A RELATIONSHIP BETWEEN ORGANISATIONAL ... - Euroasiapub.org

More documents

Recommendations

Info

IJRFM Volume 1, Issue 2 (June, 2011) (ISSN 2231-5985) Preferred Ideology Most Domina P R A S nt 07 07 72 03 09 24 10 64 17 57 10 22 Least Domina nt 67 12 07 10 Table 5(a) Existing Ideology Most Domina P R A S 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 Existing Ideology Preferred Ideology 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 International Journal of Research in Finance & Marketing 62 http://www.mairec org
IJRFM Volume 1, Issue 2 (June, 2011) (ISSN 2231-5985) 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. REFERENCES [1]Allen, R. (1985): Four Phases for Bringing About Cultural Change; Oxford [2]Bate, S. (1994): Strategies for Cultural Change; Butterworth Heinemann, Oxford [3]Benedict, R. (1934): Patterns of Culture; Houghton Mifflin, Boston [4]Brown, A. (1995): Organisational Culture; Pitman Publishing, London [5]Budd, John W. and Bhave, Devasheesh (2008) "Values, Ideologies, and Frames of Reference in Industrial Relations," inSage Handbook of Industrial Relations, Sage. [6]Befort, Stephen F. and Budd, John W. (2009) Invisible Hands, Invisible Objectives: Bringing Workplace Law and Public Policy Into Focus, Stanford University Press. [7]Budd, John W. and Bhave, Devasheesh (2010) "The Employment Relationship," in Sage Handbook of Handbook of Human Resource Management, Sage [8]De Silva, S. (1995): Harmonizing Industrial Relations and Human Resource Management; International Labour Organisations Journal, 12, 3, 45 [9]Dessler, G (2001): Management, leading people and organisations in the 21st century; Prentice Hall Inc, New Jersey. [10]Fox, Alan (1974) Beyond Contract: Work, Power and Trust Relations, Farber and Farber. [11]Kilmann, M. et al (1986): Gaining Control of the Corporate Culture; McGraw Hill [12]Kaufman, Bruce E. (2004) Theoretical Perspectives on Work and the Employment [13]Leat, M (2001): Exploring employee relations; Heinemann, Butterworth, Oxford Relationship, Industrial Relations Research Association. [14]Niland, J., Russell, L. and Verevis, C. (1994): The Future of Industrial Relations; Sage Publications, p 466 [15]Purcell, J. (1987): Mapping management styles in employee relations; Journal of Management Studies, 24, 5, 535–48 [16]Vroom, V. (1964). Work and motivation. International Journal of Research in Finance & Marketing 63 http://www.mairec org
Page 1 and 2: IJRFM Volume 1, Issue 2 (June, 2011
Page 15: IJRFM Volume 1, Issue 2 (June, 2011

A RELATIONSHIP BETWEEN ORGANISATIONAL ... - Euroasiapub.org

Create successful ePaper yourself

Delete template?

Save as template?