11 Chapter6 PDF

DISCUSSION
DISCUSSION
Discussion on Organisational culture
The previous chapter lights upon the findings of this particular

research 'the impact of organizational culture on employees and
employer's behaviour in large-scale public and private sector industrial
organizations' in Kerala. This chapter discusses those findings inline with
the objectives and hypothesis of the research.
The result (Refer, Table No: 5.2) of total sample on

organisational culture indicates the trend that the members have
moderate level perception on the culture of the organisation. It shows
that the members in three organisations selected for the study perceive
organisational culture at a moderate level in their work. It is evident
from the present finding that the supervisory staffs of these
organisations share a moderate culture as far as three organisations
are concerned. The work behaviour and work relationship of members
in industrial organisations is culture specific. A strong culture provides a
basis for the productive ethos in an organisation and a favourable work
value system to the organisational members. The favourable attitude
and positive feeling are developed by the assumptions, that evolved
over a period of time by their work life and these assumptions turn to
become strong beliefs widely held by the organization. The implied
meaning of this finding is that organisational culture develops
favourable and unfavourable attitude among members in the
organisation over a period of time.
To analyse this results further, organisational culture of private

sector and public sector is looked into. The finding (Refer, Table No: 5.66
to'5.74) clearly indicates significant difference in the organisational culture
of public and private sector. The private sector has strong organisational
culture compared to pubic sector. On the eight sub variables of
organisational culture selected for the study, the members of private sector
perceive a strong culture, compared to public sector. The private sector
has high openness, high confrontation, high trust, high authenticity, high
proaction, high autonomy, high collaboration and high experimentation.
The results lead us to believe that the private sector has strong cultural
norms and practices with high centrality of work, positive relationship, high
work pleasure, high job affect, strong work norms, transparency, free flow
of information and better opportunity for innovation and performance. The
present research finding is almost in line with the observation of work
culture made by Sinha, (1990). The private sector culture that we identified
in this research as 'strong culture' holds greater similarity with a more
content oriented expression of synergetic work culture' made by Sinha,
(1990) i.e. Work Centric Nurturant Culture (WCNC). In synergetic work
culture there is high centrality of work, positive relationship, high work
pleasure, greater hard work, reinforcement based on performance and
merits, all these terms indicates the core work values widely shared and
held by the organisation. The finding thus lead us to believe that the
private sector industrial organisations is making provision of a favourable
synergetic work value system to the organisational members compared to
public sector. This indicates that over a period of time the coherent set of
beliefs, values, assumptions, and practices that followed by the
organization in relation to ethos is embraced by most members of the
organization and there by developed a unique corporate folklore for a
strong culture. A favourable perception members have towards beliefs,
values and assumptions indicates a work-conducive culture in
organization. The implied meaning is that in private sector organization the
mission, philosophy, goals, objectives, systems, technology, managerial
practices, relationship to employees etc., are conducive to contribute
excellence at work. The work is intrinsically valued and central to
employee's life space. To analyse organisational culture difference, the
analysis of private sector organisation (Refer Table No.5.8) is referred into.
The difference in the sectoral trend once again replicated in the total
analysis. This indicates that the organisation C (Private Sector) is having
strong organisational culture compare to Organisation A and B (public
sector). The underlying spirit and character of the entity or group has
shown strong, values, assumptions, beliefs and practices in private sector.
While, the results of the public sector are opposite to that of the
private sector; the public sector has low openness, low confrontation, low
trust, low authenticity, low proaction, low autonomy, low collaboration and
low experimentation. It is evident that on the eight sub variables of
organisational culture selected for the study the members of public sector
perceive the weak cultural values. The cultural values shows that there is
low centrality of work, low work pressure, low job affect, weak work norms,
impersonal relationships, high formalization, less transparency etc. The
results lead us to believe that the public sector has weak cultural norms
and practices. The result also hints that (Table 5.4) public sector
organization has weak organizational culture compared to private sector
industrial organizations. The present research finding is almost in line with
the observation of work culture made by Sinha, (1990). The public sector
culture that we identified in this research as 'soft culture' holds greater
similarity with a more content oriented expression of soft work culture'
made by Sinha, (1990). In soft work culture there is low centrality of work,
low job affect, low role clarity, lesser hard work, lesser time spent at work,
high social and personal obligations, weak work norms, poor relationships,
non contingent reinforcement, low work pressure, indifferent up keep of
technology, and bad physical condition. Profit is secondary to employees
of such organizations since they give more importance to welfare, social
and personal obligations. The implied meaning related to these findings is
that there is low freedom of expression, low level communication, rigid
leadership, rigid rules and regulations, high formalization,
impersonalization and low importance attached to work. The members in
the organisation have unfavourable attitude towards the cultural pattern
followed by the organization. It shows that the public sector industrial
practices and policies are non-conducive to contribute performance
excellence and business surplus to organisation. To analyse difference of
the two public sector organisations selected for the study the
organisational culture of organisation A and organisation B is compared
into. The two public sector organisations selected for the study replicated
the sectoral trend that observed in the total analysis (Refer, Table No: 5.6
and 5.7). This indicates that the organisation A and organisation B (both
public sector) is having weak organisational culture. The underlying spirit
and character of the entity or group has shown weak values, assumptions,
beliefs and practices in public sector.
The results thus led us to believe that the private sector industrial
organisations are making provision of a favourable work value system to the
organisational members compared to public sector. The implied meaning of
this finding is that the management of private sector organization has a great
concern for the values the company holds dear and is diffused through out the
organization. Here one can observe the congruence between member's
perception over productive ethos and management support to those
perceptions. The present research finding substantiates the hypothesis that
formulates in this research that private sector organizations have strong
organizational culture compared to public sector.
The above results clearly indicate the difference in the

