Harmonizing employee ‘organizational dreaming an

International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online),

Volume 5, Issue 4, April (2014), pp. 137-144 © IAEME

137

HARMONIZING EMPLOYEE ‘ORGANIZATIONAL DREAMING’: AN

INTERACTIVE APPROACH OF UNEARTHING HUMAN RESOURCE

POSSIBILITIES TO EXCEL

Juturu Viswanath

Research Scholar, Department of Business Management,

Yogi Vemana University, Vemana Puram, Kadapa – 516003,

Andhra Pradesh, India

G.V. Chandra Mouli

Research Scholar, Department of Business Management,

Yogi Vemana University, Vemana Puram, Kadapa – 516003,

Andhra Pradesh, India

ABSTRACT

Every organization survives under different critical tribulations and even sometimes they may

appear as so dilemmatic. Balancing human and non-human resources is one of the key typical

challenges in the recent times. Ever changing business environment throws many new issues and

concerns. Organizational accomplishments depend on how best these are analyzed and integrated

with the firm requirements. Every employee enters the organization with having so many

expectations and perceptions. Literally speaking organizational dreaming is a degree in which

employee recognizes the firm in their own way and integrates personal assumptions with

organizational advancements. This tendency has both positive and adverse effects on human resource

capacities development and utilization. This paper discusses the interactive approach of Balancing

this trance i.e. organizational dreaming assists the organization and human resources to unearth

newer possibilities to excel in all the ways and times.

Keywords: Human Resources, Business Environment, Organizational Dreaming, Interactive

Approach, Excel.

INTERNATIONAL JOURNAL OF MANAGEMENT (IJM)

ISSN 0976-6502 (Print)

ISSN 0976-6510 (Online)

Volume 5, Issue 4, April (2014), pp. 137-144

© IAEME: www.iaeme.com/ijm.asp

Journal Impact Factor (2014): 7.2230 (Calculated by GISI)

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138

INTRODUCTION

Employee job satisfaction results in enhanced commitment levels. It happens through the

collective efforts of organization and employee (Agho A.O., Mueller C.W. & Price J.L., 1993).

Human resources quality rests with many facets like learning, adopting, engagement and behavioral

traits. Most of the organizations are caring about employee perceptions on job and organization

(Chet, R. Douglas B, Bly, J, Paul R., 2008). Organizational dreaming has been emerged as one of the

crucial HR issue. It has interactive effects on employee proactiveness, creativity and newer outcomes

at workplace (Kim, T., Hon, A., & Crant, J. J., 2009). Employees imagine everything about job and

organization before performing their assigned roles. Job performance and autonomy goes together

and most cases it dictates human resources behavioral dynamics (Patillo, E.J., Moran, B.B., &

Morgan, J., 2009).

Workplace dilemmas will arise due to mismatch between expectations and reality. Job

performances are linked with level of employee adjustment (Westerman, J.W. & Simmons, B.L.,

2007). The key factor which helps in facing the competition is organizational stability; smooth

functioning, persistent innovations and perfect leadership (Sridharan, U.V. & Caron, H., 1998).

Performance improvement is ever exist challenge of the organizations in terms of human resources

contributions. Impact creation and management about organizational creativity has gained huge

prominence and coupled with employee occupational surveillance (Esque, T.J, & Gilmore, E.R.,

2003). Negligence in assessing the impact of organizational dreaming has many unobservable effects

from both sides i.e. employer and employee. Employee disturbs and find difficult to survive in the

organization but its superiority is more on overall firm’s business performance (Jacobson, R., 1990).

Intelligence, personality and performance factors are highly imperative on employee efficiency.

Whenever any misfit exist in form extreme organizational dreaming it carries a significant

impressions on functional behaviors at work environment (Parkinson, J., & Taggar, S., 2006).

Human relations in the workplace can be positively sustained through focusing on organizational

dreaming. Human resource strategies are subject to employee imaginations and perceptions on

organizational attitude towards them (Rotemberg, J., J., 1994).

SIGNIFICANCE OF THE STUDY

Organization benefits from the employee occupational contributions. These are concerned

with the efficiency factor and workplace adjustments. It is correlated with job and organizational

loyalty. Employee analyzes and perceives the things from their own assumptions. Because, they are

with certain predetermined imagination, impression and understanding towards organizational

environmental support. So, this trance is needed to be managed and directed correctly at all the

phases of employment, otherwise it collapses friendly and supportive workplace climate. Hence, this

study notifies all those effects related to organizational dreaming in the context of unearthing

possibilities to achieve human resource excellence.

