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CHAPTER-1

INTRODUCTION

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CHAPTER-1

INTRODUCTION

1.1. THE JAMMU AND KASHMIR BANK LIMITED

1.1.1 Historical Development

Foundation stone of The Jammu and Kashmir Bank was laid by the Maharaja of

Jammu and Kashmir state, Hari Singh on 1st October, 1938. The history of Jammu and

Kashmir Bank Limited dates back to 1930’s, when a note was submitted by Shri. P. K.

Wattal to Maharaja Hari Singh as a pioneering step for its incorporation. Before this

time, the banking functions in the State were performed by traditional money lenders on

a small scale and at very high interest rates. At that time some banks like Punjab

National Bank, Grindlays Bank and the Imperial Bank of India (now State Bank of

India) functioned at a very limited scale in J&K State. Functioning of these banks was

reduced to the acceptance of deposits and was unable to grant credit facilities because of

the prevailing State Laws which did not permit them to get mortgage of the public

properties. Under these circumstances banks could not change the economic conditions

of the people of the State.

To overcome this critical situation the then “Maharaja” (King) of the State issued

orders to set up an indigenous State Bank. Mr. D.N. Nagar, the then Director of

Industries and Commerce Department submitted the proposal which was not considered

and taken as impracticable. Later on 18th

June, 1930, Mr. P. K. Wattal who was Finance

Minister in Maharaja’s Government, decided to immediately establish a State Bank to

ameliorate the economic condition of people.

After a prolonged exercise and deliberations the assignment for establishment of

“The Jammu and Kashmir Bank Limited” was given to Sir Sorabji N. Pochkhanwala, the

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then Managing Director of the Central Bank of India. He gave his scheme in 24th

September, 1930 to create a banking institution with the following considerations.

• A State Bank, whose entire share capital should be subscribed by the Govt. or

a Pvt. Joint Stock Bank i.e. the share capital, would be subscribed by the

public.

• A Semi-State Bank, where the State would subscribe only a part of the

capital, the other part to be subscribed by the public, but the State

Government would keep control as may be necessary to safeguard its money.

Mr. Pochkhawala was in favor of third alternative and this scheme was approved

by the cabinet on 29th

September, 1930. As per this scheme, 50% of the Shares were

subscribed by the Govt. and other 50% were issued to the public. Shri Sohan Lal Kothar

was subsequently appointed as the coordinator with a responsibility of setting up the

Bank and this task was completed by him in 1938.

The Bank received its certificate of incorporation on 1st October, 1938 and

certificate of commencement of business was issued on 4th

July, 1939 by the registrar.

The board in meeting appointed Mr. Sohan Kothari as a Manager of the Bank on a

monthly salary of `̀̀̀1000. In a meeting held on 5th

June, common seal of the company

was approved by the Board of Directors.

The foundation stone of the first branch at Residency Road, Srinagar was laid by

the then Maharaja on 1st July, 1939, but the branch commenced business from 4

th July in

temporary premises. On 5th

July, 1938, a loan of `̀̀̀ 12,000 was sanctioned by the Board

of Directors for the first time in favor of Shri Mohd. Maqbool. The Bank made

remarkable progress in the areas of loans advances and deposits during that phase. The

cooperative response of public encouraged Bank management to open another branch at

Jammu.

The first branch to be established outside J&K State was in Karachi as decided

by the Board of Directors at a meeting held on 20th

February, 1940. But this decision

was later on modified and the branch was opened in Amritsar instead of Karachi. More

Bank offices were opened in important towns of the State, namely: Udhampur, Meerpur,

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Anantnag, Baramulla and Muzaffarabad. In its formative years, the bank had to face

several major problems, mainly around the time of independence, as two of its branches

of Muzaffarabad and Meerpur fell to the other side of the line of control. During that

time, there was a direct appointment of employees of the Board of Directors. The Bank

kept on thrusting in the areas of tourism and hotel financing. Later on, other fields like

professionals, traders, agriculture, farmers and industrialist were also extended financial

assistance from the bank.

On 7th

February, 1942 it was the first time that adhoc basis of appointments were

replaced by regular pay scales for every class of employees through approval of the

Board of Directors. The Dearness Allowance was also given to employees from 11th

July, 1942 and first D.A. Installments was of `̀̀̀ 2. The system of payment of the bonus

was introduced for the first time when the Board of Directors in the meeting held on 31st

October, 1944 revolved that their month’s salary be sanctioned in favor of employees of

these Banks as a bonus. Today, the employees of this Bank get a bonus as per payment

of bonus act. On 1945 June, the board took the decision to advertise posts. Candidate

were selected after passing written exam and interview which was conducted by the then

Bank Management. Same system has been still prevailing but now the recruitment test is

conducted under the auspices of NIBM (National Institution of Banking Management)

and IBPS (Institute of Banking Personnel Selection). Another system, namely, the

inspection system was introduced in the year 1946 and Shri. N. N Kak was appointed as

the first inspector of the branches. This department has also grown along with the Bank

and now is headed over by the officer of the higher rank i.e. General Manager in

Kashmir, Jammu and Delhi Division.

In 1947 partition, the Bank received a severe setback when two important

branches at Muzaffarabad and Meerpur fell to the other side of the line of control (now

Pak Administered Kashmir). The Bank could not get back its property and as a result, it

was a huge economic loss to the bank. The Bank kept on meeting the claims of

customers in the coming years by apportioning its profits among these customers. The

very existence of J&K Bank was greatly jeopardized, but was saved when the then State

Govt. sanctioned a relief of `̀̀̀60,000,000 to the Bank to meet the claims of Muzaffarabad

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and Meerpur branches. With this amount the bank overcame its difficulties and kept

growing. Following the extension of Central laws to the State of Jammu & Kashmir, the

bank was defined as a govt. company as per the provisions of Indian Companies Act

1956.

The first J&K Bank employees union was founded in the year 1949 and Mr.

Fida Hussain was elected its first President. This union was formally recognized by the

Board of Directors in their meeting held on 4th

November. 1949. During two decades of

1950’s and 60’s the bank could not make any enough progress as no new branch could

be opened during this period but efforts were made to consolidate its position.

There were no set rules and regulations governing the direct recruitment of Bank

officers until 1951. Such rules were approved by the board at a meeting held on 30th

July, 1951. During this period only rules governing Provident Fund were approved.

From March, 1974, the bipartite settlement governing majority of Bank employees in the

banking industry were also made applicable to The J&K Bank Ltd.

Sh. A. A. Fazli was appointed as the first full time chairman of the bank after the

Banking Amendment Act was passed in 1970. After 1970, the bank started progressing

rapidly throughout the country. The deposits, advances, profits and overall financial

position of the bank went on strengthening. It was for the first time that The J&K Bank

Ltd. was included in the second schedule to the Reserve Bank of India in 1971. In 1976,

the Bank was declared as “A” class bank.

Now the bank has attained the position of being the biggest non-nationalized

bank in the country. The bank has also been entrusted with lead responsibilities in four

districts, convenorship of State level bankers committee meetings in J&K State.

Leadership of customer service centers at Srinagar sponsorship of two Regional Rural

Banks and is the only commercial bank in the country which is banker to Government.

It was the critical juncture that the government had by the then Prime minister

Mr. Sheikh Mohammad Abdullah who sanctioned a grant-in-aid of `̀̀̀ 6 lakh to meet the

bank’s obligations. This prompt help aided by the unparalleled dedication of its

employees helped the bank to overcome challenge to its existence. Now, exactly after

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seven and a half decades, today bank has more than 2 million households of the State

which account for more than half the total households. In its silver Jubilee year in 1963,

J&K Bank had an annual business turnover of `̀̀̀ 5.79 crores and annual profit of `̀̀̀ 2.47

lakh, and further in its Golden Jubilee year in 1988, the business reached `̀̀̀1.22 crore

with a net profit of `̀̀̀ 1.49 crore. On 30th

January, 1978, the first J&K Bank Ltd. branch

was opened in Bombay at Fort. In 1980, the bank was authorized to deal in all types of

foreign exchange business with its head office in Srinagar. On 16th

June, 1981, the Bank

sponsored Kamraz Rural Bank and also it sponsored second Regional Rural Bank during

the same phase. The bank was entrusted with the responsibility of Convenorship of State

Level Bankers' Committee (SLBC) by Reserve Bank of India in 1983. Mechanization of

banking operations started in 1985. In 1986 teller system were introduced. First regional

collection centre was inaugurated in Srinagar, on 26th

June, 1987 and in Jammu, on 16th

July, 1987 and the business crossed `̀̀̀ 1,000 crore mark and net profit crossed `̀̀̀ 1 crore

mark. In 1988-89 the Bank started its gold b usiness of `̀̀̀ 1,227 crore with a net profit of

`̀̀̀ 1.49 crore. In this year Annual Report covered 15 months commencing from January

1, 1987 and ending March 31, 1988. From 31st March 1989, deposits of the bank stood at

`̀̀̀ 1.046.35 crore upto 31st March, 1990, thereby crossing the psychological `̀̀̀ 1,000 crore

mark. In the year 1990-91, the banks' business crossed `̀̀̀ 2,000 crore mark with deposits

of `̀̀̀ 343.88 crore and further rose to 690.41 crore mark as on 31st March 1991. In 1991-

92 the computerization of banking started and foreign direct exchange business turnover

crossed `̀̀̀100 crore to settle at `̀̀̀146.10 crore. In 1993-94, the bank tied up with Reuter

News Agency for instantaneous information about fluctuations in global foreign

currency rates. In 1994-95 the free reserves exceeded `̀̀̀100 crore and business crossed

`̀̀̀1000 crore. In 1995-96 business crossed `̀̀̀5,000 crore and forex business turnover

crossed `̀̀̀4,000 crore. In 1996-97, first automated teller machine (ATM) was installed at

Residency Road branch, Srinagar. Pertinently, this was the first such facility in the State

of Jammu and Kashmir. In 1997-98, the Bank goes for its maiden IPO. In 1998, J&K

Bank was ranked among top 10 private sector banks in the country. The Bank came out

with a public issue of 1,85,00,000 equity shares of `̀̀̀10 each for cash at a premium of `̀̀̀28

per share aggregating `̀̀̀70.30 crore. The issue was oversubscribed by 226 % and was

termed as the most successful issue during that time. In 1999-2000, Business Standard

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Ltd. in its analysis ranked The J&K Bank as number two in terms of safety among all

nationalized, foreign and private sector banks operating throughout the country. During

that phase the business crossed `̀̀̀ 10,000 crore and profit crossed `̀̀̀ 100 crore.

