A RELATIONSHIP BETWEEN ORGANISATIONAL ... - Euroasiapub.org

IJRFM Volume 1, Issue 2 (June, 2011) (ISSN 2231-5985) 

A RELATIONSHIP BETWEEN ORGANISATIONAL CULTURE AND 

INDUSTRIAL RELATIONS ENVIRONMENT IN A CHANGING 

SCENARIO: A CASE STUDY ON ROURKELA STEEL PLANT, 

ODISHA 

Nibedita Nanda* 

Ipseeta Nanda** 

Abstract 

Indian industries today are saddled with a culture in the work place and in society in general, 

which is not conducive to hard work and competition. Over the years the work culture in our 

country has degenerated. Some of the most common manifestations of degeneration are the 

presence of intense labour management. Culture represents a shared perception of reality 

through which organization members assign meaning to various activities undertaken by 

organization. Organization culture can be defined as a pattern of basic assumptions invested, 

discovered or developed by a given group as it learns to cope with its problems of external 

adaption and internal integration that has worked well enough to be considered valuable and 

therefore to be taught to new members as the correct way to perceive, think and full in 

relation to those problems. Since organizational culture is represented at various levels such 

behaviours and antifacts constituting the observable units/dimensions, beliefs, attitudes and 

values manifested in patterns of response and assumptions that are often beyond the level of 

conciseness. It affects the fundamental choices organizations make in defining and relating to 

the environment. Industrial Relation means the organization and practice of multi-pronged 

relationships between workers and management, unions and workers, and the unions and 

management in an industry. The main purpose of this study is to identify the dimensions of 

responsive work culture for gaining and maintaining competitive edge as also articulate the 

emergent roles of various actors, particularly the management and trade unions. 

*Dept. of HR, DAMITS, Rourkela, Orissa, India 

**Dept. of ETC, Silicon Institute of Technolgy, Sambalpur, Orissa, India 

International Journal of Research in Finance & Marketing 47 

http://www.mairec org


The study aims at examining the relationship between the Industrial Relations environment 

and organizational culture in selected organization. The study shall examine the extent to 

which the existing Organizational culture has an influence on the Industrial Relations 

environment. 

Keywords: - Indian Relation, Industrial Relation Environment, Organizational Culture, 

Trade Union, 

INTRODUCTION 

The people who work together for the accomplishment of some common objectives require a 

definite structure through which they relate to each other and through which their effort can 

be coordinated in to a team. Such a structure is called organization. 

Basically, organizational culture is the personality of the organization. Culture is comprised 

of the assumptions, values, norms and tangible signs of organization members and their 

behaviours. Members of an organization soon come to sense the particular culture of an 

organization. Culture is one of those terms that are difficult to express distinctly, but 

everyone knows it when they sense it. 

According to Allen organizing is the process of identifying and grouping the work to be 

performed, defining and delegating responsibility and authority and establishing relationship 

for the purpose of enabling the people to work most effectively together in accomplishing 

objectives. 

Today’s laser-fast age calls for multifaceted development of Indian organizations to achieve 

excellence and attain global standards through effective cost management, quality control, 

high speed delivery of services and customer orientation. Through the new economic reforms 

policy, attempts have been made dismantling of controls and regulations to strengthen the 

competitive power of Indian industry necessitating thereby technology up gradation, 

productive and quality improvement. Changes in these parameters have necessitated changes 

in the work environment and management practices. 

With newer technologies overtaking industry and affecting changes in every sphere of 

human life, the social profile of the work force as underwent a vast change. At the present 

age it demands to generate a work force which is more qualify, highly skilled and willing to 

work .Thus the workers today are to be young, educated and more skilled than the workers in 

the older industries. The needs, aspirations and the value orientations of the workers have 

changed drastically from fulfilling primary needs of job security, better wages and working 




conditions to valuing the intrinsic qualities of work such as challenge, meaning in work, 

autonomy, ability to use once own discretion in the job etc (Sen Gupta, 1981).To get the best 

out of these people, Boyett and Conn (1992) emphasized that organizations need to create a 

unique culture. As industries progress towards becoming more knowledge oriented, 

knowledge, skill or intellectual capital is increasingly becoming firm’s main source of added 

value and the basis of a sustainable competitive advantage. Increasingly tightened 

competition, today, therefore implies that regardless of the country or economic condition in 

which they operate, organizations are under tremendous pressure to develop their human 

resource in order to sustain competitive advantage in the knowledge based economy. 

