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A Study On Organisation Culture And Employee Engagement
Dr. K. K. Ramachandran1, Dr. M. Deepa2, Ms. Vallabi3
Abstract:
Organisational Culture sets the right kind of environment for employees to work and get committed. Does the organisational culture relates to employee engagement, if so to what extent is the study.Technology has taken the world in its fingertips, today it is not necessary that an individual must be in his workplace and work, he can still be in a tourist spot and attend some crucial organisational meetings. Technology has bought dramatic changes in the workplace; hence the culture and Employee engagement has also undergonechanges. With different types of people working in an organisation, the Organisational culture keeps all of them together, it’s a glue which ensures people work and contribute as a team.
Key words: Organisational Culture, Employee Engagement, Dedication, Absorption
Introduction
Itis becoming very important for a teaching faculty to be engaged in his or her work for better engagement and contribution to the student community, this study aimed at collecting data for the teachers of PACRR PolytechniccollegeRajapalayam regarding the engagement level and the organisation culture.Culture should be unique and fluid to be nurtured and grown. Organisation which has a prominent level of trust have substantially greater engagement by colleagues, an effect that has been measured multiple ways. This shows that organizational trust should be considered an asset that can be determined and achieved to sustain a competitive gain over challengers.
Employee Engagement is different from Employee satisfaction, Employee Engagement measures the employee’s involvement, his dedication, and his absorption in work whereas Employee satisfaction shows whether an employee is happy in his job or not. Many organisations think doing an Employee engagement survey will help company to grow but that is absolutely wrong, doing a survey will not bring in actual facts, Improving Company’s culture is far more effective way to improve business outcomes and Propel growth. Highly engaged employees are a direct outcome of a strong company culture. In a strong organisational culture, employee knows what is expected out of them and how their contribution will uplift the organisation. An engaged employees knows the company’s mission, he exceeds and achieves more than what is expected, he is very creative and quick in decision making and all his decisions are for the growth of the organisation and for his team. Hence it is very important to have a sound organisational Culture for better employee engagement.
NEED FOR THESTUDY
The study on Organisation Culture and Employee Engagement is very important for today’s next gen organization to beat its best in competitive advantage and to establish itself in the market. An organization does not only grow with a greater amount of funds, but an organization also grows with people, their attitude, their
1Dr.K.K.RAMACHANDRAN, DIRECTOR, GRD COLLEGE OF SCIENCE 2Dr.Deepa, Assistant professor, KCT BUSINESS SCHOOL 3Ms.Vallabe, HR Business Partner, TCS Bangalore
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skills and their level of motivation in the workplace. The Need for the study is highly important as the respondents are teaching faculty knowing and understanding their culture will have an direct impact on their primary and most important stakeholder Students.
PACRR POLYTECHNIC COLLEGE’S ORGANISATION PROFILE
VISION
To become a Centre of Excellence in moulding the students into industry competent and socially responsible engineers. MISSION
• To impart high-quality technical education by ensuring adequate infrastructure at workshops and labs.
• To adopt innovative teaching-learning methodologies to make students job-ready engineers.
• To collaborate with industries to offer industry-based electives.
• To inculcate communication skills, entrepreneurial concepts and moral values in the minds of students.
Scientific Education plays a pivotal role in individualreserve development of a country by creating skilled workforce, breedingcapitalists, improvingengineeringefficiency and enhancing the quality of the life of deserving people. It covers courses and programs in Engineering and Technology. It primarily aims at preparing the students for jobs concerningIndustrial and Knowledge.
This Institution was founded in 1963 by a great philanthropist and former Chairman Shri P.
R. RamasubrahmaneyaRajha. It is affiliated to the Directorate of Technical Education and approved by All India Council for Technical Education (AICTE), New Delhi. The overall management of the institution is vested with the Governing Council under the able leadership of Shri P.R. Venketrama Raja, Chairman, Ramco Group of Companies. The Governing council consists of representatives from Directorate of Technical Education, academia, and industries.
