PROJECT REPORT (MCOP-01)

ORGANIZATIONAL CULTURE AND JOB

SATISFACTION OF EMPLOYEES WORKING IN

CALL CENTRE

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF

MASTER OF COMMERCE

SUBMITTED BY

NAME: ................................

ENROLLMENT NO.: ........................................

UNDER THE SUPERVISION OF

……………………………………

SCHOOL OF MANAGEMENT STUDIES

INDIRA GANDHI NATIONAL OPEN UNIVERSITY

MAIDAN GARHI, NEW DELHI- 11006

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 CERTIFICATE OF ORIGINALITY

This is to certify that the project titled “ORGANIZATIONAL CULTURE AND JOB

SATISFACTION OF EMPLOYEES WORKING IN CALL CENTRE” is an original

work of the student and is being submitted in partial fulfillment for the award of the

“Master of Commerce” of Indira Gandhi National Open University. This report has not

been submitted earlier either to this University or to any other University/Institution for

the fulfillment of the requirement of a course of study.

_________________________ _______________________

SIGNATURE OF SUPERVISOR SIGNATURE OF STUDENT

Date: Date:

Place: Place:

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 ACKNOWLEDGEMENT

I feel indebted to my guide …………………………….. for the

completion of the dissertation entitled “ORGANIZATIONAL CULTURE AND JOB

SATISFACTION OF EMPLOYEES WORKING IN CALL CENTRE” The present

work could be completed only because of the able guidance and affectionate attitude of

my guide …………………………………….

I am thankful to all respondents and all those who assisted me by

supplying the requisite information towards the completion of the questionnaire there by

enable me to collect the relevant data.

................................
ENROLMENT NO: ................................

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 TABLE OF CONTENT

SR. NO CHAPTER NAME PAGE NO.

1. INTRODUCTION

2. REVIEW OF RELATED LITERATURE

3. METHODOLOGY

4. RESULT & DISCUSSION

5. CONCLUSIONS & SUGGESTION

6. REFERENCES

7. APPENDIX

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 CHAPTER 1

INTRODUCTION

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INTRODUCTION

Changing conditions and quite governing on organizations, increased competition and

Effectiveness necessary in such circumstances, they require generation of valuable

employees is more evident. Their generation will be remembered as the soldiers. The

staffs without any doubt, these distinctions of effective organizations from the

noneffectiveness organizations are considered. They know the organization, as their

homeland and to achieve those goals, In addition his official acted without any prospect

and should not effort hesitate (Sardari, 2004).

Organizations as pillars of contemporary social expectations have played a decisive role

in their communities and human resources are the most valuable resource for

organizations is considered. Hence, in order to increase productivity and organizational

effectiveness, attention to the needs of employees and physical and mental health and

their satisfaction is especially important. Organizational culture as an important

component and the fundamental structure of an organization is considered. It is Social

reality that based on the unique interactions of members is formed (Smircich, 2013).

Beneficial organization's culture has a positive impact on employee performance. In fact,

development of organizational culture, sense of identity and commitment will facilitate

and also increases the stability of the organization (Chiang et al., 2010).

The impact of organizational culture on employer’s organizational members is so high,

that it can be compared by examining aspects of how emotions, Behavior and attitudes of

its members will realize and their reactions about future events can be predicted.

Organizational environment becomes culture if it is used for motivating people.

Organizational culture is intangible. It is an invisible hand which guides the employees of

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the organization for better performance and more satisfaction. It influences everybody

and is also influenced by everybody’s thinking and action. The success of any

organization depends on its culture, as it is an invisible power governing the organization.

Culture of any organization is its soul which makes its functional possible, lively and

effective. The organizational culture is viewed as the corporate image by general public.

It enjoys market, production and financial functions.

Thus organizational culture is an invisible power, belief, common perception and

understanding of the organization. This unique feature of organization makes it

distinctive from other organizations. For example - the culture of a large organization, for

profit is quite different than that of a hospital, which in turn is quite different than that of

a university, one can tell the culture of an organization by looking at the arrangement of

its furniture.

Job satisfaction is defined as all the feelings that an individual has about his/her job

(Sowmya and Panchanatham, 2011). Job satisfaction is associated with increased output,

efficiency of the organization, loyalty with the organization, and reduced absenteeism and

earnings (Ellickson & Logsdon, 2001;Wright & Davis, 2003), however, if employees are

not satisfied with the job then it may cause turnover intentions, increasing costs,

decreasing profits and ultimately customer unhappiness with the organization (Zeffane et

al., 2008).Over years, an attempt has been made to categorize and find out the factors that

affect job satisfaction and found wages as the main factor for job satisfaction, but other

factors such as the promotion, recognition of work, and employees loyalty are also

considered important ( as cited in Salem et al., 2013).Nevertheless, Calisir et al., (2010)

asserts that salaries and incentives are the most important determinant of job satisfaction.

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Job satisfaction is an attitude or emotional response to work task as well as to the

physical and social conditions of the work place and Job Stress is one of the determinants

which may affect the job satisfaction of an employee(Jagtap & Yadav, 2014). Stress

causes a reduction in the effectiveness of the organisation, high desertion rates, low

morale, and low job satisfaction (Jimmieseon, Terry &Callan, 2004). In occupational

stress model, it was found that job stress and job satisfaction are distinct, but highly

interrelated variables. According to Seaward's (2005) findings, the ability of employees to

properly control and manage their job stress will lead to have higher job satisfaction.

Stress causes a reduction in the effectiveness of the organisation, high desertion rates, low

morale, and low job satisfaction (Jimmieseon, Terry &Callan, 2004). In occupational

stress model, it was found that job stress and job satisfaction are distinct, but highly

interrelated variables. According to Seaward's (2005) findings, the ability of employees to

properly control and manage their job stress will lead to have higher job satisfaction.

In terms of experience, Auerbach and Gramling (2010) found that coping skill is

particularly an element of past experience, Kahn and Cooper (2003); concerning level,

Syme (2005) has found that stress illness rates increased as people moved over the social

level comparable with their educational level. The better educated and invested a man is,

the less stress he feels (Sutherland and Cooper, 2008).

Various theories like Maslow's Need Hierarchy Theory, Herzberg's Motivation-Hygiene

theory, and Vroom's Expectancy Model have been extended to describe the factors

responsible for the Job Satisfaction of the employees in the organization. Broadly we can

say that an employee’s 'Job Satisfaction' is related to a number of variables such as age,

occupational level, size of the organization, organizational climate, educational

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qualifications, educational and economic background, size of the family, gender of the

employee, etc. and the Mental health is related to work pressure, more competition,

problems in adopting new technologies etc. The effect(if any and of what kind) of

occupational stress on job satisfaction and ways of coping of different genders is another

area of interest and discussion that is linked to the demography of today's workplace.

Organizational culture and Job Satisfaction

Job satisfaction is a general attitude about his work. Who has the job satisfaction level is

high, Positive attitude towards their job or career and who is not satisfied with their job,

has a negative attitude towards the job. Job satisfaction is influenced by factors such as

good working conditions, same wage, fringe benefit, challenging tasks, Favorable

cooperators, Leadership and qualified manager are comply with the wishes of the

individual goals (Robbins, 2007:43). Empirical studies have examined the effects of

organizational culture on job satisfaction and Dependencies between the variables was

showed. If the relationship between organizational culture and job satisfaction is stronger,

it is represents a strong culture in the organization. If the association between

organizational culture and job satisfaction is low, it is Represents a weak culture of the

organization (Lund, 2003:23). According to some studies, there is a correlation between

culture and employees consent. However, this correlation is a function of individual

differences. In summary it can be said that when there is a match between individual

needs and organizational culture, satisfaction is high. For example, an organizational

culture that focuses on individual tasks, there is no amount of supervision and strict

control and employees are rated according to their success, and for people in their

position requires greater success and the importance of autonomy in their work, this fact

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is more satisfying. Thus, satisfaction is a function of their perceptions of organizational

culture (Davis, 1994:231).

INTRODUCTION OF ORGANIZATIONAL CULTURE

Organizational Culture is the newest perspective in organizational theory. It is at the same

time both a radical exit from the mainstream of contemporary organizational behaviour

studies, and a continuation and elaboration of long-established traditions. On the one

hand it is a departure from the preoccupation with the formal and rational aspect of

organization, and on the other hand, it is reworking of many of the concerns of

established perspectives focused on group dynamics, power and politics. An

organization’s culture is reflected by what is valued, the dominant leadership styles, the

language and symbols, the actions and routines, and the definitions of success that make

an organization unique.

Organizational culture is unseen power, belief, common opinions and understandings of

the organization. The experience and manner of performing the functions of an

organization are organizational culture. People are guided to decide what is right or what

is wrong. Most organizational culture has traditionally been implicit rather than explicit.

Most recently, though, organizations have begun talking about their intended cultures,

and many top leaders see one of their major roles as speaking out about the kind of

environment they would like to create within their firms.