Organizational culture is the set of assumption that the members of an organization share in 

common. Such assumption may be in the form of internally oriented characteristics like 

believe, values, attitudes, feelings, personality types and so on known as abstract element of 

the culture or externally oriented characteristic like products, buildings and dresses etc. 

known as element of the culture. Vijay Sathe has exemplified some common things to 

demonstrate the components organizational culture: 

• Shared things(e.g. the way people dress) 

• Shared saying(e.g. let’s go down to work) 

• Shared action(e.g. a service oriented approach) 

• Shared feelings(e.g. hard work is rewarded here) 

Every organization, being a social entity, develops within it a cultural system with some 

unique modes distinguish one organization from other. 

It is the need of the hour to infuse a high performance culture in industrial organization and 

such an organization culture can be characterized by some important features are as follows: 

• A leadership that empowers others 

• Borderless sharing of power 

• Values of accountability, transparency and belongingness 

• High level of trust 

• Personal responsibility 

• High employee and employer involvement and commitment 

• Open sharing of relevant information 

• Partnering 




There has been a fundamental shift in paradigm in the world of knowledge, which has 

affected the basic way of thinking conceptualizing and operating on complexities of change 

in the environment. The new paradigm organizations will have the characteristics: 

• Joint optimization of technical, human and ecological system 

• Self-managing groups with joint/shared responsibility 

• Control and coordination through shared norms 

• Optimal task grouping and multiple broad skills 

• Design based on minimum critical specifications 

• Variety increasing: option generating continuous learning 

• Adaptation through adjustment and learning 

• Simultaneous/ concurrent operation and activities 

• Decentralized self-content units with internal suppliers and customers; companies within 

company 

• Manager as an entrepreneur, work group as a small business 

IMPORTANCE OF ORGANISATIONAL CULTURE 

Organizational culture is shaped by the management philosophy and practices, and has 

profound impact on the way employees approach problems, serve customers and related to 

the environment. Organizational culture has directive, potency, regulatory, uncertainty 

reduction and consummator functions. In view of these multiple functions that organizational 

culture performs, it often becomes a substitute to the formal network of structure, rules and 

procedures prevailing in an organizations leading to widening of the gap between espoused 

theory and theory in use in most organizations. Continuity in culture is maintained through 

selective transmission of cultural elements from one generation to another. 

Since organizational culture is represented at various levels such as behaviours and artefacts 

constituting the observable units/dimensions; beliefs, attitudes and values manifested in 

patterns of response and assumptions that are often beyond the level of consciousness; it 

affects the fundamental choices organizations make in defining and relating to the 

environment. 

Organizations are also tending to evolve sub-cultures depending on formal and informal 

group formation, ethnic affiliation and task demands. For the group within the organization, 

culture may provide a common purpose and facilitate co-ordination of activities. 




Organizational membership is guided by culture, how the boundaries are maintained, who is 

an insider and who is an outsider. Thus recruitment and selection can be major culture 

enhancement or change mechanisms, especially when applied to key positions in the 

organization. 

Culture also performs a social function. It provides a medium in which friendships can 

develop. It provides an opportunity for the development of identity and sense of belonging. 

The predictability of such social environment provides for security. 

Culture influences what the executive group attends to, how it interprets the information and 

the responses it makes to changes in the external environment. It is a significant contributor 

to strategic analysis and the development of strategy. Since culture influences what other 

members of the organization attend to, how they interpret this information and react, it is a 

significant determinant of the success of strategic implementation. 

The decisions that are made in an organization, the goals and standards that are sought and 

the pattern and manner of behaviour are affected by culture. 

Dependent upon the degree of fit between organizational demands and personal beliefs, 

attitudes and values, it results in commitment and feelings of satisfaction or antagonism, 

dissatisfaction, anxiety and stress. 

SIGNIFICANCE OF CULTU 

The study of culture acquires significance as it has an enabling and reinforcing impact on: 

Continuity of the social system or the collectivity through the process of transmission, 

socialization and revitalization of ideas norms and behaviour. It establishes and differentiates 

the human group from other groups that tend to develop core culture and sub-cultures. 

Culture makes predictability of responses possible by establishing common codes of conduct, 

standards, norms, symbols and distinguishing between desirable and undesirable behaviour. 

Thought, feeling and action are integrated by building consistency of thought, developing 

socially desirable way of expressing feelings and action. Through prioritization of goals, 

developing societal value system, the responses increase intensity thereby increasing the 

potency of human need,. 

