Paradigm Shift and Dimensions of Work Culture: Implications for Organizations

Extensive research has been devoted to examining the predictability of various determinant factors of work engagement (WE). One of the significant conclusions from this research suggests that employee expectations of the job and their feeling of fulfilment at work determine the nature of engagement initiatives. Hence, there is a need to understand the employees’ work context. This context may also include intra- and inter-group relationships within the workplace setting. This research attempts to explain the nature and extent of WE by examining the variability in engagement levels of employees working in an information technology (IT) organization augmented with a framework tested using structural equation modelling (SEM). A sample comprising 100 responses was collected using multistage sampling method. The results show that on an average, employees are moderately engaged at work. Organizational culture (OC) acts as a significant determinant of transformational leadership (TL) and WE. Further, TL resulted in a positive significant effect on job performance (JP), while an engaged employee is likely going to be a high-performing employee in the organization.

Section: Review Of Literaturementioning

confidence: 99%

Predicting Employee Work Engagement Levels, Determinants and Performance Outcome: Empirical Validation in the Context of an Information Technology Organization

Bhuvanaiah

Raya

2016

“…Consequently, in challenging times and demanding work environment, the work–family interface has become an area of concern for employees and their employers. As there are no clashing opinions supporting the fact that India has emerged as a global player (Srivastava & Panda, 2003), yet it needs to act as per the needs of the local employees to deliver the internationally accepted standards of work quality. With the background of distinct cultural characteristics, the WFE measure (Carlson et al, 2006), which was developed and validated in the West, would not be appropriate to be used in Indian context without validation.…”

Section: Rationale For Validation Scale In Indian Contextmentioning

confidence: 99%

Work–Family Enrichment in India: Validation of Work–Family Enrichment Scale

Rastogi

Rangnekar

Rastogi

2017

In order to measure the positive side of work–family interface (i.e., work–family facilitation, enrichment, positive spillover and enhancement), a number of instruments have been developed, but majority of those instruments were developed and standardized on Western population. This study is an attempt to validate the Indian version of the work–family enrichment scale (WFES). The WFES was administered to a total of 370 Indian full-time employees from manufacturing and service industry. The psychometric properties were tested using exploratory factor analysis, confirmatory factor analysis, internal consistency, and item analysis and construct validity analysis. The results of the study revealed that psychometric properties of the scale were similar to originally developed scale when applied in Indian context.

“…Pareek (2006, p. 4) defines culture as ‘the cumulative preference for some states of life over others (values), the predispositions concerning responses towards several significant issues and phenomena (attitudes), organized ways of filling time in relation to certain affairs (rituals), and ways of promoting desired behaviours and preventing undesirable ones (sanctions)’. According to Srivastava and Panda (2003), culture consists of two concurrent and interacting systems—the ideational system that includes beliefs, mores, norms and values of organization members; and the behavioural system that includes acceptable and desirable ways of responding to organizational contexts.…”

Section: Organizational Culturementioning

confidence: 99%

Construction of a Reliable and Valid Scale for Measuring Organizational Culture

Ghosh

Srivastava

2014

Self Cite

A number of survey instruments measuring organizational culture can be found in the literature. Many of these have been reported to suffer from construct and methodology related weaknesses. Specifically, these have been found to either have insufficient theoretical basis or result in a narrow depiction of the multidimensional construct of organizational culture. In this article, the authors report the construction of a scale for measuring organizational culture that starts with a sound theoretical model to identify dimensions that comprehensively cover the content domain of organizational culture. Exploratory factor analysis has been used to extract seven factors. When interpreted, these factors align well with the starting theoretical model. The scale thus developed has been found to be internally consistent and demonstrates construct validity.