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LITERATURE REVIEW
The concept of employee engagement was first proposed by Kahn (1990) as the harnessing of organization members’ selves to their work roles; self- employment and self-expression of people physically, cognitively, and emotionally in their work lives. Since Kahn proposed this concept, researchers have proposed different definitions which reflect different understanding of employee engagement in each study, but this caused confusion for business management whether the efforts which improve employee engagement are working in all organizations. Katzenbach (2000), found that Engaged employees are committed, motivated, energetic and enthusiastic about problem solving. They are absorbed in their work, put their heart into their jobs, are excited about doing a good job, exert energy in their work and are a source of competitive advantage for their employees.
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Leila Afshari, Aamir Hayat, K.K. Ramachandran, Timothy Bartram, Bamini K.P.D. Balakrishnan (2022), “Threat or opportunity: accelerated job demands during COVID-19 pandemic”, the purpose of this study is to investigate the effects of accelerated job demands on employee outcomes during the COVID- 19 crisis. An integrated model was developed to explore the relationships between different types of job demands (learning, decision-making, work intensification), employee turnover intention (TI) and burnout (BU).The unique context of research (COVID-19) enabled this study to account for the acceleration of job demands that employees experience in rapidly changing situations. This study employed an instrument that allowed for the assessment of acceleration in job demands. Furthermore, the granular approach of the measurement model extended the perspectives of job demands and work intensification.
Schaufeli et al. (2002) defined employee engagement as “a positive fulfilling, work related state of mind that is characterized by vigor, dedication and absorption”. They further state that engagement is not a momentary and specific state, but is “a more persistent and pervasive affective – cognitive state that is not focused on any particular object, event, individual, or behavior”. A survey conducted by Towers Perrin (2003) asserted that what drives employee engagement is when a company aligns its programs and practices within its framework to drive the right behavior from employees through to customers; it positioned itself to realize an appropriate return on people investment. On the contrary, when an organization builds its people programs in a strategic and operational vacuum- with no explicit or implicit links between behavior and investment, it will lead to drop in return on investment, profitability and customer retention.
Dr. K. K. Ramachandran &Dr.DeepaManickam (2020), “A Study on Employee Experience at Bosch Engineering and Business Solutions Private Limited, Coimbatore”, The Employee experience is a worker's observations and perceptions about his or her employment at a particular company. Experience is often influenced by the company's physical workspace, the work-life balance the company provides and technology that enables productivity and technology .It specifically explores the Candidate Experience, On boarding Experience and Employee Experience that leads to positive employee experience.
Hayday (2004) defined employee engagement as an employee’s positive behavior toward the organization in accordance with organization values. An employee who has higher engagement within the company understands his role and function in the organization and works in teamwork to achieve the organization's goal. At the same time, Wellins and Concelman (2004) suggest that “Employee engagement is the illusive force that motivates employees to higher levels of performance. This coveted energy is an amalgam of commitment, loyalty, productivity an ownership.” they further added that it includes, “feelings and attitudes employees have towards their jobs and their organization. ’’ Saks (2006) defines employee engagement as a different and unique construction, which consists of the cognitive component, emotional, and employees work behavior related to the role in the organization, thus
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makes different definitions related to job engagement and organizational engagement.
Katie Truss et al (2006) stated employee engagement as passion for work, a psychological state that is seen to encompass the three dimensions of engagement shared by Kahn. Lockwood (2007) also stated that focus on the engagement of employees is a strategy which can promise to improve competitiveness of organization. Mark Gaten by et al (2009), found engagement to be a two-way relationship. For the employer it was about creating a great work environment and for the employee it is a concept that places flexibility, change and continuous improvement at the centre of everything. Both of them will have to reciprocate to create an engagement culture. Bakker and Leiter (2010) also emphasized the employee engagement’s importance by highlighting that modern organizations must have employees who are energetic and feel dedicated i.e., employees engaged with their work.