It provides regulatory mechanisms including self-regulation by inculcating in the human 

collectivity the feeling of guilt, shame, fear of social disapproval, humiliation etc. It 

facilitates development of normative orientation through creation of shared value systems 




creating and developing shared norms, values boundaries. Above all members derive 

satisfaction and a sense of pride in responding to and meeting the needs of the given culture. 

The capacity of human collectivity to be responsive to increased uncertainty and 

discontinuous changes in the environment is limited because they threaten the basic fabric of 

the existing culture by challenging its continuity, creating the for redefining its identity and 

necessitating re-examination, restatement and prioritization of value orientation, normative 

frame work and ethical standards. Culture thus becomes a major factor hindering the adoptive 

coping capabilities of social systems. The rise and fall of civilizations throughout human 

history can be explained in terms of initiative or lack of it, taken by human collectivities in 

pro-actively resolving the inner contradictions amongst various dimensions of culture, 

necessitated by fundamental shifts in contextual scenarios. Formal organizations of all types 

encounter the same dilemma in situations of perpetual change in their environments. The 

growth or decline of these organizations can be attributed to the prevailing corporate culture 

which is design to ensure continuity, stability, predictability, internal and external integration 

and the like thus making the task of realignment and adjustment difficult. 

INDUSTRIAL RELATIONS 

Industrial Relations in its traditional connotation involves active interaction amongst various 

actors- employer, employees and the government aimed at maintaining industrial harmony 

and contributing to enhanced effectiveness of industrial enterprises. Healthy relationship 

amongst the employer, employees and the government is essential for protecting their interest 

representing the larger society. A positive industrial relations environment characterized by 

congenial relationship between management and the workmen based on mutual trust, 

collaborative orientation and joint problem solving and decision making is a prerequisite for 

not only industrial peace but also for improved effectiveness and sustained growth of the 

organization. In its wider connotation, Industrial Relation means the organization and 

practice of multi-pronged relationships between workers and management, unions and 

workers, and the unions and management in an industry. Dale Yoder defines it as a, “whole 

field of relationship that exists because of the necessary collaboration of men and women in 

the employment process of an industry”. 

According to Tead and Metcalfe Industrial Relations are the composite result of the attitudes 

and approaches of employers and employees towards each other with regard to planning, 

supervision, direction and co-ordination of the activities of an organization with minimum of 




human efforts and friction’s with an animating spirit of co-operation and with proper regard 

for the genuine well-being of all members of the organization. 

The Encyclopaedia Britannica explains that,” The concept Industrial Relations has been 

extended to denote the relations of the State with employers, workers and their organizations. 

The subject, therefore, includes individual relations and joint consultation between employers 

and workers at their work place, collective relations between employers and their 

organizations and trade unions and part played by the State in regulating these relations”. 

Industrial Relation is thus, the relation created at different levels of the organization by the 

diverse, complex and composite needs and aspirations and attitudes and approaches among 

the participants. It is a highly complex and dynamic process of relationship involving not 

only employees and management’s, but also their collective forums and the State. In an 

organization, these relationships may be personal and informal at one end, and may be highly 

institutional with legally prescribed structures and procedures at the other end. 

RESPONSIVE ORGANISATIONAL CULTURE & INDUSTRIAL 

RELATIONS IN THE CHANGING SCENARIO 

The changes in international economic order and geo-political environment in wake of the 

breaking of the Berlin wall, transition in Central and East European countries and the end of 

cold-war, changes in macro-economic and social environment, technological and structural 

changes, worker profile (Sengupta, 1992) call for fresh perspectives on our thinking, our 

beliefs, our philosophy, our value system connecting the management of people at workplace 

and elsewhere. The dynamic change process warrants a fresh look at the institutional and 

legal frame work and also the roles of the principal actors (Venkatratnam, 1996). The labour 

management relations in India has been characterize by predominance of adversarialism, the 

general lack of mutual trust and understanding, communication gap and win-lose orientation. 

India’s IR systems and practices have much room for improvement more especially in the 

context of strengthening competitiveness and efficiency of Indian industries to facilitate their 

integration with global economy (Guha, 1994). 

