A STUDY ON ORGANIZATIONAL CULTURE AND ITS

IMPACT ON EMPLOYEE BEHAVIOUR

AT
HYUNDAI MOTOR INDIA LTD

A Project Report in Partial

Fulfillment of the Requirement of the Award of
the Degree of
“BACHELOR OF BUSINESS ADMINISTRATION”

Supervisor Student Name

MS.KOMAL SHARMA Lakshay
Asst. Professor (Roll No.2105000016)

FACULITY OF COMMERCE & BUSINESS STUDIES

MOTHERHOOD UNIVERSITY, ROORKEE DISTRICT
HARIDWAR, UTTARAKHAND
2024

DECLARATION
I Lakshay a bonafide student of BBA from Motherhood University Roorkee,Uttarakhand
hereby declare that the present Project report A STUDY ON ORGANIZATIONAL
CULTURE AND ITS IMPACT ON EMPLOYEE BEHAVIOUR at HYUNDAI
MOTORS INDIA LTD
The content of this project report has not been submitted to any other university or institute
either in part or in full for the award of any degree, fellowship.
 ACKNOWLEDGEMENT
It is our privilege to express our deep sense of gratitude and indebtedness to our Supervisor
Ms.Komal Sharma, Faculty of Commerce & Business Studies, Motherhood University,
Roorkee.
I also thankfully acknowledge the Dean, faculty of Commerce & Business Studies, Dr. P.K.
Agarwal who gave us their valuable suggestions from their busy schedule.
Our heartiest gratitude to our parents, family members and mentors for their continuous
encouragement and blessings, best wishes and moral support which was a constant source of
assurance, guidance, strength and inspiration to us.
Finally, we would like to express our deepest gratitude to all mighty and thank him from the
bottom of our heart.

Place:
Date:

LAKSHAY

BBA (VI Sem.)

 TABLE OF CONTENT

PARTICULAR PAGE NO.

SERIAL NO
1. CHAPTER1………………..............................
1.1Introduction
1.2Introduction to the company 1

9
2. CHAPTER-2…………………………………..
Literature review
19

CHAPTER-3………………………………….
3.1Research methodology 25
3. 3.2Research design 26
3.2Population size 26
3.4 Data source
3.5Analysis