Defining Organizational Culture

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Culture is a pattern of beliefs and expectations shared by the organization’s members.

These beliefs and expectations produce norms that powerfully shape the behaviour of

individuals and groups in the organization. (Schwartz and Davis, 1981

A set of common understandings for organizing actions and language and other symbolic

vehicles for expressing common understanding. (Louis, 1980)

The taken for granted assumptions, beliefs, meanings, and values enacted and shared by

organizational members. (Gowler & Legge, 1983)

Research Comment

Thus Organizational culture is that force which influences, attracts and convinces an

individual to behave in a manner which is adopted in that organization. It lies down

clearly the rules to be followed so that the common goals of an organization can be

achieved effectively and with full cooperation of the entire members. It totally focuses on

its administrative activities and drives it carefully until and unless it achieves it. This

uniformed way of behaviour is communicated to the new members also so that they can

mould themselves according to the requirements of their organization and help other

members to reach their ultimate goals.

Characteristics of Organizational Culture

Observed behavioural regularities : When organizational participants work together with

one another, they use familiar language, vocabulary and rituals linked to deference and

demeanor.

Norms : Standards of behaviour exist, including strategy on how much work to do which

in many organization comes down to “DO not to do too much; do not do too little”.

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Dominant values : These are major values that the organization advocates and expects

the participants to share. Typical examples are high quality, low absenteeism, high

efficiency etc.

Philosophy: These are policies that set forth the organization’s attitude about how

employees and customers are to be treated.

Rules: These are strict guidelines related to getting along in the organization. It also helps

the newcomers in an organization to learn and to adapt them according to the

environment prevailing in that organization and also assists them to be accepted as

permanent members of the group.

Organizational climate: This is an overall “feeling” that is conveyed by the physical

layout, the way participants interact, and the way members of the organization conduct

themselves with customers or other outsiders.

Distinct: Each organization has its own past, patterns of communication, systems and

procedures, mission statements and visions, stories and myths which in their totality,

comprises its different culture.

Stable: Cultures are also relatively stable in nature, usually changing only slowly over

time.

Symbolic: Another defining characteristic of culture is that it is seen as emblematic

representation of primary belief and values. Most frequently, employees make

conclusions about it from hearing stories about the way things are done, from reading

slogans that portray corporate ideas, or from watching ceremonies in which certain types

of employees are honored.

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Elements of Organizational Culture

Values: Values are the heart of the culture. Both values and beliefs offer guiding

philosophy for employees to pursue in their work. Values offer sense of direction and

helps in shaping the behaviour.

Heroes: Heroes represent these values. Managers offer as role- models for employees.

They set the principles of performance and design norms as renowned symbols of

behaviour.

Rites and Rituals: If culture and values are to flourish and prosper these must be

ritualized and celebrated frequently. These rituals can be of various types such as social

rituals, work rituals, management rituals, recognition rituals, etc.

Setting up of Cultural Network for Communication: These are story tellers, priests,

gossips. This network reinforces the values of the organization. These elements are

manifestations of organization culture and new people have to learn them. When

employees understand the meanings of these, their beliefs, perceptions, experiences

constitute culture.

Individual Autonomy: It refers to the degree of responsibility, freedom and

opportunities of taking initiative that individuals have in the organization.

Structure: It refers to the degree to which the organization creates clear objectives,

performance expectations and authority relationships.

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Management Support: The reference is to the degree to which managers provide clear

communication, assistance, affection and support to their subordinates.

Performance Reward System: The degree to which reward system in the organization-

like promotions etc. is based on employee performance rather than on seniority

favoritism and so on.

Ideals : Ideals refer to the societal norms which define what is expected, customary, right

or proper in a given situation. Norms are enforced by sanctions, i.e., by rewarding the

right behaviour and punishing the wrong behaviour..

Preferences : Preferences refer to society’s definitions of those things in life which are

attractive or unattractive as objects of desire. Preferences may differ between cultures.

Nature of Organizational Culture

The culture of an organization may reflect in various forms adopted by the organization.

These could be:

 The physical infrastructure

 Routine behaviour, language, ceremonies

 Gender equality, equity in payment

 Dominant values such as quality, efficiency and so on

 Philosophy that guides the organization’s policies towards its employees and

customers.

Types of Organizational Culture

Mechanistic Culture

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The mechanistic organizational culture is also known as bureaucratic culture. It exhibits

the values of bureaucracy. People think of their careers around specialized and narrow

fields. Authority flows from top to bottom in the organization structure. There is also

great deal of departmental loyalty and inter department rivalry.

Organic Culture

In this culture there is very little formal organization structure. Main focus is on

achievement of the task, team work and free flow of communication. There is greater

understanding between employees within and outside the department. Such a culture

emphasizes on flexibility, consultation, change and innovation.

Authoritarian Culture

This culture focuses on centralization of power, authority and decision making with the

leader who expects obedience. Discipline and acceptance of orders are stressed upon. The

basic principle is that the leader knows best and followers must obey without any doubt

in their mind.

Participative Culture

Unlike authoritarian culture, participative culture is more decentralized and as the name

suggests it treats everyone as equal and involves everyone in decision making. The major

advantage in this culture is that there is greater ownership for decision as people feel that

it is their own decision so they must ensure its implementation as well.

Dominant Culture

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A dominant culture, normally referred to as the organizational culture, reflects core

values that are shared by the majority of the employees. In effect, this is the distinctive

personality of the organization.

Sub Culture

Each department in an organization can have its own culture which is known as

subculture and an integration of these subcultures makes a culture within any

organization. It is perfectly possible for independent and even conflicting subcultures to

coexist.

Neurotic Culture

The idea of the neurotic organization is similar to the concept of neurotic person. As a

neurotic people display extreme psychological tendencies and behaviours, leading to

problems that affect them and others, similarly a neurotic organization is in trouble, but

still able to operate, and managed by executives or groups of executives with neurotic

tendencies. This culture is not qualitatively different from other healthy cultures–they are

simply more extreme and intense.

Role Culture

This culture is highly formalized and is abound with regulations and paperwork. The

relations between members are dominated by authority and the hierarchy. A strict division

of labour fragments work so that people tend to be reluctant to take on wider

responsibilities.

Task Culture

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It is the opposite of role culture. This culture preserves a strong sense of the basic mission

of the organization and focuses mainly on specific jobs for which teams are assigned. The

main strength here is team work, flexibility, adaptability, and mutual respect.

Power Culture

This culture is mainly dependent on trust, understanding and proper communication.

There are few rules and little want for bureaucratic procedures. The biggest advantage of

this culture is that plans can be formulated and decisions are taken easily with a single

control centre. Leadership also gives an encouragement to maintain a strong culture.

Person Culture

It is the culture where an individual has complete independence of deciding their own

work allocation. Their influence is shared and if power is to be exercised it is generally

on the basis of knowledge.

Macho Culture

This culture comprising of individuals prepared to take high risks, intensely pressurized

working environment, members experience frequent ‘burnout’, and high levels of labour

turnover.

Work hard/ Play hard

In this culture actions are taken with few risks and get quick feedback. It is dynamic with

focus on customer needs and much team spirit is found among the employees.

Process Culture

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In this culture there is low risk with slow unreliable feedback, bureaucratic ‘self-

preservation’ approach to work, and much time spent on minor detail.

Process of Organization Culture

Some steps which are commonly adopted by organizations in starting and maintaining

their culture are given below:

 A particularly deep intervention is E. Schein’s “Cultural Analysis” where it

probes into the organization :

 Artifacts (such as symbols, modes of dress, office layout),

 Values behind artifacts, and

 Cultural assumptions in group meetings.

 Creation of a vision: Transformational leadership creates a vision. He provides

mission and mobilizes commitment and support.

 Takes key people and creates a core group that share a common vision, mission,

values, goals and strategies so that it is institutionalized and become reality.

 Founding group acts in concert to create an organization culture. They adhere

faithfully to the values.

 Involving of others’ employees and common values begin to be built and solidify.

Organization’s values are in various areas such as- relationships to customers, social

responsibility, and managerial style are focused.

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  Managerial modeling behaviour strongly influences the employees.

Patterns of Organizational Culture

Strong Culture

Organizational culture can be named as strong or weak based on sharedness of the core

values among organizational members and the degree of commitment the members have

to these core values. The higher the sharedness and commitment, the stronger the culture

will be. It is a culture which is internally steady, is widely shared and makes it clear what

it wants and how it wishes people to behave. In this culture, the core values of the

organization are widely shared and have a significant influence on employee behaviour

resulting in reduced turnover, lower absenteeism, and positive attitudes. In addition,

organizations sharing strong culture tend to perform better than those without such a

culture. It also tends to lead to team spirit, resistances to change and innovation. It also

discourages diversity as strong culture would not tolerate the different behaviours and

strengths which the people from different backgrounds will bring to their organization.