Issues relating to structural flexibility, multi-skilling, continuous learning, shared norms will 

have to be incorporated in the main agenda of Industrial Relations. Trade unions are as much 

affected by the emergent paradigm as the management. The emergence of new breed of 

knowledge workers, their changed profile will necessitate the trade unions to broaden their 

scope of operations, democratize their processes and be flexible enough to meet their 




professional competency requirements and carrier growth aspirations. The declining 

importance of job security and increased mobility of the workers have created problems of 

retention of workforce, the management should therefore re-orient its policies and develop 

multidimensional reward systems to retain them and provide them job satisfaction. 

Attainment of global standards and survival of Indian organizations in this highly competitive 

borderless global economic order calls for the joint endeavour of all the stake holders-the 

government, the employers, the workers and their unions. Organizational re-structuring, the 

changing patterns of labour management relations, nature of employment, the sharing of 

gains and social accountability have exerted pressure on the tripartite social patterns to 

redefine their roles and relationships in order to promote a new industrial culture. It demands 

that employers and workers take a hard look at their practices and attitudes and forge a 

common front to bring about modernization and technological change, strengthen discipline, 

improve productivity and share equitably the fruits of growth. The Government as the 

statutory and regulatory authority should in the changed context, focus increasingly on the 

needs that labour laws and regulations are meant to fulfil and introduced modifications in 

existing laws or regulations relating to issues such as security of employment and 

employment conditions in the wake of privatization, closure of sick industries and labour 

displacements caused by modernization and related development which would help foster 

more harmonious labour management relations. 

In the years since liberalizations, of the Indian economy perhaps the most significant 

development has been the accelerating pace of change across all sectors of the economy. The 

impact of such change is so widely felt that few organizations or sectors have been left 

untouched. In both private sector and public sector companies have been affected by the 

globalization of competition by dramatically shortening production and development cycles, 

by quantum leaps in technology and frantic intensification of competition. The impact of 

change has driven many organizations to re-think and re-visit issues of organizational culture. 

Culture change is likely to become more rather than less, significant over the decades. 

Increasingly though organizations will have to treat such change, not as a one of discrete 

phenomena, but as continuing process, which constantly reviews, refines and improves the 

organization’s overall capacity respond to external development. Designing, developing and 

sustaining appropriate work culture of excellence will thus become a major issue to concern 

for most organizations seeking to gain and maintain competitive edge in the globally 

competitive environment. 




The present study aims at identifying significant dimensions of responsive work culture 

conducive to achieving global standards of performance specifying contributions of 

management and workers to that end and examining their implications for Industrial 

Relations and practices in Indian organizations. 

INDUSTRIAL RELATIONS ENVIRONMENT AND WORK CULTURE 

It is evident that without a work culture of excellence the organizations in India will not be 

able to develop, healthy Industrial Relations a pre-requisite to providing competitive edge in 

global market place. There is inevitably interactive relationship between Industrial Relations 

and Work Culture. 

The structural adjustment policy adopted by India and its struggle to gain competitive edge 

in the global economic order envisages a strong commitment and change in the outlook 

thinking and attitude of its people. Attitude change presupposes change in work culture. It 

has been increasingly realized that human resource is the most important resource for any 

economy to thrive and prosper. India fortunately has skilled and competent manpower and 

the cost of manpower is low as compared to many other industrially developed countries. 

Responsive work culture is reflected in continuous improvement in productivity, quality, 

innovation and growth; legitimate areas of concern for both management and labour. In India 

work has been accorded a secret place in the scriptures. However, over the years there has 

been an erosion of the values and it is often argued that Indian worker today lacks a positive 

work culture. The worker more often is blamed for this (Sodhi, 1998). The workers, on the 

other hand, blame the management for its high-handedness, on healthy practices and hostile 

attitude towards labour. Attitudinal change is thus imperative to enable organizations to adapt 

to the competitive environment, which can come about only gradually through sustain cooperation 

and concerted efforts among the three social partners-the Government, the 

employers and the employees. 

Every organization develops a culture unique to its own, which can be termed as 

organizational ideology-patterns of beliefs, values, norms, rituals, myths and sentiments 

shared by the members of organization. The ideology, which is implicit in the minds of 

employees, influences and governs the response patterns of individuals and groups within the 

organization. It thus regulates the energy exchange between the organization and its members 

and impacts most aspects of organizational life, such as how decisions are made, who makes 




them, how rewards are distributed, who is promoted, how people are treated, how the 

organization responds to its environment and so on. 

The concept of organization ideology was first suggested by Roger Harrison as a significant 

area of study enabling organization to diagnose their cultural state and design interventions 

for developing a desired culture of excellence. 