organisational culture of public and private sector. Followed by this finding,
the study also looked into the results of technical and administrative
members, in their perceptions towards the organisational culture ignoring
their sectors. It is evident that (Refer Table No: 5.66) there is significant
difference between technical and administrative members, in their
assumptions and beliefs about organisational culture. The finding (Refer
Table No: 5.32) shows a general trend that the technical members shares
assumptions and beliefs of strong organisational culture compared to
administrative members. This indicates that the technical members have
more favourable attitude towards the ethos, which are widely held by the
organisational members compared to administrative members. The culture
is the glue that holds the organisation together. Though the policies and
practices are formulated at the top level, the pulse of the ethos, which is
shared in common, clearly reflects at the shop floor level. A reflection of
high perception towards culture indicates that the technical members have
high attitude towards the strong culture compared to administrative
members. If we look into the nature of work of technical and administrative
members, we can observe that high concentration attention, precisity and
care is required in the man- machine dealings compared to administrative
office work. Absence of one administrative member does not make any
difference in the schedule of administrative work. While, absence of one
technical manager in the regular operations of machineries, adversely
affects the production. The technical members high attitude towards
organisational culture indicates their high feelings and thoughts in line with
the vision and mission of the organisation. The congruity between
member's expectation and organisational expectation is well identified in
this finding. This finding hints the adherence to a positive value system,
which is widely held by the technical members compared to administrative
members. When we relate the findings of sector and nature of work, it is
found that the technical and administrative members of private sector have
high attitude towards the strong culture compared to the private sector.
This indicates that the major finding, the sectoral difference replicated in
the interaction effect of sector and nature of work. Strong culture induces
strong perception among members at work.
The study also looks into the findings of organisational culture in

relation to different years of service, ignoring the sector and nature of work.
The finding related to the organisational culture (Refer Table No: 5.66)
indicates significant difference between members of different years of
service. The 7-13 years of service members highly shares the
organisational culture compared to other service groups. This finding
(Refer Table No: 5.32) points the effect of socialization process on 7-13
years of service members. To understand the norms and policies which
are widely held by the organisation and there by orient members towards
their prospects and benefits, the socialization process will take reasonable
period of time. When members reach at the middle years of service, they
get better awareness and understanding about the organisational culture
ethos, in the realization of their benefits and prospects. The finding lead us
to believe that the 7-13 years of service members, high perception towards
the organisational culture is related to their better integration of the culture
of the organisation which materialize majority of their expectations in their
professional and personal level.
When we look into the findings of the interaction effect (Refer Table
No: 5.66) it is found that there is significant difference between different
years of service members in public and private sector towards their
perception to strong and weak organisational culture. The interaction effect
of the sector and different years of service (Refer Table No: 5.32) clearly
hints that the members of different years of service in private sector highly
shares the organisational culture compared to public sector. These
findings once again supplement the major finding of member's perceptual
difference in the strong and weak culture in private and public sector
organisations respectively. This hints that the organisational culture is
pervasive beyond the nature of work and different years of service, in
public and private sector industrial organisations.
The perception of members whether it is strong or weak depends on

the socialization process. To inculcate a common value system to the
members, there should be stable and meaningful socialization process. Without
having a stable system, organisation cannot inculcate or indoctrinate desirable
work related behaviours and perspectives to members. The important role
socialization process plays is well recognized in this research. It is the
responsibility of organisation to share with employees a common value system,
which the organisation feels proud to and continue. The finding shows that the
socialization process of the organisation induces strong and weak cultural
values across different years of service members in both public and private
sector organisations. Different years of service members commonly share the
strong organisational culture in private sector, and those in the public sector
shares the weak culture. The study shows that the enculturation process of
private sector is effective, compared to public sector. Private sector organisation
is found successful in their leadership, managerial approaches and their effort in
keeping the culture alive, inculcating strong values through the process of
socialization compared to public sector. The finding led us to believe that the
culture is pervasive beyond different years of service groups and the nature of
work. Strong culture induces high cultural ethos and weak culture induces weak
cultural ethos on members.
To have a better understanding and analysis of the results cited

above, these research findings are to be discussed with the sub variables
of the organisational culture selected for the study. The culture of the
organization was assessed through eight selected sub variables of ethos
of the organisational culture, OCTAPACE (Openness, Confrontation, Trust,
Authenticity, Proaction, Autonomy, Collaboration and Experimentation)
instrument developed by Parikh, (1990). It is already reported earlier that
the private sector have strong organisational culture and the members in
the private sector highly share the all the eight sub variables of
organisational culture selected for the study.
The first sub variable of organisational culture selected for the

analysis is openness culture. The finding (Refer, Table No: 5.67) further
establishes the significant difference between public and private sector in
relation to openness culture. The study found that the private sector
organisation have high openness culture. A culture of openness in this
particular research means that there is greater sharing of feelings and
thoughts between organizational members and top management without
any defensiveness and there is opportunity for spontaneous expression of
feelings. The findings of the private sector indicates that industrial culture
promotes a give and take policy in between members and top
management and the value system facilitates better interaction and
interrelation at work. While the findings of public sector is opposite to that
of the public sector. The public sector organisations have low openness
culture. Low openness indicates that public sector industrial culture have
lower sharing of feelings, lesser opportunity for spontaneous expression of
feelings and low give and take policy in between members and top
management. There is less transparency in the interaction and inter
relationship at work.
To understand this culture of openness, the leadership theories

related to systems of management of Likert (1961) need to be looked into.
The leadership of the organization is one of the significant factors that
contribute to culture of openness. Where there is more give and take open
policy between managers and subordinates, there exists a democratic
value system. The system-4 of Likert (1961) is akin to democratic style of
leadership. The relation between managers and subordinates are cordial
and friendly. The managers are very supportive in their attitude towards
the subordinates. The communication system is completely open. The
concept of democratic leadership places a high premium on open
communication. The culture of the private sector is similar to that of the
democratic style leadership. While, the culture of the public sector is more
or less autocratic style of leadership. The Likert's system-I of leadership
(1961) is akin to authoritarian style of leadership. It is found that leadership
of the organization is less supportive to develop a culture of openness in
public sector. The relationship between management and members is
formal and impersonal. Low-level openness indicates low-level confidence
management has on subordinates. As there is less give and take policy the
communication system is closed.
The above results clearly indicate the difference in the openness