Weak Culture

Is a culture which is characterized by the presence of several subcultures, sharing of few

values and behavioural norms by employees and existence of few holy traditions. In

weak- cultured organizations, there is little consistency across the organization. Top

executives do not repeatedly expose any business philosophy with the employees.42

Weak culture provides little or no strategy implementing assistance because there are no

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traditions, beliefs, values, common bonds, or behavioural rules that management can use

as levers to activate commitment to implement the selected strategy. But it does not pose

a strong barrier and it does not provide support. So the managers have to use incentives

and other motivational tools to mobilize employee commitment that will support strategy

execution.

Soft Culture

It can emerge in an organization where the organization pursues numerous and

conflicting goals. In this culture the employees choose to pursue a few objectives which

serve personal or sectional interests rather than focusing on organizational interests. This

culture is welfare oriented; people are held accountable for their mistakes but are not

rewarded for good performance. Consequently, the employees consider work to be less

important than personal and social obligations.

Hard Culture

It has often had a bad name in organization studies. Skinner (1948) argued reward works

better than punishment: the latter’s benefits are temporary and produce negative side

effects, a view receiving mixed support.45According to Quinn (2006), the leaders in this

culture are exacting and hold high standards of performance and can create defensiveness

in others by being too tough, too insistent, too intense, or too severe.

Formal Culture

It is a culture which gets influenced to a large extent by the formal components of

organizational culture. Roles, responsibilities, accountability, rules and regulations are

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components of formal culture. They set the expectations that the organization has from

every member and indicates the consequences if these expectations are not fulfilled.

Informal Culture

This culture has tangible and intangible and specific and non-specific manifestations of

shared values, beliefs and assumptions. This part of organizational culture comprising of

artifacts, symbols, ceremonies, rites, and stories is highlighted in almost all the

definitions of organizational culture.

INTRODUCTION OF JOB SATISFACTION

Job satisfaction is a process which is generally acquired over a course of time as an

employee gains more experience. Satisfaction is vibrant and may decline faster than it

developed. Keeping this in view managers must attempt continuously towards

satisfaction of their subordinates. They must take interest to employee’s outlook on a

regular basis. Job satisfaction is an individual’s emotion reaction on the job, supervision

and the organization. It is the amount of pleasure or satisfaction related with a job. Like

other attitudes, job satisfaction consist of emotional, informational, and be-variety of

sources, and can serve a number of functions for the individual. Job dissatisfaction does

mean lack of motivation at work.

Job satisfaction relates to one’s feeling towards one’s job. It can be inferred but not seen.

It is a set of favourable or unfavourable approach with which employees observe their

work. It is the amount of pleasure or gladness associated with a job. Satisfaction in one’s

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job means increased commitment in the fulfillment of formal requirements. There is

greater eagerness to devote personal energy and time in job performance.

THEORETICAL BACKGROUND

Job satisfaction factors are derived from the various theories and previously done

researches. The theoretical approach that was used in this study to examine job

satisfaction is Hertzberg’s two-factor theory of motivation (Freidrik Hertzberg (1966)),

Maslows hierarchy of needs theory (Abraham Maslows). Additionally to enhance

Hertzberg’s theory regarding job satisfaction factors, different types of measurement-

evaluation theories have also explained job satisfaction (i.e., single-item, general, or

facet-specific). In the measurement evaluation theories, the Job Description Index

(JDI) developed by Smith et al. and the Minnesota Satisfaction Questionnaire (MSQ)

developed by Weiss et al. were used. (Cf. Smith, Kendall, and Hulin’s (1969) (Cf.

Wallace D. Boeve, 2007)

The most important demographic variable that receives huge attention in job satisfaction

research is sex. A number of empirical studies on job satisfaction have suggested that

female workers have lower level of job satisfaction than their male counterparts because

male officials dominate most of the public organizations. Another common

demographic variable studied is educational level (Hameed & Soomro, 2014). Most of

the researches on the relationship between education level and job satisfaction yield

consistent findings (Iqbal, Hameed & Devi, 2012). Especially Griffin, Dunbar &

McGill (1978) found that workers with higher educational level would tend to be more

satisfied with their job than workers with lower educational level. The third commonly

identified variable in the research on demographic characteristics is age. Worker’s age

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has been found to have a negative impact on worker’s job satisfaction (Buzawa, 1984).

This means that younger workers are more satisfied with their jobs than their senior

counterparts. For example, a recent study results showed that university graduates were

more satisfied with their jobs when these were consistent with their university majors

than when these fell outside their fields of interest (Vandenberg & Lance, 1992).

Herzberg (1959; 1966) developed two-factor theory of job satisfaction: “motivation” and

“hygiene”. According to Herzberg’s theory, if handled properly, hygiene issues cannot

motivate workers but can minimize dissatisfaction. Hygiene factors include company

policies, supervision, salary, interpersonal relations and working conditions.

They are variables related to the worker’s environment. By contrast, a worker’s job

satisfaction was influenced by factors associated with the work itself or by outcomes

directly derived from it such as the nature of their jobs, achievement in the work,

promotion opportunities, and chances for personal growth and recognition. Because

such factors were associated with high levels of job satisfaction, Herzberg referred them

as ‘motivation factors”. Hackman and Oldham (1975) proposed five “core” dimensions

for evaluating the immediate work environment constituting the Job Diagnostic

Survey UDS (Iqbal, Hameed & Qadeer, 2012). These core dimensions turned out to be

associated significantly with job satisfaction and a high sense of workers’ motivation.

That is, the work environment source consisted of five dimensions, namely those of skill

variety, task identity, task significance, autonomy and feedback (Reiner, & Zhao, 1999).

Maslow's Hierarchy of Needs Theory:

Maslow's Hierarchy of Needs theory identifies five levels of needs, which are best seen

as a hierarchy with the most basic need emerging first and the most sophisticated

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need last. People move up the hierarchy one level at a time. Gratified needs lose their

strength and the next level of needs is activated. As basic or lower-level needs are

satisfied, higher- level needs become operative. A satisfied need is not a motivator. The

most powerful employee need is the one that has not been satisfied.

Level I - Physiological needs are the most basic human needs. They include food, water,

and comfort. The organization helps to satisfy employees' physiological needs by a

paycheck.

Level II - Safety needs are the desires for security and stability, to feel safe from harm.

The organization helps to satisfy employees' safety needs by benefits.

Level III - Social needs are the desires for affiliation. They include friendship and

belonging. The organization helps to satisfy employees' social needs through sports

teams, parties, and celebrations. The supervisor can help fulfill social needs by showing

direct care and concern for employees.

Level IV - Esteem needs are the desires for self-respect and respect or recognition from

others. The organization helps to satisfy employees' esteem needs by matching the skills

and abilities of the employee to the job (Soomro, Hameed, Butt & Shakoor, 2012). The

supervisor can help fulfill esteem needs by showing workers that their work is

appreciated.

Level V - Self-actualization needs are the desires for self- fulfillment and the realization

of the individual's full potential. The supervisor can help fulfill self-actualization needs

by assigning tasks that challenge employees' minds while drawing on their aptitude and

training. (Osborn and Hunt, 2002)

HERZBERG'S TWO-FACTOR THEORY

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The study of job satisfaction became more advanced and sophisticated with the

introduction of Herzberg’s (1966) Motivator- Hygiene Theory. This theory examines the

work itself as a principal source of job satisfaction as contrasted to Maslow’s hierarchy of

needs. The motivator-hygiene theory describes the concept of job satisfaction with two

dimensions (intrinsic factors and extrinsic factors). Intrinsic factors are also known as

motivators. Extrinsic factors are known as hygiene’s. (Iqbal, Hameed & Ramzan, 2012).

The motivators pertain to job content or the work itself and include achievement,

recognition, work itself, responsibility, and advancement. The hygiene’s relate to job

context or the work environment and involve company policy and administration,

supervision, salary, interpersonal relations, and working conditions. According to the

author, motivators are related to job satisfaction when present but not to

dissatisfaction when absent. Hygiene’s are associated with job dissatisfaction when

absent but not with satisfaction when present (Soomro, Hameed & Kaimkhani,

2012; 2013). The Motivator-Hygiene Theory is a major foundational theory on the

study of job satisfaction. The intrinsic and extrinsic dimensions of job satisfaction based

on motivators and hygiene’s allow for the conceptual understanding of work and how it

motivates and provide satisfaction for employees (Donald Gary Goff, 2004).

RATIONALE OF THE STUDY

In India call center is an attractive option for most of the youngsters because of the

booming IT and ITES industries, with IT strength recognized all-over the world. Besides,

our country also has a largest English speaking population after USA. India has a vast

workforce of educated, English-speaking, tech-savvy personnel, Cost effective

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manpower. In a call center operation, manpower typically accounts for 55-60% of the

total cost.

In spite of all these attractive factors, there are some loopholes operating in call center

industries causing lower job satisfaction, poor health due to nightshift, role stress,

emotional dissonance etc.