In 2000-2001, the bank tied up with Infosys Technology to offer internet banking

and e-commerce initiatives; with American Express to launch a co-branded credit card,

and with the US-based insurance giant, Metlife, for the proposal foray into the insurance

sector. In 2001-2002, the bank’s spacious Corporate Headquarters at M. A. Road,

Srinagar was inaugurated by Yashwant Sinha, the then Union Finance Minister. In 2003,

the bank agreed to reduce the rate of interest from 16 to 12 % on various loans advanced

to houseboat owners, taxi and shikariwalas. It also strengthened its bonds with Infosys

by successfully deploying the final core banking solution. Bank launched its global

access card in association with the Master Card International. In 2004, J&K Bank

slashed Prime Lending Rate (PLR) to 11 percent, approved `̀̀̀ 300 crores for Reliance

Infocom, tied up with ICICI Bank to share the (automated teller machine) ATM

network, and tied up for Visa transaction to launch a platform for the state’s merchant

establishment. The bank received “The Asian Banking Award” 2004 in Manila for its

customer convenience programme. In 2005-06 the Bank launches its first multi-color

logo. It received approval from RBI (Reserve bank of India) for increasing the FII’s

(Foreign Institutional Investment) holding and tried up with Kotak Mutual Fund. 2007

J&K Bank and SDA (Seventh-Day Adventist) signed MOU (Memorandum of

Understanding); launched Dastkar Finance Scheme. In 2008-09 overall business of the

bank crossed `̀̀̀ 50,000 crore.

In 2009-10 J&K Grameen Bank came into existence on June 30 with merger of

Kamraz Rural Bank and Jammu Rural Bank. With its head office at Jammu business

commenced from July 1, 2009. In 2010-11 HPCL (Hindustan Petroleum Corporation

Limited) and J&K Bank signed a MoU (Memorandum of Understanding) to install

automated teller machines (ATMs) at HP petrol pumps. The bank also introduced ATM

card on 30th

Nov. 2010. In 2011-12 E-inauguration of 51 delivery points (41 ATMs and

10 business units) at Srinagar on July 14, 2011 and of 111 delivery points (41 business

units and 70 ATMs) at Jammu on March 2012 by chief minister. J&K Bank Football

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Academy launches at Jammu on March 18, 2012. In year 2012-13, J&K Bank surpasses

`̀̀̀ 1 lakh crore businesses and net profit crossed `̀̀̀ 1,000 crore. All India J&K Bank

invitational Gold Cup Football Tournament announced and the most important mobile

banking introduced. In year 2013-14 J&K Bank turn platinum. It awarded ‘Best

Enterprise’ by Europe Business Assembly London; ‘Manager of the year’ award for

chairman and CEO (Chief Executive Officer) Mushtaq Ahmad. J&K Bank and

Mahindra and Mahindra finance Ltd. sign MoU (Memorandum of Understanding) for

car loans and commercial vehicle finance. J&K Bank ties up with SKUAST (Sher-e-

Kashmir University for Agriculture, Sciences and Technology) for Apple Project to

provide growers with technical training. The Branch strength of the Bank crosses 700.

CRISIL (Credit Rating Information Services of India Limited) reaffirms strength of J&K

Bank, continues “A1” and rating for the Bank. On 1st October, 2013, Union Finance

Minister Mr. P. Chidambaram e-inaugurated 122 branches and 179 ATMs.

In the Platinum Jubilee year, the Bank has achieved the target of `̀̀̀ 1 lakh crore

businesses and a profit of 1,000 crores. All this happened only by the unwavering trust

of stakeholders, growing confidence of its investors, and sustained loyalty of its

customers and unmistakable commitment of the staff members across the board. With

this success rate the Bank has started Khidmat Centres throughout the State. The Bank

has now engaged 657 Village Level Entrepreneurs as Business Correspondences (BCs).

The bank has started 861 Khidmat Centre and so far the Bank rolled out 2,317 villages

for providing Information and Communication Technology enabled financial services.

Today there are total of 750 business units and 726 ATMs operating across the J&K

State also another 122 business units are still to be inaugurated and 38 are opened

completely.

Now the Bank has attained the position of being the biggest non-nationalized

bank in the country. The bank has also been entrusted with leading responsibilities in

four convenorship of state level Bankers committee meetings in J&K and leadership of

customer service center at Srinagar as well as sponsorship of two Regional Rural Banks.

It is the only commercial bank in the country which is a Banker to Government. The

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organizational set up loans/ advances positions and operating efficiency etc. of the J&K

Bank Ltd. has been described as below:

1. Organizational Structure

2. Profile of Activities

3. Loans and advances

4. Other activities

1.1.2 Organizational Structure

The organizational structure of J&K Bank Ltd is greatly influenced by the Govt.

because majority of its shares are held by the Govt. The internal functioning and control

of the Bank is primarily governed by Govt. as it appoints the chairman for the span of 2-

3 years, approximately who act as top executive of the organization. A body of “Board

of Directors” generally persons of high reputation work under the chairman. Then there

are executives in different positions. In the year 2008, the J&K Bank has been divided

into zones in Jammu and Kashmir State. There are two central head zones of the Bank in

J&K State. One is in Jammu and another one is in Kashmir. Under Jammu region there

are three zones, namely Jammu Central zone, Jammu West Zone and Jammu North

Zone. In the Jammu Central Zone there fall three districts namely Jammu, Kathua and

Samba, In Jammu West Zone, Rajouri, Poonch and Reasi falls and in Jammu North Zone

Udhampur, Ramban, Doda and Kishtwar districts falls. Kashmir region is also divided

into three zones Viz. Kashmir Central Zone, Kashmir South Zone and Kashmir North

Zone. In Kashmir Central Zone Srinagar, Badgam and Ganderbal districts are included.

In Kashmir South Zone districts like Kulgam, Shopian, Pulwama and Anantnag fall and

in Kashmir North Zone Bandipora, Baramullah and Kupwara districts are placed. The

bank is divided into different zones to overcome the excessive workload of the

employees and employers. The hierarchical set up of the organizational structure of the

bank is shown as chart (1.1).

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Chart 1.1

Organizational Structure: The J&K Bank Ltd.

Chairman

Board of Directors

President

Vice President

Assistant vice President

Chief Executive

Senior Executives

Executives

Associate Executives

Banking Associates

Banking Attendants

Source: Sudan S. H., (1992). A Thesis on Customer Satisfaction in Banking Industries- A Case

Study of The J&K Bank Ltd., University of Jammu.

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The chart (1.1) represents various parts of the components of the interior

structure of the J&K Bank. All six zones head offices under Jammu region and Kashmir

region have president, vice president and the assistant vice president who monitor banks

branches in their zones respectively. Then follows chief executives, Sr. executive,

executives, associate executives, banking associates and at the last banking attendants.

There is an established pattern prescribing the relationship among various positions and

activities. The factors affecting the working of organizational structure may be

environment, technology, size, perennial concerned efforts for the better functioning of

the bank.

The main focus of the Bank is to provide profit to the organization within the

rules and regulations laid by the bank. It also focuses on the creating good culture in the

organization so that the productivity of the organization increases. The Bank has made

such changes in the organization so that it becomes more sound and pragmatic.

1.1.3 Profile of activities

The main business of the J&K Bank is summarized as below:

1. Deposits

2. Advances

3. Turnover

4. Net profit

5. Reserves

6. Dividends

The annual report of the J&K Bank Ltd. describes various deposits, advances,

turnover, net profit, reserves and dividend year wise. This report tells about the profit of

the J&K Bank year wise. The bank’s deposit was `̀̀̀ 21, 64,497.27 lakhs in the year 2004-

05. Next year, it increased to `̀̀̀ 23, 48,463.71 lakhs, further it reached `̀̀̀ 25, 19,429.47

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lakhs, then `̀̀̀ 28, 59,326.30 lakhs and in year 2008-09 it became `̀̀̀ 33, 00,410.30 lakhs. It

is continuously increasing year by year. Same is the case with the advances, in the year

2004-05 it is `̀̀̀ 11,51,71.13 lakhs, in year 2008-09 it was `̀̀̀ 20,93,041.31 lakhs which is `̀̀̀

19,77,870.18 lakhs higher. It means it is continuously increasing from 2004-2009. As

per the case of turnover, the dividend was `̀̀̀ 33,16,211.40 lakhs in the year 2004-05 and

in the year 2008-09 it was `̀̀̀ 53,93,451.49, it was also increased by `̀̀̀ 20,77,240.09 lakhs.