culture of public and private sector. Followed by that, the study also looked
into the results of technical and administrative members, in their
perceptions towards the openness culture ignoring their sectors. It is
evident that (Refer Table No: 5.67) there is significant difference between
technical and administrative members, in their assumptions and beliefs
about openness culture. The finding (Refer Table No: 5.33) shows a
general trend that the technical members shares assumptions and beliefs
of strong openness culture compared to administrative members. This
indicates that technical members have more favourable attitude towards
the openness ethos, which are widely held by the organisational members
compared to administrative members. A high openness culture is the
requirement of the technical members especially at shop floor level, where
the interaction of man-machine takes place. Information is the vehicle on
which the organisational decision making process are widely depends
upon. A smooth flow of information is to be passed on from the top
management level to the bottom level and even in between the
departments (cross functional) in order to take timely and precise
managerial and operational decisions. Technical members high attitude is
related to the organisational culture where the leaders of the organisation,
support the shop floor level members with free flow of communication
across the hierarchical level better decision-making compared to
administrative members. The low level openness of administrative
members is then related to the administrative culture, which carries the
elements of formalization and normative principle. Higher the normative
principles lower the member's interaction and communication across the
hierarchical level and lower the level of openness members have at work.
When we relate the findings of sector and nature of work, it is found that
the technical and administrative members of private sector have high
attitude towards the strong openness culture compared to the private
sector. This indicates that the major finding, the sectoral difference
replicated in the interaction effect of sector and nature of work. Strong
openness culture induces strong perception among members at work.
The study also looks into the findings of openness culture in

The finding related to the openness culture (Refer Table No: 5.67)
service. The 7-13 years of service members highly shares the openness
culture (Refer Table No: 5.33) compared to other service groups. This
finding points the effect of socialization process on 7-13 years of service
members. To make members aware of the norms and policies, which are
widely held by the organisation, and there by orient members towards their
prospects and benefits, the socialization process will take reasonable
period of time. When members reach at the middle years of service, they
get better awareness and understanding about the openness culture
ethos, a decisive factor, in the realization of their benefits and prospects.
The finding lead us to believe that the members of 7-13 years of service
high perception towards the openness culture is related to their better
support they receive from their superiors, sharing of proper information,
transparency in communication, better give and take policy that which
enable them to be competitive in the decision making process and efficient
performance at work
perception to strong and weak openness culture. The interaction effect of
the sector and different years of service (Refer Table No: 5.33) clearly
share the openness culture compared to public sector. These findings
once again supplement the major finding of member's perceptional
organisations respectively. This hints that the openness culture is
The performance of all managerial function depends on free and

frank open communication and sharing of ideas and feelings by the
members at various levels. Lack of free and open interaction at various
organizational levels is the basic root of many of the complex problems. It
develops better understanding between superiors and subordinates and
leads to congenial human relations with performance excellence. It
facilitates changes on the part of employees by modifying their behaviour.
A feeling of greater level of social support from superiors is one of the
major expectations from member's part. Where the organizational culture
ensures more openness and communication there the members feel more
support and comfort from the superiors.
The second sub variable of organisational culture selected for the
analysis is confrontation culture. The finding (Refer, Table No: 5.68)
further establishes the significant difference between public and private
sector in relation to confrontation culture. A culture of confrontation in this
particular research means that members having high attitude towards
facing challenges, surfacing problems, going deeper level analysis and
finding effective solutions. In private sector the members have high
confrontation behaviour compared to public sector. This indicates that the
organisational culture, support members to have in confrontation with the
operational problems and taking appropriate decisions. Members are
ready to take up their challenges rather than they show their reluctance
and shy away from the crisis. The leadership theories (Blake and Mouton,
1964) support the finding that a supportive and democratic leadership style
encourages employees to identify the problem, face the challenges of the
problem, going deeper level analysis, generating alternative solutions,
selecting best solution, planning and implementing the solution and
evaluation of the solutions. Here the work culture of the organisation is
more permissive and conducive toward application of member's skill and
knowledge to resolve the crisis or finding best solutions.
A culture of 'learning' is one the organisatlonal feature, which

promotes strong confrontation and involvement culture. When, working
jointly with others members, they loose their shyness to participate and
develop willingness to contribute and learn. A considerate leadership style
and participative decision-making approach, tunes the value system
towards, what Peter Senge considers 'interactive consultation'. There is an
activity conversation that everyone uses according to his or her, own
capacity, everyone has some understanding of it and uses it most of the
time. This indicates that the culture of private sector promotes democratic
leadership style, participative decision high involvement, and interactive
consultation in their value system.
While, the culture of the public sector is opposite to that of the

private sector. There is less confrontation culture. The discussion part of
openness culture clearly indicates that the public sector have less
openness culture and the authoritarian style of leadership. The autocratic
style of management, where the superiors seldom invite ideas and
opinions of subordinates in solving job problems. There is lesser hope for
participative decision-making. This indicates that the management of
public sector undertakings does not promote a group culture and collective
consciousness. The degree of formal system and impersonal interactions
influence member's expectation in facing organisational challenges and
their involvement in problem solving process. The finding of Kakar, (1972)
is in line with the finding of this research. Kakar, (1972) states that that
there is high degree of control of subordinates' task performance by the
superiors in Indian organizations. This is complemented by welcome
accorded to close supervision and non-participation in policy formulation
and planning by a substantial number of subordinates. It is parental type
in general and authoritarian in particular, which usually dominates
superior-subordinafes relationships in Indian firms. More over, the culture
here in public sector is opposite to that of a 'learning organisation'. A
considerate leadership style and participative decision-making approach,
that tunes the value system towards 'interactive consultation' is absent in
this culture. There is less value attainment of organisational members in
public sector industrial organisation.