The investigator found that the very nature of jobs is changing as a result of changes in

the business environment and increased penetration of digitization, automation, and

robotics at jobs. This has led to the need to learn new skills and rewrite job descriptions,

as well as pressure to reskill and adapt to changing work environments. The investigator

reviewed the pertinent literature for the current investigation. Additional factors that

contribute to occupational stress include the contract-based nature of occupations (found

in government and public sector positions) and the absence of job security (found in

private sector jobs in Gujarat). The present researcher thinks it's important to look into

the relationship between contact center employees' job happiness and business culture.

Call centres play a crucial role in various industries, including customer service,

telemarketing, and technical support. They serve as a primary point of contact between a

company and its customers. Since the success of call centres largely depends on the

performance and satisfaction of their employees, understanding the factors influencing

job satisfaction becomes essential.

Job satisfaction directly impacts employee well-being and productivity. Satisfied

employees are more likely to be engaged, motivated, and committed to their work. On the

other hand, dissatisfied employees may experience higher levels of stress, burnout, and

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turnover, which can negatively impact the call centre‟s performance and overall

organizational effectiveness.

Organizational culture encompasses the values, beliefs, norms, and practices within a

workplace. It significantly affects employees' attitudes, behaviours, and overall job

satisfaction. Examining the relationship between organizational culture and job

satisfaction can provide insights into how specific cultural aspects impact the working

environment in call centres.

Understanding the factors that influence job satisfaction among call centre employees can

help managers and policymakers identify areas for improvement. By identifying aspects

of organizational culture that positively impact job satisfaction, managers can implement

strategies to enhance employee well-being and performance.

Research on the relationship between organizational culture and job satisfaction in call

centres can contribute to the existing body of knowledge on human resource

management, organizational behaviour, and employee satisfaction. It can also serve as a

basis for future studies in similar industries or different geographical locations.

High turnover rates are common in the call centre industry due to its demanding nature.

Investigating factors related to job satisfaction can help in devising retention strategies,

leading to cost savings associated with training new employees. Moreover, a positive

work environment can attract potential talent and improve the organization's reputation as

an employer.

OPERATIONAL DEFINITIONS

Organizational Culture:

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 A set of common understandings for organizing actions and language and other

symbolic vehicles for expressing common understanding.

Schein (2004), who stated that: “Organizational culture is the pattern of basic

assumptions that a group has invented, or discovered in learning to cope with its

problems of external adaptation and internal integration, and that have 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”

Job satisfaction

In general, job satisfaction encapsulates an employee’s felling about his/ her job.

Research, however, has revealed that job satisfaction is a multidimensional phenomenon,

influenced by several internal and external factors, like the individual’s values, principles,

personality and expectations and the job’s nature, the opportunities provided etc. (Davies

et al., 2006).

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 CHAPTER 2

REVIEW OF

RELATED

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 LITERATURE

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The review of the literature for the present investigation has been divided into two

categories. These are as follows:

Sattar and Ali (2016) measures the factors affecting the employee satisfaction by

discussing variables such as promotion, work environment, leadership and job

satisfaction and observe its impact on workers of the banking industry at Bahawalpur

district. It was determined that all the variables promotions, work environment,

leadership behaviour and job satisfaction have significant relationship with employees

job satisfaction.

Salem et al., (2013), concludes that most people or employees agreed that personality

type suits the work they do, and have the opportunity to do what they do best and they are

also optimistic about their personal and professional life and further demonstrates that

fair policy of recruitment and selection leads to employee satisfaction at work.

Presence of higher degree of occupational stress adversely affected the level of job

satisfaction and if employees are allottted low burden of tasks, targets and operational

activities to perform for their customers than they‘ll become more calm, happy and

satisfied with their jobs instead of having hectic workload, burden and tension created by

the line managers as well as customers (Khan, Ramzan & Butt, 2013).

Singh, T., & Sundaray, B. K. (2012), in their study examined job satisfaction level of

executives in private and public sector business organizations. The sample for the study

consisted of 75 executives from both these sectors. It was found that job satisfaction is

not a single factor but consists of nine aspects. The private sector executives have the

highest level of job satisfaction as compared to public sector executives on the basis of

nature of work they are engaged in, followed by communication, supervision, coworkers,

27 | P a g e
promotion, contingent rewards, pay, fringe benefits and operating condition dimensions.

Further it also came to know that the relationship with co-workers is an important aspect

of job satisfaction and not the pay structure.

Pepe, M. (2010), in his study investigated the relationship between extrinsic motivational

factors such as perceived supervisor support and job satisfaction, organizational

commitment and the intent to leave with a sample of 46 managers and clerical support

staff in a supermarket retailer. It was found that job satisfaction is important in measuring

the intent to turnover and is constantly found to be negatively related to intent to leave.

Job dissatisfaction stimulates thoughts of leaving, which leads the individual to evaluate

the expected utility of search, intention to search, the search itself, evaluation of

alternatives, intention to quit, and finally the withdrawal decision and behaviour. It was

found that job satisfaction is an attitudinal cause of commitment and is therefore,

important to the study of organizational commitment and turnover.

Hunjra, A. I., Chani, M. I., Aslam, S., Azam, M., & Rehman, K. U. (2010), in their study

measured the effect of human resource management practices like autonomy, leadership

behaviour and team work on job satisfaction with a sample of 295 employees working in

different banks of Rawalpindi, Islamabad and Lahore. The finding was found that

employees weigh more to leadership behaviour and team work environment, than

autonomy, to enhance their job satisfaction. So the management should focus on

leadership behaviour to their employees and should provide them with a good team work

environment which will enhance their level of job satisfaction. This will also reduce

absenteeism and turnover. The empirical analysis of this study suggests that male

employees should be prioritized while formulating human resource strategies as

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compared to female employees. The human resource strategies should not be devised on

gender discrimination basis but include both categories that is male and female.

Emmema, A.A., Ajjan, N., & Karthikeyan, C. (2010), in their study examined the factors

responsible for employee engagement. It came to know from the result that the success of

an organization depends on employee engagement which is a main key for improving

both productivity and profitability of an organization with a sample of 100 employees of

MGM Corporate, Chennai. Engaged employees are more committed and satisfied with

the job which paves way for many other factors such as loyalty, employee retention etc.

The key drivers responsible for employee engagement were found to be job satisfaction,

organizational behavior, motivation and employee welfare. Besides that better working

environment, improved facilities like cafeteria, recreation room, and indoor games,

followed by compensation and benefits are the major needs of the employees.

Vanar, V. M. (2012), in his study investigated the relationship between employees’

satisfaction and industrial relations in selected industrial units of Ahmedabad and Anand

districts. It was found that inadequate welfare measures and absence of motivation are the

root problems for indiscipline, and so employers should urgently frame such effective

employee’s welfare policy which motivates them to work efficiently without creating

troubles in the organization. It was also found that job satisfaction is important because

the committed and engaged employees create satisfied work group which leads to

pleasant industrial relations. It also came to know that employers should take suggestions

from employees while making any policy which affects the industrial relations of the

organization.

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Gyanchandani, R., Badrinarayan, S. R., & Sharma, S. (2011), in their study investigated

the factors which leads to job stress and their impact on job satisfaction with a sample

size of 50 respondents in the service sector of Pune region. It was found that employees

who are highly motivated are satisfied and are ready to work more for the organization. It

came to know that employees found absence of some factors such as effective support

system, effective perceived control, organizational commitment, recognition, security and

involvement which give rise to job stress and presence of some factors such as job

overload, role ambiguity, role stagnation and personal inadequacy also leads to job stress.

And so it is important for the organization to understand the exact needs of its job

occupants and should develop a very clear path for career and should design the profile,

duties and responsibilities constant with the job description.

Bubulji, M., Arsenijevic, O., & Simic, J. (2011), in their study measured the relation

between organizational culture and achievement motive. It was found from the study that

people will not be motivated unless they believe in the value of acting to achieve a

particular goal. People are normally motivated to engage in behaviours which they

believe will contribute to goal achievement. It also came into light that there are four

main components under achievement motive such as competition with other people,

persistence in goal accomplishment, goal accomplishment as a source of pleasure and

orientation to planning, which should be paid attention. Motivational strength also

depends on one’s judgement about how successful a particular behaviour will be moving

towards goal achievement.

Cheng, E. Y., & Liu, Y. L. (2008), in their study examined the relationship between

organizational culture and adoption of knowledge management technologies from a

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sample of 121 MIS managers. It was found that organizational culture can be a facilitator

or obstacle to knowledge management activities where organizational culture was

categorized into five types such as group culture, ethical culture, development culture,

hierarchical culture and rational culture. Knowledge management was also divided by its

process and a total of 30 information technologies were chosen for the study. The result

showed that fundamental technologies such as knowledge storage / retrieval and platform

technologies were positively correlated with all the organizational cultures. It also came

to know that promoting development culture is very useful to those organizations which

are positively correlated with all the knowledge management technologies because

organization having development culture encourages innovation and flexibility which in

turn creates a suitable environment for knowledge management activities.