METHODOLOGY

A descriptive research design taking a survey approach is used. Data is collected from the

respondents by using the interview schedule specifically designed for the purpose. A non-

probabilistic sampling method, namely convenience sampling is used in drawing samples for this

study. The study is carried out with the following research objectives:

• To assess various impediments affecting organizational dreaming on the employee possibilities

to excel;



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• To find out the interactional effect of employee organizational dreaming and workplace

adjustments and

• To ascertain the influence of harmonizing organizational dreaming on optimizing employee

occupational contributions;

Population consists of IT (Information Technology) employees belongs to different

companies exists in the Electronics City (popularly known as Electronic City), Bangalore. The

population includes various categories of IT Employees like Software Engineers, Senior Software

Engineers and Project Managers. A total number of 220 questionnaires were distributed for this

study. Of this number, 195 were returned and 184 were found usable. The sample included 106

males (57.60%) and 78 females (42.40%). The range of ages of the respondents is from 20 to 55

years. The educational level of the respondents is high with 83% holding bachelors or postgraduate

degrees. Slightly more than half (54.2%) of the respondents reported that they hold the position of

Software Engineers; whereas 26.9% are Senior Software Engineers cadre; and 18.9% Project

Managers. Respondent’s opinions are carefully recorded and tabulated. The Survey was conducted

from January 2014 to February 2014. The tabulated data is analyzed with various statistical tools like

Mean, Standard Error, Median, Mode, Standard Deviation, Sample Variance, Kurtosis, Skewness,

Range, Minimum, Maximum, t-test and ANOVA.

Analysis:

Table 1: Impediments affecting employee organizational dreaming on unearthing possibilities to

excel

1.1.Factor Person-Job Fit

Mean S.E Median Mode S.D S.V Kurtosis Skewness Range Min Max

20.33 3.48 15 N/A 10.44 109 1.089 1.301 31 11 42

1.2.Factor Perceived Organizational Support


19.9 2.38 19.5 N/A 7.54 56.99 3.604 1.500 27 11 38

1.3.Factor Organizational Bonding


13.5 1.973 12 N/A 6.240 38.94 0.251 0.034 21 14 23

1.4.Factor: Social Recognition


12.6 2.56 14.5 N/A -8.099 65.6 -1.553 -0.447 21 12 22

1.5.Factor Proactive Learning Attitude


21.5 2.034 21 N/A 6.433 41.38 0.469 0.624 22 12 34

Source: Primary data from field survey

Note: S.E – Standard Error; S.D – Standard Deviation; S.V – Sample Variance;



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Table 1.1 shows the following values for the Person-Job fit variable. The mean Value is

20.33. The standard deviation is 10.44. Variance is square of standard deviation which is 109. The

value of kurtosis and skewness are 1.089 and 1.301 respectively which shows data is not normally

distributed. Range which is defined as the highest minus lowest is 31. The minimum value in this

data set is 11 while maximum value is 42.

Table 1.2 shows the following values for the Perceived Organizational Support variable. The

mean Value is 19.9. The standard deviation is 7.54. Variance is square of standard deviation which is

56.99. The value of kurtosis and skewness are 3.604 and 1.500 respectively which shows data is not

normally distributed. Range which is defined as the highest minus lowest is 27. The minimum value

in this data set is 11 while maximum value is 38.

Table 1.3 shows the following values for the Organizational Bonding variable. The mean

Value is 13.5. The standard deviation is 6.240. Variance is square of standard deviation which is




Table 1.4 shows the following values for the Social Recognition variable. The mean Value is

12.6. The standard deviation is 8.099. Variance is square of standard deviation which is 65.6. The

value of kurtosis and skewness are -1.553 and -0.447 respectively which shows data is not normally

distributed. Range which is defined as the highest minus lowest is 21. The minimum value in this

data set is 12 while maximum value is 22.

Table 1.5 shows the following values for the Proactive Learning Attitude variable. The mean

Value is 21.5. The standard deviation is 6.433. Variance is square of standard deviation which is




Table 2: Influence of employee organizational dreaming on employee occupational contributions

2.1: t-Test: Two-Sample Assuming Equal Variances

Male 1 Female 2

Mean 9 7.222222

Variance 36.25 11.69444

Observations 9 9

Pooled Variance 23.97222

Hypothesized Mean

Difference 0

df 16

t Stat 0.770246

P(T<=t) one-tail 0.226189

t Critical one-tail 1.745884

P(T<=t) two-tail 0.452378

t Critical two-tail 2.119905

Since the calculated t-value (0.77) is less than the critical t-value (2.1), implying that the two

populations means are equal.



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2.2: Anova: Single Factor

SUMMARY

Groups Count Sum Average Variance

Group 1 10 74 7.4 18.71111

Group 2 10 74 7.4 42.26667

Group 3 10 45 4.5 6.055556

ANOVA

Source of

Variation SS df MS F P-value F crit

Between Groups 56.06667 2 28.03333 1.2546 0.301291 3.354131

Within Groups 603.3 27 22.34444

Total 659.3667 29

The calculated F-Value (1.2546) is less than the critical F-Value (3.35), implying that the

population mean of at least one group is different from other groups.