confrontation culture of public and private sector. Followed by that, the
study also looked into the results of technical and administrative members,
in their perceptions towards the confrontation culture ignoring their sectors.
402 Chapter ‘V
It is evident that (Refer Table No: 5.68) there is significant difference

between technical and administrative members, in their assumptions and
beliefs about confrontation culture. The finding (Refer Table No: 5.34)
shows a general trend that the technical members shares assumptions
and beliefs of strong confrontation culture compared to administrative
members. This indicates that the technical members have more favourable
attitude towards the confrontation ethos, which are widely held by the
organisational members compared to administrative members. A high
confrontation culture is the requirement of the technical members
especially at shop floor level, where the interaction of man-machine takes
place. The members at the shop floor level should be more thorough with
the operations and technical know-how, compared to administration. The
members should have the capacity to face the challenges than shy away
from the challenges at work. A culture which support its members to
participate in the decision making process and giving due importance to
their opinions and suggestions to solve the crisis, is actually extending an
opportunity to members development at own effort. This indicates that a
culture, which shows high altruistic way of interaction and interrelationship,
technical members feel at work is giving strong confidence within members
that there is some one to help and develop them within the organisation.
Member's high attitude to face the challenges and problem solving process
is then related to the supportive leadership culture they feel from the
organisation. The low confrontation culture is related to the effect of
autocratic leadership style in an administrative culture, where the members
hesitant to face the challenges at work. When we relate the findings of
sector and nature of work, it is found that the technical and administrative
members of private sector have high attitude towards the strong
confrontation culture compared to the private sector. This indicates that the
major finding, the sectoral difference replicated in the interaction effect of
sector and nature of work. Strong confrontation culture induces strong
perception among members at work.
The study also looks into the findings of confrontation culture in

The finding related to the confrontation culture (Refer Table No: 5.68)
confrontation culture (Refer Table No: 5.34) compared to other service
groups. This finding points the effect of socialization process on 7-13 years
of service members. To make members aware of the norms and policies,
which are widely held by the organisation, and there by orient members
towards their prospects and benefits, the socialization process will take
reasonable periods of time. The superiors in the organisation train the
lower service members to face the challenges at work. The finding lead us
to believe that the members of 7-13 years of service high perception
towards the confrontation culture is related to their better support they
receive from their superiors, in order to prepare them towards facing
challenges inherent in the work situation and going deeper level, problem
solving process for performance excellence and efficiency
perception to strong and weak confrontation culture. The interaction effect
share the confrontation culture compared to public sector. These findings
once again supplement the major finding of member's perceptional
organisations respectively. This hints that the confrontation culture is
The third sub variable of organisational culture selected for the

analysis is trust culture. 'The finding (Refer, Table No: 5.69) further
establishes the significant difference between public and Private sector in
relation to trust culture. The study found that the private sector
organisation have high trust culture. A culture of trust in this particular
research means that members having high attitude towards offering moral
support among people, interpersonal contacts, help employees and
colleagues in a crisis and reliability at the at the time of crisis. Trust is the
most important of our values. Only in a culture of trust, people are willing to
strive for the slightly impossible, to make decisions on their own, to take
initiative, to feel accountable are the prerequisite for working together
effectively. The result and discussion clearly indicates that the private
sector has high openness and confrontation culture and which promotes
democratic leadership at work. Organisations that facilitates a kind of
leadership which nurturers' warmth, support, in their interaction and
interrelationship with their subordinates in work, can develop better
confidence among members to have better participation and trust. The
leadership shows some sort of altruistic features that to help their
subordinates at work place. This indicates the influence of leadership on
the behaviour of members, which develop trust culture. Kanungo and
Mendonca, (1996) rightly pointed out in this context that the altruistic mode
of leaders, along with transparency in their functioning creates trust in
subordinates. They begin to trust their leader when they perceive beyond
any doubt that their leader is unflinchingly dedicated to the vision and is
willing to work toward it even at the risk of considerable personal cost and
sacrifice. In line with this discussion, leadership style of private sector
found to be productive in inducing a positive emotional bond with members
that realizes better empathetic understanding and interpersonal
relationship. These work situations are the resultant manifestation of
greater trust members fell from the organisation.

private sector. There is less trust culture. A culture of impersonality and
formalization exists within the public sector. The leadership style is more
of concern for production rather than concern for people. There is less
consideration and more of task orientation. The low level needs like better
inter personal relationship, informal interaction, and superiors support for
confrontation, participation etc, are less entertained in public sector. This
finding indicates further that the organisation culture of public sector is less
supportive enough to make use of socio-cultural values (trust, openness,
social relationship) in the mobilization of human resource towards
organisational development. The finding is also related to the theory of
ERG (existence, relatedness and growth) theory of Adlerfer (1969). The
value system reflects an organisational system having greater emotional
distance members. This indicates that the related needs of members are
less met by the culture of organisation in public sector. Lack of trust
between management and members within the organization is related to
unmet 'related needs' and 'social needs'.
The above results clearly indicate the difference in the trust culture
of public and private sector. Followed by that, the study also looked into
the results of technical and administrative members, in their perceptions
towards the trust culture ignoring their sectors. It is evident that (Refer
Table No: 5.69) there is insignificant difference between technical and
administrative members, in their assumptions and beliefs about trust
culture. When we relate the findings of sector and nature of work, it is
found that the technical and administrative members of private sector have
high attitude towards the strong trust culture compared to the private
sector. This indicates that the major finding, the sectoral difference,
replicated in the interaction effect of sector and nature of work. Strong trust
culture induces strong perception among members at work. Stronger
perception of members towards collaboration culture indicates the
existence trust worthy leadership culture.
The study also looks into the findings of trust culture in relation to
different years of service, ignoring the sector and nature of work. The finding
related to the trust culture (Refer Table No: 5.69) indicates significant
difference between members of different years of service. The 7-13 years of
service members highly shares the trust culture (Refer Table No: 5.35)
compared to other service groups. This finding points the effect of
socialization process on 7-13 years of service members. To inculcate trust
and confidence among members the superiors in the organisation extends
moral support to the members at lower level. The present finding point out
that the leadership of the organisation extends better moral support and
interpersonal contacts, that confide the fear and anxiety among members and
which in turn inculcate more reliability on the organisations entrenched value
system.
perception to strong and weak trust culture. The interaction effect of the
sector and different years of service (Refer Table No: 5.35) clearly hints
that the members of different years of service in private sector highly share
the trust culture compared to public sector. These findings once again
supplement the major finding of member's perceptual difference in the
strong and weak culture in private and public sector organisations
respectively. This hints that the trust culture induces strong beliefs and
assumptions, beyond the nature of work and different years of service, in
The fourth sub variable of organisational culture selected for the

