HRD PHILOSOPHY AND J&K INDUSTRIAL … · HRD Philosophy being persued in Tourism ... employee...

International Journal of Marketing, Financial Services & Management Research________________________ ISSN 2277- 3622

Vol.2, No. 5, May (2013)

Online available at www.indianresearchjournals.com

78

HRD PHILOSOPHY AND J&K INDUSTRIAL DEVELOPMENT

(WITH SPECIAL REFERENCE TO TOURISM INDUSTRY)

DR. FAYAZ AHMAD NIKA*; SHAKEEL AHMAD SOFI**

*ASSOCIATE PROFESSOR

DEPARTMENT OF MANAGEMENT STUDIES

UNIVERSITY OF KASHMIR SONWAR SRINAGAR

**RESEARCH SCHOLAR

DEPARTMENT OF MANAGEMENT STUDIES

CENTRAL UNIVERSITY OF KASHMIR

_____________________________________________________________________________________

ABSTRACT

Human resource is being rightly considered as the most valuable asset in the modern corporate

and institutional world. The level of success of any organization is directly proportional to the

kind of human resource the organization has. Therefore, it has become a continuous feature on

the part of organizations to hire professional people and ensure continuous executive

development so as to achieve high rates of success. The development of people has long term

implications as the Chinese saying goes, "If you want to plan for a year , sow seeds, if you want

to plan for a decade plant trees and if you want to plan for life develop men." Companies are

building competencies and gaining competitive advantage through their people which is highly

important for the survival of the organization. Alongside development of people in the

organization, they should be provided with an enabling environment based on openness, trust

and confidence so that these people can prove the best productive factors for the organization.

As tourism industry is the bedrock of the economy of J&K State, so the paper is about with

HRD Philosophy being persued in Tourism Industry particularly the OCTAPACE culture and its

level of achievement with special reference to Hotels in Srinagar. This paper explored all the

eight elements of OCTAPACE so as to have better view about the prevailing culture in Tourism

Industry and the interventions needed for sustained development of tourism sector. U.Pareeks

standards were used to check the achievement level of all the elements. Correlation matrix has

been used for determining inter-correlation among eight dimensions of OCTAPACE culture.

KEYWORDS: HRD, OCTA PACE Culture, Human Resource Development, Competitive

advantage, Tourism _____________________________________________________________________________________

INTRODUCTION:

Making an employee feel belongingness to the organization is the important aspect of motivation

and it is highly important to have motivated employees but motivation can be Monetary and

Non-Monetary as well to be more clear you as an organization can go with financial incentives

as well as non-financial incentives and both are having effects i.e. short term and long term

where financial incentives have short term effects and non-financial incentives have long term

effects .Financial incentives include monetary benefits whereas non-financial benefits are non


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monetary in nature and these include achievement, recognition, growth ,job itself ,responsibility

etc. As per Two Factor theory which was given by Herz Berg we can put financial benefits into

Environmental Factors and Non-Financial benefits into Motivators which are actually

responsible for motivation of an employee though Hygiene factors help prevent any

dissatisfaction but do not lead to satisfaction as they lie on a continuum ranging from

dissatisfaction to no dissatisfaction. So after discussing financial and non financial benefits

OCTA PACE culture would form the part of non financial benefits and this OCTA PACE forms

an important part of HRD system where emphasis is on development of an employee .Barnay

gave the concept of VRIO frame work to have competitive advantage over others and when

applied to employee concept VRIO would read V:Valuable employees; R: Rare employees

,I:Inimitable when their capabilities are taken into consideration, and O:Highly organized

employees. So as per VRIO frame work employees from an important part of core competence

and every possible step should be taken to build these competencies and reduce retention as

much as possible and OCTA PACE culture basically is a machinery which helps in creating an

environment in organization where people feel belongingness to the organization because they

feel they are being given every opportunity to express themselves ,they are said failure is part of

our culture, confronting with senior executives ,experimenting new things, taking pro active

steps ,collaborating-team work are the policies of our organization .So a part from financial

benefits employees are given intangible benefits which is an important aspect of motivation

when we are concerned about long term benefits .Cognitive Evaluation theory says people will

remain satisfied till they are working for intangible benefits and their satisfaction will start

decreasing as long as tangible benefits start overcome intangible benefits .Defining it other way

people will remain satisfied if they are working for something apart from monetary benefits and

failures will not be failures for them but failures whatever may be will act as stepping stone for

their success “the case of Thomas Elva Edison”. And if you have such type of environment in

your organization you will not have only highly motivated people but you will have competitive

advantage over others as well. The organization having such type environment/Culture have low

employee turnover and if you see the tag line of WIPRO “thought applying” tells it all what their

culture is going to be and similarly IOC and all Maharatana Companies are putting a great deal

of stress on employees to build core competencies and as a result they are having competitive

advantage over others.