Willcoxson, L., & Millett, B. (2000), in their study evaluated the significant issues related

to the management of an organization’s culture. It was found that culture management

can be affected by ensuring that appointments reinforce the existing culture or support a

culture shift and replacement can be used to considerably change the culture.

Development and training can provide for acculturation to an existing or new culture and

also for enhanced interpersonal communication and teamwork. Moreover leadership and

modeling by executives, managers, supervisors can stress or help in the changing of

existing traditions, symbols, behaviours, and values. It also came into light that

participation of all organization members in cultural reform, decision-making and

development activities is essential if long-term change in values is to be achieved.

Structures, policies, procedures and allocation of resources need to be related with the

organizational culture and objectives.

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Khan, V., Mariyum, A., Pasha, N., & Hasnain, A. (2011), in their study examined the

role of organization’s culture on the job satisfaction of the employees of private sector

organisation in Pakistan. This study revealed from the sample of 150 respondents

working both in private and public banks that organization culture has an important role

to play on the job satisfaction of the employees. Supervisor support and open

communication make a significant impact on job satisfaction level. Whereas, rules and

policies, rewards and benefits have no impact on the job satisfaction of the employees.

The reasons could be the absence of systematic rules and policies or absence of their

application in the working system resulting in unprejudiced course of actions by

management and poor productivity.

Dhingra, O. P., & Pathak, V. K. (1973), in their study examined the personal values and

work related attitudes among the managers with a sample size of two enterprises. The

study revealed that different kinds of organization build their own culture with different

socio-cultural background, values and attitudes, etc. Two complementary requirements

are evenly important for the retention, commitment, optimal utilization and high

motivation of the manpower in an organization. On one hand the employees should be

able to get reasonable satisfaction from their work and work environment. On the other

hand, the organization should be able to assure an element of satisfactoriness to its

employees in terms of their performance. The absence of either of these two necessities

will result in a defective relationship between the organization and its employees.

Tripathi, S., Kapoor, A., & Tripathi, N. (2000), in their study investigated the

participative and manipulative organizational culture and its relationship with

organizational commitment. A sample of 200 middle level executives from 10 public and

32 | P a g e
private sector organizations were selected. The study indicated that if the organization

develops participative culture then its members will feel proud for the organization and

will feel motivated and involved in the job. On the other hand, if an organization adopts

manipulative culture, people will be loyal towards the organization, but this loyalty won’t

be sufficient to lead the organization to a successful path, for the people will only have a

strong desire to remain a member of one’s organization but will have no intention to be a

hardworking employee.

Biswas, S. (2008), in his study examined the effect of organizational culture and

transformational leadership on the performance of the employees. A sample size of 357

executives of different organizations in India was chosen. It came to know from the study

that both organizational culture and transformational leadership were found to have an

important influence upon human resource development and the performance of individual

employees. It was found that organizational communication also plays a vital role in

binding employees together by transmitting cultural norms from an organizational

context to an individual’s way of life in the organization. It also increases supervisor-

related commitment by helping managers transform their subordinates’ performance

objectives as complementary to overall organizational goals and mission.

Misra, S. N., & Mangaraj, S. (2011), in their study measured the job satisfaction and

meeting expectation levels of employees of tourism and hospitality industry in Odisha. A

sample of 100 respondents was randomly selected from 15 organizations. It was found

that employees have a satisfactory level of job satisfaction especially from the attributes

such as company’s business, working environment, nature of work, co-worker, team

work, and customer behaviour. Whereas from other attributes such as pay package,

33 | P a g e
incentives, career growth and family satisfaction, the employees were found less

satisfied. It was also observed that the employees were more than moderately meeting

their expectations in their current organizations.

Pakira, A. (2011), in his study evaluated the role of organizational culture in producing

better performance among the faculties in West Bengal. A sample of 42 faculty members

was selected from different colleges. The result of the finding indicated that role clarity,

quality consciousness, discipline, sincerity and free flow of communication have emerged

as new dimensions of organizational culture which plays important roles not only in

making the culture but also in influencing the performance of the faculty members. It also

came into light that the performance dimensions of the government college faculty

members such as academic orientation, and research orientation have become very

prominent. Thus, performance of the faculty members of all these colleges is highly

influenced by the culture.

Lok, P., & Crawford, J. (2004), in their study examined the influence of organizational

culture and leadership style on job satisfaction and organizational commitment. The

sample consisted of 337 managers out of which 219 managers from Hong Kong and 118

from Australia were chosen. In this study three factors bureaucratic, an innovative, and a

supportive organizational culture were adopted. The results revealed that the impact of

innovative and supportive organizational cultures on commitment and on job satisfaction

is stronger with Australian managers than Hong Kong managers. However, there was no

significant difference between these two samples found in bureaucratic organizational

culture. Age was also found to have a more positive effect on job satisfaction in the Hong

Kong sample than in the Australian sample.

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Austin, M. J., & Claassen, J. (2008), in their study investigated the significance of both

organizational culture and organizational change in an organization. The findings from

both private sector and public sector revealed, that to introduce change in an organization

is critical which ranges from minor change (such as improve what is already in place), to

major changes (like allocation of resources, or shifts in authority). It was found that

changes in organizations often fail because of the resistance from the staff. However, this

task of introducing change can be made easy if the managers understand the existing

commitments and the importance of vital parts of organizational culture such as tasks,

resources and environment.

Tsai, Y. (2011), in his study examined the relationship between organizational culture,

leadership behaviour and job satisfaction in two hospitals in Taiwan. Data was collected

using a structured questionnaire from 200 nurses. The results found that organizational

culture such as employee orientation, customer focus, emphasizing responsibility and

cooperation were positively correlated with leadership behaviour factors like leader’s

encouragement and giving subordinates clear vision. It was also found that organizational

culture is also positively related with job satisfaction variables like rewards and welfare

and job recognition. Moreover, leadership behaviour was also positively correlated with

job satisfaction variables.

Lund, D. B. (2003), in his study investigated the impact of organizational culture types on

job satisfaction in a survey of 360 marketing professionals from U.S.A. It was found that

Clan culture with its importance on mentoring and loyalty and adhocracy culture with its

focus on innovation and flexibility are positively associated with job

satisfaction .Whereas, market culture with its importance on competition and goal

35 | P a g e
achievement and hierarchy culture which emphasis on bureaucratic order, rules and

regulations are negatively associated with the level of job satisfaction.

Chaddha, V., & Pandey, R. (2011), in their research investigated the impact of work

environment on employees’ efficiency with a sample of 62 respondents. It was found that

good working environment encourages creativity among the employees and more job

involvement. It came to know that some external work environment including

infrastructure facilities are correlated with the productivity of the employee. Along with

that internal work environment especially job related pressures have their negative impact

on employee productivity such as workers relationship with management, coworkers,

fringe benefits and workers place of residence. Moreover, it was also observed that

physical facilities and psychological factors directly bears on employees productivity,

and so the organization should focus more on creating conducive working environment

by reducing employees stress, boredom and unhappiness.

Shetty, B. R., & Gujarathi, R. (2012), in their study investigated the factors responsible

for faculty satisfaction as well as students’ overall satisfaction level. For this purpose a

sample of 48 faculty members and 147 students in management institutes of Nashik

district were chosen. It was pointed out that there is a perfect correlation between job

satisfaction and job performance. Major factors for faculty satisfaction were teaching

climate such as quality of students, teaching aids and freedom to select subject to be

taught. It was found that main reasons for dissatisfaction among the faculty were time

provided for research work, availability of research support and facilities and promotional

policies. It also came to know that salary is not the primary but secondary factor to

improve satisfaction level of the faculty, but at the same time other factors are also

36 | P a g e
equally important such as job security, and career advancement. It was also proved that

there is a strong positive correlation between faculty satisfaction and students’

satisfaction and so faculty and students experiences need to be focused together and not

as separate entities for a satisfied faculty is a source of students’ satisfaction.

Kayalvizhi, S., & Chokkanathan, K. (2011), in their study evaluated the level of job

satisfaction and the major intrinsic and extrinsic sources influencing job satisfaction

among 570 lecturers employed in self financing Arts colleges of Tamil Nadu. The finding

revealed that employees were highly dissatisfied with their jobs. Dissatisfaction is due to

lack of external and internal factors that is poor compensation and facilities offered by the

college. Intrinsic factors which motivated them were possibility of growth, responsibility,

celebrations of achievement, and career advancement. Extrinsic factors which de-

motivated the lecturers included lack of benefits and poor compensation, unhealthy

working conditions and lack of interpersonal relationship, job security and promotion

opportunity. The analysis of the study showed that lecturers were overall satisfied with

their profession but dissatisfied with the institution in which they were serving.