In the case of Net profit, in the year 2004-05 it was `̀̀̀ 11,506.90 lakhs and in the year

2008-09 it was `̀̀̀ 40,983.55 lakhs and it increased by `̀̀̀ 29,476.65 lakhs amount. Now as

far as reserves are concerned in 2004-05 it was `̀̀̀ 1,61,691.00 lakhs and in the year 2008-

09 it was `̀̀̀ 2,57,436.84 lakhs an amount of `̀̀̀ 95,745.84 lakhs was increased in the year

2004-09.The dividends of the J&K Bank in the year 2004-05 was 80% and in the year

2008-09 it was 169% which is increased by 80% from the previous years. So by

calculating the deposits, advances, turnover, net profit, dividend, reserves the

productivity or performance of the Bank was increased due to the healthy work culture

in the Bank and due to the good employee-employee and employee-employer

relationship.

The advances, deposits, turnover, net profits, reserves and dividends of the year

2009 to 2013 are also discussed. The deposits in the year 2009-10 was `̀̀̀ 37,23,716.04

lakhs, in 2010-11 it was `̀̀̀ 44,67,593.50 lakhs, in year 2011-12 it is `̀̀̀ 53,34,690.16 lakhs

and in the year 2012-13 it is `̀̀̀ 64,22,016.95 lakhs. Here we can say that it is increasing

continuously year by year. As per the advances are concerned in 2010 it was `̀̀̀

23,05,722.50 lakhs , in 2011 it was `̀̀̀ 26,19,363.50 lakhs in 2012 it was `̀̀̀ 33,077,742.15

lakhs and in the year 2013 it was `̀̀̀ 39,20,041.04 lakhs. As per the turnover is concerned

in the year 2010 it was `̀̀̀ 60,29,438.54 lakhs, in the year 2011 it was `̀̀̀ 70,86,957.00

lakhs, in the year 2012 it was `̀̀̀ 86,42,432.31 lakhs and in the year 2013 it was `̀̀̀

103,42,102.99 lakhs. As per the net profit is concerned in the year 2010 it was `̀̀̀

51,237.88 lakhs in 2011 it was `̀̀̀ 61,520.19, in the year 2012 is concerned it was `̀̀̀

80,325.05 lakhs and in the year 2013 it was `̀̀̀1, 05,509.82 lakhs. For the reserves are

concerned in the year 2010 the Bank had `̀̀̀ 2,96,197.06 lakhs of amount, year 2011 had `̀̀̀

3,43,019.46 lakhs, in 2012 the amount reached upto `̀̀̀ 4,04,468.69 lakhs and in the year

2013 it was `̀̀̀ 4,81,620.20 lakhs. In the last 2010 dividend is increased 220%, 2011 it

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increased 260%, 2012 it reached 335% and in the year 2013 it was 500%. These figures

above represents that the Bank is continuously moving toward the profitability. At the

end of the year 2013 the net profit of the Bank was higher from the previous years.

1.1.4 Other Activities

The bank in itself is nothing; it is the people working in it who are important. The

Bank therefore goes on taking such steps which ameliorate the developing level of its

employees. The bank may have freshers appointed from outside and the staff already

working in it. The fresh recruits need training and development programs because they

are just the pioneers in the field of banking. The staff members who are already working

also feel the necessity of training due to various innovative and changing methods,

techniques and policies to be implemented by them.

The bank for the welfare and development of its employees started various

training and development programmes to raise its exiting level of efficiency. In the year

1986, it was the first time in the history of the bank that the banker’s staff training

college imparted training to as many as 580 staff member of different cadre in various

training programmes. Moreover 23 officers of Jammu Rural Bank and Kamraj Rural

Bank were also trained. The Bank also sent 27 officers for training to other institution

namely Bankers’ Training College, Bombay and National Institute of Bank Management

Bombay another Banks. In order to acquaint the staff with the new innovation, two

senior officers from Banking Training College of Reserve Bank of India were bought on

deputation to Bank’s Staff Training College for a period of three month. Every year a

large number of employee’s seeked training in the bank’s training college. It was

decided to upgrade the present training college by making it residential institute with

permanent faculty. In the year 1988, a large number of staff members were given

promotions to higher caders mainly on the basis of their merit & good performance. In

all 200 officers have been promoted to higher scales of pay during the year 1988. In this

year a new department of Personnel and Human Development was created in the Central

Office of the Bank in this regard.

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The other welfare facilities to the employees have also been provided by the

Bank similar to that of other nationalized banks. However, the prime criterion for

promotion to higher levels is of seniority which needs amendments. The merit and

performance blended with seniority has to be followed to keep pace with the competitive

banking market.

The forgoing discussion is devoted to the conceptual description of work culture

and organizational productivity and the relationship between them which impacts the

overall efficiency productivity and profitability of the organization.

1.2. CONCEPT OF WORK CULTURE

The concept of work culture is highly challenging and exigent to define. The

word ‘culture’ has been derived from the Latin word ‘Cultura’ which means cult or

worship. In a broader sense, it means outcome of human interaction. Culture refers to

acquired knowledge that people use to interpret experience and generate social behavior.

This knowledge deals in the form of values, attitude, and perceptions and thereby

reflects the behavior of individuals. In an organization, human beings is a big and

important asset which plays a vital role in performing different functions in a particular

climate or culture which is adapted by everyone. Work culture is a system of thinking

and behaving shaped by the values, attitude, rituals and sanctions in an organization.

Work culture may also be defined as the circumstances and conditions in which the

people have to perform their work under certain rules and regulations formed by the

management. The human being, who is involved in an organization such as employees,

employers and workers cannot do their work in isolation. There is widely a great

influence of work culture within and outside the organization. The wider aspects of

industrial culture and their impact on individuals are very large. All the departments in

an organization have different work culture. Some are adaptive by the employees and

some are not. So, to make the organization productive, the different types of cultures

which are available in different department should be innovative and creative.

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According to Mamoria, C. B. (2009) studied in his book “Personal Management”

and revealed that work culture is a system of thinking and behaving shaped by the

values, attitude, rituals and sanctions in an organization. He further argued that the work

culture is the circumstances and conditions in which the people have to perform their

work under certain guidelines formed by the management. These guidelines are meant

for the growth and development of people and the organization. The growth process is

influenced by the home culture in which the managers, peers, superiors manage the

manner of performing the work, treat people, how they treat with the authority, how they

encourage new ideas, initiatives and enterprises, how they provide new opportunities to

the new concepts, tools and techniques, and how they protect companies new goals,

policies and procedures. For the development of work culture following, the most

important issues are:

• Development is a learning process rather than a teaching process.

• Growth takes place by striving process in which objectives are set.

• Strength will be enhanced rather than weaknesses in a work culture.

• The feeling of belongingness should be developed within the people who are

attached to the organization.

• A faith, beliefs should be with the people who do better in the organization.

• People must adopt open heart and mind who are willing to accept the new

changes.

All the above issues are responsible for the development of the organization in a

healthy work culture and environment. They are meant for the growth and development

of the organization in a home culture. These are responsible for the development of the

people and the culture under certain guidelines which are adaptive in nature of an

organization. Denison, D. R. (1996), proposed culture in his book “Academy of

Management Review” as:

“Refers to the deep structure of organization”

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Whereas climate mainly concern

“Those aspects of the social environment that are consciously perceived by

organizational members”

The employee’s seek representation of organizational values and processes that

are responsible and possible predictors for the development of the organizational

performance.

Cooke, R. A. & Lafferty, J. C. (1995), pointed out his points in book

“Organizational Culture Inventory” and said that in organization employees see how

they perceive what is expected from them and their behavior which enhance, reinforce

and is rewarded in the organization. Unwin (2007), stated in his paper “Organizational

Culture: HRM Review” that work culture is “the way we do things around” runs the risk

of oversimplification. The above said lines are only the description and have the tangible

effects of the culture, but the main definition is -the shared beliefs and values that drive

the way we do the things in. It is important to understand the real meaning of “way we

do things” is a direct result of our shared beliefs, it is useful to understand the three

categories of concept which we hold, and they are: boundaries, causation and meaning.

• Beliefs about Boundaries

These beliefs are the restrictions and prohibitions that exist and are shaping aspects of

cultural behavior in the organization. Some of the points which follow these beliefs are

as under:

a. Communication between the employees will be affected by beliefs about who is

allowed to talk to whom; within some organization. The matter can be raised

anyone between the employee and the communication can be raised by the line

manager of the organization.

b. Customer complaints can be affected by the beliefs about the acceptability,

admitted fault or by making mistakes.

c. Meeting behavior is different in every company. It depends upon the beliefs

about the boundaries on behavior.

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d. Teams and their competencies depend upon the belief upon the boundaries. The

teams can be managed properly by the functional specialists. These specialists

differ from one organization to another.

e. The strategies depend upon the type of product and the services inside or outside

the organization.

• Beliefs about Causation

Another category of beliefs about causation is that in which beliefs about the cause of

the events arises, beliefs about the cause of success and failure that occur in the

organization. Some of the organizational beliefs on the causation are as follow:

a) Some organizations believe that the success depends upon the stakeholders and

the difficult decisions cannot be taken out, but some organizations believe it

depends upon the higher level. In these organizations the more effective

discussions are made. So, it is quicker and might invest in good communication

to ensure executive decisions.

b) In some organization the cause of failure dropped on other people, but in some

organization people find out the cause of failure constructively. It totally

depends upon the culture of blame that occurs in the organization.