Four organization ideologies or culture orientation have been identified: Power, Role, 

Achievement/Task and Support. Although organizations tend to have the presence of 

characteristics of all the four cultural orientations, based on the individual and collective 

paradigm, through time they develop a dominant ideology. A brief description of the 

characteristics of four ideologies/cultural orientations can be stated as follows 

• Power oriented organizations can be compared with cob webs wherein all organizational 

processes and individual energies are directed towards maintaining and strengthening the 

power position of a central figure which could be an individual or a group. Large 

organizations tend to develop several power centers. 

• Role Orientated culture tends to share some of the characteristics of what is commonly 

called bureaucracy .The arbitrary use personal and resource based power of an 

individual/group is regulated by delegation of legitimate authority at various levels in the 

organization .Specified role is delineated for organization members and their responsibility 

and authority defined. Systems, rules and procedures are developed for judicious use of 

one’s authority, performance of one’s role and discharging of one’s responsibility as a 

result of which functional differentiations takes place often leading to compartmentalization 

and problems of co-ordination and controlled. The role oriented culture reinforces stability 

and maintenance of the system. 

• While Power and Role oriented cultures tend to rely more on extrinsic rewards for 

directing the energies and efforts of employees towards growth of the organization, the 

task/achievement oriented culture focuses on intrinsic rewards for generating commitment 

amongst employees towards task accomplishment and organizational excellence. 

Organization structure and processes are designed to facilitate task performance, which is 

the requirement of various tasks that determined the allocation of responsibility and 

distribution of authority. 

• The support culture is driven by the growth related needs of the individuals thereby 

unleashing and harnessing the human potential in meeting their expectations and 




aspirations. Employees thus are treated with dignity and respect and recognize inherent 

goodness of man. 

METHODOLOGY 

The instrument Diagnosing Organization Culture developed and published by Roger 

Harrison and Herb Stokes was administered to the managerial staff of Rourkela Steel Plant to 

diagnose the organization culture. The study was based on convenience sampling method; 

nearly 220 questionnaires were distributed to the employees of the organization, of which 150 

were received bac 

The questionnaires consists 15 sections, each sections includes four statements relating to 

the four cultural orientations. Respondents were asked those four statements first in terms of 

what they considered to be existing view in the organization and then rank the same 

statements in terms of their personal preference. The questionnaires thus provided two 

separate ranking of their four cultural types: power, role, achievement and support. 

Respondents’ perception of the organization prevailing culture was obtained by adding the 

rank assigned to each of the fifteen items characterizing a particular culture orientation. The 

cultural profiles were developed by dividing both the respondents ranking of existing and 

preferred cultural orientations in to two categories: most preferred and least preferred. The 

cultural orientation ranked as first or second was described as least preferred and those 

ranked third and fourth were most preferred. 

The predominant cultural orientation in Rourkela Steel Plant, as perceived by the 

organization members however, is power orientation followed by Role Orientation. The 

Achievement and Support orientation get third and fourth respectively. In Rourkela Steel 

Plant however the most preferred cultural orientation is Achievement followed by Support. 

The least preferred orientation is Power followed by Role. 

In the following pages responses against each dimension have been analyzed and depicted 

with the help of tables and bar graphs for each organization. The bar graph for each 

dimension reflects the total number of response given by the respondents in absolute numbers 

given to each of the four cultural orientations- power, role task and support for existing and 

preferred. The two tables (a) and (b) indicate the frequency of response in percentage for the 

existing ideology or the way things are in the organization and preferred ideology or the way 

things should be in the organization. 

1. Desirable Behavior 




Employees tend to direct their behavior towards what is expected of them by the 

organization. The expectation of the organization plays an important role in shaping the 

behavior patterns of the employees. 

Existing Ideology 

Most 

Domina P R A S 

nt 59 34 34 0 

24 48 10 17 

Least 10 14 41 38 

Domina 

nt 7 3 45 45 

Preferred Ideology 

Most 


nt 17 14 66 6.9 

7 24 17 52 

Least 16 40 14 28 

Domina 

nt 60 22 34 14 

Table 1(a) 

Table 1(b) 

Desirable Behaviour 

Frequency of response in percentage N=58 

Desirable Behavior 

60 

50 

Employees 

40 

30 

20 

10 



0 

P R A S 

Behavior 

In RSP 89% of the respondents feel that the organization expects them to meet the needs and 

demands of high level people in the organization and those who are in position of power. 