CHAPTER-4………………………………….
4.
Data analysis & interpretation
29

CHAPTER-5………………………………….
Findings & suggestion
5. 35
6. Conclusion
36
7. Bibliography
37
 INTRODUCTION
What is organizational culture?
Culture is one of those terms that is difficult to express distinctively, but everyone knows it
when they sense it. The word "culture" is used with many different meanings in everyday
spoken language and in scholarly literature. Social anthropologists in the late nineteenth and
early twentieth century studies of primitive societies used the term "culture" originally. It was
used to describe the primitive societies ways of life that were not only different from the more
industrialized parts of America and Europe, but were often very different among themselves
(Katter & Hackett, 1992), Formerly, the American Heritage Dictionary defines "culture" as
"the arts, beliefs, customs, institutions, and all other products of human work and thought
created by a people or group at a particular time." Organizational culture evolves from the
social practices of members of the organization, therefore, it's a socially created reality that
exists in the heads and minds of members of the organization as well as in the formal rules,
policies, and procedures of organizational structures. Culture is an ongoing process of reality
construction, providing a pattern of understanding that helps members of organizations to
interpret Impact of organizational culture 6 events and to give meaning to their working
worlds. Thus, culture is an evolutionary and dynamic process that incorporates changing
values, beliefs, and underlying assumptions regarding the organization (Krupp, 2000), Others
(Katter & Hackett, 1992) see organizational culture as a two-level process, which differ in
terms of theist visibility and their resistance to change. At the less visible level, organizational
culture refers to values that are shared by the people in a group. These values tend to persist
over time despite changes in the group membership. For example, the notion of what is
important in life can vary in different organizations. In some settings, people may care deeply
about money, in others about technological innovations or employee well. being. Culture at
this level is very difficult to change, partly because group members are often unaware of many
of the values that bind them together. At the more visible level, organizational culture
represents the behavior patterns or style of an organization that persist because new employees
are automatically encouraged to adopt them by their fellow employees. Those that fit in are
rewarded and those that don't are sanctioned. Corporate culture can also be viewed as a
system. The inputs to this system include feedback from the society, professions, laws, stories,
heroes, values on competition or Impact of organizational culture 7 service, tee. The process is
based on the organization's assumptions, values and norms. For example, the company's
values on money, time, facilities, space and people. The outputs or effects of culture are
organizational behaviors, technologies, strategies, image, products, services, appearance, etc.
Cultural Influences on Behavior and Attitude Organizational members are intentionally
acculturated into the assumptions and belief systems of their companies culture. One method
of transmitting cultural values and beliefs is through group norms. Norms help to shape the
behavior of group members so that it is in accordance with the values and beliefs of the
organization's culture. Culture, acting through institutionalized bell Systems and group norms,
can be a very effective means of directing the behavior of organizational members toward
activities deemed important to the goals of the organization. Incidentally, it appears that there
is a life cycle to the four cultures described by the Double S Cube (Gaffe & Jones, 1998).
Companies often migrate from one culture to the next based on the size and complexity of the
organization. Initially, they start out as communal, which is not surprising given their size and
the likelihood that the owner and founder is around to create a sense of high energy, clear
vision, and deep commitment. In most start-up companies, employees work closely in a fluid,
exciting, and often intense Impact of organizational culture 22 return to their homes, only to
see each other again on the weekends for softball and more talk, often about work. But, as
companies grow, they gravitate from the communal to the networked quadrant. This is mainly
because of the difficulty in maintaining a balance of sociability and solidarity in groups of
more than a fifty individuals. As reporting structure and relationships increase and roles
differentiate, the solidarity aspect of the communal culture weakens. Another culture where a
lot of things happen because of relationships, replaces the communal one. The high sociability
is reinforced by the fact that communal cultures leave behind an attitudinal legacy (Gaffe &
Jones, 1998). Because people assume they are going to be friends with their co-workers, they
continue to socialize in the old ways. What ends algidity? Souza examples of ameba impact
on behavior are briefly described below. These are all bed on the existing research on the
shiest of effect of cure on performance and behavior, as well as in the direct observe and
experience of the author. Some details have been modified to protect the identities of the mans
and individuals
OBJECTIVES OF THE STUDY
This study is taken with the
To assess the suiting culture of the organization and so fun pact on
Tao quays the overall perforates of the employees
To Seen the employees relate malice with their peers
To stay the employees feet at the manage ret
To understand how the employer acne mange permutation in decision nine
To laud out the employees devotional factor
NEED OF THE STUDY
People are affected by the cutler is which they live. Similarly, an individual wowing hardy
organization with only established suture will be taught the lies beliefs, and expected
satiations of that pagination. Thane is at least we woo evidence that variations in cult on les
may have a giant nature and pushily stop employees per finance Hanes the study of
organizational culture is important for the understanding and posits of pant meal bearing
SCOPE OF THE STUDY
1. It helps the
To understand the same of performance problem
Te understand herein assess the effectiveness of mettle practices in the
2 This stay uses an salary’s nuns, after shoots, environment, commercial success deposal
employees making use of their talents in full
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Fiancé the professional perception of the employees
Enhance employ nonslip
Provide instructive feedback in this pertain
Emu stage the whole of the yes in thanes the dative elusive
LIMITATIONS OF THE STUDY
It is defied to elicit responses Thom employees washy
The stride of the wake changes them time to time. Hence the sill of the
We can get exact information because some of the employees we reheat day the in he
 INTRODUCTION TO THE COMPANY
AUTOMOBILE INDUSTRY
The automobile industry is one of the most important industries in the world, affecting not
only the economy but also the cultures of the world. It provides jobs for millions of people,
generates billions of dollars in worldwide revenues, and provides the basis for a multitude of
related service and support industries. Automobiles revolutionized transportation in the 20th
century, changing forever the way people live, travel, and do business. The automobile has
enabled people to travel and transport goods farther and faster, and has opened wider market
areas for business and commerce. The auto industry has also reduced the overall cost of
transportation by using methods such as mass production (making several products at once,
rather than one at a time), mass marketing (selling products nationally rather than locally), and
globalization of production (assembling products with parts made worldwide). Between 1886
and 1898, about 300 automobiles were built, but there was no real established industry. A
century later, with automakers and auto buyers expanding globally, auto making became the
world's largest manufacturing activity, with nearly 58 million new vehicles built each year
worldwide. As a result of cashier and faster transportation, the United States and world
economies have become dependent on the mobility that automobiles, trucks, and buses
provide. This mobility allowed remote populations to interact with one another, which
increased commerce. The transportation of goods to consumers and consumers to goods has
become an industry in itself. The automobile has also brought related problems, such as air
pollution, congested traffic, and highway fatalities. Nevertheless, the automobile industry
continues to be an important source of employment and transportation for millions of people
worldwide.
INDIA AUTOMOBILE INDUSTRY
Following India's growing openness, the arrival of new and existing models, easy availability
of finance at relatively low rate of interest and price discounts offered by the dealers and
manufacturers all have stirred the demand for vehicles and a strong growth of the Indian
automobile industry. The data obtained from ministry of commerce and industry, shows high
growth obtained since 2001-02 in automobile production continuing in the first three quarters
of the 2004-05. Annual growth was 16.0 per cent in April-December, 2004, the growth rate in
2003-04 was 15.1 per cent the automobile industry grew at a compound annual growth rate
(CAGR) of 22 per cent between1992 and 1997. With investment exceeding Rs. 50,000 crore,
Turnover of the automobile industry exceeded Rs 59,518 crore in 2002-03. Including turnover
of the auto-component sector, the automotive industry's turnover, which was above Rs. 84,000
crore in 2002-03, estimated to have exceeded Rs.1,00,000 crore (USD 22. 74 billion) in 2003-
04. Automobile Dealers Network in India In terms of Car dealer networks and authorized
service stations, Maruti leads the pack with Dealer networks and workshops across the
country. The other leading automobile manufacturers are also trying to cope up and are
opening their service stations and dealer workshops in all the metros and major cities of the
country. Dealers offer varying kind of discount of finances who in tern pass it on to the
customers in the form of reduced interest rates
Major Manufacturers of Automobiles in Indi
 Maruti Udyog td.
 General Motors India
 Ford India Ltd.
 Eicher Motors
 Bajaj Auto
 Daewoo Motors India
 Hero Motors
 Hindustan Motors
 Hyundai Motor India Ltd
 Royal Enfield Motors
 Telce
 TVS Motors
 DC Designs
 Swaraj Mazda Lid
Government has liberalized the norms for foreign investment and import of technology and
that appears to have benefited the automobile sector. The production of total vehicles
increased from 4.2 million in 1998-99 to 7.3 million in 2003-04. It is likely that the production
of such vehicles will exceed 10 million in the next couple of years.