• Beliefs about the Meanings

The third category is the belief of the meaning. The interference we make from

the events. The culture is derived from the unvoiced assumption about the meaning of

the events. Some of the important events about the belief of meaning are as follows:

The pay structure of the employee in the organization can have different

meaning. It depends upon the belief of meaning how an employee takes it. It will give

full satisfaction to the employees or the employees will become dissatisfied.

Another belief of meaning is that people can easily

stage by the management decisions which show disrespect. Every employee is a part of

organization who can participate in the good decision making.

Hatch, J. M. and Cinliffe, L. A

“Organizational Theory: Symbolic

organization. In his model he explains different

are associated with one another

known as work climate, wo

Figure 1.1: A Model for the Concept of Organization

Source: Hatch, Jo Mary and Cinliffe, L. Ann (2006). Organizational Theory: Symbolic

Postmodern Perspective. (2

Social Structure

18

Another belief of meaning is that people can easily raise the problem in early

the management decisions which show disrespect. Every employee is a part of

organization who can participate in the good decision making.

and Cinliffe, L. A. (2006), gave a model in his published book

Organizational Theory: Symbolic Postmodern Perspective” of environment

organization. In his model he explains different aspects of working environment

are associated with one another in an organization. These aspects of environment are

known as work climate, work environment or work culture.

A Model for the Concept of Organization

Hatch, Jo Mary and Cinliffe, L. Ann (2006). Organizational Theory: Symbolic

Postmodern Perspective. (2nd

Ed.), Rashtriya Printers, Delhi, pp 179-211.

Environment

Culture

Physical Structure

Technology

Social Structure

the problem in early

the management decisions which show disrespect. Every employee is a part of

, gave a model in his published book

of environment in an

of working environment which

of environment are

Hatch, Jo Mary and Cinliffe, L. Ann (2006). Organizational Theory: Symbolic

211.

Physical Structure

19

Figure (1.1), explains all the four aspects of environment that describes the close

association between themselves cannot survive alone. They are incomplete without one

another. They all are combined together to produce rich and complex explanation of the

organization. It also describes the relationship between the four aspects. This model

represents the organization as a five interrelated phenomenon concept. The environment

consists of nation-state regulates national economies, mass marketing, standardizing and

the welfare state of the organization.

The technology is the new and the innovative machines in which we use

computers for designs, production, and stock control. It also includes just-in-time

system, service-information output. In social structure, the structure of the organization

arises such as hierarchical, vertical, open or close, formal or informal structure available.

In informal mechanisms participative, culture and communications arise. We can also

say that in social structure the loose boundaries between function and units arise. Work

culture celebrates uncertainty, paradox, fashion, and customer service, quality; efficiency

of the employees, growth, control, standardizations and organizational values. In

physical structure deconcentration of people in urban areas, reduction in transportation

time links distance, space and encourages globalization, product life cycle arises.

Mancini, M. (2007), has reflected upon the work culture and time management in his

book “Time Management” an organization. Further, he point out the work culture is

closely related with the time management. Time management is deeply embedded in

work culture. The time management and the omitted culture are the only one that almost

saintly way of doing things in a right way. The omission seems near sighted, considering

the following way.

• If your business with foreign companies, familiar with their attitude towards

time and other cultural values will be smooth and there are effective

communications.

• You can better anticipate with your boss coming from another country. You can

able to stand on his expectation.

20

• If you supervise multicultural workforce and you can make your employees work

in such atmosphere with the ideas of efficiency and can adjust the culture in

which you are working.

In many cases the time management is very important case. Every corporation

has different conceptions about culture, attitude and time but we should remain alert to

the time management pattern. Within a company a casual and less hierarchical culture

may place a higher value on creativity than efficiency. Many companies such as high

tech companies fully depend on the research and development, whether they are non-

linear companies or traditional type of business. But the only key is to adjust them in

other work culture. So, the strength will be found out within your own company’s work

culture. If the company develops a healthy atmosphere, then there will be the success for

both employees as well as company.

There are different types of work culture in an organization. Some work culture

is adaptive by the employees and some are not. So, to make the organization productive

the different types of culture which are available in different department should be

developed; so that all the human resources who are engaged in an organization become

more innovative and creative.

1.2.1 Types of Work Culture

Work culture is the moral values and beliefs which are being followed in the

organizations form the base for the modern corporate governance. There are different

types of work culture given by different authors. They are differing from one

organization to another organization. Slocumjr, W. J, Hellriegel, D. (2007) explained in

his book “Fundamentals of Organizational Behaviour” four types of work culture as

follows:

Figure 1.1.1 explains work cultural elements and their relationship. Different

organizations have different work culture in their organization with different

organizational designs under different conditions. A good work culture is an ideal for

other organizations. Every employee

which should be productive. So different

organization are discussed below:

• Bureaucratic Culture:

operating procedures and hierarchical coordination. In this culture the

have to go through the path of different rules and regulations which are framed.

Managers have two roles as being coordinated, organizers and enforce for the

written rules and regulations.

• Clan Culture: Family type of Culture involve in clan cult

personal commitment, extensive socialization, teamwork, self

social influence are involved in clan culture. The members reorganize and

exchange an obligation for the simple exchange in the organization.

Figure 1.2: Frameworks of Types of Culture

Source: Slocumjr,W. John, Hellriegel Don, (2007). Fundaments of Organizational Behavior.

Sanat Printers, Kundli Haryana, 108

Bureaucratic Culture

21

other organizations. Every employee wants different work culture in their organization

productive. So different types of work cultures which are found in

organization are discussed below:

Bureaucratic Culture: The organization that provides formality, rules, standard

operating procedures and hierarchical coordination. In this culture the



written rules and regulations.

: Family type of Culture involve in clan culture. Tradition, loyalty,

personal commitment, extensive socialization, teamwork, self-management and



Frameworks of Types of Culture

Slocumjr,W. John, Hellriegel Don, (2007). Fundaments of Organizational Behavior.

Sanat Printers, Kundli Haryana, 108-111.

Organizational Culture

Clan Culture

Market Culture

culture in their organization

cultures which are found in an

The organization that provides formality, rules, standard

operating procedures and hierarchical coordination. In this culture the employees



ure. Tradition, loyalty,

management and



Slocumjr,W. John, Hellriegel Don, (2007). Fundaments of Organizational Behavior.

Entrepreneurial Culture

22

• Entrepreneurial Culture: In this culture high risk and high level of creativity is

generated. There occur many experiments, innovations in this culture. This

culture does not act to change quickly, but the changes are created by itself.

• Market Culture: The main characteristics of market culture are based on the

achievement of measurable, demanding goals, finance and market. The main

examples are sales, growth, profitability and market share, etc. hard driving

competitiveness and profit. Cooke, & Lafferty (1995), further involve three types

of organizational behavior in his book “Organizational Culture Inventory” which

are discussed below:

• Constructive

• Passive/Defensive, and

• Aggressive/Defensive

• Constructive Norms: In the Cultural Styles Promoting Satisfaction Behaviors

involves in the organization. Some of them are discussed below:

• Achievement culture is that in which members of an organization are set for the

achievement of a goal. Its aim is to do things well and members are set to achieve

the real goal by realistic plans and pursue them to achieve goal by great efforts

and enthusiasm by accomplishing challenges.

• Self-Actualizing culture is that in which the employees are encouraged to do

their work in a unique and independent way. They are encouraged to do their

work in a well manner with great efforts and tasks. They are accomplished with

new innovative, quality and quantity for the growth and development of an

organization. The members of the organization are also encouraged to enjoy their

work, develop themselves and develop new and interesting things.

• Humanistic/Encouraging culture believes in the participative and supportive

nature. In this type of culture there is an open atmosphere which deals with one

another. It also helps other to grow, develop and spend more time with other

people.

• Affiliative culture believes in the friendly relationship, pleasant atmosphere. In

this type of culture the share of ideas, thoughts and information are also involved.

23

Here arises positive interpersonal relationship within the group. In this work

culture priority is given to develop interpersonal relation within the group.

Passive/Defensive Norms

In Passive Cultural Styles Promoting People/Security Behaviors type of behavior is

found which is discussed below:

• Approval culture describes organization in which conflicts are avoided and

interpersonal relationships are developed. All the members are liked by everyone

having a feeling of belongingness. Here arises the feeling of “Go along” and be

liked by everyone.

• Conventional culture advised the members to follow rules and regulations or we

can say that they are advised to fallow policies and practices. They should be

controlled bureaucratically and in a traditional way which are impressive in

nature with the formation of good impression.

• Dependent culture is descriptive of organizations which are developed with the

help of higher authority. There are the centralized decision making policies

which do not empower their members. It is in a controlled manner with clear

decisions with superior and the other members of the organization. Members are

given full authority to work within the involvement of their superior.

• Avoidance culture characterizes organization that fail to reward success, but

nevertheless punishment mistake arises in the members of the organization. In

this type of culture negative type of feeling arises between the employees having

the possibility of blame on others. There arises the wait for another to do/act first

type of feelings. The negative type of feeling leads the members to skip their

responsibility on others. They availed themselves to involve in the work of an

organization.

