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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
International Journal of Marketing, Financial Services & Management Research________________________ ISSN 2277- 3622
Vol.2, No. 5, May (2013)
Online available at www.indianresearchjournals.com
79
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
International Journal of Marketing, Financial Services & Management Research________________________ ISSN 2277- 3622
Vol.2, No. 5, May (2013)
Online available at www.indianresearchjournals.com
80
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
International Journal of Marketing, Financial Services & Management Research________________________ ISSN 2277- 3622
Vol.2, No. 5, May (2013)
Online available at www.indianresearchjournals.com
81
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,
International Journal of Marketing, Financial Services & Management Research________________________ ISSN 2277- 3622
Vol.2, No. 5, May (2013)
Online available at www.indianresearchjournals.com
82
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
International Journal of Marketing, Financial Services & Management Research________________________ ISSN 2277- 3622
Vol.2, No. 5, May (2013)
Online available at www.indianresearchjournals.com
83
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
International Journal of Marketing, Financial Services & Management Research________________________ ISSN 2277- 3622
Vol.2, No. 5, May (2013)
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84
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
International Journal of Marketing, Financial Services & Management Research________________________ ISSN 2277- 3622
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85
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
International Journal of Marketing, Financial Services & Management Research________________________ ISSN 2277- 3622
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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.
Type Low Obtained High
Openness 13 14.050 17
Confrontation 10 15.200 16
Trust 10 15.400 16
Authenticity 10 13.657 14
Pro-action 12 17.085 18
Autonomy 11 12.657 16
Collaboration 13 16.771 17
Experimentation 11 12.387 16
Type Low Obtained High
Openness 13 12.600 17
Confrontation 10 12.272 16
Trust 10 15.509 16
Authenticity 10 13.709 14
Proaction 12 15.672 18
Autonomy 11 12.672 16
Collaboration 13 16.527 17
Experimentation 11 12.945 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.
Type Low Obtained High
Openness 13 11.642 17
Confrontation 10 10.742 16
Trust 10 15.742 16
Authenticity 10 13.300 14
Pro-action 12 15.300 18
Autonomy 11 12.614 16
Collaboration 13 16.449 17
Experimentation 11 12.228 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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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
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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
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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
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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
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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*