K. K. Ramachandran (2019), “Impact of Motivational Factors on the Performance of Teacher in Higher Education Institutions”, this study focuses on the identification of such standardized practices related to motivation and comparing the same with the perception of the employees working in higher educational institutions.
Employee engagement is dependent on how well connected and committed to an organization staff members feel (Demovsek, 2008). Shuck and Wollard (2009) defined employee engagement as a new employment context that describes a positive relationship – both emotional and cognitive – by an employee towards the output of their organization. Macey et al. (2009) states that employee engagement is the impact of someone's comprehension in the form of initiative, effort, and persistence which direct to the organization's goal.
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ORGANISATIONAL CULTURE
Organisational culture according to Suharti and Suliyan is a system of values held and conducted by members of an organisation which distinguishes the organisation form other organisations.
Smirich (1983) has suggested an approach besides the functional approach, which is seemed to be limited in examining the complex social interrelationships to studying Organizational Culture, is to consider culture as a "root metaphor". This approach is interpretive and considers culture to be something an organization is, rather than something organization has. The interpretive approach is concerned with understanding how members of a social group through their participation in social process enact their particular realities and endow them with meaning- The realm of meaning-the world of symbol and thus of culture- must be integrated with the realm of behavior in this form of investigation.
Jackson et al. (1999) identifies that creating and managing Organizational Culture was the most important role of a leader. However, it was also deemed paramount that the culture contains characteristics which included: behavior being supportive of organizational goals, decisions being made at the appropriate level by people who had to live with them, co- operation and team work, the organization being supportive of the needs of its employees and good upward, downward, and lateral communications.
Lundy and Cowling (1996) defines culture as "the way we do things around here'' Schein (1984) on the other hand gives a widely accepted definition of culture 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 taught to new members as the correct way to perceive, think and feel in relation to those problems. According to Hobfoll (2001) individuals’ actions and cognitions are guided by the availability of resources and the constraints of a culture. Thus, behavior and attitudes become a product of the shared
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values, beliefs and norms – that is, the organizational culture of a firm (Deshpandé& Webster, 1989; Hobfoll, 2001).
An organisational culture from a functional perspective as an adaptation mechanism, which helps an organisation to adapt and survive in a changing environment (Lang and Steger, 2002).
Organisational Culture is a set of broad tacitly understood rules and procedures that inform organizational members on what, and how to do under a variety of undefined situations Morvondoet. al. (2003). It is also stated that Culture minimizes the costs of drawing up employment contracts and minimizes the details necessary for controlling employees Martins and Teblanche (2003). Organizational Culture appears to have an influence on the degree to which creativity and innovation are stimulated in an organization. The culture of an organization may be a contributing factor in the extent to which creativity and innovation occur in an organization.
Robbins and Judge (2015) stated that organizational culture refers to a system of meaning sharing done by members that distinguish an organization from other organizations.
RESEARCH METHODOLOGY
Research Methodology outlines the research setting, the characteristics of samples and the design of the survey including the analysis of the survey instruments used to measure the data. RESEARCH DESIGN
The Descriptive research method is used that refers to the method to describe data and characteristics used to describe the population. The purpose of descriptive research is to validate hypothesis or objective when it comes to specific group of people. PRIMARY DATA
The data was collected by questionnaire method using structured questionnaire with Likert’s five-point scale. The questionnaire comprised of several constructs according to which the organisational culture and Employee Engagement are measured and analysed.
SECONDARY DATA
The data was collected from various journals, magazines, newspapers, and websitesspecifically related to organizational culture and Employee Engagement.
UNIVERSE / POPULATION
Universe refers the population of the study. Employees with more than one year of service with PACRR Polytechnic collegeRajapalayam were considered for the study as it will enable a fair understanding of culture and engagement.