analysis is authenticity culture. The finding (Refer, Table No: 5.70) further
relation to authenticity culture. The study found that the private sector
organisation have high authenticity culture. A culture of authenticity in this
congruity between feelings and expressed behaviour. Members in the
private sector organisations observe minimum gap between what people
say and do. Authenticity determined by the credibility and reliability of
openness and communication, that organisation has towards their
members. The more the organisation shows their openness in transactions
and interaction the more the authenticity members experience from their
work. Open interaction, high promptness and sharing of information etc.,
reduces the ambiguity and uncertainty. Authenticity in transactions and
interaction reduces the distortions in communication and enhances trust
among members. This indicates that culture promotes a value system,
which ensures a free flow of information across the hierarchical level.
There is a culture of high authenticity that ensures the congruity between
feeling and expressed behaviour of organizational members and prepare
them to be tactful, smart. The private sector promotes a value system,
which shows credibility and reliability in sharing of information and
management's saying and doing.

private sector. There is less authenticity culture. The study already pointed
out the low level openness and trust members have towards the
organisational policies and practices. The culture of public sector has low
personal relations and high power distance across the hierarchical
structure. The communication system is formal and less interaction across
the hierarchical level. Higher the organisational stratification, more the
difficulty to find the authenticity of the communication source and system.
Substantiating the reasons for low authenticity in public sector Chaudhary
and Prasad (1976) indicates that Indian public sector organisations which
work against the smooth flow of communication and more particularly in
upward direction. There is lack of opportunity for sharing of information or
informal interaction as the system has several hierarchical level and formal
communication. The higher up, the information travel in the organisation,
the more abstract it tends to become, the chances of distortion or
suppression of the information is very high. In such a system, as there is
greater power and information distance there is high probability for
incongruence between what one says and what one does. Here there is
lack of congruence between the belief system of the individual and
organisation. The findings of the present research indicate that the work
culture of public sector is less conducive enough to have congruence with
member's feeling, thinking, and action.
The above results clearly indicate the difference in the authenticity

perceptions towards the authenticity culture ignoring their sectors. It is
about authenticity. The finding (Refer Table No: 5.36) shows a general
trend that the technical members shares assumptions and beliefs of strong
authenticity culture compared to administrative members. This indicates
that the technical members have more favourable attitude towards the
authenticity culture ethos, which are widely held by the organisational
members compared to administrative members. A high authenticity culture
is the requirement of the technical members especially at shop floor level,
where the interaction of man-machine takes place. A strong culture reflects
the congruence between what people feel and what people express. This
expression is more close to the openness value system widely shared by
the members in the organisation. At shop floor level, in the man-machinery
interaction, members expect a supportive system in which they can rely
upon at the time of crisis. More the support the superiors extend to the
members in sharing of information, higher the member's confidence on
what organisation says and dos. Technical member's favourable attitude is
related to the satisfaction on relatedness they received from the
organisation. While, the finding is opposite to that of technical to the
administrative members. Low-level altruistic value system is the factor
behind the low level perception towards the authenticity among
administrative members.
The study also looks into the findings of authenticity culture in

The finding related to the authenticity culture (Refer Table No: 5.70)
indicates insignificant difference between members of different years of
service.
No: 5.70) it is found that that there is insignificant difference between
different years of service members in public and private sector towards
their perception to strong and weak authenticity culture.
The fifth sub variable of organisational culture selected for the

analysis is proaction culture. The finding (Refer, Table No: 5.71) further
establishes significant difference between public and private sector in
relation to proaction culture. The study found that the private sector
organisation have high proactive culture. A culture of proaction in this
taking preventive approaches, active in taking alternative course of action
and making proper analysis before actions. To be proactive, the most
important thing that the organization should be ensured is the supervisory
support to its members and less power distance between people. The
collective contribution will be very high where the superiors encourages
their subordinates to work together and pool their ideas, in order to take
the best preventive actions out of the available alternatives. Higher the
transparency, openness, trust and support members feel from their
superiors and lower the power distance at work, and higher the member's
attitude towards proaction. Hofstede (1980) rightly pointed pout in this
context that since power in low power distance societies must be
perceived as legitimate, firms will attempt to distinguish themselves from
one another in an effort to improve their industry standing. Firms are thus
forced to be proactive in their orientation, since the industry structure in low
power distance cultures changes at an almost constant rate. This system
of pure competition will make it necessary for firms to enact proactive
strategies and to aggressively seek the exploitation of opportunities as a
means of survival. This indicates that the culture of the private sector is
more market driven and the work values more or less ensure low power
distance and greater support. A kind of supportive leadership, we can
observe here in private sector.

private sector. There is less proactive culture. As indicated above a
supportive democratic style of leadership is necessary to develop a culture
of proactive climate within the organisation. High power distance and
impersonal relationship are already observed in the findings. This indicates
that the culture of public sector is more reactive than proactive. The
leadership of the organisation is more towards task and production
orientation (Blake and Mouton, 1964). Since there is less freedom to
deviate from the existing norms and behaviours there is limited opportunity
for freedom of innovation and be proactive in their work. The public sector
ethos found as more reactive than reactive in this research. The members
are more reactive than proactive. The reactive attitude of organisational
members can be attributed to the leadership of the organisation. Lower
supervisory support and higher power distance are the factors that lead to
less proactive orientation of members in public sector.
The above results clearly indicate the difference in the proaction

