Impact of Work Culture on Motivation and Performance Level of Employees in Private Sector Companies

Smrita Sinha,Ajay Kr. Singh,Nisha Gupta,Rajul Dutt

doi:10.18267/j.aop.321

Abstract

Work culture has the potential to enhance managerial performance. The objective of the present study is to examine the dominant work culture prevalent in the two private sector manufacturing organizations X and Y and to study its impact on the contextual performance and motivation level of the employees at the middle management level. The statistical tools used to test the hypothesis were the mean, standard deviation, t-test, correlation, one-way ANOVA, and regression. The findings show that the technocratic culture has the strongest partial correlation or the purest relationship with role motivation. Through a regression analysis, the technocratic culture emerges as a strong predictor of motivation while the entrepreneurial culture as a strong predictor for performance. The findings imply that when individuals are satisfied with their roles and feel that their supervisor or leader provides them with support, their contextual performance is expected to increase.

Highlights

The environment has long been recognized as a source of influence on the individual’s behavior
This paper focuses on the impact that work culture has on both the role motivation and contextual performance of employees in the private manufacturing sector at the middle management level. „Contextual performance“ refers to behaviors that support the environment in which the technical core operates
The powerful, pervasive role that work culture plays in shaping organizational life lends plausibility to speculations that cultural factors are linked with the motivation and performance levels of the employees at the middle management level

Summary

Introduction

The environment has long been recognized as a source of influence on the individual’s behavior. Researchers had made few systematic attempts to explore the influences of an organization’s culture on the behavior of employees. It is often suggested that culture operates as a unitary “main effect” on all people. Culture consists of everything on a list of topics, or categories, such as Social organization, religion, and economy. Culture is a social heritage, or tradition, that is passed on to future generations

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