ABOUT HYUNDAI MOTORS INDIA LIMITED

Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor
Company, South Korea and is the second largest and the fastest growing car manufacturer in
India. HMII. Presently markets over 25 variants of passenger cars in six segments. The Santro
in the B segment, Getz in the B-segment, the Accent in the C segment, the Elantra in the D
segment, the Sonata in the E segment and the Terracan in the SUV segment. The company
recorded combined sales of 215,630 cars during the calendar year 2004 with a growth of 43%
over year 2003, HMIL is India's fastest growing car company having rolled-out over 700,000
cars in just over 70 months since its inception and is the largest exporter of passenger cars
with exports of over Rs. 1,700 crores. HMIL. has recorded a staggering growth of 149% in
exports over the year 2003. HMII's fully integrated state-of-the-art manufacturing plant near
Chennai boasts some of the most advanced production, quality and testing capabilities in the
country. In continuation of its investment in providing the Indian customer global technology,
HMII. has announced plans for its second plant, which will produce 150,000 units per annum,
raising HMIL's total production capacity to 400,000 per annum by 2007. The plant will be
built on a 2.1 million square meter site adjacent to the existing facility with an investment of
$450-$500 million on its new integrated facility. HMIL. is investing to expand capacity in line
with its positioning as HMC's global export hub for compact cars. Apart from expansion of
production capacity. HMIL plans to expand its dealer network, which will be increased from
146 to 180 this year. And with the company's greater focus on the quality of its after-sales
service, HMIL's service network will be expanded to over 1,000 in 2005.
ABOUT HYUNDAI MOTOR COMPANY
The parent company of HMIL is the Korean Car giant Hyundai Motor Company (HMC), a
part of the Hyundai Motor Group comprising Hyundai Motor Company, Kia Motors, Hyundai
Mobis and other affiliated companies, with a combined turnover of over USS 50 Billion. The
Hyundai Motor Group with a presence in over 185 countries and with a combined annual sale
of over 3 million units is one of the fastest growing auto manufacturers in the world. Hyundai
Motor and its sister concern Kia Motor achieved global sales of over 3.16 million cars
worldwide in 2004. The target for 2005 is an ambitious 3.7 million Vehicles,
HYUNDAD'S FULLY INTEGRATED MANUFACTURING CAPABILITIES

The Press Shop

A computer controlled line that converts sheet metal to body panels of high dimensional
accuracy and consistency. The Body Shop A hi-tech line that builds full body shells from
panels. Automated robotic arms are used for intricate welding operations that ensure superior
and consistent build quality. The Paint Shop This is one of the most modern paint shops in the
country and uses the environment friendly water based process for superior and lasting
exteriors. A unique process management system followed here helps us deliver the most
extensive colour range, independent of minimum batch requirements, helping customers get
their preferred colour anytime. The Aluminum foundry Forges the engine cylinder blocks for
our cars to exacting design specifications. The Engine and Transmission Shop One of the
biggest engine shops in the country, this unit is equipped with the most modern tooling and
testing facilities to make a wide range of engines in house. The Plastic Extrusion Unit Moulds
the dashes, bumpers and other plastic components to perfect fit and finish The Plastic Paint
Shop One of the very few manufacturing units in India to have this facility in-house,
Hyundai’s plastic paint shop delivers a high grade finish on exterior plastic components. The
Test Track With comprehensive performance testing facilities like rattle testing and ABS
brake testing, this track is designed to meet pre-delivery (PDI) certification standards to
exacting Euro specifications.
R&D FACILITIES
Hyundai and Kia together have R&D centers in the United States, Europe, and Japan apart
from the global R&D headquarters at Ulsan, Korea. The Hyundai Motor Group. has recently
dedicated an annual R&D spend of close to USS 2 Billion, up from USS 1.2 Billion to
enhance its thrust on new product development and achieve global quality benchmarks by
year 2005. This includes the 530 Mn Hyundai-Kia Design and Technical Center in Irvine,
California.
ENVIRONMENT MANAGEMENT
Hyundai Motor India has been awarded the benchmark ISO 14001 certification for its
sustainable environment management practices. Living up to its commitment of providing
global standards of quality and process management in India, Hyundai had put in place an
Environment Management System (EMS) at its manufacturing plant in Chennai right from its
project stage. The certification process was completed in a record time of 10 months with
Zero NCRs. The assessment was done by TUV SUDDEUTSCHLAND and covered areas like
Awareness Training. Technology Up gradation, Recycling, Waste Management and fulfilling
Government Regulations. HMI is also working on a backward integration strategy that will
support vendors of the company in implementing EMS. Hyundai Motor Company, S.Korea,
the parent of HMI, has been doing considerable work on sustainable Environment
Management The company has a well-defined framework in place for developing products
that reduce pollutant emissions and processes for preservation of natural resources and energy
along all the stages of the product lifecycle from production, sales, and use to disposal. The
company has also been in the forefront of development of environment friendly technologies
like Hybrid Electric Vehicles (HEVs), and Fuel Cell Electric Vehicles (FCEVs) and has been
awarded the ISO 14001 certification for all its three major plants in Ulsan, Asan and Jeonju in
S.Korea
SOCIAL RESPONSIBILITY
Hyundai, as a responsible corporate citizen is committed to sustainable social development
and the preservation of the environment. All the company's key manufacturing units,
including the Indian plant has the ISO 14001 certification for ibi Environment management
practices. As a part of its social responsibility programs, the company conducts various
campaigns to spread awareness of in-car safety and safe driving practices, particularly targeted
against drunken driving, speeding, etc. As a part of its community development projects, the
company has adopted a few villages around its factory in Tamilnadu and has been working
towards the social and economic development of these villages, assisting them in the areas of
primary health care, education, basic amenities and employment opportunities..