perceptions towards the proaction culture ignoring their sectors. It is
about proaction. The finding (Refer Table No: 5.37) shows a general trend
that the technical members shares assumptions and beliefs of strong
proaction culture compared to administrative members. This indicates that
the technical members have more favourable attitude towards the
proaction culture ethos, which are widely held by the organisational
members compared to administrative members. A high proaction culture is
the requirement of the technical members especially at shop floor level,
where the interaction of man-machine takes place. The finding indicates
that the technical members are getting more freedom and opportunity to
make suggestions in their work and there is more opportunity for
participative decision-making. Technical member's favourable attitude is
then related to the encouragement they obtained from their superiors to
think about their development and take action in this direction. The
member's high feeling towards proaction is then related to a value system
where they derive pleasure to engage in preventive and curative, actions
and interactions at work. They are deriving the pleasure to make
conscious use of self in their work at personal level. While, the finding is
opposite to that of technical to the administrative members. Low-level
supportive value system is the factor behind the low level perception
towards the proaction among administrative members.
The study also looks into the findings of proaction culture in relation
to different years of service, ignoring the sector and nature of work. The
finding related to the proaction culture (Refer Table No: 5.71) indicates
insignificant difference between members of different years of service.
No: 5.71) it is found that there is insignificant difference between different
perception to strong and weak proaction culture.
The sixth sub variable of organisational culture selected for the

analysis is autonomy culture. The finding (Refer, Table No: 5.72) further
relation to autonomy culture. The study found that the private sector
organisation have high autonomy culture. A culture of autonomy in this
particular research means that the work culture support independent actions
relating to jobs, close supervision of and directing employees, giving
autonomy to subordinates to plan work and freedom to act with ones own
knowledge and expertise. The main indicator of autonomy is effective
delegation in organisation. This indicates that members in the private sector
are getting better support from the superiors in their freedom to take
independent actions at work life. More the freedom and autonomy, members
feel from the value system, more the members expectancy to take
independent actions at work life. It shows further that the culture of private
sector developed a value system, which exhibits a low power distance in
Amdjp and!Gisiscussion , 413
private sector. A low power distance culture where there is relatively strong
congruence between how managers behave and what workers expect from
them. In relation to low power distance culture Hofstead (1995) indicates
that there is consultative relationship between boss and employees. There is
less dependence on superior and more interdependence. Subordinates will
readily approach and contradict their boss on creative ideas. This culture is
characterised by more interdependence, mutuality and shared initiatives.
The leadership of the organisation is more of democratic style, which gives
more freedom, and autonomy to take decision at work place. The implied
meaning of this finding is that the organizational hierarchy of private sector
reflects cultural equality. Individuals are give sufficient freedom and
autonomy to work and exercise authority for doing things effectively and
efficiently. The dominant style of managers is task orientation and relation
oriented. (Blake and Mouten, 1964).

private sector. There is less proactive culture. A culture of low autonomy in
public sector indicates means that members having lower freedom and
autonomy to take independent actions relating to jobs, there is freedom to
subordinates to plan and act with ones own knowledge and expertise. The
finding of present research once again lead us to believe that the culture of
bureaucracy within the organisation. It reflects lack delegation of authority
to the members. The culture follows centralised decision-making and the
authority is kept reserved at the top level. Lotia (1967) indicates that in
Indian business organizations, there is lack of adequate delegation of
authority to various managerial levels. In public sector enterprises
delegation of authority is not always for the whole job. In most of the
enterprises, due to its bureaucratic or semi governmental nature
delegation is not enough to enable the manager to execute his duties with
confidence and convenience. The leadership of the organisation doesn't
show its trust and confidence over their subordinates. The system is more
of authoritarian where the decisions are coming from the top. Lack of
information sharing and free flow of information already reported in the
above finding. The communication system is more of hierarchical and
there is limited cross-functional and upward communication. Further there
is formal and impersonal relationship. The ethos of the organization
doesn't promote a strong value system, which support member's
autonomy expectation.
The above results clearly indicate the difference in the autonomy

perceptions towards the autonomy culture ignoring their sectors. It is
evident that (Refer Table No: 5.72) there is insignificant difference between
about autonomy.
The study also looks into the findings of autonomy culture in

The finding related to the autonomy culture (Refer Table No: 5.72)
indicates insignificant difference between members of different years of
service.
perception to strong and weak autonomy culture. The interaction effect of
the sector and different years of service (Refer Table No: 5.38) clearly
share the autonomy culture compared to public sector. These findings
once again supplernent the major finding of member's perceptual
organisations respectively. This hints that the autonomy culture induces
strong beliefs and assumptions, beyond different years of service, in public
and private sector industr~alorganisations.
The seventh sub variable of organisational culture selected for the

analysis is collaboration culture. The finding (Refer, Table NO: 5.73)
sector in relation to collaboration culture. The study found that the private
sector organisation have high collaboration culture. A culture of
collaboration in this particular research means that members having high
attitude towards teamwork and team spirit, team effort to productivity,
dilution of individtlal accountability and accepting and appreciating help
offered by others on work. Open communication free flow of information
and trust are the essential components to develop a culture of
collaboration. Collaboration depends on the attitude and willingness of
members whether to cooperate or not to corporate. Underlying the ethos,
the spirit of sharing of experience, skill and knowledge is inevitable for
collaboration. Crow (2002) rightly pointed out in this context that
collaboration requires effective teamwork. Team members must trust and
respect one another. There must be open communication and a
willingness to accept input from others. The culture of the private sector
promotes value system, which include timely help, sharing of experiences,
more joint decisions, better resource utilization, working together and
group problem solving. This culture indicates that there is atmosphere
tends to be informal, comfortable, relaxed with no obvious tension. People
are involved and interested in a working atmosphere. Every idea is given
hearing. Most decisions are reached by a kind of consensus in which it is
clear that everybody is in general agreement and willing to go along.
Culture of leadership widely affects the interaction behaviour of members
416 Chapter V
within the organisation. Leader influence led by psychological process

further motivates organisational members to develop attitude towards
cohesion, cooperation or other varied forms of behaviour. In a collaborative
culture, we can observe an altruistic form of leadership. Sinha (1980)
pointed out that the altruistic mode of leaders concern for their
subordinate's well being and growth. Like a mentor or Kartha (head of the
family) the leaders shows warmth and affection to his or her subordinates,
nurtures and grooms them by directing, guiding, encouraging appreciating,
reprimanding, inspiring, and so on. The style of leadership widely affects
the interaction behaviour of members within the organisation. Leader
influence led by psychological process further motivates organisational
members to be cooperative and collaborative at work. The collaborative
culture of the private sector is more leadership driven in this finding.

