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The idea of viewing organizations as culturesin which there is a system of shared meaning among membersis a relatively recent phenomenon. Until the mid-1980s, organizations were, for the most part, thought of simply as rational means by which to coordinate and control a group of people. They had vertical levels, departments, authority relationships, and so forth. But organizations are more. They have personalities too, just like individuals. They can be rigid or flexible, unfriendly or supportive, innovative or conservative. General Electric offices and people are different from the offices and people at General Mills. Harvard and MIT are in the same businesseducationand both located in Cambridge, Massachusetts, but each has a unique feeling and character beyond its structural characteristics. Organizational theorists now acknowledge this by recognizing the important role that culture plays in the lives of organization members. Interestingly, though, the origin of culture as an independent variable affecting an employees attitudes and behavior can be traced back more than 50 years ago to the notion of institutionalization.2
Research on organizational culture has sought to measure how employees see their organization: Does it encourage teamwork? Does it reward innovation? Does it stifle initiative?
In contrast, job satisfaction seeks to measure affective responses to the work environment. Its concerned with how employees feel about the organizations expectations, reward practices, and the like. Although the two terms undoubtedly have overlapping characteristics, keep in mind that the term organizational culture is descriptive, while job satisfaction is evaluative.
Self development is very much confined to Academic aspirations, it is suggested that other avenues be explored through feedback from employees. Though the correlation between performance appraisal and rewards is high the composition of rewards should be expanded as it is moderate when compared with Vertex (BPO company), and LG (manufacturing sector) which were also covered under research.
METHODOLOGY
Research Design
This is a framework necessary for obtaining the information about the subsystems Organization Culture, Training and development, Performance Appraisal and Feedback. This information is used to reach the objective of the research. Both the exploratory and conclusive research design is embraced in this research project.
Exploratory Research
The primary objective is to provide insights into the three subsystems and helps in the guidance in the approach adopted to achieve the objective of the project. It is further helpful in the conclusive research design adopted in this research.
Primary data
The primary data is first-hand which is collected by the team to perform the research on the subsystems of Wipro Spectramind and facilitate further study and analysis. Specific and concrete information about the three subsystems is collected from the upper management and employees to help the team to perform the exploratory research in the project. The data collected will be qualitative in nature based on small samples that provide information and insights in understanding the functioning of the three subsystems and their contribution towards organizations success.
Secondary Data
The data available and collected by the external sources that is relevant to achieve the research objective is used in this process of research. The pertinent websites and the published editorials will be the sources of secondary data
Sampling Frame
The sampling frame is the representation of the target population (the collection of elements who possess the information sought) and contains directions for identifying the same. The sampling frame will be the employees in the age group 20-30 in the operations department.
Sample Size
The size of the sample is 100 which will be representative of the target population.
CHAPTERISATION SCHEME
CHAPTER 1 CHAPTER 2 CHAPTER 3 CHAPTER 4 CHAPTER 5 CHAPTER 6 CHAPTER 7 INTRODUCTION LITERATURE REVIEW OBJECTIVES OF THE STUDY RESEARCH METHODOLOGY HR PRACTICES IN WIPRO SPECTRAMIND DATA ANALYSIS
APPENDIX
APPENDIX
The information collected is purely academic purpose and will be kept confidential.
Respondent Profile
Name (Optional)
Age
Gender
Male
Female
Education
Department
- Innovation & Risk taking - Precision analysis and attention to detail - Emphasis on results NOT on techniques - Considers how its decisions affects people - Importance to Teams OVER individuals - People to be aggressive and competitive - Growth rather THAN status quo
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2. How satisfied are you with the culture in your organization? Very satisfied Satisfied Not satisfied Very dissatisfied
5. To what degree the organization culture is contributing towards your organizations success? Very High High Moderate Low Very Low
6. Are Training programmes conducted? Not at all Rarely On joining only Regularly On request 7. Have you undergone training programme(s)? Yes No 8. If yes, to what degree the training programme help you in performing your job better? Very High High Moderate Low Very Low Why? 8. What was the degree of feedback you received after training programme? Very High High Moderate Low Very Low 9. Do you think the organization offers you a set career path? Yes No If yes, the degree of guidance and assistance provided to move in the set career path is Very High High Moderate Low Very Low 10. Are you given enough opportunities for your self-development? Yes No
11. Are you aware of the parameter on which performance appraisal is based? Yes No 12. The degree of correlation between your efforts put in and received Performance appraisal Very High High Moderate Low Very Low 13. Is there a reward system in place? Yes No If yes, what is the degree of correlation between Performance appraisal received and expected rewards Very High High Moderate Low Very Low 14. Are employees involved in determining the parameters used for appraisal? Yes No 15. Is any follow up action taken and feedback given on performance? Yes No 16. How do you think your organization culture contributes towards its success? __________________________________________________________________ ____________________________________________________________ 17. How do you think your organizations training and development contributes towards its success? __________________________________________________________________ ____________________________________________________________ How do you think the performance appraisal and feedback contributes towards your organizations success?
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