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SAMPLING METHOD
Cluster sampling (also known as one-stage cluster sampling) is a technique in which clusters of participants that represent the population are identified and included in the sample. Cluster sampling involves identification of cluster from where employees (participants) representing the desired criteria of 1 year experience in the organization (population) can be considered for inclusion in the sample group. On comparing to other methods cluster sampling is more appropriate for data collection.
TOOLS FOR DATA COLLECTION An organizational culture from a functional perspective as an adaptation mechanism, which helps an organization to adapt and survive in a changing environment (Lang and Steger,2002). Glaser (1983) segregated the Organisation culture into five subscales as climate, involvement, communication, supervision and meetings. The revised questionnaire had 31 items of which 15 were selected based on the study requirement.
The Organization Culture was administered to respondents in a paper format. Participants were asked to indicate their attitudes on a five-point Likert scale ranging from strongly disagree (1) to Strongly Agree (5).
Gallup survey measures the actionable issues for management, issues predictive of attitudinal outcomes such as satisfaction, loyalty, and pride. Gallup survey consists of 12 questions which identifies the engaged and disengaged employees in an organisation.
The Gallup Q12 was administered to respondents in a paper format. Participants were asked to indicate their attitudes on a five-point Likert scale ranging from strongly disagree (1) to Strongly Agree (5).
RELIABILITY ANALYSIS
A pilot study is made for the research with a sample of 25 employees. The questionnaire was issued to the employees and by personal interview method the survey is done to analyse the reliability.
Table 4.1 Reliability analysis
NO CONSTRUCT NAME NO OF ITEMS CRONBACH’S ALPHA
1 Organisation culture 15 0.784
2 Gallup Q12 12 0.820
PERIOD OF STUDY
The survey is conducted as personal interview basis with the employees about a week during mid of February in PACRR Polytechnic college located in
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Rajapalayam.
HYPOT HESIS
T-test There is no significant difference in the mean scores of the constructs Organization culture and Gallup Q12 Employee Engagement with respect to male and female employees.
Anova
There is homogeneity in Organisation culture and Gallup Q12 Employee Engagement across different level of age group of employees. There is homogeneity in Organisation culture and Gallup Q12 Employee Engagement across different level of year of service.
TOOLS FOR ANALYSIS
For clarification on the working hypotheses appropriate and apt quantitative statistical tests were applied. All the data analysis was carried out by using ‘Statistical Package SPSS Version 20’.In the study Mean, Standard Deviation, T test and ANOVA are used to test the hypotheses and described the present situation of the Organizational culture and Employee Engagement.
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ANALYSIS AND INTERPRETATION
DEMOGRAPHIC PROFILING AND MEAN INTERPRETATION
This explains the sample with respect to its biographical characteristics that includes the proposition of sample across different age groups and gender of the respondents. It further explains the sample distribution with respect to years of service.
DEMOGRAPHIC PROFILING OF THE EMPLOYEES
Table shows the frequency and percentage of distribution of Gender and years of service.
Demographics of the Respondents
SNO DEMOGRAPHICS NUMBER PERCENT
1 GENDER MALE 60 85.7
FEMALE 10 14.3
2 AGE 34-41 YEARS 29 41.4
42-49 YEARS 31 44.3
50 AND ABOVE 10 14.3
3 Years Of Service
1-4 YEARS 6 8.6
5-8 YEARS 19 27.1
8 YEARS AND ABOVE 45 64.3
The above table indicates ,that the sample comprises of 60 (85.7%) male respondents and only 10 (14.3%) female respondents. It is seen that majority of the respondents are in the age group between 42 and 49 years [31 (44.3%)] followed by age group between 34 and 41 [29 (41.4%)], then the Senior age group 50 and above [10 (14.3%)].
Also from the table we infer that most of the respondents have years of service above 8 years [45 (64.3%)], followed by 5-8 years of service [19 (27.1%)] and then 1-4 years of service [6 (8.6%)].