24

Aggressive/Defensive Norms

In this type of Cultural Styles Promoting Task/Security Behavior type of the behavior

arises which is described below:

• Oppositional culture members gain status and influence by the critical

reinforcement rewards which may describe the confrontation and negativism.

These confrontations and negativism points are followed by the members of the

organization. Members are also gaining status, which influenced and opposed the

ideas of the others.

• Power culture is descriptive of non-participative organizations structured based

on authority of members inherent in members' positions. The members are

believed to reward for taking charge, controlling subordinates and they response

to demands of the superiors. There arises a demand of loyalty between the

members of the organization.

• Competitive culture a never lose feeling arises in the members of the

organization. The members are rewarded for their winning performance. Here

arise “Win-Lose” framework with the help of their peers’, noticed and the

rewards are given to them.

• Perfectionist culture persistence and hard work are valued. The mistakes are

avoided to make their work smoothly. In this organization work culture is the

perfectionism, persistence, and hard work is valued and work long hours to attain

small objectives of the organization with a proper perfection.

Capturing the essence of the work culture, the differentiation that persists among

various cultures in different departments, organizations, societies, create different and

stimulate understanding of various dimensions of work culture.

1.2.2 Dimensions of Work Culture

Work culture is best explained in a complex interaction of values, attitude and

behavioral assumptions of the society, explained by Thomas (2008) in his book “Cross

25

Cultural Management: Essential Concept”. He further argued that work culture is very

useful concept in the management studies, where we must be able to unpack the culture

concept (Schwartz, 1994). The presence of a large number of definitions as well as

theoretical perspectives, the foundation on which the variation existing different work

cultures can be explained, is achieved by studying the values that constitute it. Thus, the

concept of culture can be explained by understanding an analysis of the content and

structure of the mental representations as assumed by members of diverse culture.

Hofstede (2001), in his book title “Cultural Consequences: Comparing Values,

Behaviors, Institutions and Organization Across Nation” and gave a well-known

framework on culture and its categories. This categorization enables us to draw attention

towards the variations that exist along national boundaries. Hofstede (1980), an eminent

Dutch management researcher conducted a survey on over, 160,000 employees of U.S.

multinational corporations (IBM) covering 40 countries at the outset and later extending

to 70 countries around the world, Adler (1997); Hodgetts & Luthans (1994); Thomas

(2008). Hofstede (1980), in his studies found significant difference amongst the

employees working for IMB based upon their national cultures that explained the

variation in the work related values and attitudes. The primary dimensions of difference,

as observed by Hofstede, were:

• Individualism/Collectivism

• Power Distance

• Uncertainty Avoidance

• Masculinity/ Feminity (Career success/ quality of life)

Later on Hofstede along with other gave another dimension, i.e. fifth dimension

Confucian Dynamism Adler et al., (1997).

• Individualism implies loosely knit social bonds wherein individual which focus

primarily on self-interest as well as on the interest of their immediate family. On

the contrary, collectivism relates to the tendency of people to associate

themselves with the groups, and is considerate about group interests. These

groups tend to look after each other in exchange for loyalty and mutual trust.

26

• Power distance explains the extent to which less powerful members of a society

or employees accept an unequal distribution of power. In high power distance

countries, superiors and subordinates consider bypassing insubordination while

in low power distance countries, employees expect to bypass frequently in order

to get their work done, Adler et al., (1997).

• Uncertainty avoidance dimension refers to the extent to which societies focus on

ways to reduce uncertainty. It leads to the degree to which members feel that they

are threatened by uncertainty and work towards reducing or eliminating the risk

involved as well as creating stability.

• The dimension masculinity-feminity is the extent to which the traditional male

oriented of ambition and achievement is emphasized over the traditional female

orientation of nurturance and interpersonal harmony, Thomas et.al (2008). The

values held predominantly in a Masculine society are those that append

themselves to money, success as well as materialistic things, while those

associated with the feminist recognize themselves with dominant values like

concern for others, relationship among people as well as quality of life.

The last in Confucian Dynamism deals with the devotion of employees towards work

ethics and also their respect for tradition.

Beer (1980) in his book “Organisation Change and Development: A System View” also

described four components that determined for the work cultures are:

• People

• Process

• Structure

• Environment

• Policies

� People: Here abilities, needs, values, and expectations, relationship, equality of

employees of the organization.

27

� Process: In process behaviors, attitudes, and interactions that occur within the

organization of the individual, group, and intergroup level in the organization.

� Structures: The formal mechanisms and systems of the organization are designed

in such a manner that it fulfills the needs of the organization. It is also designed

to fulfill the goals of the organization such as job description, job evaluation

system, organizational structure, policies, selection system, and controlled

system and reward systems.

� Policies: These are the deliberate principals to make decisions and to achieve the

organizational outcomes. It involves rules and regulations, mission etc.

� Environment: The environment which can operate in the organization deals with

market, innovative, customers, technology, stockholders, government

regulations, the social culture and values of the organization.

Further Hofstede, Schein focused on culture and described culture at the levels of

organization analysis. According to Schein (1985), the work culture is the core

assumptions of values and behavioral norms that are recognized in responses of

member’s and have maintained them in the culture of the organization. According to

Andy, E. (2011) describe in his paper in journal “A Quarterly Business Journal” under

the title ‘Performance Preview’, the cultural change issue and raising awareness has

significantly added an extra dimension of sustainability to the corporate completion and

extra challenge is managing to achieve the maximize shareholder values. The

sustainability issues are harder to measure because it is omnipresent in a country. One of

the methods for measuring sustainability is “Triple bottom line” approach, it includes

following dimensions:

a) Environment

b) Social

c) Economics

Work culture is very important in an organization because the culture of the organization

is associated with many human beings with which a healthy and strong work culture is

created.

28

1.2.3 Importance of Work Culture

The work culture is very necessary in the organization because there are large

numbers of employers, employees, customers, stakeholders are associated with it. If the

organization has a strong work culture, then the goal of the organization can be achieved

more effectively and efficiently. The employees and customers will be more satisfied

with the organization and its work culture. Human resource feels the sense of

belongingness. The time will be taken for resolving the problems which will reduce and

resolve the frustrations. The organizations which have a strong internal work culture

have a strong impact on the customers and the human resources. Work culture can also

affect the brand image and quality of the organization. Internal work culture has strong

impact on the organization rather than the external. The survival of the organization and

ability of the work culture depends upon the global market. It saw the overall growth of

the organization. An individual within the learning organization has five disciplines

which are apparent that the work culture must have certain attributes to allow

capabilities to exists and flourish. Leaning organization needs a leaning work culture

which is discussed below:

Personal mastery: The ability to continually clarify and deepen a personal vision. The

culture allows individual to develop both carrier and achieve personal fulfillment, either

through a job or through other activities.

Mental model: Ability to understand the internal maps and hold them to scrutiny.

Questioning and challenges are appreciated and rewarded in the organization within the

culture.

Building a shield vision: The ability which develops focuses on mutual purpose. The

culture allows everyone to engage themselves at some level in strategy development and

the reward structure is aligned to implement.

Team learning: Many capabilities such as conflict management, facilitation, and respect

for others’ point all needed to create common learning. The process and behavior of the

organization encourage problem resolution and continuous improvement of services,

products and internal procedures.

29

System thinking: The ability to recognize the systematic processes at work, the

interdependency and complex relationship. The organization thinks of itself as a

complex, integrated entity and not as a set of separate silos of activities. The work

culture is a tangible effect of the shared beliefs of the people within the organization and

how those beliefs affect the shared values of people in the organization.

According to Thakar (2007), in his paper entitled “Organizational Culture: HRM

Review” employees get more motivated and involved themselves for the betterment of

the organization. The organization will achieve the heights and shaping of the work

culture in a different and effective manner. Slocumjr and Hellriegel (2007), explained

the Racism Interrelated Model in book “Fundaments of Organizational Behavior” which

state that individual, work culture and institutional racism are related with one another.

He also highlights the learning about organizational behavior and dynamics of

organizational culture.

Figure 1.3 explains interrelated form of Racism; it is a notion in which people’s

genetic group is superior to all others. Racism is taken into three interrelated form Viz:

Cultural, Individual and Institutional. Individual racism is the sextet to which person

holds attitude, values and feelings that promote the persons own group or superiors. In

cultural racism: the arrogant elevation of the cultural feature and achievements of one

race or superiors which are denigrating those of other races. Institutional racism is

organizational social rules, regulations, laws, policies and customs that control and

maintain the racial group.

30

Figure 1.3: Interrelated Form of Racism Source: Slocumjr, W. John, Hellriegel Don, (2007). Fundaments of Organizational Behavior.


Racism operates openly or secretly and intentionally or unintentionally.