Hotels in Srinagar focus mostly on Physical Evidence which is an important aspect of services

but the back bone of any service sector are employees and there is need to have an environment

within this service sector where people feel belongingness with the organization ,there is a

concept of service triangle in Service Marketing where you have three dimensions which are

given below:

1.EXTERNAL MARKETING

2.INTERNAL MARKETING

3.INTERACTIVE MARKETING


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1.External Marketing : "Setting the Promise" Marketing to END-USERS.

• Involves pricing strategy, promotional activities, and all communication with

customers.

• Performed to capture the attention of the market, and arouse interest in the service.

2. Internal Marketing : "Enabling the Promise"

• Marketing to EMPLOYEES.

• Involves training, motivational, and teamwork programs, and all communication with

employees.

• Performed to enable employees to perform the service effectively, and keep up the promise

made to the customer.

3. Interactive Marketing : (Moment of Truth, Service Encounter) • This refers to the decisive

moment of interaction between the front-office employees and customers, i.e. delivery of service.

• This step is of utmost importance, because if the employee falters at this level, all prior efforts

made towards establishing a relationship with the customer, would be wasted.

From service triangle definition its evident who plays major role and it is employee and the

sector he is working in has high intangibility hence the employee needs to be given due care and

be provided that type of environment where in he can feel attachment with the organization. This

paper is ment to study all these elements of OCTAPACE culture in tourism industry and how far

these principles are applied in Tourism Industry which is service sector where high level

executives are also involved in delivering service to tourist and if employee has any problem

related to culture will definitely affect his service delivery approach.

LITERATURE REVIEW

Human Resources Development (HRD) as a theory is a framework for the expansion of human

capital within an organization through the development of both the organization and the

individual to achieve performance improvement(Kelly 2001). Adam Smith states, “The

capacities of individuals depended on their access to education”. The same statement applies to

organizations themselves, but it requires a much broader field to cover both areas.(Kelly 2001).

Human Resource Development is the integrated use of training, organization, and career

development efforts to improve individual, group and organizational effectiveness. HRD

develops the key competencies that enable individuals in organizations to perform current and

future jobs through planned learning activities. Groups within organizations use HRD to initiate

and manage change. Also, HRD ensures a match between individual and organizational needs.

(http://www.xavier.edu/hrd)

The Corporate culture is one that results from the belief of the top management initially and

subsequently from the HRD systems and practices. Organizational culture shapes the values and

beliefs of the members. Organization culture is defined as shared managerial beliefs and

assumptions about employee nature and behavior (Ayean et al., 2002). Geert Hofstede (1980)

has clearly brought out a strong influence of culture in organizational working. Linda Smircich

(1985) brought out the direct link between the concepts of culture and organizational behavior.

Pettigrew (1979) referred culture as a system publicly and collectively accepted meanings

operating for a given group. Louis (1983) also came up with the idea of common understanding.

Thus it is rational and logical to say that culture with its different dimensions has a significant

influence on the organizations performance. Organizational culture is concerned with how

http://en.wikipedia.org/wiki/Human_capital



http://en.wikipedia.org/wiki/Adam_Smith

http://www.xavier.edu/hrd

http://acronyms.thefreedictionary.com/HRD


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employees perceive the characteristics of an organization's culture, not with whether or not they

like them. That is, it is a descriptive term. It also represents a common perception held by the

organization's member. Culture plays an important role in shaping any organization. It evolves

with the business perspective, internally and externally.

Schein (1985) proposed culture as a cumulative preference for some states of life over others

(values), the predispositions concerning responses towards several significant issues and

phenomenon (attitudes), organized way of filling time in relation to certain affairs (rituals), and

ways of promoting desired behaviors and preventing undesirable ones (sanctions). The

conception of organizational culture advanced by Schein (1985) also holds the notion of

collective understandings culture has been defined as 'the pattern of basic assumptions that a

given group has invented, discovered, or developed in learning to cope with its problems of

external adaptation and internal integration, and that have worked well enough to be considered

valid, and, therefore, to be taught to new members as the correct way to perceive, think, and feel

in relation to these problems'. Schein further argues that to understand the content and dynamics

of culture, one should know those aspects, which provide information about how basic

assumptions arise and why they persist. He categorizes these aspects into two groups.

Organizational culture is considered as an internal variable meaning that it is something that

organization has. This perspective of culture has been taken by a number of researchers. It has

been described as a set of assumptions (Schein, 1985), rituals and ceremonies (Deal and

Kennedy, 1982), shared management practices (Hofstede, 1998) and shared values (O Reilly,

1991). Peters and Waterman (1982) argued that a strong culture distinguishes successful

organizations from other organizations. They emphasized that any organization, in order to

survive and achieve successes, must have a sound set of beliefs. If an organization is to meet the

challenge of a challenging world, it must be prepared to change everything about itself except

those beliefs as it moves through corporate life. They argued that the "Soft" is hard. Ouchi

(1980) viewed that strong culture facilitates coordination and communication and these give

strong-culture companies a competitive advantage over their competitors. Among these the

theory propounded by Edgar Schein has been most influential in understanding organizational

culture. Culture exists at three levels ranging from latent to manifest. At the latent level lies a

core of beliefs and assumption, in middle the values and at the manifest levels are artifacts.

