:

Value Ranking

Trust maintained with the employees 1st

Rewards and recognition of theemployees

2nd

Integrity of the employees 3rd

Equal opportunities to the employees 4th a

Dignity of the individuals 4th

Employees growth and development 5th

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B. Organizations adherence to the work related matters:

The analysis of the following tables shows the organizations adherence to the

work related matters such as rules, policies etc.

Table No: 7

Adherence to the Work related matters

S.No Work related matters Adherences Frequency Percent

1 Rules and regulations


Not at all

Total

41190

60

68.3%31.7%

0

100

2Formulation and

implementation ofpolicies


Not at all

Total

39210

60

65%35%

0

100

3Upholding the traditions

of the organization


Not at all

Total

27321

60

45%53.3%1.7%

100

4Enforcement of

discipline in organization


Not at all

Total

29310

60

48.3%51.7%

0

100

5 Work place maintenance


Not at all

Total

26322

60

43.3%53.4%

3%

100

6Adhering to the orders of

the organization


Not at all

Total

21390

60

35%65%

0

100

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The organizations adherence to the work related matters is taken for confirmation

under the following categories:

1. Rules and regulations

2. Formulations and implementation of policies

3. Upholding the traditions of the organization

4. Enforcement of discipline in the organization

5. Work place maintenance

6. Adhering to the orders of the organization.

The analysis of Table No: 7 indicate the fact that in the work related matters in

case of

Rules and regulations 68%

Formulation and implementation of policies 65%

Enforcement of discipline in the organization 51.7%

Adhering to the orders of the management 65%

All respondents have given an overwhelming response in favor of their adherence

in the organization (100%) each. However on the following cases a small number

of respondents have an opinion against 100% adherence

Upholding the traditions of the organization. 53.3%

Work pace maintenance 53.4%

A small number of respondents have an opinion against 100% adherence.

C. Organizations role in attending to the employees needs

The analysis of the following tables shows the organizations role in attending to

the employees needs.

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Table No: 8:

Opinion on organization attending to employee needs

S.no Employees needs Opinion Frequency Percent

1Recognition of

employees


Not at all

Total

24351

60

40%58.3%1.7%

100

2 Freedom at work


Not at all

Total

27372

60

35%61.7%3.3.%

100

3Support form top

management


Not at all

Total

14442

60

23.3%73.3%3.3%

100

4Establishment ofcommunication

system


Not at all

Total

27303

60

45%50%5%

100

5Providing welfare

measures


Not at all

Total

21381

60

35%63.3%1.7%

100

6Providing

opportunities forgrowth


Not at all

Total

25341

60

41.7%56.7%1.6%

100

7Establishing a

competitive salary


Not at all

Total

17421

60

28%70%2%

100

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The organization role in attending to the needs of the employees was confirmed

on the a following aspects:

1. Recognition of employees

2. Freedom at work

3. Support from top management

4. Establishment of communication system

5. Providing welfare measures

6. Establishing a competitive salary are all maintained to some extent in the

organization.

Contrary to the observation made in Table No: 7 with regard to the organization

attending employees needs, where in, it is observed that they are fulfilled at

100% level. Here by the fulfillment of employee needs are observed to be as

follows:-

As regard to the recognition of employees 58.3%

As regard to the freedom at work 61.7%

As regard to the support from the top management 73.3%

As regard to the establishment of communication system 50%

As regard to providing welfare measures 63.3%

As regard to providing opportunities at work 56.7%

Establishing a competitive salary 70%

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The organizations role in attending to the needs of the employees in their order ofrank:

Table: 8A

Needs of the Employees and their Ranking

Needs of the employees Ranking

Support from top management 1st

Competitive salary 2nd

Welfare measures 3rd

Freedom at work 4th

Recognition of employees 5th

Opportunities for growth &

development6th

Establishing communication system 7th

D. Focusing on the relationship between the top management and the

employees

Analysis of the following tables shows the relationship maintained

between the top management and the employees in the matters like

transparency, collaboration etc

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Table :9:

Relationship between the top management and the employees:

S.no Relationship factors Opinions Frequency Percent

1

Collaborationbetween individual

goals andorganizational goals


Not at all

Total

29301

60

48%50%2%

100

2Transparency

between top mgt andemployees


Not at all

Total

22362

60

36.7%60%3.3%

100

3Communication

between top mgt andemployees


Not at all

Total

27312

60

45%51%5%

100

4Interpersonal

relations between topmgt and employees


Not at all

Total

16431

60

26.7%71.7%1.6%

100

5Confidence

maintained by the topmgt in the employees


Not at all

Total

26340

60

43.3%56.7%

0

100

6Extent of comfort in

the organization


Not at all

Total

20400

60

33.3%66.7%

0

100

7Extent of satisfactionin the organization


Not at all

Total

15450

60

25%75%

0

100

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The relationship maintained between the top management and the employees was

confirmed on the following aspects:

