Journal Press India^®

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Organizational culture has received much attention in the last two decades due to its effects and potential impact on the organizational success. Whilst there are a variety of opinions as to what constitutes ‘culture’, this paper adopts a definition which synthesizes the views of a number of widely cited researchers including Schein (1992), DiBella (1993) and Hatch (1993). Thus, culture is defined in this paper as the dynamic set of assumptions, values and artifacts whose meanings are collectively shared in a given social unit at a particular point in time. Writers on management and organizations have suggested that aspects of organizational culture, particularly cultural values, have an impact on the motivational level of the employees. The objective of the present study is to examine the dominant work culture prevalent in the two organizations A and B of the Public sector and to study its impact on the motivation level of the employees at the managerial level. The data has been taken from a sample of 250 employees from the two Public sector companies. Mean, Standard Deviation, t-test, Correlation and Regression have been used through SPSS to test the hypotheses. The findings highlight that Technocratic culture has the strongest partial correlation or the purest relationship with role motivation. Regression analysis results reveal that, technocratic culture has the strongest impact on motivation.

Keywords

Work Culture, Autocratic Culture, Bureaucratic Culture, Technocratic Culture, Entrepreneurial Culture, Dominant Culture, and Motivation.

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