Schein believes that the core of basic assumptions and belief is the essence of culture. This core

guides the values and behavior norms, which the members recognize, respond to and maintain.

Pareek (1988) relied on the functionalist approach to study culture. Culture related concepts can

be seen as multi level concepts. Values, beliefs attitudes and norms are inter-related. Pareek

(1997) discussed the concept of ethos, as the underlying spirit of character or group and is made

of its beliefs, customs or practices. At the base of ethos are core values i.e., "People need to give

and get something from the occupation that goes beyond simply earning a salary”. A healthy

organizational culture rests on eight strong pillars of "OCTAPACE" referring to Openness,

Confrontation, Trust, Authenticity, Proactive, Autonomy, Collaboration and Empowerment and

Experimentation. T. V. Rao introduced the concept of OCTAPAC culture as a good progressive

way of building organizations. Udai Pareek and T.V. Rao pioneered the concept of HR Culture

and propounded the OCTAPAC culture. An E for Empowerment and Experimentation was later

added and it became OCTAPACE. In addition to being an acronym for these values,

http://encyclopedia.thefreedictionary.com/Edgar+Schein

http://medical-dictionary.thefreedictionary.com/artifacts

http://www.thefreedictionary.com/functionalist

http://encyclopedia2.thefreedictionary.com/acronym


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OCTAPACE is a meaningful term, indicating eight (octa) steps (pace) to create functional

ETHOS. These values are discussed below.[*]

OCTOPACE CULTURE:

The essence of the HRD climate can be well gauged from the amount of importance that is given

to the development of OCTAPACE culture in the organization. The term has been coined by

Professor T.V. Rao of IIMA. The OCTAPACE items characterized by the occurrence of

openness, confrontation, trust, authenticity, pro-activity, autonomy, collaboration and

experimentation are valued and promoted in the organizations. The literature available on HRD

climate is an evidence of the fact that a very meager amount of research has so far been carried

out especially on the critical dimensions of HRD climate. Empirical studies conducted by

(Kumar and Patnaik, 2002; Rohmetra, 1998; Kumar, 1997; Mishra, Dhar and Dhar, 1999;

Bhardwaj, 2002; Alphonsa, 2000; Rao and Abraham, 1999) indicate that the culture of

OCTAPACE values is imbibed in the culture of the many organizations to a good or moderate

degree. These values help in fostering a climate of continuous development of human resources.

Eight OCTAPACE values to develop the profile of an organizational culture as discussed as

under.[**]

Openness: Openness exists when employees feel free to discuss their ideas, activities, and

feelings with one another.Krishna & Rao, (1977) surveyed the organizational and HRD climate

of one of the largest engineering and manufacturing enterprises in India BHEL which shows that

environment of openness follow good among middle and senior managers in the company

Mangaraj, (1999) in her study of the HRD system in RSP found that employee‟s opportunities to

express their view points are quite successful. Rohmetra, (1998) conducted study on banking

sector of J & K space for determining the HRD climate and the attitudinal perceptions of 102

employees covering senior, middle and lower managerial levels and the clerical staff. The study

shows that the environment is less open for employees. Sr Alphonsa, (2000) surveyed HRD

climate in private hospital of Hyderabad with sample of 50 supervisor from different

departments participated in present study. The crux of the study highlights, good level of

openness.[**]

Confrontation: Confrontation brings problems and issues into the open for solution, rather than

hiding them for fear of hurting or getting hurt. Some studies indicate that the value of

confrontation has been prompted in some organizations at a good degree. Bhardwaj and Mishra,

(2002) conducted a study with a sample of 107 senior, middle level managers of private sector

organization which is one of India‟s largest multi business companies. The existence of good

climate for the confrontations observed among managerial personnel of the organization. Kumar

and Patnaik, (2002) have conducted a study on 135 postgraduate teachers (112 male and 23

female) of JNV six from all parts of the country to find the relationship between HRD climate,

job satisfactory, attitude towards work, and role efficiency. The value of confrontation responded

good among teachers. Sr. Alphonsa, (2002) surveyed HRD climate in private hospital of

Hyderabad with sample of 50 supervisors from different department participated in present

study. The study highlight that the supervisors perception about the HRD climate is satisfactory

and there exists reasonably, good value of confrontation. Mufeed (2006) has conducted study in


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one of the leading hospital namely Shri- Kashmir Institute of Medical Sciences (SKIMS) about

perception of medical staff towards HRD climate. The result indicate that there exists a

reasonably good climate for value of confrontation. [**]