Manonmani, P., & Uma, V. (2013), in their study examined the factors determining job

satisfaction among the employees working in Coach Factory with a sample size of 71

respondents. It was found that majority of the employees were satisfied from the factors

like support from seniors, cooperation from co-owners, physical environment of

organization, fairness of the promotion system, pay scale as well as other benefits along

with job design, job rotation, and job enrichment etc. Other factors included

empowerment and autonomous workgroups, and management style and culture.

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Tan, N. P. (2013), in his study investigated the relationship between organizational

culture and job satisfaction among the professional staff in Vietnamese construction

companies with a sample of 348 employees. The study showed that there was a positive

and strong relationship between organizational culture and job satisfaction. Good

organizational culture always have an impact on employees behaviour, motivation,

financial performance and most importantly on positive working environment which

increases the employees level of job satisfaction. It was also found that the employees

were happy working in an environment where they feel safe and secured. And it also

came into light that women had a lower level of job satisfaction as compared to men. And

so to motivate these women especially the management should frame separate policies

for them.

Berg, P. T., & Wilderom, C. P. (2004), in their research observed that organization

culture plays a very vital role in shaping right perception of the employees regarding

organizational environment. And it directly affects on the efficiency of employees as well

as on the organization, which was found from the sample of 1,509 respondents from 58

local banking firms. Organization culture also motivates the employees to put their

wholehearted efforts in accomplishing their tasks on time and reaching the ultimate

destination of the organization.

Ainscow, M., & Sandill, A. (2010), in their study examined the role of leader which is

necessary to foster inclusive policies in an organization. It was found that culture

contributes specially in favourable environment for encouraging teaching and learning

process. The leader has to create such an environment which has inclusive values and

bringing about sustainable change at the workplace. For successful organization, leader

38 | P a g e
should also focus on developing community of practice instead of implementing new

technology. It was also observed that culture impacts on the perception of the employees

related to their work and workplace. In other words it can be said that culture can decide

how people should behave at their workplace.

Flury, M. (2010), in his study investigated that in order to meet the challenges of new

economic reforms such as liberalization, globalization and privatization, organization

should adopt or develop such culture which can help in overcoming the hurdles. It was

found that organizational culture of sharing and collaboration will accelerate the growth

of the organization. Moreover knowledge management and continuous learning process

will also keep the organization up to date in relation to past references as well as to adopt

new knowledge to meet the future requirements.

Webber, M., Sarris, A., & Bessell, M. (2010), in their study examined attitudes towards

work-life balance by collecting data from 292 employees in an Australian university. In

this study it was highlighted some important factors of work-life balance initiatives such

as working from home, flexi-time, recreation leave, career leave, partner leave, and job-

sharing which increases the productivity of the organization. From the result it was also

found that supportive culture can create best work- life balance initiatives which can

reduce work related stress, anxiety, tension, fatigue, and job burnout. It also helps in

improving morale, increasing productivity and commitment to organization.

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 CHAPTER 3
METHODOLOGY

Research methodology is a way to systematically investigate the research problem. It

gives various steps in conducting the research in a systematic and a logical way. It is

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essential to define the problem, state objectives and hypothesis clearly. The research

design provides the details regarding what, where, when, how much and by what means

enquiry is initiated. Every piece of research must be planned and designed carefully so

that the researcher precedes a head without getting confused at the subsequent steps of

research. The researcher must have an objective understanding of what is to be done,

what data is needed, what data collecting tools are to be employed and how the data is to

be statistically analyzed and interpreted. There are a number of approaches to the design

of studies and research projects all of which may be equally valid. Research is a

systematic attempt to obtain answers to meaningful questions about phenomenon or

events through the application of scientific procedures. It an objective, impartial,

empirical and logical analysis and recording of controlled observation that may led to the

development of generalizations, principles or theories, resulting to some extent in

prediction and control of events that may be consequences or causes of specific

phenomenon. Research is a systematic and refined technique of thinking, employing

specialized tools, instruments and procedures in order to obtain a more adequate solution

of a problem than would be possible under ordinary mean. Thus, research always starts

from question. There are three objectives of research factual, practical and theoretical,

which gives rise to three types of research: historical, experimental and descriptive.

Research design has been defined by different social scientists in a number of ways. All

these definitions emphasize systematic methodology in collecting accurate information

for interpretation. Selltize et al. (1962) expressed their views as, “Research designs are

closely linked to investigator’s objectives. They specify that research designs are either

descriptive or experimental in nature.” Research design tells us how to plan various

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phases and procedures related to the formulation of research effort (Ackoff Russell,

1961). Miller (1989) has defined research design, “as the planned sequence of the entire

process involved in conducting a research study.”

Kothari (1990) observes, “Research design stands for advance planning of the method to

be adapted for collecting the relevant data and the techniques to be used in their research

and availability of staff, time and money.” In this way selecting a particular design is

based on the purpose of the piece of the research to be conducted. The design deals with

selection of subjects, selection of data gathering devices, the procedure of making

observations and the type of statistical analysis to be employed in interpreting data

relationship”.

Every study is distinguished on the basis of its different purposes and approaches.

Therefore, so many methods have been adopted. For the present study, Descriptive

Method was used. It describes the current status of the research work. It involves

interpretation, comparison, measurement, classification, evaluation and generalization all

directed towards an understanding and solution of significant occupational problems.

Statement of the problem

The research problem for the present study is organizational culture and job satisfaction

among employees working in call Centers.

Objectives of the study

1. To study the organizational culture and job satisfaction among employees working in call

centre.

42 | P a g e
 2. To study the relationship between Organizational Culture and job satisfaction of

employees of call centers.

3. To study the significant difference between male and female employees with

respect to Organizational Culture and job satisfaction.

Hypotheses of the study

The following hypotheses are formulated for the present study: -

There is a significant relationship between Organizational Culture and job satisfaction of

employees in call centers.

There is a significant difference between Organizational Culture and job satisfaction of

employees in call centers in relation to their gender.

Variable of the Study

Dependent: Job satisfaction

Independent: Organizational Culture

Population

Male and female working in the call center (AJ BPO Management and Services Pvt. Ltd)

in Gujarat was constituted as the population of the study for the present investigation.

Sample size

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To conduct this study, the investigator was select a sample of total of 120 (60 male and

60 female) from private call Centers in Gujarat, i.e. AJ BPO Management and Services

Pvt. Ltd. Random sampling method was used.

Inclusion criteria

 Male and female working in call centers in Gujarat, i.e. AJ BPO Management and

Services Pvt. Ltd was included.

 Those who are in the age group of 25 to 50 years was included

 Those who have given consent and willing to participate was included.

Exclusion criteria

 Participants below 25 years and above 50 years was excluded

 Participants do not give consent was excluded

Research Design

A correlational study was adopted to study the relationship between relationship between

organizational culture and job satisfaction among employees.

Tool Used For Data Collection

Organizational Culture Scale by by Udai Pareek (2002) was measure the

organizational culture among employees

To measure organisational cultural effects, the present researcher had developed the scale

based on twelve dimensions namely: fairness, mutual trust, openness, organisational

climate, synergy, organisational environment, autonomy, work values, organisational

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belongingness, confrontation, pro-action and organisational loyalty. This questionnaire

was developed on the same pattern opting the same steps, which were taken in case of

developing work commitment scale as discussed above. There was only difference in the

response-rating system as in organisational culture scale 7-point response category was

used instead of 5-point response category, which was used in work commitment scale .

To confirm the reliability/dependability of device, split-half reliability was calculated and

reliability coefficient was found r=. 89 which confirms high reliability. Further,

congruent validity was calculated to check the validity of the scale and validity

coefficient was found r=. 76 which also indicate that the test is highly valid. Therefore,

organisational culture scale was confirmed as standardized scale.

2. Job Descriptive Index (Smith and Kendal, 1966) developed and widely used in

Indian context and this internationally used questionnaire was used to assess the job

satisfaction of the sample.

Job Descriptive Index (Smith and Kendal, 1966) developed and widely used in Indian

and Internationally used questionnaire will be used to assess the job satisfaction of the

sample. The job descriptive index contains a series of statements for each of these five

area and individuals are asked to mark yes (Y) or no (N) or doubtful (?) as related to the

job.

Positive statements gets a score of 2 for yes, doubtful gets 1 and 0 for no. Negative

statements get a 2 for no, 1 for doubtful and 0 for yes. Only the total score obtained for

the five areas will be considered as a measure of job satisfaction. High score indicate high

job satisfaction.

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Instrument Reliability

Reliability was tested because our results were an average of the total opinions of the

whole sample plus the data collected through the samples was measured for its internal

consistency through a probing technique using SPSS version 13.

Instrument Validity

The instrument used in our research is worlds recognize questionnaire and measures all

the criterias of our research. Some questions have been added under supervision of

experts.