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70 65
60 60
50
40
30 30 26.7
MALE
FEMALE
20
10 10
8.3
0
1-4 YEARS 5-8 YEARS 8YEARSANDABOVE
Classification of respondents based on Gender and Years of service
GENDER YEARS OF SERVICE FREQUENCY PERCENT
MALE 1-4 YEARS 5 8.3
5-8 YEARS 16 26.7
8 YEARS AND ABOVE 39 65
TOTAL 60 100
FEMALE 1-4 YEARS 1 10
5-8 YEARS 3 30
8 YEARS AND ABOVE 6 60
TOTAL 10 100
Classification of respondents based on Gender and Years of service
The above table indicates t that majority of the male respondents [39(65%)] out of 60 male respondents have 8 and above years of service followed by 5-8 years [16(26.7%)] and then 1-4 years of service [5(8.3%)]. It is also seen that majority of female respondents [6 (60%)] out of 10 female respondents have 8 and above years of service, followed by 5-8 years of service [3(30%)] and then 1-4 years of service [1(10%)].
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DESCRIPTIVE ANALYSIS OF THE CONSTRUCTS
The mean and standard deviation of all the dimensions under study as follows. It is a 5– point scale, so the standard for the mean is 3. Mean values above 3 indicate that the respondent shows a state of agreeableness with the constructs measured and the mean values less than 3 shows a state disagreeableness of the respondents with the constructs.
Descriptive Statistics of constructs under study
CONSTRUCTS
MEAN
STANDARD
DEVIATION
Employees I work with are direct and honest to each other 3.50 0.61
Employees I work with constructively confront problems 3.07 0.69
Employees and management have a productive working
relationship
3.17 0.78
This organisation motivates me to put out my best efforts 3.37 0.77
This organisation respect it’s workers 3.54 0.53
This organisation treat employees in a consistent and fair
manner
3.10 0.64
There is an atmosphere of trust in this organisation 3.39 0.77
This organisation motivate employees to be efficient and
productive
3.47 0.74
When changes are made, the reasons why are made clear 3.43 0.71
I get the information I need to do my job well 3.36 0.62
This organisation values the ideas of employees at every level 3.51 0.61
Decisions made in meetings are put into action 3.41 0.65
Everyone takes part in discussions at meetings 3.26 0.63
Our discussions in meetings stay on track 3.04 0.62
Meetings tap the creative potential of employees present 3.21 0.59
Mean of OC 3.16 0.37
I know what my chief expects from me at work. 3.47 0.53
I have all the tools and materials to do my job optimally. 3.33 0.58
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I can do that which I’m best at in my daily job. 3.30 0.62
I received recognition or praise for delivered work during the
last week.
3.20 0.53
My chief appreciates me as a person. 3.30 0.67
My development is encouraged. 3.14 0.62
My opinion does count at work. 3.06 0.59
The organisationl’s mission statement gives me the feeling that
my job is important.
3.26 0.63
My colleagues are eager to deliver quality at work. 3.29 0.64
I have a “best friend” at work 3.53 0.61
I talked to someone during the last 6 months regarding my
progression at work.
3.23 0.73
My work provides me with sufficient opportunities to learn and
grow.
3.23 0.69
Mean of Gallup Q12 3.19 0.39
The above table shows the mean and standard deviation of all constructs under all dimensions. With respect to Organisation culture (mean value = 3.16 and SD = 0.37), the standard deviation is less than 1, which indicates that the respondents did not vary much with the mean value.
With respect to Gallup Q12 Employee Engagement (mean = 3.19 and SD = 0.39), the standard deviation is less than 1, which indicates that the respondents did not vary much with the mean value.