Trust: Trust emphasizes taking people at face value and believing what they say. Patel, (1999)

has conducted a comparative study of 20 branches of DCCBs, using 105 employees from 10 high

performing branches and 10 low performing branches were selected, found that trust recorded

above average. Rohmetra, (1990) conducted study on banking sector of J & K for determining

the HRD climate and the attitudinal perceptions of 102 employees covering senior, middle and

lower managerial levels and the clerical staff. The study shows that there exists an intimate

degree of trust and components of attitudinal perception enjoyed in the bank. Sharma and

Purang, (2000) Survey of 27 middle level managers in the engineering sector, manufacturing

primarily power sector equipment with a view to understand relationship between value

institutionalization and HRD climate. The study shows there exists a good degree of trust among

middle level managers in organization. [**]

Authenticity: Authenticity reflects the tendency for people to do what they say they will do..

Mufeed (2005) in his empirical study of the HRD climate in Hospitals found that the value of

authenticity had been well developed and signified Cohesion and trust in employees their

personal relationship. Mishra and Dhar (1999) have conducted a study on 200 middle level

managers of manufacturing (Pharmaceutical) and service (Banking) companies which show that

the value of authenticity was recorded average. [**]

Proactively: Proactively encourages employees to take initiative and risks. Mufeed & Gurkoo

(2007) have conducted comparative study in Universities of Jammu & Kashmir with sample of

521 employees about perception of teaching & non- teaching staff towards HRD climate in

universities found the value of pro-activity as unfavorable. Mishra, Dhar and Dhar, (1999) have

conducted a study on 200 middle level managers of manufacturing (Pharmaceutical) and service

(Banking) companies indicate good value of pro-activity in the banks. Kumar, (1997) an

investigation into the extent of presence of HRD culture/climate/values in a post training selling

and contribution of training towards the HRD/culture climate/values in a public sector

organizations, using 150 executives. The conclusion of the study shows that the training has the

potential to contribute to all the values of HRD climate especially the value of proactivity. [**]

Autonomy: Autonomy allows people to work independently with responsibility Krishna and Rao,

(1997) surveyed the organizational and HRD climate of one of the largest engineering and

manufacturing enterprise in India BHEL which shows that the value of autonomy responded

poorly by employees. Rainayee, (2000) in his empirical study found that value of autonomy is

missing factor in the banks. Rao, Raju and Yadav, (2001) surveyed HRD practices in 12 Indian

organizations covering financial services, consumer products, electronics, cement, tyers and

automobiles which shows that employees perceived as favourable the value of autonomy. [**]

Collaboration: Collaboration recognizes interdependencies and the value of teamwork.

Priyadarshini and Venkatapathy, (2004) have conducted a comparative study on 20 leading


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banking Industries in India. Hence, from a total of 324 responses, 200 complete responses were

collected from 20 banks. The study highlight that employees have a strong feeling of

belongingness and there is sense of equality with common facilities provided to the employees

Mishra (2002) in their empirical study found that the HRD climate among private sector

managers on the states of collaboration in their organization was perceived above average

Sarathi and Rao, (1988) in their HRD experiences in BHEL found that collaboration exists good

among the employees in organization under collaboration the superior and subordinate working

together. [**]

Experimentation: Trying out innovative ways of solving problems Alphonsa, (2000) in his

empirical study indicate that the employees do not encourage when they suggest new things or

new ideas. Krishna and Rao, (1997) found that value of experimentation was responded

favorable among middle and senior managers. Mufeed (2006) has conducted study in hospital as

stated earlier found the value of experimentation has been discouraged. They never encourage

potential employees by sharing of their new ideas and suggestions. Keeping in view the

paramount importance of managing people at work places effectively, the present study focused

on the need for promoting favorable OCTAPACE culture in organizations irrespective of their

size and nature of control. Despite the fact that the field has been quite fertile for researchers, not

many comprehensive studies have been conducted to examine the need for implementation

OCTAPACE value system among the employees across the hierarchies in the Indian industries

in general and Tourism sector in particular. In order to fill the research reported gap, the present

study has been undertaken in the Tourism sector in J &K State, where hardly any such research

work has even been attempted so far keeping in view of the present identified research

objectives. [**]

RESEARCH OBJECTIVES:

1. To see how employees feel about the Organization culture prevalent in Hotel Industry.

2. To evaluate the perceptions held by Employees regarding each element of OCTAPACE.

3. To find correlation among all elements of OCTAPACE.

4. To provide guidelines and suggestions for the development of culture necessary for human

resource development and organizational effectiveness.

RESEARCH HYPOTHESIS:

H1: Employees working at three different levels don‟t show any perceptual difference in

terms of elements of OCTAPACE

Culture.

H2: There is no relation among different elements of OCTAPACE culture.