private sector. There is less collaborative culture. The culture of public
sector indicates that there is high power distance, high authority, low
autonomy, lack of trust, lack of openness and lack of cohesiveness within
the organisation. This indicates that the culture of the organisation is not
congenial for group effort and group contribution. The organisation follows
the traditional style of management based on rigid rules and regulation,
formalization, impersonal relationship and autocratic style of leadership.
Bayer and Chapel (1999) rightly pointed out in the context that a
traditional, bureaucratic organization based on command-and-control
hierarchy is designed with firm horizontal and vertical boundaries and the
dominant practice of "repeat" rather than "create." As a result, the design is
often too rigid, too simplistic, and too impoverished to adapt to a more
complex world. The old organizational structure is too rigid to adapt quickly
to changing environmental conditions; it is too simplistic to match the
complexity of the environment; it is too impoverished through suppression
of human talent and collaborative synergies to create a rich variety of
responses to the challenges of the 21st Century environment. Although
pure bureaucracies are now less common, the assumptions that underlie
them continue to have strong influence on managers. In public sector,
where there is a culture of bureaucracy where there is formal system,
hierarchical relationship and autocratic style of management, there is
lesser chance for teamwork. Hence, the value system is not congenial for
collaborative work. This kind of leadership is lacking in public sector
undertaking. The leadership followed within the organisation is more of as
authoritarian and there is limited scope for participative style. There is lack
of support from the top management to have teamwork and develop a
team spirit among members. Work values of organisation, which support
group cohesion, can only dilute the individual perception.
The above results clearly indicate the difference in the collaboration

perceptions towards the collaboration culture ignoring their sectors. It is
evident that (Refer Table No: 5.73) there is insignificant difference between
about collaboration. When we relate the findings of sector and nature of
work, it is found that the technical and administrative members of private
sector have high attitude towards the strong collaboration culture
compared to the private sector. This indicates that the major finding, the
sectoral difference replicated in the interaction effect of sector and nature
of work. Strong collaboration culture induces strong perception among
members at work. Stronger perception of members towards collaboration
culture (Refer Table No: 5.73) indicates the existence trust worthy
leadership culture.
perception to strong and weak collaboration culture. The interaction effect
share the collaboration culture compared to public sector. These findings
once again supplement the major finding of member's perceptual
organisations respectively. This hints that the collaboration culture is
pervasive beyond different years of service, in public and private sector
industrial organisations.
The eighth sub variable of organisational culture selected for the

analysis is experimentation culture. The finding (Refer, Table No: 5.74)
sector in relation to experimentation culture. The study found that the private
sector organisation have high experimentation culture. The style of
leadership and motivation of members are the two important factors
influences the in the development of culture of experimentation in
organisation. The finding indicates that the leadership of the organisation
widely shares innovation, experimentation and at work. The superiors
ensure member's involvement in decision-making giving freedom and
autonomy and proper use of their creativity in getting things done. Here, the
extent of emotional support from superiors to the subordinates also needs to
be looked into. Higher the openness, trust and autonomy members feel at
work in the above findings clearly indicates that the leadership of the
organisation is giving better emotional support and nurture members better
freedom and autonomy to make use of their skill and abilities. This shows a
leadership style, which really empowers the members towards a mentor
portage relationship. In this context Kanter (1979) notes that to truly
empower subordinates, superiors must be willing to provide subordinates
with both the freedom and support needed to perform their jobs. Together,
negotiating latitude and support for self worth should empower the
subordinates. Negotiating latitude provide the subordinates with increased
freedom in performing their jobs, while support for self worth provides
subordinate with emotional support from superiors. Here we can observe a
culture of empowerment, which encourage member's proper learning and
development. The findings indicate that private sector induces the value
system of learning organisation and develops a culture of experimentation,
which enhances member's motivation towards achievement, and
advancement in their profession.

private sector. There is less experimentation culture. To have a better
comparison and reference with the private sector, the leadership of the
public sector is taken into account for discussion in the analysis of
experimentation culture. The culture of the public sector is more of
traditional-bureaucratic form of style of leadership. The traditional style of
management is based on impersonal relationship, formal rules and
regulations, formal communication and centralized decision-making. They
have only limited consensus to delegate their authority and power to
subordinates. Under such culture there is lack of openness, trust and low-
level free flow of information across the hierarchical level. A traditional-
conservative style of management is not supportive enough in the
development of experimentation culture within the organisation. Amabile,
(1998) in this connection rightly pointed out that centralized decision-
making and adherence to rules and regulations reduces intrinsic
motivation, with corresponding decreases in creativity and the ability to
cope with problems and demands, both of which detract from well being.
Centralized decision-making and control also reduces information flow
through an organization. To the extent that creativity requires free access
to information and knowledge, this will dampen the generation of new
ideas. As an epitome of bureaucracy, the culture of the organisation spells
out a traditional, conservative style of leadership with poor interpersonal
relationship where there is lesser chance for innovation, initiation,
experimentation and creativity. Work culture doesn't support
experimentation.

experimentation culture of public and private sector. Followed by that, the
study also looked into the results of technical and administrative members,
in their perceptions towards the experimentation culture ignoring their
sectors. It is evident that (Refer Table No: 5.74) there is significant
assumptions and beliefs about experimentation culture. The finding (Refer
Table No: 5.40) shows a general trend that the technical members shares
assumptions and beliefs of strong experimentation culture compared to
administrative members. This indicates that the technical members have
more favourable attitude towards the experimentation ethos, which are
widely held by the organisational members compared to administrative
members. A high experimentation culture is the requirement of the technical
members especially at shop floor level, where the interaction of man-
machine takes place. A culture of superior support is essential to encourage
employees to do different things and look at things differently. Since, there
are chances of failures in the experimentation situations the members
expect high level support and learning environment within the organisation.
Where the organisation ensures a learning environment there the probability
for better appreciation from the member's part. If the leadership is
supportive in understanding such failures in the innovation effort, members
feel, trust and confidence on the superiors and there is a value system of
learning. The technical member's favourable feeling is then related to the
supportive value system they obtained from the superiors.
The study also looks into the findings of experimentation culture in