TESTING FOR DIFFERENCE BETWEEN THE MEANS
The perspectives of organisational culture and Employee Engagement were accessed by employees, in order to study whether the employees have same perceptions based on various demographic profiles. An independent T-test was carried out to analyse the differences based on gender. An ANOVA test was carried out to study the homogeneity in the perception of the employees with respect to the age group and services of the sample employees. Further data analysis will be carried out based on the study.
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Testing for difference in organisation culture and Employee Engagement based on Gender
The perspectives of organisation culture and Employee Engagement were accessed by various employees. To study whether the employees have same perceptions, an independent T-test was carried out. T-test was used to test the difference in the sub- constructs between the genders (male or female) of the employees. The hypothesis formulated is as follows:
– There is no significant difference in the mean scores of the constructs Organisation culture and Gallup Q12 Employee Engagement with respect to male and female employees.
T-test Testing for difference in the perspectives between male and female employees with reference to the constructs Organisational culture and Employee Engagement
CONSTRUCTS GENDER MEAN F SIG. T SIG. (2-
TAILED) HYPOTHESIS (ACCEPTED / REJECTED)
ORGANISATION
CULTUE
MALE 3.17 1.3 0.26 0.53 0.598 ACCEPTED
FEMALE 3.10 0.6 0.558
GALLUP Q12 MALE 3.18 0.06 0.81 -0.124 0.902 ACCEPTED
FEMALE 3.20 -0.117 0.909
The significant values (2 tailed test / p value) for the constructs Organisation culture (p=0.598) and Gallup Q12 Employee Engagement (p=0.909) is greater than 0.05 as seen in the table. This accepts the null hypothesis stating that there is no significant difference in the mean scores of the constructs Organisation culture and Gallup Q12 Employee Engagement with respect to male and female employees.
The t – test results indicates that there exists no difference between male and female employees with respect to the constructs Organisation culture and Gallup Q12 Employee Engagement. However the mean score of male is slightly high incase of culture while the reverse in engagement practices. This also shows that both male and female employees got
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recognition for their work and have no partiality in doing their work. Both their opinions are taken into account and provided enough opportunities for their growth.
Test for Homogeneity across Age of Respondents and various constructs
The sample under this study is divided into five groups, namely 18-25 years, 26-33 years, 34- 41 years, 42-49 years and 50 & above. The constructs are Organisational and Gallup Q12 Employee Emgagement. Existence of Homogeneity in the perception of respondents with respect to the above- stated constructs was tested across the five age groups of the sample respondents. The hypothesis is as below.
– There is homogeneity in Organisation culture and Gallup Q12 Employee Engagement across different level of age group of employees.
Test for Homogeneity across Age of Respondents and various constructs
CONSTRUCTS AGE MEAN BETWEEN GROUPS / WITHING GROUPS
SUM OF SQUARES
d f MEAN SQUAR E
F SIG.
ORGANISATION CULTURE
34-41 YEARS
3.17 BG 0.04 2 0.02
0.145
0.865 42-49 YEARS
3.16 WG 9.231 6 7 0.138
50 AND ABOVE
3.10
GALLUP Q12 34-41 YEARS
3.21 BG 0.088 2 0.044
0.282
0.755 42-49 YEARS
3.19 WG 10.497 6 7 0.157
50 AND ABOVE
3.10
The above table shows that the significance value of Organisation culture (p=0.865) and Gallup Q12 Employee Engagement (p=0.755) is greater than 0.05. So the null hypothesis is accepted and there is no significant difference in the perception of Organisation culture and Employee Engagement by the respondents of different age levels.
From the above table, it can be observed that employees under the age group 34-41 years ( =3.17 , =3.21) feel that they have a big freedom for their activity, know well about their
co- working people and indulge in sharing their information and feelings. Also
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they are highly satisfied with their role of job, the structure of organisation and its development. Also the mean values for the age 42-49 years and 50& above are slightly less than 34-41 years age group. Thus they also show well connectivity with their co-workers and deliver quality at work.