Research Methodology:

The instrument devised by U.Pareek containing 40 items was used for data collection. A sample

of 217 were randomly selected to determine whether Hotels under study show any achievement


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level of OCTAPACE culture and reason for choosing these hotels was the status and prestige

they hold in the city, the Hotels under study included Hotel Broadway, Hotel Vivanta , Grand

Palace. The sample included employees working these hotels .Before data collection

respondents were told about the study and its importance. Standards developed by U.Pareek were

used for analysis of OCTAPACE culture in Hotel Industry, Pareek while conducting the cultural

survey (1997) came up with the tentative norms, based on the values of mean obtained from their

survey. The table III summarizes those norms. These norms indicate the lowest and highest mean

value each dimension can take, i.e., range of each dimension.

Table III: Tentative Norms for the OCTAPACE-Profile

Apart from overall scores of OCTAPACE culture, scores at individual levels including Top,

Middle and Bottom level were also analyzed. Comparative study of all the three levels was done

to determine the relationship between all the elements and the type of Level. To determine the

impact of one factor over other factor like that of Openness on Confrontation Correlation matrix

was developed through SPSS.

RESPONSE DETAILS:

Valid 160

Missing 57

Responses and Employee Level.

Employee Level Number

Top 35

Middle 55

Bottom 70

Total 160

Low High

1 OPENESS 13 17

CONFRONTATION 10 16

TRUST 10 16

AUTHENTICITY 10 14

PROACTION 12 18

AUTONOMY 11 16

COLLOBORATION 13 17

EXPERIMENTATION 11 16

Total 90 130


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Out of 217 questionnaires that were that were handed over to respective Hotel Receptionist ,160

questionnaires were returned back and 57 were missing ,so overall response rate was 73.73 and

21.875,34.37 and 43.75 was response rate respectively for Top, Middle and Lower Level.

Results (Analysis and Interpretation) The results given are discussed first as overall effect then at different levels. Table 1 below

shows (OCTAPACE) values obtained as well as the standard of values where Low and High

show the range of values which can be obtained by the element and obtained shows the values

generated in this particular study.

Table 1

The scores of Trust, Collaboration, Pro-action and authenticity are highly satisfactory

as compared to other dimensions. Major problem observed in Hotel Industry that was found in

this study is Openness as its score is below lower desired standard. The scores of Confrontation,

Experimentation and Autonomy Satisfactory/Average as their value lies on the average side.

Good thing for Hotel administration is that the scores of Trust, Collaboration and Authenticity

are high as these three elements are main reasons of Organization Politics because with no

authenticity and less values of Trust and Collaboration, people tend to build policies against their

colleagues. There is direct relationship between these three elements and Organization Politics

and as one decreases other decreases i.e. if Authenticity, Trust and Collaboration start decreasing

then People increase politics against their colleagues, more gap among employees encourage

employees against others in organization. But here in this case of Hotel Industry this is not the

case as these elements are on higher side and this may be one the reasons of not having that

much of Organization Politics in Hotel Industry which actually harm the health of an

organization. But areas of focus should be Openness because it is on lower side in this sector and

Experimentation, Autonomy, Confrontation are just satisfactory as they are on average side

which actually could be one of the reasons for high Employee turn in this sector as it affects the

motivation of an employee and satisfaction as well.

Employee Retention and Turnover:- Apart from Monetary benefits which as per Herz Berg

and others are short term benefits stress need to be laid on these Elements of OCTAPACE which

are either on Lower or Average side so as to have high Employee Retention and Low Employee

Turnover.

Type Low Obtained High

Openness 13 12.7 17

Confrontation 10 12.7 16

Trust 10 15.5 16

Authenticity 10 13.3 14

Pro-action 12 16.0 18

Autonomy 11 12.6 16

Collaboration 13 16.5 17

Experimentation 11 12.2 16


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Statistical analysis and three different Levels

Top Level

Table 1.1

Table 1.1 indicates scores of OCTAPACE at top most level of Hotel Industry and the scores of

Confrontation, Trust ,Authenticity and Collaboration are on Higher side as in Table 1 which are

highly satisfactory , the scores of openness ,Autonomy and Experimentation are on average side

but are higher than what is observed in Table 1.

Middle Level

Table 1.2

Table 1.1 indicates scores of OCTAPACE at middle level of Hotel Industry and the scores of

Pro-action,Trust,Authenticity,Collaboration are on higher side which are again highly

satisfactory but the problem areas as discussed in Table 1 are Openness ,Confrontation and

Experimentation as they tend towards lower and average side.


Openness 13 14.050 17


Trust 10 15.400 16


Pro-action 12 17.085 18

Autonomy 11 12.657 16




Openness 13 12.600 17


Trust 10 15.509 16


Proaction 12 15.672 18

Autonomy 11 12.672 16




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Bottom Level

Table.1.3

Table 1.3 indicates scores of OCTAPACE at Bottom level of Hotel Industry and the scores of

Pro-action,Trust,Authenticity,Collaboration are on higher side which are again highly

satisfactory but the problem areas at bottom level are Openness ,Confrontation, Autonomy and

Experimentation as they tend towards lower and average side.