1. Collaboration between the individual and organizational goals.

2. Transparency between the top management and the employees

3. Communication between top management

4. Interpersonal relations between the top management and the employees

5. Confidence maintained by the top management in the employees

6. Extent of comfort in the organization

7. Extent of satisfaction in the organization.

all the relationship factors are very well maintained in the organization:

The analysis of data on the above table indicates that,

Collaboration between the individual goals and the organizational goals-

50%,

Transparency between the top management and the employees- 60%,

Communication between the top management and the employees- 51%,

Interpersonal relations between the top management and employees-43%,

Confidence maintained between the top management in the employees- a

34%

Extent of comfort in the organization- 66.7%,

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Extent of satisfaction in the organization- 75%

The relationship factors of the organization in their order of rank are as follows:

Table : 9A

Relationship Factors an their Ranking:

Relationship factors Ranking

Satisfaction in the organization 1st

Interpersonal relations between the topmanagement and the employees

2nd

Comfort in the organization 3rd

Transparency between the topmanagement and the employees

4th

Confidence maintained by the topmanagement in the employees

5th

Communication between the topmanagement and the employees

6th

Collaboration 7th

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FINDINGS, CONCLUSIONS AND SUGGESTIONS

CHAPTER - IV

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CHAPTER IV

FINDINGS, CONCLUSIONS AND SUGGESTIONS

4.1. INTRODUCTION:

The study by the researcher was on the work culture at Polaris. The study

focuses on the prevailing work culture at Polaris and analyses the factors that lead

to the employees comfortability in the prevailing work culture.

4.2. OBJECTIVES OF THE STUDY:

To study the prevailing work culture in the organization

To understand the factors that contribute to the prevailing work culture

To confirm with the employees comfortability with the prevailing work

culture.

4.3. RESEARCH PROBLEM:

To study and understand the prevailing work culture in the organization and also

to know the factors that contributes to the comfortability of the employees in the

prevailing work culture.

4.4. FINDINGS ON DATA:

A. The Findings on the personal data:

Most of the respondents are in the age category between 26-31 yrs. (58.3%)

Majority of the respondents covered by the study are male respondents (55%)

Majority of the respondents are well educated and highly qualified (51.7%)

are either graduates or post graduates.

Almost all the respondents (76.7%) have work experience of 0-3 yrs.

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The above findings indicates that all the respondents are youngsters, well

educated and at the early stages of work looking for more challenging jobs and

better opportunities for growth.

WORK CULTURE

B. Findings on the organizations values:

By referring to the values in the organization it is found that the following values

are upheld in the organization:

Integrity of the employees (60%)

Employees growth and development (51.6%)

Dignity of the individuals (53.2%)

Rewards and recognitions of the employees (61.6%)

Trust maintained with the employees (70%)

Equal opportunities to the employees (53.3%)

Thus it can be concluded that the organization gives a lot of importance in

upholding a set of values and also implicates the values to a large extent in the

organization. By this the employees feel that they are regarded and respected well

by the organization.

C. Findings on the organizations role in attending to work related matters:

With reference to the work related matters it is found that there is almost a greatextent of adherence to the work related matters by the organization:

Rules and regulations (68.3%)

Formulation and implementation of policies (65%)

Upholding the traditions of the organization (53.3%)

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Enforcement of discipline in the organization (51.7%)

Work place maintenance (53.4%)

Adhering to the orders of the organization (65%)

Considering the work related matters it is found from the study thatthe organization gives a lot of importance to the work related matters

like rules, traditions etc.

Also the discipline is maintained well in the organization which leads to the

effective functioning of the organization.

D.Findings on the organizations role in attending to the needs of the

employees:

Focusing on the needs of the employees, it has been found that several key

employee needs are satisfied by the organization in a reasonable manner as shown

below:-

Recognition of the employees (58.3%)

Freedom at work (61.7%)

Support from the top management (73.3%)

Establishment of communication system (50%)

Providing welfare measures for the employees (63.3%)

Providing opportunities for growth (56.7%)

Establishing competitive salaries (70%)

Thus it can be expected that due to this need satisfaction the employees will be

motivated to work well in the organization.