Pettigrew, A. M. (1979) in his book “On studying Organizational Culture” and described

work culture as a pattern of beliefs, symbols, rituals, values, assumptions that are shared

by the members of the organization. O’Toole, J. & Bennis, W. (2009) said that human

behavior is determined by more situational forces and group dynamics than inherent

nature in his book “What’s needed next: A Culture of Candor”. He further argued that

“moving forward…… the new metric of corporate leadership will be closer…. To the

extent to which the executive creates organization that are created ethically, socially and

sustainable by economics manner”

Schoenberger, E. (1997), discussed in his book “The Cultural Crisis of the Firm”

that work culture is created by the leader in which the employees are molded by their

attitude, values, goals, practices, procedures, policies and environment. Work culture

only creates the way of life in the organization. It is not static, but always in process by

nature. In simple language the attitude, values and goals, procedure, etc. can change the

employees in the well-established culture. Smart, J. C., & St. John, E. P. (1996),

described in his paper entitled “Organizational Culture and Effectiveness in Higher

INDIVIDUAL CULTURE

INSTITUTIONAL

31

Education: A Test of the “Culture Type” and “Strong Culture” Hypotheses” and argued

that work culture will be higher by espoused values and actual practices performed in the

organization. With this the organizational effectiveness will also increase. But the

espoused philosophies and actual practices have contradictions between each other in the

organization. Robbins, S. P. & Judge, T. A. (2008), conclude in his book “Essentials of

Organizational Behavior” and said that the strong work culture has congruence between

what their values are and what work they do for the organizational culture. He further

said that the human resource is an important asset to the organization. They always

performed in a well-established environment and in work culture which is adopted by

each and every human resource who are working in the organization. All human

resources are managed in the organization for the benefit of the organization. They all

are not managed like other resources such as raw material and machine. They provide

some methods to manage all the human resources which are described as below:

•••• Human Resource: In the organizational Recruitment, Selection, placement,

promotion appraisal and assessment promotion, termination etc. are involved

in the organization.

•••• Employee influence: Delegated levels of authority, their responsibly and

power of doing work.

•••• Work systems: Definitions/design of work, levels of work done by people in

the organization and work culture.

•••• Reward system: Pays systems and motivation etc. are given to the employees.

The above stated four policy areas in turn lead to the four C’s of human resource

policies statements which are discussed above. The four C’s of the human policies are

cost effectiveness, commitment, competence and congruence. This can be stated that all

these four C’s are responsible for the development of the work culture. They are also

used in the productivity of the organization.

Chawla (1995), Ganguli Shirshendu; Dutta Andrew (2007), in their views that

the learning organizations become the vital tradition in building healthy atmosphere. A

32

learning organization helps to build a healthy and strong organization which will remain

for the longer period of time. The different learning mechanism with which the work

culture can change is employee skills and organizing meetings to share experiences,

experiments, innovations, etc. These are more adoptive in the organization and can

produce immediate results. The root cause of the problems is found out and the process

of the work can be easily done in the organization.

According to Nath U. (2007), in his paper “Organizational Culture: HRM

Review” and stated that work culture is a powerful tool which can change the way of

business both in services and manufacturing organization. An organizational

environment changes the shape of work culture. Many employees like to work in a

family atmosphere. The organization must create such a healthy, harmonious for the

good coordination between individuals and the department. Exit interviews which are

being conducted by the staff at various levels form a strong work culture and retain it for

a longer period of time. The best method of motivation of employees is salary. Some of

other mechanisms which can seek changes in employees are normally hurt, disrespect,

lack of reorganization, etc. If there is negative atmosphere in the organization then the

efficiency levels of the organization come down. The employees neither work nor allow

other people to work. Environment of employees in the decision making, sense of

responsibility among staff, mutual trust, interdependence and learning are few criteria’s

which help to develop the positive atmosphere in the organization. It will strengthen the

work culture and increase the organizational productivity.

1.3 CONCEPT OF ORGANIZATIONAL PRODUCTIVITY

Organizational productivity is defined in many ways and is found in a large

volume of literature. The concept is very much understandable by everyone. A lot of

literature is available on this concept and working of the effectiveness and efficiency of

the organization. Many terms such as organizational performance, effectiveness,

efficiency, profitability, organizational growth etc are denoted as organizational

productivity.

33

The productivity of an organization may be defined as the degree to which an

organization realizes its goals. It can survive and achieve an organizational objective.

The organization will remain effective, efficient and the best organization of the

competition if it will use all its resources in an effective manner and will contribute to

large system. Compell (1970), has done lots of work on organizational effectiveness and

organizational productivity in his book “Managerial Behavior ”. He had done many

studies and found that thirty different criteria’s are used to measure the productivity and

effectiveness of an organization. Based on these review he concluded that:

Since an organization can be effective or ineffective on a number of different

facets that may be relatively interdependent of one another, Organizational effectiveness

has no operational definition”.

Richard W. (2011), has presented the productivity of the organization in his

Article “Performance Review” affected by the new technologies in rapidly evolving

society. He said the following lines:

“Place your bets, be resilient when things go wrong, and have it in your culture to keep

going”

The products are new and innovative with the help of technology. Now the

artificial intelligence will make leaps forward and will see the arrival of the semantic

web and computers who are able to answer back. Greater transparency will transfer more

power to the customer and mean less privacy. Finally, the fear of greater connectivity

will create more volatility and more anxiety. It may generate demand for simplicity,

control and certainty. Hill, A. (2011), gave an Advance Solution Center approach is

designed to increase the speed and efficiency of decision making, change initiatives and

transformation programs in his paper “Performance Preview: A Quarterly Business

journal”. The ASC (Advance Solution Center) approaches can reduce the time needed

for transformations by up to 30% This ASC approach can improve a range of factors:

• Effective answers are formed in a speedy way by the collective manner.

• In an organization buy-in and commitment is greater.

34

• Large number of stakeholders design, multiple new and innovative strategies.

• New programs are launched in faster speed in an organization.

• Mutual understanding created by more seamless communication.

• Risks are reduced by large and complex transformation.

Companies can bring fresh ideas by creating enthusiastic and healthy

atmosphere. People do work together by helping one another to shape the world around.

Customers too are very helpful in development of better potential by collaborating way

but some organization seek unlock with this potential. Sometimes rigid corporation

structure also interferes with it. The collaboration, increase or cultivates the productivity

of the organization. Collaboration means evolve, people of all levels, roles and regions.

New and innovative work ideas can only generate by working together. Moreover, tools

and technologies also enhance the productivity with collaboration.

Figure 1.4 described that the relationship between times dimension and

effectiveness criteria. The organization can survive more if it can do the work with

effectiveness. The main indicators such as production, efficiency and measurement of

satisfaction include the adaptation and development of the organization. Different

criteria’s are also shown between the time dimensions and the effectiveness of the

organization which are discussed above. There is a longer period of time for the

adaptiveness development and which can be done by having some criteria’s such as

production, efficiency and survival.

35

Short run Intermediate Long run

Production

Efficiency

Survival

Satisfaction

Adaptiveness

Development

C

rite

ria

Figure 1.4: Relationship between Time Dimension and Effectiveness Criteria

Source: Tandon, S., Organizational Effectiveness. Organizational Behavior of Banking Sector in

India, Mohit Publications, New Delhi, 29-43.

The effectiveness of an organization will depend upon the systemic, social,

technical, ecological aspects as shown in the figure (1.5) Barnard (1968).

The Systemic Component: The systemic component is one of the main components of

the sustainability. The organization can remain sustainable and can grow only when the

goods and services are remain effective and the human resources, financial resources can

be utilized in a well-planned way. Customers, Shareholders, Creditors and Suppliers

should also be given full attention. To achieve the better efficient result the manager of

the company should give attention towards the other components of the organization

such as organizational performance, productivity through which the value added is

secured.

36

Figure 1.5: Organizational Effectiveness Model.

Source: Barnard, C. L. (1968). The Functions of the Executive. (30th Ed.), Harvard University

Press, 194-248.

The Technical Component: The productivity of the organization can be achieved if the

use of technology should be proper and appropriate. The proper use of tools and

techniques should be done. These tools and techniques are particularly used in the

operational sections financial management and the accountancy. Their tools and

techniques also govern various criteria such as resource economy, productivity, and

general performance.

The Ecological Component: The performance of the organizational position describes

the position of organizational environment, based on the evaluation of external groups

such as community, government and various other groups. The three criteria’s such as

regulations, social responsibility and environmental responsibility are measured.

Sustainability

Personnel Work

Organizational Effectiveness

Processes Efficiency

Organizational Legitimacy

37

Every organization has a purpose of managing the organization properly. The

organization will survive as long as the managers will ensure quality of the products,

services provided and satisfaction of the stakeholders in an organization. However

results depend upon the commitment of human resource with the organization.

Productivity and efficiency of organization depend upon the environment. In other

words the organization can remain permanently as long as they invest in their human

resource, the process and the environment. Meanwhile, the managers tend to put their

attention towards the Board of Directors, Finkelstein and Hambrick (1996). If the

performance is assessed with profitability criterion, the profits per share, they are scored

well on this criterion as Tom Peter writes whatever is done can be measured, managers

adopt close to the financial performance indicators to adopt a lean management system.

The managers who are not adopting the short term perspective that will harm to the

organization as well as the stakeholders, De Busk, Brown and Killough (2003). The

short term perspective distinguishes the organization. The managers could give attention

to the other criteria. Some of the important components of organizational productivity

are as follows:

• Profitability

• Safety of employees

• Commitment

• Open communication,

• Growth,

• Social responsibility

Profitability: The profitability means the gain of an organization throughout the year

wise. The profitability of the organization may be in the form of deposits, advances etc.

Safety of employees: Safety is derived from the word ‘Souf’ which mean the condition of

being protected from the physical, mental, financial, social, educational etc. It also

means the protection by the cause of the damages.

38

Commitment: It means promises of the employees towards the organization. It also

means the art of commit with an organization.

Open Communication: It means having transparency in the words and work in an

organization between all the employees whether they are on higher level or on lower

level.

Growth: It means movement of the organization towards fulfillment of the

organizational goals. It refers to the positive changes in the profit of the organization.