OCTAPACE AND LEVELS OF MANAGEMENT :( COMPARISON OF THREE

LEVELS)

Table 2

Table 2 compares the scores at three levels under study namely Top, Middle and Bottom and this

comparison depicts the decreasing relationship as the scores of each element are decreasing at

different levels like Openness is Very High at Top Level ,High at Middle Level and decreases at

Bottom Level.


Openness 13 11.642 17


Trust 10 15.742 16


Pro-action 12 15.300 18

Autonomy 11 12.614 16



Item Top Level Middle Level Bottom Level

Openness 14.050 12.600 11.642

Confrontation 15.200 12.272 10.742

Trust 15.400 15.509 15.742

Authenticity 13.657 13.709 13.300

Pro-action 17.085 15.672 15.300

Autonomy 12.657 12.672 12.614

Collaboration 16.771 16.527 16.449

Experimentation 12.387 12.945 12.228


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ANOVA AND THREE DIFFERENT LEVELS(ANOVA ANALYSIS)

Sum of

Squares df

Mean

Square F Sig.

OPENNESS Between

Groups 20.534 2 10.267 3.152 .045

Within Groups 511.366 157 3.257

Total 531.900 159

CONFRONTATION Between

Groups 102.677 2 51.338 6.270 .002

Within Groups 1285.517 157 8.188

Total 1388.194 159

TRUST Between

Groups 65.727 2 32.863 2.578 .079

Within Groups 2001.517 157 12.749

Total 2067.244 159

AUTHENTICITY Between

Groups 6.013 2 3.006 .190 .828

Within Groups 2489.931 157 15.859

Total 2495.944 159

PROACTION Between

Groups 401.656 2 200.828 13.466 .000

Within Groups 2341.538 157 14.914

Total 2743.194 159

AUTONOMY Between

Groups 4.038 2 2.019 .386 .681

Within Groups 821.656 157 5.233

Total 825.694 159

COLLABORATION Between

Groups 296.448 2 148.224 15.927 .000

Within Groups 1461.152 157 9.307

Total 1757.600 159

EXPERIMENTATION Between

Groups 30.872 2 15.436 1.899 .153

Within Groups 1276.503 157 8.131

Total 1307.375 159


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H1: Employees working at three different levels don’t show any perceptual difference in

terms of elements of OCTAPACE Culture.

As per ANOVA ANALYSIS above in ANOVA table and three different levels, the

Null hypothesis stands

rejected for the elements including Openness, Confrontation, Trust, Pro-activeness

and Collaboration because the p(0.04,0.02,0.00,0.00) is less than significance of 0.05, hence we

reject Null hypothesis for these elements that there is no perceptual difference but there is

perceptual difference as depicted in table 2 comparative analysis of three levels. For other

elements including Authenticity, Trust ,Autonomy and Experimentation null hypothesis stands

accepted as there probilities are greater than significance level of 0.05.

CORRELATION AMONG ALL THE ELEMENTS SO AS TO DETERMINE

RELATION AMONG DIFFERENT ELEMENTS

Correlation Analysis

H2: There is no relation among different elements of OCTAPACE culture.

As per correlation table which shows relations among different elements our null hypothesis

stands rejected as there is strong relationship among different elements of OCTAPACE culture.

The results of Correlation indicate that Openness and Autonomy(r=0.516), Authenticity and

Trust(r=0.555), Pro-action and Trust (r=0.537), Autonomy and Trust(r=0.549), pro-action and

Confrontation(r=0.592), pro-action and Trust(r=0.537), Pro-action and Authenticity

(r=0.522),Pro-action and Autonomy(r=0.598),Pro-action and Collaboration(r=0.534),Autonomy

and

Openness (r=0.516), Autonomy and Trust (r=0.549), Autonomy and Authenticity(r=0.526),

Autonomy and Pro-action (r=0.598) and Pro-action and Collaboration are highly correlated to

each other.

O C T A P A C E

O 1 .464 .466 .369 .366 .516 .306 .478

C .467 1 .436 .479 .592 .494 .344 .430

T .466 .436 1 .555 .537 .549 .406 .350

A .369 .479 .555 1 .522 .526 .386 .278

P .366 .392 .537 .522 1 .598 .534 .243

A .516 .494 .549 .526 .598 1 .385 .382

C .306 .344 .406 .368 .534 .385 1 .323

E .478 .430 .350 .278 .243 .382 .323 1


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91

Openness and Autonomy (r=0.516) are positively correlated to each other which indicates that

when employees feel free to discuss their ideas, work and plan as well they feel higher

responsibility and increased decision making.

Authenticity and Trust(r=0.555) are positively correlated to each other which indicates more

employees see their counter parts as open self and not Hidden Self their Trust on colleagues

increases.