Table 3: Interactional effect between organizational dreaming and workplace adjustments

Anova: Two-Factor With Replication

SUMMARY Group 1 Group 2 Group 3 Total

Organizational

Dreaming

Count 4 4 4 12

Sum 87 42 24 153

Average 21.75 10.5 6 12.75

Variance 44.91667 1 10 63.11364

Workplace Adjustments

Count 4 4 4 12

Sum 50 30 25 105

Average 12.5 7.5 6.25 8.75

Variance 73.66667 25.66667 18.91667 40.20455

Total

Count 8 8 8

Sum 137 72 49

Average 17.125 9 6.125

Variance 75.26786 14 12.41071

ANOVA

Source of Variation SS df MS F P-value F crit

Sample 96 1 96 3.307177 0.085657 4.413873

Columns 520.75 2 260.375 8.969856 0.001983 3.554557

Interaction 93.25 2 46.625 1.60622 0.228106 3.554557

Within 522.5 18 29.02778

Total 1232.5 23



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The calculated F is 1.60 while the critical F-Value is 3.55. The computed value of F is 3.30

while the critical F is 4.41. Hence there is no significant difference in responses across the groups.

The column effect, computed F is 8.96 while critical F is 3.55, since calculated F is less than the

critical F. This implies that there is no significant difference in responses on organizational dreaming

and workplace adjustments.

CORE FINDINGS

Majority of the respondents opined that managed organizational dreaming has higher impact

on person-job fit. Whenever individuals are able to connect rightly with their jobs results in enhanced

commitment and engagement; in simple it creates professional attitude towards work and

organization.

Perceived organizational support element is the internal impression of the employee on

organization at various phases of employment. Organizational dreaming is an integral part of that

and moreover it is decisive in case of employee assessments on organizational loyalty i.e. perfect

bonding.

Tackling organizational trance is linked with social relations and influences workplace

relationships. Generally learning attitude development rests with the organizational values and

treatment given to the human resources. Participative environment creates such an intention and

helps in becoming proactive at various organizational critical times.

The ideologies towards influence of organizational dreaming on employee occupational

contributions between male and female population are same and accepted its impact. All groups of

the population like software engineers, senior software engineers and project managers expressed

positively towards organizational dreaming contemplations on work commitments.

Human resource excellence is all about devising proactive strategies and perfect

implementation. In this regard the interaction effect between the organizational dreaming and

workplace adjustment are noticeable. The degree of workplace adjustments of the employee

maximizes their occupational contributions and assists the organization in sustaining competitive

advantage.

PRACTICAL IMPLICATIONS AND CONCLUSIONS

Organizations should realize that the employee dreaming is the common phenomenon and

needs special attention to handle it. In fact organizational dreaming insists the employer to

understand and analyze the impressions of the employee on organization which have long run impact

in all the ways. Organizational dreaming is a psychological contact and managing this tendency

creates and sustains employer-employee bonding. Creativity and innovations at workplace are the

outcomes of managed human resource possibilities to excel. The employee assumptions and

perceptions are rightly managed through harmonizing organizational dreaming enhances the degree

of organizational integration.

Assessing employee impressions is a strategic move performed by the organizations to

sustain competitive edge. Person-job fit area is interlinked with the balancing of employee dreaming.

It reduces mismatches which arise due to meager assimilation of employee with the organization.

Organizational dreaming maximizes the degree of employee perceived organizational support in a

positive way. Workplace relationships are subject to the social factors like recognition, acceptance

and approval. The level of interaction with the job and organization by the employee optimizes the

bonding and engagement.

Proactive learning intentions of employees facilitate the organizations in leading critical

business problems including competition. The organizational advancements depend on employee



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involvement and integrating firm vision and mission with personal progress. The top level

management has to rethink about issues related to managing employee organizational dreaming. The

company’s should adopt unique strategies to deal with this typical trance. Managed organizational

dreaming improves and optimizes the degree of workplace adjustments of employees. Because when

the employees are able to integrate their views on organization with reality creates sound and healthy

work climate.

Employees start unearthing the possibilities to excel due to match between personal and

organizational philosophies. It boosts the morale and level of job commitment. Effective

communication system can be sustained through understanding exactly employee perceptions toward

organization and taking efficient measures with a proactive approach. Self-analysis factor helps the

employees to assess their strengths and weaknesses at workplace. This solves many professional

enigmas and increases the confidence levels of human resources.

Managing organizational dreaming can be used as an effective tool to tackle performance and

retention issues of employees. In short it is an interactive approach in which employer-employee

relations strengthened with an accurate spirit. Organizational transformation will begin with human

resource effective utilization. Harmonized organizational dreaming ensures the paradigm shift in

form of organizational strategic accomplishments. It encourages the employees to optimize their

occupational contributions through connecting the individual continuous learning, assessments and

career management with organizational requirements.

SCOPE FOR FURTHER RESEARCH

This study is confined to the assessing the concept of organizational dreaming on human

resource performance issues beyond time and financial constraints. So, there is ample amount of

scope to explore further in this area like Personality Assessments, Proactive Training Programs,

Workplace Conflicts, Managing Difficult People and Deviant Intelligence etc.

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Education

Harmonizing employee ‘organizational dreaming an