LITERATURE REVIEW
Collins and Porras, 2000 identified that organizational culture always refers to a system of
shared meaning held by members of the society that distinguish one organization from other
organizations. The members believe that these shared meanings are a set of key n
characteristics, and that the organization values and the essence of an organization's culture
can be captured indifferent basic characteristics. According to Herzberg, F. (1968) and
Hackman J. R., & Oldham, G. R., 1976) Job security, salary, fringe benefits, work conditions)
that do not give positive satisfaction, though dissatisfaction results from their absence. These
are extrinsic to the work itself, and include aspects such as company policies, supervisory
practices, or wages/salary. Locke (1969) defined job satisfaction as an emotional state related
to the positive or negative appraisal of job experiences. Kris and Brockopp (1986) suggested
that job satisfaction is related to self- perception of needs fulfillment through work Valentine
et al., (2002) revealed Employees who are committed to their organizations may easily accept
and adhere to the organizational objectives and goals Culture historian Raymond Williams
(1992) defined culture as whole way of life, or structure of feeling. It is a set of signs and rules
for their use that signal how we might differ from another. And it is also a set of signs and
rules about rubbing along or not depending on the particular cultural convention of that place
and time. Some cultures affirm their existence by thumping anyone who breaks its rules.
Mckenzie (1994) defined culture as the use of artifacts and rituals to pass on notions of
identity. These resources of identity sustain structures of feeling that organize and make sense
of everyday life. It has to do so under the extra ordinary pressure of the modern division of
labor, which fragments people's experience, such that people are always having to negotiate
with each other a cultural polities that allow different bits of identity to co-exist sounds
impossible, but it gets even harder when culture finds itself circulated and negotiate not just
through media that can simultaneously reach millions. Schein (1983), believes that an
organization's current customs, traditions, and general ways of doing things are largely due to
what it has done before and the degree of success it has had with those endeavors. This leads
us to the ultimate source of an organization's culture: its founders. The founders of an
organization traditionally have a major impact on that organization's carly culture. They have
a vision of what the organization should be. They are unconstrained by previous customs or
ideologies. The small size founders imposition of their vision on all organizational members.
According to a 1994 study of employee stock ownership plan (ESOP) companies in the state
of Washington (Ownership Associates, 1998), it was found that the higher rates of
employment and sales growth rates associated with ownership culture and participation were
statistically significant. The study further concluded that such companies tended to outperform
both non-participative employee-ownership. companies and participative non-employee-
ownership companies. In another study by the General Accounting Office (GAO) of the
United States Government using tax data not available to non-government sources, the effect
of ESOPs on corporate performance was conducted. The GAO study concluded that employee
participation showed a statistically significant relationship with changes in either profitability
or productivity of an ESOP firm's performance (GAO, 1987). A strong ownership culture can
Impact of organizational culture 19 increase employees satisfaction with their jobs, improve
labor management relations, and encourage commitment to the company. The conclusion of
(Ownership-Associates, 1998) is that there exists an array of mechanisms through which
employee-ownership can influence company performance. According to them, organizational
culture is a mediating factor between the legal fact of ownership and performance results.
There has also been a number of studies on the impact of organizational culture on behavior.
Carol (1982) observed that culture, like morals, laws, and customs, shape behavior and is
something that older generations hand down to younger ones (Carol, 1982). Holstered (1991)
expressed culture as a collective programming of the minds of one group that differentiates
them from other groups. He believes that this programming of the minds is derived from one's
social culture (Hofstede, 1991), Hall & Hall (1987) used the computer metaphor to explain the
impact of culture on individuals. He likened culture to a large complex computer that
programs the responses and actions of people. They contend that individuals must learn the
programs of their organization's culture in order to make the system work (Hall & Hall, 1987).
In another survey of 103 human resource professionals at major U.S. based organizations in
which they were asked to identify the most important factors influencing the management
development programs in their Impact of organizational culture 20 organization, two-thirds of
the respondents mentioned four factors. The four factors identified by over two- thirds of the
respondents included the Chief Operating Officer's vision and values, the organization's
strategic plan, the operating needs of the line organizations, and the organization's culture
(The Conference-Board, 1996). It is evident that existing research from organizational culture
point of view has identified positive associations between culture and performance, and a
relationship between culture and behavior. Despite the identification of these relationships,
however, there has been little effort to connect organizational culture to employee behavior
and attitude. This paper will now consider a "missing link in the study of culture the influence
that organizational culture might have on employee behavior and attitude.
THEORETICAL FROME WORK
An Overview of Organizational Culture
Organizational culture has assumed importance since the 21 century, because of its impact on
employee performance and job satisfaction. It is imperative on every organization to
understand its own dynamic culture so that mangers can capitalize on the insights generated
by the cultural perspective to wield greater control over their organizations. The culture of an
organization has an important on its performance. Organizational culture can be described as a
thought or scheme in the field of management and organizational studies which depicts and
describes the psychology, behaviors, experiences, beliefs and values of an organization. These
morals, values, ethics and ideals could be personal as well as cultural (Harrison & Stokes,
1992, p.23). Organizational culture has the potential to affect a range of organizationally and
individually desired outcomes. According to Ritchie (2000), organizational culture affects
such outcomes as productivity, performance, commitment, self confidence, satisfaction and
ethical behavior. Similarly, more recent writers have stated that organizational culture impacts
on any organization, its employee performance and job satisfaction and ultimately its financial
performance. Furthermore, it has also been noted that organizational culture helps
management to find out the suitable strategies and policies which can drive employees to
contribute themselves and lead to organizational performance. With the ever changing
technology and fast paced business arena, organizations today are grappling to find new and
innovative ways of improving performance with the minimal addition of cost. Many
organizations have now turned to explore the sociological aspect of the business in order to
improve profitability. Culture is one aspect that is not tangible, yet it plays a very important
role to the success of any organization. What Is Organizational Culture? There is no single
definition for organizational culture. The topic has been studied from a variety of perspectives,
ranging from disciplines such as anthropology and sociology, to the applied discipline of
organizational behavior, management sciences to organizational commitment. In the course of
this research, we are going to look at some definitions given by some authors from the applied
sciences discipline Moorhead and Griffin (1995, p.628), authors of books on organizational
culture, feel compelled to develop their own definitions of culture. These may vary from the
very bread definitions to the highly specific. Most definitions refer to some sort of values,
beliefs, and attitudes that are held by individuals and the organization. Schein (1999, p.200)