As their personal preference,66% of the respondents feel that the employees should be 

expected to meet the challenges of the task and find better ways of doing their work. 




2. Criteria for Reward 

Reward systems, both monetary and psychological are directed towards re-enforcing 

desirable responses of the employees. Employees therefore adopt those behaviors that are 

likely to be rewarded by the organization. 


Most 


nt 10 3 69 17 

7 7 17 66 

Least 14 69 7 14 

Domina 

nt 69 21 7 3 


Most 


nt 69 14 14 3 

10 59 17 14 

Least 10 17 53 19 

Domina 

nt 10 10 16 64 

Table 2(a) 

Criteria for Reward 

Frequency of response in percentage 

N=58 

Table 2(b) 

Criteria for Reward 

Employees 

80 

70 

60 

50 

40 

30 

20 

10 

0 

P R A S 

Reward 



Whereas in Rourkela Steel Plant 69% of the respondents feel that those people who 

know how to please their superiors and are able and willing to use power and politics to get 

ahead are able to do well in the organization, which gets the lowest priority in their personal 

preference. 

3. Decision-making 

The way decisions are made does not only affect the quality of outcome but also morale of 

the employees. 





Most 


nt 59 17 14 7 

21 59 14 14 

3 24 53 19 

Least 

Domina 

nt 17 0 19 60 

Table3(a) 


Most 


nt 10 9 36 38 

10 38 36 19 

10 43 14 36 

Least 

Domina 

nt 69 10 14 7 

Table 3(b) 

Decision Making 


DECISION-MAKING 

E m p lo y e e s 

70 

60 

50 

40 

30 

20 

10 

0 

P R A S 

Decision 



59% in Rourkela Steel Plant feel that the directives, orders and instructions come from 

the higher levels. 38% in Rourkela Steel Plant feel that the most desirable way of 

decision-making should be through consensus to gain acceptance and support for 

decisions and to enhance decision quality. 

4. Task Allocation 

Performance of the employees, their morale and the amount of personal satisfaction they 

derive from their respective job is predominantly determined by the assignment of tasks 

or job allocation. 





Most 

Dominan P R A S 

t 

66 17 7 0 

17 52 14 17 

Least 10 17 57 22 

Dominan 

t 

7 14 22 60 

Table 4(a) 


Most 


nt 10 21 64 16 

17 26 26 31 

17 40 3 36 

Least 

Domina 

nt 55 14 7 17 

Table 4(b) 

Task Allocation 


Task Allocation 

60 

50 

Employees 

40 

30 

20 



10 

0 

P R A S 

Task 

While expressing their preferences too 83% in Rourkela Steel Plant and 64% in Rourkela 

Steel Plant have made the same choice that assignment of jobs should match the 

requirements of the job with the interests and abilities of the individuals. 

5. Work Motivation 

In Rourkela Steel Plant employees’ motivation to perform well and achieve excellence is 

governed and influenced by the prevailing ideology in the organization. 





Most 


nt 07 07 72 03 

09 24 10 64 

17 57 10 22 

Least 

Domina 

nt 67 12 07 10 

Table 5(a) 


Most 


nt 48 28 17 07 

31 40 19 14 

Least 07 16 47 31 

Domina 

nt 14 17 17 48 

Table 5(b) 

Work Motivation 

Frequency of response in percentage N = 58 

Work Motivation 

Employees 

80 

70 

60 

50 

40 

30 

20 

10 

0 

P R A S 

Achieve 



In Rourkela Steel Plant 48% of the respondents feel that hope for rewards, fear of 

punishment, or personal loyalty to the supervisor are the primary reasons for work motivation 

in their organizations. While 72% feel that strong desires to achieve, to create and to innovate 

and peer pressure to contribute to the success of the organizations should be the primary 

reasons for work motivations. 

CONCLUSION 

The results of the study provided empirical support for scholar’s argument that organizational 

cultures affect how an organization practices industrial relations. It also provides a starting 

point toward the development of a valid and reliable measurement for employee 

communication. The work culture prevalent in an organization plays a decisive role not only 




in interpretation of given environment, choice of strategic direction, technology options but 

also in providing direction and determining intensity of responses of employees to meeting 

the challenges of the internal environment and contextual constituents. Findings suggest that 

when change is seen as a positive characteristic of the environment, employees are more 

likely to commit to the work of the institution. 

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