Pro-action and Trust (r=0.537) are positively correlated to each other indicating that as

Employees Trust on their bosses and colleagues increases management the pro-activity activities

of subordinates increase.

Autonomy and Trust(r=0.549) are also positively correlated which shows that people take

related to their job thoroughly of their own, they don‟t hesitate in taking new roots when they

have high Trust on their counterparts and Top Management.

Pro-action and confrontation(r=0.592) are also positively correlated which indicates that

people like facing problems and don‟t shy away from them when they are given opportunity to

express themselves .

Pro-action and Authenticity (r=0.522) indicates pro-activity of employees increase when they

see their colleagues and bosses being authentic as it removes the hidden threat from an

employee.

Pro-action and Autonomy(r=0.598) are also positively correlated which indicates that People

take new steps and like new challenges when they are given increased responsibility.

Pro-action and Collaboration(r=0.534) more people work in teams higher they accept new

challenges and it also helps them in pre-planning.

Autonomy and Authenticity(r=0.526) are highly correlated indicating people feel autonomy in

real sense when they see authentic people on other side and these may include colleagues as well

as superiors and this sort of environment actually helps in development of an individual.

RECOMMENDATIONS:-

1 From the findings it is clear that the scores of Openness, Confrontation, autonomy and

Experimentation are either on lower or Average side of the limits set by U.Pareek, so

management must provide adequate opportunities to employees to enhance their creativity and

take steps for their development.

2 All employees be at Top level, Middle Level or at Bottom Level should be given enough

opportunities to take part in decision making so that employees at all three levels will feel

belongingness to the job.


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3 Management must imbibe culture within the employees by encouraging the quality of work

life and organization effectiveness and to encourage free interaction among employees.

4 The management should empower employees and should encourage them to take decisions

without having any fear of any repercussions which can be transfer, increase in work load etc .

5 An entrepreneurial type culture should be maintained in organization where sessions of

brainstorming should be conducted with subordinates to generate or increase their

experimentation skills.

6 Quality Circles should be formed at bottom level with one group leader so that this group will

take decisions regarding their work so that problems are solved at the grass root level and will

actually increase belongingness of an employee towards his job.

7 Management by Exception principle should be implemented and top management should

interfere only when they see subordinates deviating from their path.

The aim of Management should be to build an environment within an

organization where employees leaving early in the morning should feel that they are not

attending work place but should be eager to join a culture which is not work place but a second

home and home means belongingness ,recognition ,trust, participation ,team work. But building

such type of environment in these times when one don‟t want his counterpart to have a

prosperous career is not only a challenge for any organization but is important to have

competitive advantage over others.

REFERENCES:

1 Dr.K.Ashwathappa, “Organization Behavior”, Himalaya Publications.

2. Erakovich R, “A study on relationship of ethical work climate and organizational culture in

public organizations”, Paper presented at American Society for public administration.

3. Feza Tabassum Azmi and Richa Sharma, Profiling OCTAPACE culture: An empirical study

of banking and IT sectors in India”, The Icfaian Journal of Management Research, Vol VI,

www.iupindia.org. December 2007.

4. John W. Newstrom,” Human Behavior at work”.

5. Juechter, W.M. et al. (1998). „Five conditions for high performance cultures‟, Training and

Development, Vol. 52, pp.63–68.

6. Krishna, P.M and Rao P.S., (1997), Organizational at HRD Climate in BHEL: an Empirical

Study, the Journal of Public Administration ol. 43 PP 209 -216.

7. Kumar, N. Rajendre., (1997) An Investigation into the Contribution of training, Towards HRD

Culture/ Climate/ Values in a Public Sector Organisations, IJTD, Vol. XXVII, (3), July –Sept.

8. O‟Reilly, C. (1989). „Corporations, culture and commitment motivation and social control in

Organizations‟, California Management Review, Vol. 31, pp.9–25.

9. Stephen P. Robbins, “Organization Theory: Structure, Design and Applications”

10. [*], Ayesha , Organizational ethos and culture at ONGC

11. [**] S.A.Mufeed, Need for Outpace Culture in Tourism Sector: An Instrument for

Organizational Dynamics.

Annexure: Details of Instrument


Vol.2, No. 5, May (2013)


93

Instructions:

Given below are statements that indicate some organizational values. If these are values of top

management, they generally will be shared in the organization, read each statement and give your

response on the answer sheet.

Against each statement four choices, namely, if it is a very widely shade believe (4), if it is fairly widely

shared (3), if only some persons in the organizations share this believe (2), if only a few or none have this

believe (1)) are given. You are

requested to choose the appropriate number for each statement and put tick mark for each of the items

so as to give your response.

Use the following key for your responses.

Write 5 if it is a very widely shade believe

Write 4 if it is fairly widely shared

Write 3 Undecided

Write 2 if only some persons in the organizations share this believe

Write 1 if only e few or none have this believe

Respond to the following items on the answer sheet


Vol.2, No. 5, May (2013)


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1 There is free interaction among employees, each respecting

the feelings, competence, and judgment of others. 1 2 3 4 5

2 In our organization there is system of facing problems, not

shying away from them.