Social responsibility: It is the duty of an individual and even organization to maintain a

balance between economy and ecosystem. It will see welfare of the society and

environment.

If all these values are given importance similarly as financial criteria then there is

a fair chance of score cards on which the manager’s monitor the rate of sickness leave

and the turnover rate of employees. One would try to organize work in a way that the

work load is distributed to the capacity of employees, Karasek and Theorell (1990);

Morin (2003). Barnard et al., (1968), proposed that organizational productivity is the

degree to which operative goals have been achieved by concept of organizational

efficiency which incur cost/benefit rate of goal. The relationship of the organizational

input and output refers to the organizational efficiency and productivity. It is also

defined as bargaining position reflected in the ability of organization in absolute and

relative terms which is imposed on environment of various resources. Input resources are

not only one aspect which can affect the organizational performance, but external

environment also affects it. Both internal and external environments are responsible for

development of the organizational productivity and performance of organization. The

organizational concept includes three phases such as the organizational behavior,

importation of resources, their use and their exportation in output form by mobilizing the

input.

By exploration of environment by the ability of organization in acquisition of

resources in the area of competition over scarce and valued resources of both like and

unlike organization can be assets and evaluated properly and

can assess the organizational effectiveness by some comparative aspects of inter

organizational relation. Blau (1964)

differentiation between more or less successful organizations an

horizontal differentiation between specialized organizations of diverse sort”.

Figure 1.6: Measurement of Productivity and Effectiveness

Source: Bhasin Jaya, (2009). Thesis on Human Resource System and Organizational

effectiveness: A Study of Rural Banking in Jammu and Kashmir, University of Jammu.

Figure 1.6 shows that there is

organizational productivity and its effectiveness of employees in an organization

(2009). When we adopt a particular method for the measurement then there are lots of

limitations that come into account. The commonly taken approaches are as follows:

• Goal approach

• Behavioral approach

• System resource approach

• Strategic constituencies approa

Goal Approach

39



unlike organization can be assets and evaluated properly and completely.


organizational relation. Blau (1964), observed that “competition promotes hierarchical

differentiation between more or less successful organizations and exchange promotes


Measurement of Productivity and Effectiveness

Bhasin Jaya, (2009). Thesis on Human Resource System and Organizational


Figure 1.6 shows that there is not a universal approach to the measurement of the

organizational productivity and its effectiveness of employees in an organization

. When we adopt a particular method for the measurement then there are lots of


Behavioral approach

System resource approach

Strategic constituencies approach

Behavioral Approach

System Resource Approach

Constituencies



completely. Competition


observed that “competition promotes hierarchical

d exchange promotes


Bhasin Jaya, (2009). Thesis on Human Resource System and Organizational


the measurement of the

organizational productivity and its effectiveness of employees in an organization Jaya

. When we adopt a particular method for the measurement then there are lots of


Strategic Constituencies

approach

40

1. Goal approach

It measures the effectiveness of the organization in terms of goal achievement by

an organization. An organization, being a deliberate and purposive creation, has some

specific goal or a set of goals. The effectiveness of an organization can be achieved in

terms of degree to which goals are achieved.

Goal approach is defined as the profit maximization, providing efficient service,

high productivity good employee morals. Campbell, J. P (1977), has suggested many

variables which are used to measure effectiveness of an organization. He included

quality, readiness, productivity, efficiency, profit or return, utilization of the

environment, stability, turnover or retention, accident, morale, motivation, satisfaction,

internationalization of organizational goals, conflicts, cohesion, flexibility adoption and

evaluation by external entities. No single criterion is used to assess organizational

productivity.

Another approach which is used in measurement of organizational efficiency and

productivity are based on multiple criteria when goal approach is taken they are based on

organizational effectiveness.

Several limitations are related to the goal approach, but the concept cannot be

rejected in total. In terms of management point of view, goal concept is considered basic

criteria for measuring organizational productivity.

2. Behavioral approach

The behavior of the people is measured by the behavioral approach which

determines the achievement of the organization (Tandon S. et al.). This approach is

based on the following assumptions:

• The organization has people which have one set of goals and people as individual

have another set of goals.

41

• Degree of organizational effectiveness depends upon the degree of integration of

organizational and individual goals.

The integration between organizational goal and individual affects organizational

effectiveness because each individual tries to fulfill his desires by working in the

organization. The sets of individual goal and organizational characteristics can be

defined in the following integration levels:

• Lower level

• Moderate level

• High level

Low Degree of Goal Integration

When there is a low degree of the goal integration there is a low degree of fusion

scores and low degree of effectiveness in the organization occurs (Fig 1.7). In this

situation the productivity will also become lower. The organizational members opposed

the organizational goal. The individual may be satisfied and there is a general

disagreement for the welfare of the organization.

Goals of an individual vary from that of an organization thus one set of goals can

be achieved at the cost of others subsequently results in lower level of morale and

performance of an individual. This eventually results in substantial losses or draining of

assets. Such, positions cannot last for longer duration of time and also it depends upon

the external environment and the circumstances.

42

Figure 1.7: Low Degree of Goal Integration

Source: Tandon, S., Organisational Effectiveness. Organisational Behavior of Banking Sector in

India, Mohit Publications, N. Delhi, 29-43.

Figure 1.8: Moderate Degree of Goal Integration



Degree of

effectiveness

Organizational

Goals

Individual Goals

Degree of

effectiveness

Organizational

Goals

Individual Goals

43

Moderate Degree of Goal Integration

There is a modest degree of integration of individual and organization goal with

the degree of effectiveness (fig 1.8). The organizational and the individual goals are not

exactly the same but moderately compatible. The result of the both is different and their

actual performance is also moderate.

High Degree of Goal Integration

In this situation there is a high degree of interaction between an individual and

the organization resulting in a high degree of organizational effectiveness. In this the

individual goals, identify with the organizational goals. Although the behavioral

approach is an effective approach and it has a significant implications for the

management practices. It provides a clue for achieving the organizational effectiveness.

Figure 1.9: High Degree of Goal Integration



Degree of

effectiveness

Organizational

Goals

Individual Goals

44

3. System Resource Approach

System resource approach is applied to the formal social organization and is

derived from an open system model. This model emphasizes distinctiveness of the

organization as an identifiable social structure. Also it emphasizes the interdependency

of the processes that relates the organization to its environment. Organization and the

environment are interdependent with each other which are related to various things such

as scarce and valued resources. These resources focus the competition between

organizations. These competitions which occur under different social settings and which

are in different form, it is in continuous process under the universal hierarchy

differentiation in the social organization. Such hierarchy takes a yardstick of the

organizational effectiveness because it reflects the bargaining position of the

organization in which the social limits are shared all the parts of the organization.

Organizational productivity may also assess in relative terms. The relative

position of the compared organization determined on the basis of information concerning

the amount and level of resources that determine the efficiency by using these resources

and use of these resources further, Yuchtman and Seashoret (1967).

4. Strategic Constituencies Approach

This approach is derived from the system approach with two major differences.

First approach considered only the relevant environment of the organization. These

factors take into account which has their own impact on the operations of the

organization, Connolly T., Conlon E. J. and Deutsch S. J. (1980).

Second approach does not apply but only considers taking inputs from the

environment and exploring its output to the environment. This approach is applied by

identifying the relevant strategies constituencies, their impact on the organization,

identify the expectations of the constituencies and the way for the meeting these

expectations.

45

Maximization or Optimizing of Effectiveness

Katz and Kahn (1966) take the position of maximization when they define

organizational productivity and effectiveness on maximization of return to the

organizational. Human decision making, such as individual or organization is concerned

with the discovery and selection of optimal alternatives. Thus, these approaches are not

similar and give two set of decision making models: one is based on maximization and

other is based on optimization. First approach referred to as “Economic Man Approach”

and the second is referred to as “Administrative Man Approach” of decision making.

The productivity of the organization can be measured and adopted by practicing

managers unless the factors underlying efficiency as a relationship with the whole

environment.

The productive and healthy culture of an organization can be created by the

empowerment of leaders, people and the approach of the industry they work; sustaining

or changing the same at various stages of growth in organization. The employee’s

efficiency and creativity would be created in an organizational by developing healthy

relationship between culture and organizational productivity.

1.4 RELATIONSHIP BETWEEN WORK CULTURE AND ORGANIZATIONAL

PRODUCTIVITY

Almost all the working hours of people who are engaged in the productive work

have diverse personality and backgrounds. They are the physically strong personalities

whose working hours are satisfied. They are mentally stable, stimulating and physically

satisfied employees who work in such atmosphere which is enthusiastic for changing

and shaping them and the society in which they live. They would then ensure that they

are working in a healthy atmosphere which is safer and more productive. They also

enlightened to achieve new heights of growth and development. Nath Uma (2007),

observed that organizational is an active phenomenon which is created by the people of

the organization along with the outside world in which they live. It can be created and

recreated by the people who joined the organization. The productive and healthy culture

46

of an organization can be created by the leaders, people and the approach of the industry

they work; sustaining or changing the same at various stages of growth in organization

that allow the better growth and productivity. There is no organization that is perfect. It

may be possible the strength of one organization is the weakness of the other

organization. The matter in culture is how the stakeholders are involved in the

organization externally and internally in the growth and development of goal, mission

and vision achievement.