defines culture as a pattern of shared basic assumptions that the group lamed as it solved
problems of external adaptation and internal integration that has worked well enough to be
considered valid and, therefore, to be taught to new members as the correct way to perceive,
think, and feel in relation to those problems. In the last decade, it has been used by some
organizational researchers and managers to indicate the climate and practices that
organizations develop around their handling of people or to refer to the espoused values and
credo of an organization. Mullins (1999, p.53) defines organizational culture as the collection
of traditions, values, beliefs, policies, and attitudes that constitute a pervasive context for
everything one does and thinks in an organization. Collins and Porras (2000, p.338) state that
organizational culture refers to a system of shared meaning held by members that distinguish
one organization from other organizations. They believe that these shared meanings are a set
of key characteristics, and that the organization values and the essence of an organization's
culture can be captured in seven primary characteristics. These characteristics are Innovation
and risk-taking: This has to do with the degree to which employees are encouraged to be
innovative and take risks, Attention to detail: The degree to which employees are expected to
exhibit precision analysis and attention to detail; Outcome orientation. The degree to which
management focuses on results or outcomes rather than on the techniques and processes used
to achieve those outcomes; People orientation: The degree to which management decisions
takes into consideration the effect of outcomes on people within the organization; Team
orientation. The degree to which work activities are organized around teams rather than
individuals, Aggressiveness. The degree to which people are aggressive and competitive
rather than easygoing, Stability. The degree to which organizational activities emphasize
maintaining the status quo in contrast to growth Each of these characteristics exists on a
continuum from low to high. Appraising the organization on these seven characteristics’ gives
a composite picture of the organizations culture Levels of Organizational Culture
Organizational culture exists on several levels, which Differ in terms of visibility and
resistance to change. its When it comes to changing the culture of the organization, it becomes
difficult to determine which the more are, and which are the less important elements that help
shape an organizations culture. Hosted (1990) developed a four- layered hierarchical model of
culture which helps to identify and categories the constituent elements of culture. Shared
assumptions. This is the least visible or deepest level is that of basic, which represents beliefs
about reliability and human nature that are taken for granted. cultural values: This is the next
level of culture is that of, which represent collective beliefs, assumptions, and feelings about
what things are good, normal, rational, and valuable. Cultural values might be very different
in different organizations, in some, employees may care deeply about money, but, in others,
they may care more about technological innovation or employee well-being Shared behaviors:
These are more are more visible and somewhat cashier to change than values. The reason is
that people may be unaware of the values that hind them together. Cultural symbols: The most
superficial level of organizational culture consists of symbols, these are words (jargon or
slang), gestures, and pictures or other physical objects that carry a particular meaning within a
culture. Although there are various other hierarchical models of culture, it is important to note
that actual organizational cultures are not as neat and tidy as the models seem to imply. Where
there are cultures, there are also usually sub cultures, where there is agreement about cultures,
there can also be disagreements and counter cultures; and there can also be significant
differences between espoused culture and culture in practice (Burns, 2004, p.172). The Impact
of Organizational Culture on Employee Performance Early studies have indicated that there
exists a relationship between organizational culture and employee performance.
Organizational culture is inherently connected to organizational practice; therefore employee
performance is conditional on organizational culture. According Hellriegel and Slocum
(2009), organizational culture can enhance performance in a large scale. According to them,
the culture of an organization allows the employees to be acquainted with both the firm's
history as well as current methods of operation and this specified direction endows the
employees with guidance about expected and accepted future organizational behaviors and
norms. Turnham and Gunter (1993), states that organizational culture functions as the internal
integration and coordination between firm's operations and its employees. Internal integration
has to do with the societal interaction of new members with the existing ones, creating
boundaries of the organization feelings of identity among personal and commitment to the
organization. A strong organizational Culture supports adaptation and develops employee and
Performance by motivating employees towards a shared goal and objective, and finally
shaping and channeling employees behavior to that specific direction. Although, there are
certain parameters that are taken into consideration to understand the impact of organizational
culture on employee performance, which includes: employee participation, innovation and
risk-taking, reward systems, openness to communication, customer service orientation. An
organizational culture that supports these factors motivates the employees to put more effort in
their jobs, which helps increases their performance level. Some theoretical model asserts that
the effective human resource system of an organization based on supporting values creates a
positive impact on employee attitude and behavior, which facilitates their performance.
Furthermore, the type of organizational culture created in an organization determines the
impact it can have on employee performance. It can have either a negative or a positive
impact. For instance, an organizational culture was employees are considered an integral part
of the growth process of the organization fosters employee performance. This is so because
the employees align their goals and objectives with those of the organization and feel
responsible for the overall well being of the organization. As their efforts are in turn
appreciated by the management and suitable Rewards are given, they perform effectively and
efficiently. In such organizational culture, the employees are committed to achieving their
goals and thus it has a positive effect on the overall performance of the organization.
Organizational culture to a large extent determines the performance of employees. Therefore,
it is in the interest of organizations to eliminate negative factors that slow down employee
performance in order to foster a positive work place environment or a positive organizational
culture.
 RESEARCH METHODOLOGY
RESEARCH DESIGN
A research design is an arrangement of condition for collection and analysis of the data in a
manner that aims to combine relevance to the research purpose with economy in procedure.
The study is descriptive in nature i.e., descriptive research. Descriptive research is concerned
with describing the characteristics of a particular individual or group. This includes surveys
and fact-finding enquiries of different kinds. The main characteristic of this method is that the
researcher has no control over the variables; one can only report what has happened or what is
happening. Thus, the research design in case of descriptive study is a comparative design
throwing light on all the areas and must be prepared keeping the objectives of the study and
the resources available. This study involves collection of data from Junior level Executives.
POPULATION SIZE
The universe of the study consists of employees (Junior level Executives) of Hyundai with a
total number of 105. Out of the total population data could be collected from 100 persons.
DATA SOURCE
This study involves collection of secondary data from the employees of Hyundai. This survey
method is used considering the size of the universe and time factor. Data are collected through
structured Questionnaire. Questionnaire has been designed and personally administered.
ANALYSIS
As the questions generate direct information the data were analyzed using Statistical tools
such as,
1. Simple percentage
2. Weighted average
 DTA ANALYSIS & INTERPRETATION