Instrument administering /intervention:

The researchers were in close touch with the respondents in order to answer any

queries. Questionnaire itself had guidelines but even though respondents were

provided with specific guidelines in order to reduce errors. Any assistance required

by the respondents was also provided. Researchers need to realize that the research

process itself is an unrewarded intervention beyond any intentional treatment effects or

secondary effects on the research participants or other stakeholders.

PROCEDURE FOR DATA COLLECTION

For the purpose of collecting data, the permission of Heads of the call centers was taken.

Before the administration of the tools, the purpose of the study was explained to them

well in advance orally. Researcher was take permission in writing duly signed by the

concerned authorities including the individual consent.

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The objectives of the study were explained to them. They were briefed about the test and

the instruction to be followed. After that there responses was recorded and analysed. All

the ethics was considered while collection of the data.

DATA ANALYSIS

In this proposed study, various statistical tools and techniques was used. Such as Central

tendency, Correlation analysis, T-test analysis, etc. was used.

DELIMITATIONS OF THE STUDY

 The study was based on the data collected from male and female employees

working in call centre in Gujarat, i.e. AJ BPO Management and Services Pvt. Ltd

 The study was further delimited to 120 employees.

 The study was further delimited to employees of age group 25 to 50 years

47 | P a g e
 CHAPTER 5
DATA ANALYSIS &

INTERPRETATION

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Data analysis is the act of transforming data with the aim of extracting useful information

and facilitating conclusion. Data analysis is the process of systematically applying

statistical and or logical techniques to describe and illustrate, condense, recap and

evaluate data.

The organization, analysis and interpretation of data and formulation of conclusions and

generalization are necessary steps to get a meaningful picture out of raw information

collected. The analysis and interpretation of data involves the objective material in the

possession of the researcher as well as objective reactions to derive inherent meanings

from the data in their relation to the problem. Interpretation refers to the task of drawing

inferences from the collected facts after an analytical and experimental study. In fact, it is

a search for broader meaning of research findings. The task of interpretation has two

major aspects viz. (1) the efforts to establish continuity in research through linking the

results of a given study with another, (2) the establishment of some explanatory concepts

in one sense.

In the present endeavour, the investigator has made an attempt to analyze and interpret

the data of the present study by using different statistical techniques.

49 | P a g e
 GENDER COMPARISON

Table 4.1: Mean and SD of male and female employees working in call centre on

Twelve Areas of organizational culture

Gender Statistical Fairness Mutual Trust Openness Organisational

Sign Climate
Male Mean 18.460 11.073 15.213 12.833
(N=60) SD 3.978 2.732 3.011 2.789
Female Mean 17.000 10.900 15.840 11.700
(N= 60) SD 4.018 3.314 3.101 2.267
t-value 2.002 0.312 1.123 2.557

Statistical
Gender Sign Synergy Organisational Autonomy work values
Environment
Male Mean 9.226 12.580 9.686 11.913
(N=60) SD 2.195 3.035 2.063 2.443
Female Mean 9.100 12.190 10.060 11.110
(N= 60) SD 1.972 3.177 2.019 2.313
t-value 0.331 0.688 2.694 1.854

Statistical
Gender Organisational Confrontation Pro-action Organisational
Sign Belongingness Loyalty
Male Mean 11.933 8.866 9.673 6.273
(N= 60) SD 3.106 2.646 2.515 1.913
Female Mean 10.950 7.530 9.480 6.000
(N=60) SD 2.633 1.976 2.249 1.550
t-value 0.844 1.526 0.443 0.861

INTERPRETATIONS

A perusal of table 4.1 gives as the information about mean and SD scores of male and

female employees on various areas of Organisational culture.

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These scores in case of male employees are: Fairness 18.460 and 3.978; Mutual Trust

11.073 and 2.732; Openness 15.213 and 3.011; Organisational climate 12.833 and 2.789;

Synergy 9.227 and 2.196; Organisational environment 12.580 and 3.036; Autonomy

9.686 and 2.063; Work values 11.913 and 2.443; Organisational belongingness 11.393

and 3.106; Confrontation 8.866 and 2.646; Pro-action 9.673 and 2.515; Organisational

loyalty 6.273 and 1.913. In case of working women the results are: Fairness 17.000 and

4.018; Role Ambiguity 10.900 and 3.314; Role conflict 15.840 and 3.101;

Organisational climate 11.700 and 2.268; Synergy 9.100 and 1.973; Organisational

environment 12.190 and 3.177; Autonomy 10.060 and 2.019; Work values 11.110

and 2.313; Organisational belongingness 10.950 and 2.633; Confrontation 7.530 and

1.976; Pro-action 9.480 and 2.249; Organisational loyalty 6.000 and 1.550.

The data on Organisational culture has further been analyzed by way of computing ‘t’

values between male and female employees on each of the twelve Organisational culture.

A perusal of table reveals the significance of difference between the mean scores of male

and female employees. The mean score of male employees is reported to be higher

(M=18.460) than female employees (M= 17.000). The obtained ‘t’ value has been found

to be 2.002 which is significant at 0.05 level of confidence (P<0.05). On the basis of

results it can be inferred that both male employees experience fairness in organizational

culture than female employees.

Table shows the significance of differences between the mean scores of male and

female employees on the area of mutual trust on Organisational culture. It is observed

that the male employees obtained a higher mean value (M=11.073) as compared to

female employees (M=10.900). But this mean difference is reported to be

51 | P a g e
statistically insignificant (‘t’ = 0.312). This mean difference neither favours working

men nor working women. Therefore, it can be inferred that both male and female

employees exhibit mutual trust to an equal extent.

A quick look towards table reveals that there is no significant difference between

the mean scores of male and female employees in the area of Openness on Organisational

culture. It is observed that the mean score of male employees came out to be 15.213

whereas female employees are reported to have a higher mean value (M= 15.840). The

obtained ‘t’ value came out to be 1.123 which is not significant. This can be said that

both the groups male and female employees have Openness in organizational culture.

The information presented in the Table reveals the significance of difference between the

mean scores of male and female employees on organisational climate area of

Organisational culture. The obtained mean score of male employees is reported to be

higher (M = 12.833) than the mean score of female (M = 11.700). The obtained ‘t’ value

has been found to be 2.447 which is significant at 0.01 level of confidence.

A perusal of Table shows significant difference between the mean scores of male and

female employees in the area of Synergy, on Organisational culture Scale. On the basis of

the results it is reported that male scored higher mean value (M = 9.226) as compared to

working female who are reported to have low mean score (M = 9.100). The obtained ‘t’

value came out to be 0.331 which is not significant. It can be inferred that both male and

female employees show similarity in this dimension of synergy.

The results in Table show the significance of difference between the mean scores of male

and female employees on Organisational environment area of Organisational culture. The

mean score in case of male employees is reported to be 12.580 whereas in case of

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working female it has been found to be 12.190. The obtained ‘t’ value has been found to

be 0.688 which is statistically insignificant. On the basis of the results it can be inferred

that both male and female employees are observed to offer their valuable suggestions to

frame new policies in the working system.

A quick look of Table highlights the significance of difference between the mean

scores of male and female employees on Autonomy areas of Organisational culture Scale.

The results reveal that working men have obtained a mean score of 9.686 on autonomy,

whereas working women are reported to have obtained a mean score of 10.060 on the

same dimension. The calculated ‘t’ value came out to be 2.694 which is statistically not

significant.

The results reported in table show the significance of difference between the mean

scores of male and female employees on work values area of Organisational culture.

The results reveal that working men obtained higher mean score (M = 11.913) than

working women (M = 11.110) in this area. The calculated ‘t’ value is reported to be

1.854 which is statistically insignificant at 0.01 level (P<0.1). It can be inferred both the

groups of male and female employees are same in the area of Work values. A quick look

towards Table shows the significance of difference between the mean scores of male and

female employees on the dimension of Organisational belongingness of Organisational

culture Scale. No significant difference between the mean scores of male and female

employees was observed on the dimension of organizational belongingness. On the basis

of the results it is observed that working men scored higher mean value (M =

11.393) as compared to working women who are reported to have low mean score (M =

10.950). The obtained ‘t’ value came out to be 0.844 which is not significant.

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A perusal of table reveals the significance of difference between the mean scores of male

and female employees on the dimension of Confrontation. It is observed that working

men obtained higher mean value (M = 7.530) as compared to working women (M =8.

860) in this area. The calculated ‘t’ value is reported to be 1.526 which is not significant

at 0.01 level of confidence.

The information presented in the table reveals the mean comparison of male and

female employees in the area - Pro-action on Organisational culture Scale. The mean

score in case of working men is reported to be 9.673 and in case of working women it has

been found to be 9.480. The obtained ‘t’ value came out to be 0.443 which has failed to

arrive at any level of confidence (P < 0.01).

Table shows the significance of difference between the mean scores of male and female

employees in the area—‘Organisational loyalty’ on Organisational culture Scale. A

perusal of this table reveals that working men are seen with a mean score of 6.273 on this

dimension, whereas working women are reported to have obtained a mean score of

6.000. The obtained ‘t’ value came out to be 0.861 which has failed to arrive at any level

of confidence.

