Journal Press India^®

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Purpose: The present study tests the variations in the perception of employees at different hierarchical levels towards the prevailing organizational culture. Design/Methodology/Approach: The methodological approach of this research study is analytical and the data is obtained through primary data sources in thematic form, using questionnaire based on Likert’s five point scale. The statistical techniques used in analysing the data included: mean, SD etc. Findings: The study has shown that organizations having a strong/open culture perform better than the organizations having a weak/close culture. A significant difference in the perception of role incumbents across strata for all the dimensions has also emerged. The study has revealed that the organizational culture does affect the organizational and the individual performance. Research Limitations: The main limitation for this study is that it has been conducted in only eight organizations operating in Northern India comprising of an equal number of public and private sector organizations, more organizations could be approached for obtaining a better conclusion. Managerial Implications: The implications for managers are that managers and the consultants should find it feasible to diagnose organizational culture through standardized survey procedure and effect appropriate culture changes to bring about the survival and growth of the organization as the organizational culture has been increasingly thought of as a variable solution for many complex problems that beset organizations. Originality/Value: This study showcased the original work of the authors in the field of Organizational culture in Service sector.

Keywords

Organizational culture, Service sector, Perception, Employees, Organizational competitiveness.

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