1. Do you feel that the Company has a clear safety policy?

A. Strongly agree B. Agree
C Neither agrees nor disagrees D Disagree
E. Strongly Disagree

S.No. Opinion No.of Respondents Percentage

1 A 25 50
2 B 20 40
3 C 5 10
4 D 0 0
5 E 0 0
Total 50 100

INTERPRETATION
From the above table it is clear that 50% of the respondents have strongly agreed that
Company has a clear safety policy, 40% of the respondents have agreed that Company has a
clear safety policy, 10% of the respondents are neutral.
Above analyses make it clear that the organization provides clear safety policy to employees
2.Are safety measures clearly mentioned?
A Strongly agree B Agree
C Neither agrees nor disagrees D. Disagree
E Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1 A 30 60
2 B 15 30
3 C 5 10
4 D 0 0
5 E 0 0
TOTAL 50 100

INTERPRETATION
From the above table it is clear that 60% of the respondents have strongly agreed that safety
measures clearly mentioned, 30% of the respondents have agreed that safety measures clearly
mentioned, 10% of the respondents are neutral.
Above analyses make it clear that the organization mentioned safety measures clearly
3. Do you feel that you can get ahead in the organization if you make an effort?
A. Strongly agree B. Agree
C Neither agrees nor disagrees D Disagree
E Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1 A 20 40
2 B 30 60
3 C 0 0
4 D 0 0
5 E 0 0
TOTAL 50 100