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Table 4.2 Mean and SD of Employees (Male and Female) on Five areas of Job

Satisfaction Scale.

Gender N Statistical work Super Co- Pay Promotion

Sign vision worke
60 r
Mean 58.784 19.408 9.968 14.048 10.112
Male
SD 5.541 2.700 1.496 2.478 1.700

60 Mean 60.408 19.800 10.312 14.792 10.016

Female
SD 5.049 2.271 1.291 2.466 2.140

t-value 1.679 0.861 1.351 1.968 0.272

A perusal of Table 4.2 gives details about the mean and SD scores of male and female

Employees on areas of Job Satisfaction scale. The mean scores in case of male

Employees towards Job Satisfaction are: Work (M = 58.784, SD = 5.541); Supervision

(M = 19.408, SD = 2.700); Co-workers (M = 9.968, SD = 1.496); Pay (M = 14.048, SD =

2.478); Promotion (M = 10.112, SD = 1.700). However, in case of female Employees

the results towards Job Satisfaction are: Work (M = 60.408, SD = 5.049); Supervision

(M = 19.800, SD = 2.271), Co-workers (M = 10.312, SD = 1.291), Pay (M = 14.792, SD

= 2.466), Promotion (M = 10.016, SD = 2.140).

55 | P a g e
 Table 4.3: Relationship between organizational culture and job satisfaction

N Df Calculated Level of

Variable value of ‘r’ significance

Organisational

culture 120 118 0.50 Significant

Job

satisfaction

* Significant at .05
level
It is inferred from the above table that there is a positive significant statistical

relationship at (0.05 level of significance) between organizational culture and job

satisfaction. Through presenting the result of the third Hypothesis, it indicates the

existence of positive statistical linking relationship between organizational culture and

job satisfaction. The calculated r value for organizational culture and job satisfaction is

0.50.

56 | P a g e
Testing the Hypothesis

Hypothesis No. 1

In view of the results of the present investigation, the hypothesis No.3 which states,

There is a significant relationship between Organizational Culture and job satisfaction of

employees in call centers is accepted

Hypothesis 2

In view of the results of the present investigation, the hypothesis No.1 which states,

“There is a significant difference between Organizational Culture and job satisfaction of

employees in call centers in relation to their gender” stands partially retained as it has

been found that male employees and female are different in some of the areas on

organizational stress scale. Further, there is no significant difference in the job

satisfaction among male employees and female employees.

57 | P a g e
 CHAPTER 5
CONCLUSION &

SUGGESTION

58 | P a g e
CONCLUSION

Employees are satisfied with the recognition they got from their good work but are

indifferent with the hours of their work. There is a positive statistical linking relationship

between organizational culture and job satisfaction. It has been found that male

employees and female are different in some of the areas organizational culture scale.

There is no significant difference in the job satisfaction among male employees and

female employees.

POLICY IMPLICATIONS

Both productivity and performance and human resources utilization hold interesting

implications about the valve of organizational involvement. As may be quite clearly seen

that an increase in perceived organizational policies/health results in an increase in the

involvement measure, thereby suggesting that practicing managers may revitalize the

organization either at the macro-level, by re-building the climate or at the individual

level by motivating greater involvement and personal investment in the organization in

either case, the organization gains.

 A proper salary and reward system that is beneficial to employees, eminently

fair. , impartial towards gender and which promises rewards, in terms of

money and career progression is the foremost requirement for ensuring job

satisfaction in the workplace.

 The provision of a workplace which is cooperative and where employees are

cherished and wanted is essential for job satisfaction. This requirement is

omnibus in many ways and includes the prevention of harassment,

involvement of employees in real goal setting, planning and problem

59 | P a g e
 solving, showing respect for diverse ideas and opinions, giving and taking

honest and constructive feedback, arranging for mentoring facilities, and

sharing as much information as possible with employees.

 An atmosphere at work that continuously works toward employee

progression and advancement, in skills and responsibilities, by way of using

full range of employee knowledge and skills by providing opportunities for

challenging assignments, considering reassignments so that employee

strengths align with position requirements, providing meaningful work with

restructuring of positions if necessary and possible, providing public

recognition of efforts and achievements, giving employees additional

responsibilities and the freedom to take action, explaining why assignments

are important to the accomplishment, providing opportunities to learn new

things and supporting development assignments and on the job training. This

knowledge would allow top management to spend their limited resources

wisely to get the best benefit for the organization by having well satisfied

workforce.

 It is suggested that allowing employees to be involved in all the decisions

that affect their jobs will have a positive influence on their morale,

satisfaction level and subsequent service quality.

 All the steps are required to be identified and taken to recognize and reward

relevant knowledge. expertise and extra efforts of the bank employees

The findings of this research have important implications for managers and their

organizations. The results of this research demonstrate that job involvement is a potent

60 | P a g e
weapon to increase performance. In addition to having positive effects on performance,

prior research has found that job involvement positively influences other attitudinal and

behavioral outcomes such as organizational commitment(Brown,1996) turnover(Huselid

and Day,1991) and absenteeism(Harrison and Martocehio,1998).On the contrary low

levels of job involvement contribute to employees feeling of alienation of purpose,

alienation in the organization or feeling of separation between what the employees see as

their “life” and the job they do(Rabinowitz and Hall,1981).Thus fostering high levels of

job involvement is a viable option for managers to increase the competitive position of

their organization Thus we can conclude that by re-designing jobs through the

incorporation of job characteristics, such as autonomy, feedback, variety and task

identity, management can make jobs more interesting, meaningful and challenging for

job incumbents which in turn can lead to higher job involvement thereby enhances

satisfaction level of the employees of the organization under study

There is no doubt that in today’s complex and competitive world, organizations need to

build greater employee loyalty and increase their motivation levels so as to remain in the

business and succeed. In order to build that loyalty and keep them involved,

organizations need to demonstrate a long term commitment to staff by investing in their

skills and their future career path. Management should give recognition to the

employee’s contribution, include them, encourage them, train them, ask their opinion

and praise them. Let them get involved in decision making and share the glory with

them. Make them understand how valued they are, which in turn enhances their morale

which enhances their satisfaction level.

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SUGGESTIONS FOR FURTHER RESEARCH

1. The present investigation was carried out on male and female Employees of

working in call centre . Therefore, the present investigator suggests to carry out a similar

study in the other districts for result confirmation.

2. It is suggested to carry an investigation on similar variables on the basis of rural urban

dichotomy.

3. A comprehensive research is recommended to be carried out in other districts of

the country in order to get a comprehensive data base about the organizational culture

and job satisfaction of male and female Employees.

4. The present investigation studied the male and female Employees group only similar

study may be conducted on manager, seniors etc.

5. The future researchers should take a large sample in order to increase the

generalization of the results.

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 BIBLIOGRAPHY

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BIBLIOGRAPHY

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 APPENDIX

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 QUESTIONNAIRE — I

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69 | P a g e
70 | P a g e
 QUESTIONNAIRE — II

JOB DESCRIPTIVE INDEX

(All the information provided will be treated strictly confidential; your identity will not

be disclosed at any stage)

Kindly give your opinion by (√) in the appropriate box below statement.

Scale Statement Option

This organization is a pretty good place to work. Y N ?

The organization provides you with flexible working Y N ?

hours.

The organization provides safe and sound working Y N ?

conditions to its employees.

The wage rates of this organization are competitive with Y N ?

those of other institutions.

If given an opportunity to earn more money, you leave Y N ?

this job for money.

The organization provides you with adequate job Y N ?

benefits.

The rewards in the organization are, equal for all of the Y N ?

employees.

You are satisfied with the present promotion Y N ?

opportunities.

The authority is fair in giving promotions. Y N ?

71 | P a g e
 Your job is secure as compared to any other Govt. / Y N ?

Private job.

This job is according to your qualification. Y N ?

This job is matching with your interests and skills. Y N ?

Your job is mentally challenging. Y N ?

You are given special assignments. Y N ?

You feel that you are not being used to your full Y N ?

capability.

Your job is repetitive and boring. Y N ?

You are satisfied with the resources and opportunities Y N ?

provided by the organization to help you develop

professionally.

Your supervisor's behavior is supportive for you. Y N ?

You have good interaction with your coworkers. Y N ?

You have enough participation in decisions regarding Y N ?

your job.

The organization willingly accepts the ideas of its Y N ?

members for change.

The organization encourages employees to exercise their Y N ?

own initiatives.

The management is always willing to listen and solve Y N ?

problems faced by the employees.

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 The organizational rules and regulations hinder your Y N ?

performance.

The organization takes active interest in the progress of Y N ?

its members.

The organization recognizes that its life depends on its Y N ?

members.

You are satisfied with your job. Y N ?

73 | P a g e