Test for Homogeneity across Level of Service of Respondents and various constructs
The sample under this study is divided into four groups, namely below 1 year, 1-4 years, 5-8 years, and above 8 years. The constructs are Organisational culture and Gallup q12 Employee Engagement. Existence of Homogeneity in the perception of respondents with respect to the above-stated constructs was tested across the four Level of service of the sample respondents. The hypothesis is as below.
- There is homogeneity in Organisation culture and Gallup Q12 Employee Engagement across different level of year of service.
Test for Homogeneity across Level of Service of Respondents and various constructs CONSTRUCTS YEAR
OF SERVIC E
MEAN BETWEEN GROUPS / WITHING GROUPS
SUM O F SQUARE S
df MEAN SQUAR E
F SIG.
ORGANISATION CULTURE
1-4 YEARS
3.00 BG 0.387 2 0.194 1.46 0.240
5-8 YEARS
3.26 WG 8.884 67 0.133
8 YEARS
AND ABOVE
3.13
GALLUP Q12 1-4 YEARS
3.00 BG 0.228 2 0.114 0.737 0.482
5-8 YEARS
3.21 WG 10.358 67 0.155
8 YEA RS
AND ABOVE
3.20
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The above table shows that the significant value for Organisation culture (p=0.240) and Gallup Q12 Employee Engagement (p=0.482) is greater than 0.05 indicating that the null hypothesis is accepted. Hence there is no significant difference in the constructs mentioned by the respondents of different level of service.
Also respondents with level of service 5-8 years ( =3.26 and =3.21) know their strengths and have better coordination to regulate their work. They are highly satisfied with their work and have a good connectivity towards the organisation. Employee’s commitment towards work makes them unique and achieves best grades and takes responsibilities for every action.
FINDINGS, SUGGESTIONS AND CONCLUSION
FINDINGS
• This research study comprises a total of 70 respondents from PACRR
Polytechnic College located at Rajapalayam. From the sample respondents, it is inferred that male respondents are higher than female respondents and among them most of the respondents fall in the age group of 42-49 years. They possess post graduate degree with 8 & above years of experience.
• The mean for the construct Organisation culture and Gallup Q12 of Employee Engagement are merely same as =3.16 and =3.19 respectively. This shows that the respondents are clear about their culture and what is expected of them. This also shows that they are well connected, supported and involved in the workplace. A good organisation culture always shows better engagement practice at work place.
• Test for homogeneity across the constructs Organisation culture and Gallup Q12 Employee Engagement with respect to age indicates that there is no significant difference in the perception of employees of different age on organisational culture and employee engagement. This shows that the employees are highly satisfied with their job role and culture. And thus age is not a bar for delivering quality at work.
• Similarly, test for homogeneity with respect to Year of service indicates that there is no significant difference in the perception on organisational culture and employee engagement. This indicates that the employees are engaged to the workplace and work with greater involvement and enthusiasm. And also shows that work culture is uniform to all and provides good opportunities for growth.
• Eventually in T-test, it is evident that there is no significant difference in the employee’s perception on Organisation culture and Gallup Q12 Employee Engagement based on gender. This gives a clear idea that all employees are treated irrespective of gender and both male and female
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employees try to excel at the workplace. And also organisation is well designed to treat with dignity and employee’s best utilise the resources for their growth. It also indicates that the organisation gives importance for every individual’s opinions and deliver quality tools and materials for better engagement of the employees.
SUGGESTIONS
Individual’s perception in group always vary with each other. Here, fair treatment of employee, working constructively to confront problems and track after discussion in meeting are quite low. Also individuals feel that their opinion were less taken count at work.
Thus creating favourable working environment, good communication and building good inter- personal relation with employees would avoid such influences and increase engagement.