INTERPRETATION
From the above table it is clear that 40% of the respondents have strongly agreed that
organization if they make an effort, 60% of the respondents have agreed that organization if
they make an effort.
Above analyses make it clear that the employees can go ahead if they make an effort but there
is a need for improvement in this area
4. Do you feel that your performance is properly measured in the organization?
A. Strongly agree B. Agree
C Neither agrees nor disagrees D. Disagree
E Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1 A 20 40
2 B 20 40
3 C 0 0
4 D 5 10
5 E 5 10
TOTAL 50 100

INTERPRETATION
From the above table it is clear that 40% of the respondents have strongly agreed that
performance is properly measured in the organization, 40% of the respondents have agreed
that performance is properly measured in the organization, 10% of the respondents are
Disagree., 10% of the respondents are Strongly Disagree...
Above analyses make it clear that performance of the employees is properly measured and
employees are quite satisfied with the performance measurement
5. Do you feel that your abilities are fully utilized in the organization?
A Strongly agree B. Agree
C Neither agrees nor disagrees D. Disagree
E Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1 A 10 20
2 B 5 10
3 C 5 10
4 D 15 30
5 E 15 30
TOTAL 50 100

INTERPRETATION
30% of employees strongly agree that their abilities are fully utilized in the organization 30/a
of them agree, 20% of employees neither agree nor disagree where as 10% of employees
disagree and another 10% of employees strongly disagree that their abilities are not fully
utilized in the organization.
Above analysis makes it clear that most the employee's abilities are fully utilized, hut there is
a requirement to identify some more skills and talent in the organization for the farther
improvement.
6. Are the managers authoritative to subordinates?
A Strongly agree B Agree
C Neither agrees nor disagrees D. Disagree
E Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1 A 15 30
2 B 20 40
3 C 10 20
4 D 0 0
5 E 5 10
TOTAL 50 100

INTERPRETATION
30% of employees strongly agree that the managers are authoritative to the subordinates. 40%
of them also agree upon this. 20% of employees neither agree nor disagree where as 10% of
employees strongly disagree that there managers are authoritative to them.
Above analysis makes it clear that most the employees in the organization tel that there
managers are authoritative to their subordinate
7. Are you guided and helped by the seniors?
A. Strongly agree B. Agree
C Neither agrees nor disagrees D Disagree
E Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1 A 30 60
2 B 15 30
3 C 5 10
4 D 0 0
5 E 0 0
TOTAL 50 100

INTERPRETATION
60% of employees strongly agree that they are guided and helped by their seniors. 30% of
employees agree on this and 10% of employees neither agree nor disagree.
Above analysis makes it clear that most of the employees are clearly guided and helped by
their seniors which is a positive point recording the companies development
8. Do you feel that you are treated on the basis of work assignments or on caste,
Language.etc.?
A. Strongly agree B. Agree
C. Neither agrees nor disagrees D. Disagree
E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1 A 15 30
2 B 15 30
3 C 20 40
4 D 0 0
5 E 0 0
TOTAL 50 100

INTERPRETATION
30% of employees neither agree nor disagree that they are treated on the bases of cast,
language etc, 30% of employees disagree and remaining 40% of employees strongly disagree
by saying that they not treated on the basis of their cast, language etc.
Above analysis makes it clear that the employees are strongly treated on their work basis not
on their cast, language etc.
9 Are you kept updated with the changes in the job skills and job design?
A. Strongly agree B. Agree
C. Neither agrees nor disagrees D. Disagree
E Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1 A 20 40
2 B 20 40
3 C 5 10
4 D 0 0
5 E 5 10
TOTAL 50 100

INTERPRETATION
40% of employees strongly agree that they are updated with the changes in the job skills
design, 40% agree 10% of employees neither agree not disagree and the remaining 10% of
employees strongly disagree that they are not updated with the changes in the job skills and
job design.
Above analysis makes it clear that employees are kept updated with the changes in the joh
skills and job design.
10. Which method is followed the employer feedback?
A. formal
B informal
C Both
D other

S.No. Opinion No. of Respondents Percentage

1 A 15 30
2 B 5 10
3 C 20 40
4 D 10 20
TOTAL 50 100

INTERPRETATION
4% of amines says that formal way of feedback is green so the of them say that anal method of
feedback is allowed. 4% of say bath the mallards are being dewed what as do 20% of comp
employees say at steer method of feedstock System is followed
Above analysis alkies it clears that based upon the required situation both formal and informal
method of giving feedback flowed the most.
11. Weather any action is taken on the given feedback?

A. Strongly agree B. Agree

C. Neither agrees nor disagrees D. Disagree

Ε. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1 A 20 40
2 B 10 20
3 C 15 30
4 D 5 10
5 E 0 0
TOTAL 50 100

INTERPRETATION
40% of employees strongly agree that action is taken on the given feedback. 20% of
Them agree.30% of them neither agree nor disagree where as 10% of employees disagree.
Above analysis makes it clears action taken on the given feedback for the improvement of the
organization and the Individual.
12. Are you comfortable with the rules and regulations of the organization?