In the competitive environment, many have suggested about the organization, its

productivity, effectiveness, culture, strategies, their human resources, etc. According to

Organizational Alignment Model, “Human Resource management could be seen as a

menu of strategic choice to be made by Human Resource executive intended to promote

the effective role behaviors that are consistent with the organization strategy and are

aligned with each other”.

Figure 1.10 depicts that the organizational productivity and performance in the

healthy work culture. The main aim of this model is to tell about the organizations’

human resource and their maintainers. It shows the “Top-down approach” and facilitates

the following outcomes.

• Linkage of human resource development to human resource and their

organizational framework

• Human resource development plans and managing activities adopted

• Human resource development as a development tool for the organization

• Effectiveness of human resource with the effectiveness of the organization.

47

Figure 1.10: Organizational Alignment Model

Source: Marjorie, L. Budd (1994). U.S. Office Personnel Management. Training Needs

Assessment Handbook: A guide for conducting a Multilevel Needs Assessment,

HRDG, Document 024, Washington.

HRD/ Organizational Alignment Model

Organizational

Mission/ Goals

Human Resource

Functions

HRD Philosophy

HRD Policy

HRD Goals

Core Competencies

Performance

Requirements

HRD Strategies

HRD Systems

HRD Paths

Needs Assessment

Human Resource

Needs

Training Needs

Assessments

Organizational

Occupational

Individual

Organizational Outcomes

Human Resource Results

Transfer of training Cost benefits of

HRD Critical Sources Factors

Integrated Solutions

Human Resource Planning

HRD Priorities

HRD Programs

HRD Practices

Organizational

Mission/ Goals

Human Resource

Functions

HRD Philosophy

HRD Policy

HRD Goals

Organizational Level Functions

HR Level Functions

HR Level Functions

48

Above stated line states that the development of the organization and the

development of the human resource can develop the organization which will ultimately

lead to the development of productivity and performance of the employees. Thus, the

human resources empowerment and its management are the key factor to understand it

well. It will be helpful in the development of organization and functions of the human

resource management by providing following factors:

• Human resource is the dynamic of all the subdivisions of the integral part of

human resource management in the organization.

• An analysis of human resource and human resource management and their

interdependence in the organization.

• Analysis of human resource management and their cultural relationship between

each other.

Human resource, human resource management and the human resource system

all are interrelated with each other which lead to the maintenance of the work culture.

They attract the best efficient human resource towards the organization which develops,

motivate, increase performance, maintain and integrate themselves in an organization to

achieve the organizational productivity in their own existing environment or culture. All

the process will lead to the main objective that are disused below:

• To attract the best people towards the organization.

• To motivate employees for the organizational productivity.

• To develop the organization and employees towards the goal achievement.

• To maintain the organization work culture.

The organization and the banks must follow empowered the human resource for

the achievement of the organizational objectives. Watson D., Clark, Tellegen (1988),

said that the banks globalize are more dependent on the new technology. The climate

and work culture of the banks are changed. The employees should be connected in the

bank so, that they get more engaged in the organization to achieve future results. They

49

become more talented and enthused in achieving business success in the form of banks

productivity in creative work culture.

1.5 WORK CULTURE IN BANKS

Though commercial banks are one of the biggest employers in the country and

have been working as public sector undertaking since 1969. There are few studies which

deal with the work culture, and it’s various components in the bank Murthy, R. (2000),

has discussed in his article on “Human factors in Banks”, the significance of human

factors and trade unions in the banks. In his another paper on “Manpower planning” at

the level of an Indian commercial Bank dealt with the aspects like basic structure of man

power plan to either plans, interrelationship of various manpower planning. Surti (1982),

in his study discussed in his Paper “Working Culture of the Banking Women” and stated

that the women in banking sectors are more in Stress rather the teachers of college and

university teachers. He further concluded that the self role distance between the

individuals will develop such type of the atmosphere. The bankers are more prominently

experienced than others. Bhatnagar and Bose (1985), pointed out in his paper

“Organizational Role Stress and Branch managers” and stated that in the bank staff the

educational qualification of employees coping deposition with respect to hierarchy

position. The working environment and the working hours are the main problems with

which the employees will remain in the stress. The overload in the work is one of the

factors for employees stress in that environment. The higher the income, motivational

plans, more wills is used to deal and cope up with the problems and the stress in the

organization. Achmamba and Gopikumar (1990), while in his study in a paper “Locus of

Control and Job Involvement Among Men and Women bank Employees” and viewed

that the employees will be satisfied with the job only when the relationship between

them is satisfied. Their involvement in the work is proper. If they are not in stress, they

are more satisfied with their work and if they are in stress, dissatisfaction arises between

the employees. Satisfaction arises with the well-established environment or climate in

the banks.

50

Gupta (2012), in his paper “Effective Team Building in Relation to

Organizational Culture and Organizational Climate in Banking Sectors: An Inter-

Correlation Analysis” and viewed that work culture gave emphasis on productivity.

Work culture is important for the human resource and no longer wedded in the

organization and achieves good opportunities. Banks differs in their customs, traditions,

in values and ideas, functions which operate in an organization. Banks characteristics

help in understanding the organization which strongly influences on the organizational

member's performance and the overall effectiveness. Culture and climate are important

in different banks (SBI and ICICI Bank). He further said that the relationship between

the organizational culture, climate and their productivity in SBI and ICICI Bank which

ultimately build the efficient team. It is important in the service sectors in which skills

and technology are increasing. It ultimately develops the organizational productivity. He

also studied team building, culture, climate in the banking sector. He further concluded

that it also builds relationships between culture/climate and team effectiveness. The

mean score in a climate of SBI Bank is 78.4% and ICICI Bank is 77.9% and team

effectiveness is 74.7% and 77.19%. Abraham E. S. J. (1988) studied in his article

entitled “Human Resource Development Climate in bank” have surveyed 14 banks. He

observed that human resource development climate is the main factor for the

development of the organizational work culture. It plays an important role in the

development of the employees and the organization. There is a big gap between the top

management and their practices with the human resource management. Sharma, B. R.

(1988), gave three aspects of Human Resource Management in his paper “ HRM in

Banking Industry” and viewed that managerial beliefs, work technology and

organizational climate/culture are the three aspects which used in the development of the

banking sector. In managerial aspect the employee-employer relationship should be

maintained by having a positive attitude towards the employees. Work technology is

used in the border way for the development and the increased in the innovation of

technology in the organization. To maintain the work culture of the banks some rules

and regulations should be evaluated according to the need of the organization,

employees and the employers. The best climate of the banks will influence the

employees for the betterment of the organization.

51

Figure 1.11, has been given by the Bank of Baroda in which the organizational

leadership has been given at different levels. The human resource model gave the

missions and philosophy which will remain for the longer duration. These levels are

discussed as follows:

• Strategic Leadership -----------------Corporate level

• Business Leadership ------------------Zonal and Regional Level

• Operational Leadership------------------Business Unit Level

The environmental performance develops within the bank by the two subsystems

i.e. human resource their planning and management subsystem and the second one is

competency based human resource development subsystem. Proper development of the

bank can be done with the positive attitude and the right mindset among people. There

should be proper communication in the bank. Openness, collaboration and confrontation,

autonomy, etc. will modify the healthy work culture and the banks which will give their

best performance. This model will facilitate the proper development of functions of the

organization and the behavior of the employees. With this the knowledge and the

learning capacity will be enhanced between employees. The potential of the organization

will be increased and the goal achievement, employee motivation also increased

ultimately.

52

Figure 1.11: Bank of Baroda Human Resource Business Model

Source: www.bankofbaroda.com

Organization Philosophy and Goals

Leadership

HR planning and Management

Subsystems Corporate HRD Philosophy & Goals

Learning Platform

Communication

Culture Competition

Performance Driven Environment

Employee Motivation

Goal Achievement

53

Rajeshwari (1992), argued in his paper entitled “Employees Stress: A Study with

Reference to Banking Employees” and conclude that the stressful working conditions

and climate caused low productivity of employees. They remain in stress for the longer

period of time. Work overload, conflicts and working conditions were seen more in bank

officers because they have to deal with all the people related to the banks. They have to

look after the higher, lower level and the middle level of people. It concluded that if

there is a feasible working condition of the bank, the employees will be more productive

and do lots of their work in the banks. Chand and Sethi (1979), during their studies gave

a relationship between the job stress and their role in the organization. He also studied

the work overload between the bank employees and simply gave a conclusion that if the

workload is higher among the bank employees, then they will be unsatisfied. The climate

of the bank will also become stressful. Yatoo (2001), stated in his article that the

integrated risk management system has four dimensions: culture, risk management

structure, resource and tool and technology.

• Culture: The degree by which it measures, the need for management competency

and standard establishment along with protocols for the management risk

process. An organization’s appetite and tolerance for risk in daily routine

activities operating in the culture.

• Structure: All the levels of organization are made up of levels of decision

making in assessing and communicating risk management and assign

responsibility.

• Resources: The competency, risk management leaders, process facilities,

development of learning and educating programs for employees are the

resources used in the bank for the development and to increase the productivity

of the bank.

• Tools and Technology: The risk is managed in the policy process; risk language

and technology are important impact of the risk and to adopt a better method and

learning.

54

The forgoing discussion concludes that work culture plays pivotal role in the

functioning and overall performance of the organization. Work culture moulds the minds

of the employees towards hard, devoted and efficient work conduct, raises their morale

and contributes to higher productivity. Positive relationship between work culture and

organization productivity results in positive functioning and successful performance of

the organization.

55

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