Improve organisation culture
The organisation culture plays an important role in creating trust and loyalty among the employees. Stronger the culture, better employees understand what is expected from them. There are several ways to improve organisation culture which includes:
• Embrace Transparency - Highly Engaged employees are 2.5x more likely to report working for a transparent organization than Actively Disengaged employees (Bonusly's 2019 Engagement and Modern Workplace Report).
• Recognise and reward - Employees who don’t feel recognized are twice as likely to quit their job in a year, while the top 20% of companies with a recognition-rich culture have a 31% lower turnover rate.
• Cultivate strong co-worker relationship - Having strong relationships at work drives employee engagement, but it doesn't happen automatically. Building strong coworker relationships takes time, effort, and sometimes, dedicated team-building activities.
• Promote team atmosphere – Shift from individual mentality to team goals will bring enormous change in the results of work.
• Regular feedback - providing regular feedback and allowing employees to give feedback will help to understand team’s concern.
IMPROVE EMPLOYEE ENGAGEMENT
Many organisation follow different engagement strategies to improve productivity and reduce the employee turnover rate. Here the RESPECT framework developed by Dr.Jackwiley is suggested.
R – Recognition : A pat on back from managers and the
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organisation at large. E – Exciting work : A job that’s interesting, challenging and fun. S – Security : Job security may want to talk about but employees do. P – Pay : fair compensation for the work done by employees. E – Education : Opportunities to develop skills and career.
C – Condition : A workplace that is comfortable physically,
socially and well- equipped.
T – Truth : Frank, honest and transparent leaders.
CONCLUSION
The overall implication here is that positive culture inside the organisation contribute better engagement of the employees.
Thus, the results of this study shows that changes is always persistent in the organisation, and in order to survive, employees tend to possess learning skills and collide with the trend of the organisation. In addition to that, Organisation culture always had an impact over engagement of the employees. Hence every organisation should value employee’s opinion and treat them with no bias. This will automatically increase employee’s involvement and commitment towards his/her job.
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A STUDY ON ORGANISATION CULTURE AND EMPLOYEE ENGAGEMENT AT PACRR POLYTECHNIC COLLEGE RAJAPALAYAM.
This study is conducted to study the organisation culture and work engagement of employees. Thank you for your time and effort. Kindly give your rating on below statements based on the 5 point scale.
1 – Strongly disagree, 2 – Disagree, 3 – Satisfied, 4 – Agree, 5 – Strongly agree.
ORGANISATION CULTURE 1 2 3 4 5
OC1 Employees I work with are direct and honest to each other
OC2 Employees I work with constructively confront problems
OC3 Employees and management have a productive working relationship
OC4 This organisation motivates me to put out my best efforts
OC5 This organisation respect it’s workers
OC6 This organisation treat employees in a consistent and fair manner
OC7 There is an atmosphere of trust in this organisation
OC8 This organisation motivate employees to be efficient and productive
OC9 When changes are made, the reasons why are made clear
OC10 I get the information I need to do my job well
OC11 This organisation values the ideas of employees at every level
OC12 Decisions made in meetings are put into action
OC13 Everyone takes part in discussions at meetings
OC14 Our discussions in meetings stay on track
OC15 Meetings tap the creative potential of employees present
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GALLUP Q12
G1 I know what my chief expects from me at work.
G2 I have all the tools and materials to do my job optimally.
G3 I can do that which I’m best at in my daily job.
G4 I received recognition or praise for delivered work during the last week.
G5 My chief appreciates me as a person.
G6 My development is encouraged.
G7 My opinion does count at work.
G8 The organisation’s mission statement gives me the feeling that my job is
important.
G9 My colleagues are eager to deliver quality at work.
G10 I have a “best friend” at work
G11 I talked to someone during the last 6 months regarding my progression at work.
G12 My work provides me with sufficient opportunities to learn and grow.
Gende r :
Male Female
Age : 18-25 years 26-33 years
34-41 years 42-49 years
50 years and above
Degr ee:
Graduate Post Graduate
Others
Years of service : Below 1
year 1-4 year
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