E. Findings on the relationship between the top management and theemployees:

The findings on the Relationship maintained between the top management and the

employees as ascertained indicates the following:

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Collaboration between the individual and the group goals (50%)

Transparency between the top management and the employees (60%)

Communication between the top management and the employees (51%)

Interpersonal relations between the top management and the

employees (71.1%)

Confidence maintained by the top management in the employees (56.7%)

Extent of comfort in the organization (66.7%)

Extents of satisfaction in the organization (75%)

Thus it can be concluded that the relationship between the top management and

the employees it is found to be good and is maintained in a harmonious manner.

4.4 CONCLUSIONS:

The study has dealt in detail about four aspects influencing the work

culture in the organization namely values, rules & regulations, discipline in the

organization.

From the study it was found that the rules and the regulations have been strictly

enforced in the organization.

The relationships between the Top management and the employees have been

maintained well and there is a good of collaboration between individuals goals

and the group goals. Also there is transparency maintained between the top

management and the employees.

The tradition and rituals of the organization are well attended and maintained. The

management provides opportunity for the family also to participate in the

functions and get together.

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A majority of the respondents are of the view that e organization takes good care

of the welfare measures. There is much collaboration between the group goals and

the individual goals in the organization.

It is also observed from the study that there is a good communication system

established within the organization and this provides a basis for better inter

personal relationship between them.

On the basis of the above findings it can be concluded that the there is a

synergetic type of work culture that prevails in the organization, also the work

culture prevailing in the organization enables the employees to be a part of it,

work independently and achieve better results.

4.5 SUGGESTIONS:

The following are the suggestion that needs to be implemented in the

organization. At some areas the respondents feel that the values are not carried out

to required extent, the areas coming under this category are as follows:

a. Freedom

b. Rewards and recognition of the employees

c. .Trust maintained with the employees

d. Workplace maintenance

If these factors are also improved then the organization can be more a positive

type of culture.

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BIBLIOGRAPHY

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BIBLIOGRAPHY

1. M.G.Rao - Human Behavior - Discovery Publishing House - 1993 ibid 1: Pg - 3

at Work New Delhi


at Work New Delhi


at Work New Delhi

4. Jai. B.P.Singh - Work culture in - Sage Publications,

Indian context, New Delhi / New York Park - 1990 ibid 3 :Pg-15

/London;



/London;



/London;



/London;

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/London;

9. Fred Luthans - Organizational Behaviour McGraw Hill

International

Edition 2002 ibid 10: Pg -122 - 123

ARTICLES

1. Trilok Kumar Jain - Important Considerations - December 2001

of Work Culture Volume No. 3

HRD Times Issue No. 12

2. Trilok Kumar Jain - Important Components - July 2001

of Work Culture Volume No 3

HRD Times Issue No. 7

3. ChandrasekharRao - Towards a Positive Work Culture - October 2004

The Indian Journal of Volume No. 40

Industrial Relation Issue No. 2

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STUDY ON WORK CULTURE AT POLARIS

PERSONAL FACTORS:

1. Name :

2. Age ( in years) : 20-25 / 25-30 / 30-35 / 35 & above

3. Sex : M / F

4. Job Title:

5. Designation:

6. Department:

7. Educational qualification:

(a) Higher secondary (b) Degree

(c) Post graduate (d) Diploma

8. Years of experience :

Less than 1 / 1-3 / 2-5 / more than 5

9. Values:

Indicate to what extent your organisation stands for the following values?

Human Resources

a) Integrity of employees.

To great extent / To some extent / Not at all

b) Employees growth and development


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c) Dignity for individuals


d) Rewards and recognition's of employees


e) Trust maintained with the employees


f) Equal opportunities to all the employees


10.Indicate the commitment of your organisation in adhering to the following

areas of work related matters?

a) Rules and regulations regarding the work


b) Formulation and implementation of work related policies


c) Upholding the traditions of the organisation


d) Enforcement of discipline in the organisation


e) Work place maintenance


f) Adhering to the orders of the top management


11. Indicate the extent of the organisation's role in attending to the following.

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a) Recognition of employees

To great extent / To some extent / Not at allb) Freedom available at work


c) Support from the Top management


d) Establishment of the communication system


e) Providing welfare measures for the employees


f) Providing opportunities for growth of the employees


g) Establishing a competitive salary / compensation system for the employees


12. Indicate the nature and the extent of relations maintained between the top

management and the employees :

a) Collaboration between the individual and the group goals


b) Transparency between the top management and the employees


c) Communication between the top management and the employees


d) Interpersonal relations between the Top management and the employees

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e) Confidence maintained by the Top management in the employees


13. To what extent are you comfortable working in this organisation


14. To what extent are you satisfied working in this organisation


15. Indicate some of the factors that lead to your comfortabilty?

1 .

2.

3.

Ambika 2005

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