A. Strongly agree B. Agree

C. Neither agrees nor disagrees D. Disagree

E Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1 A 35 70
2 B 10 20
3 C 5 10
4 D 0 0
5 E 0 0
TOTAL 50 100

INTERPRETATION
70% of employees strongly agree that they are combatable with the rules and regulations of
the organization 20% of them agree where as 10% of employees neither agree nor disagree on
this.
Above analysis makes it clear that employees are fully comfortable with the rules and
regulations of their organization.
13. Do you feel organization gives values to good relationship?
A. Strongly agree B. Agree
C. Neither agrees nor disagrees D. Disagree
E Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1 A 35 60
2 B 15 30
3 C 5 10
4 D 0 0
5 E 0 0
TOTAL 50 100

INTERPRETATION

60% of employees strongly agree that value is given to good relationships, 30% of them agree,
where as 10% of employees neither agree nor disagree.
Above analysis makes it clear that organization gives value to good relationships
14. Are conflicts resolved easily between the individuals?
A. Strongly agree B. Agree
C. Neither agrees nor disagrees D. Disagree
E Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1 A 25 50
2 B 10 20
3 C 10 20
4 D 5 10
5 E 0 0
TOTAL 50 100

INTERPRETATION
50% of employees strongly agree that conflicts are easily resolved between the individuals,
20% of them agree, 20% of employees neither agree nor disagree and 10% of employees
disagree on this.
Above analyses make it clear that most of the times conflicts are resolved easily between the
individuals, which that harmony is maintained in the employees
15 Are you comfortable with the organization structure having more than one boss?
A. Strongly agree B. Agree
C. Neither agrees nor disagrees D. Disagree
E Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1 A 15 30
2 B 15 30
3 C 10 20
4 D 10 20
5 E 0 0
TOTAL 50 100

INTERPRETATION

30% of employees strongly agree that they are comfortable with the organization Structure
having more than one boss, 30% of them agrees upon this. 20% of them neither agree nor
disagree where as another 20% of employees disagree.
Above analysis makes it clear that most of the employees are comfortable or have no Problem
with the organization structure have more than two bosses and at the same time some of the
employees are not that much comfortable with this type of organization.
16. Do you organization consider training as a part of organization strategy?
A. Strongly agree B. Agree
C. Neither agrees nor disagrees D. Disagree
E Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1 A 5 10
2 B 20 40
3 C 15 30
4 D 10 20
5 E 0 0
TOTAL 50 100

INTERPRETATION

10% of employees strongly agree that training is a part of the organization strategy. 40% of
employees agree, 30% of them neither agree nor disagree and where as 20% of employees
disagree.

Above analysis makes it clear that training is a part of the organization strategy but it depends
on the department and the requirement of the organization
17. Are you satisfied with the hygienic conditions maintained in the canteen?

A. Strongly agree B. Agree

C. Neither agrees nor disagrees D. Disagree

E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1 A 5 10
2 B 20 40
3 C 15 30
4 D 10 20
5 E 0 0
TOTAL 50 100

INTERPRETATION
10% of employees Strongly agree that they are satisfied with the hygienic conditions
maintained in the canteen, 10% of them agree, 40% of them neither agree nor disagree 30% of
them disagree and the remaining 10% of employees strongly disagree.
Above analysis makes it clear that employees are not satisfied with the hygienic conditions
maintained in the canteen, it is advisable to concentrate on the canteens hygienic conditions.
 FINDINGS
Training is provided to the employee based on the requirement
Conflicts are basically resolved between the employees
Employees are guided properly by their with their superiors and employees are comfortable
Organization is providing good Opportunities for the employees to go forward in the company
if they make an effort.
Employees have moderate level of stress working in the organization.
Safety policies are clearly mentioned to the employees and also measures are taken for the
safety of the employees.
Employees are kept updated with the changes in job skills and job design.
Employees are comfortable with the rules and regulations of the organization.
Employees are sponsored with time-off from work to attend training with pay.
Frank communication is accepted in the organization based on the superiority.
SUGGESTIONS
The analysis that has been done had a Positive response from almost all the employees. Only
in some areas, the employ have give their negative response it is evident that the preceding
conditions mentioned are better and the management is to take proper steps to improve the
conditions.
Performance appraisal system must he made more reliable, more advanced techniques of
appraisal system must be used.
Formal career planning system must be more effective so that it can be extended to all the
levels of employees in the organization.
Training program must be extended to most of the employees in the organization.
Canteen hygiene conditions, quality of food and crèche facilities are not satisfactory so there
is a need of improvement.
Organization must try using the Employee's abilities to the fullest.
 CONCLUSION
Several initiatives have been in the Place aimed at employees well being. in fact one of
success Stories at Biological E. Limited is its proactive-ness in taking decisions. The most
important Component of organization culture dealing with the organization characteristics was
found to be employee satisfaction and continuance These decisions undoubtedly created a
sense of belongingness and are based on the feeling of togetherness notwithstanding the fact
that organizational culture is the focus as far as the organizational objectives are concerned.
Improving organizational culture is a continuous process. For it will have a bearing on
organizations overall performance. Therefore all initiatives aimed at enhancing the
organizations culture always will get the management attention it deserves.
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