1 2 3 4 5

3 We have a system of offering moral support and help to

employees and colleagues in crisis time.

1 2 3 4 5

4 In our organization there is congruity/congruence between

feelings and expressed behavior. 1 2 3 4 5

5 We in our organization believe on preventive action on most

matters.

1 2 3 4 5

6 We have an environment where Employees’ take independent

action relating to their jobs. 1 2 3 4 5

7 In our organization there is system of Teamwork and team

spirit. 1 2 3 4 5

8 We have environment in our organization where Employees’

try out innovative ways of solving problems.

1 2 3 4 5

9 In our organization there is genuine sharing of information,

feelings, and thoughts in meetings.

1 2 3 4 5

10 We have a system in our organization where we emphasis on

going deeper rather than doing surface-level analysis of

interpersonal problems.

1 2 3 4 5


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11 We have strong interpersonal contact and support among

employees in our organization.

1 2 3 4 5

12 In our organization there is tactfulness, cleverness, and even a

little manipulation to get things done.

1 2 3 4 5

13 In our organization Superiors’ encourage their subordinates to

think about their development and take action in that

direction.

1 2 3 4 5

14 In our organization we have environment where there is close

supervision and direction of employees regarding action.

1 2 3 4 5

15 We have a system of accepting and appreciating help offered

by others.

1 2 3 4 5

16 We encourage employees to take a fresh look at how things

are done.

1 2 3 4 5

18 We have the system of facing challenges inherent in the work

situation.

1 2 3 4 5

19 We have established such type of environment where people

confide in superiors without fear that they will misuse the trust.

1 2 3 4 5


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25 People Pass the buck tactfully when there is a problem in

our organization. {Buck-passers can create a "culture of blame" that

infests an entire organization}.

1 2 3 4 5

26 Effective managers suppress their feelings

(Subordinates).

1 2 3 4 5

27 Trust begets trust.{ "The only way to make a man trustworthy is

by trusting him}. 1 2 3 4 5

28 Free and candid communication between various levels

helps in solving problems is what we believe in our 1 2 3 4 5

20 “Owning” up to mistakes made by an employee made is

highly valued in our organization.

1 2 3 4 5

21 We have a system where employees consider both positive

and negative aspects before taking action.

1 2 3 4 5

22 We make genuine attempts to change behavior on the basis of

feedback received.

1 2 3 4 5

23 We emphasize on performing immediate tasks rather than

being concerned about larger organizational goals.

1 2 3 4 5

24 We have system in our organization where employees Obey

and check with superiors rather than acting on one’s own.

1 2 3 4 5


Vol.2, No. 5, May (2013)


97

organization.

29 Prevention is better than cure is the core principle of our

organization.

1 2 3 4 5

30 Freedom for employees breeds lack of discipline.

1 2 3 4 5

31 Emphasis on teamwork dilutes/decreases individual

accountability. 1 2 3 4 5

32 Thinking and doing new things tones up organizational

vitality. {The capacities to live, grow, or develop}. 1 2 3 4 5

33 Telling a polite lie is preferable to telling the unpleasant

truth.

1 2 3 4 5

34 Surfacing problems is not enough; we should find the

solutions.

1 2 3 4 5

35 When the situation is urgent and has to be dealt with,

you have to fend for yourself. {To make an effort to resist}. 1 2 3 4 5

36 People are what they seem to be. 1 2 3 4 5

37 A stitch in time saves nine. {You use this proverb to say that it is

better to spend a little time to deal with problems or act right now than wait}.

1 2 3 4 5

38 A good way to motivate employees is to give them

autonomy to plan their work. 1 2 3 4 5


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39 Employee involvement in developing the organization’s

mission and goals contributes to productivity. 1 2 3 4 5

40 In today’s competitive situation, consolidation and

stability are more important than experimentation. 1 2 3 4 5

Q.41. you work at which Level of the organization?

a. Top b. Middle c. Bottom

OCTAPACE PROFILE SHEET The OCTAPACE Profile assesses eight aspects of organizational culture. Each aspect is

listed below, along with the items related to i. Important: For each item with an

asterisk, you must convert your rating as follows: 1 becomes 4, 2 becomes 3, 3

becomes 2, and 4 becomes 1.

Openness Pro-action

Item 01 Item 5 09 13

17 21

25* 29

03 33

Confrontation

Autonomy

Item 2 Item 6

10

14*

18

22*

26*

30*

34

38


Vol.2, No. 5, May (2013)


99

Trust

Collaboration

Item 3 Item 7

11

15

19

23*

27

31*

35*

39

Authenticity

Experimentation

Item 4 Item 8

12*

16

20

24

28*

32

36

40*

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