The finding related to the experimentation culture (Refer Table No: 5.74)
experimentation culture (Refer Table No: 5.40) compared to other service
groups. This finding points the effect of socialization process on 7-13 years
of service members. To make members aware of the norms and policies,
which are widely held by the organisation, and there by orient members
towards their prospects and benefits, the socialization process will take
reasonable periods of time. When members reach at the middle years of
service, they get better awareness and understanding about the
experimentation culture ethos, a decisive factor, in the realization of their
benefits and prospects. The finding lead us to believe that the 7-13 years
of service members high perception towards the experimentation culture is
related to their better support they receive from risk taking, initiation,
innovation and opportunity for professional advancement through better
utilization of skill and abilities at work.
perception to strong and weak experimentation culture. The interaction
effect of the sector and different years of service (Refer Table No: 5.40)
clearly hints that the members of different years of service in private sector
highly share the experimentation culture compared to public sector. These
findings once again supplement the major finding of member's perceptual
organisations respectively. This hints that the experimentation culture is
Discussion on Value expectancy
The discussion on value expectancy variable is in line with the

major objective of this research is to analyze the impact of organisational
culture upon employee's and employer's behaviour. This particular section
discusses the behavioural impact of strong and weak culture on the value
expectancy behaviour of members at work.
To analyse this results further, the value expectancy behaviour of

private sector and public sector is looked into. The finding (Refer, Table
No: 5.75) clearly indicates significant difference in the value expectancy
behaviour of members in public and private sector. The private sector is
having strong value expectancy behaviour compared to pubic sector. On
the twenty-one sub variables of value expectancy behaviour selected for
the study, the members of private sector highly perceive the expectancy
behaviour, compared to public sector. Findings (Refer, Table No: 5.3)
indicate that members having high expectation to ability utilization,
achievement, advancement, aesthetics, altruism, authority, autonomy,
creativity, economic reward, life style, personal development, physical
activity, prestige, risk taking, social integration, social relationship, variety,
working conditions, peace of mind, comfort of life and dependency at work
in private sector compared to public sector. It is clear from this evidence
that members in the private sector organization attaches high importance
to work values compared to public sector.
The work value of private sector is strongly linked to positive work

experience members feel from the assumptions, feelings, thoughts and
beliefs about their work in general and their job and organisation in
particular. The findings lead us to believe that the organisations
entrenched value system has developed high motivation and expectation
on many instrumental values that realizes their terminal values. To
discuss this findings Herzberg Two factor theory (1966) and Vroom's
expectancy theory (1964) needs to be referred into. The Herzberg Theory
channalises our attention to organisational value system, which promotes
Motivation and Maintenance factors, related to work. The finding of this
research indicates that member's of private sector has given importance to
a value system. which promotes both motivational factors and
maintenance factors, that develops a positive work experience. All of the
motivational and maintenance factors viz., company policy, supervision,
interpersonal relationship, personal life, working condition, status,
achievement, recognition, advancement, work itself, possibility of growth,
responsibility etc., described by the theory got positive responses from the
private sector members. This indicates that work values induced by the
organisation are central aspects of the member's experience of work.
When we relate these finding to the Vroom's expectancy theory, the work
values promoted by the organisation, viz., motivational and maintenance
factors, became the strength (valance) and it lead towards member's
expectancy behaviour. This means that organizational value system,
developed positive assumptions; feelings, thoughts and beliefs (valence)
about the probability to meet their terminal and instrumental values by
integrating their personal goals with work experience and value system.
James and James (1989) rightly pointed out in this context that
work values are the central aspects of the experience of work because
they determine the meaning that work, jobs, and organisational
experiences are for people. People try to make sense of their work
experience by judging how these experiences stack up against their work
values. (James and James, 1989; Jones and Gerard, 1967; Mandler,
1982). Members experience with the work values promoted by the private
sector organisation has induced a positive work experience and, high
value expectancy behaviour. Thus it can be inferred that the high value
expectancy of members in private sector is strongly linked to the work
values inculcated by the organisation through the process of
socialization. The present research finding is thus satisfies the second
hypothesis of this research stated that private sector organizations have
strong value expectancy behaviour compared to public sector.
While, the results of the public sector is opposite to that of the

private sector. In the public sector (Refer, Table No: 5.5) members have
low expectation to ability utilization, achievement, advancement,
aesthetics, altruism, authority, autonomy, creativity, economic reward, life
style, personal development, physical activity, prestige, risk taking, social
integration, social relationship, variety, working conditions, peace of mind,
comfort of life and dependency at work in private sector compared to
public sector. It is clear from this evidence that members in the public
sector organisation attaches low importance to work values compared to
private sector.
The above results clearly indicate the difference in the value

expectancy of public and private sector. Followed by this finding in
relation to sector, the study also looked into the effect of nature of work
on value expectancy. It is evident that (Refer Table No: 5.75) there is
significant difference between technical and administrative members, in
their value expectancy behaviour. The administrative members have
high value expectancy behaviour compared to technical members. The
nature of work of technical and administrative members is different. The
nature of work of administrative work is more dynamic than routine
technical operations of technical members. As discussed in the
organisational culture part, the value system of administrative level is
authoritarian in nature. Hence, the probability for supervision and
control will be higher and the freedom and autonomy will be lower
compared to technical level. As the nature of work and decisions are
more of strategic and confidential, than day-to-day basis the top
management scrutinizes more closely administrative decisions.
Member's high value expectancy is then related to the nature of work,
which at present curtail their freedom and autonomy for dynamic
decisions making.
When we look into the interaction effect of nature of work with

sectors (Refer Table No: 5.75), the technical members shows significant
difference in their value expectancy behaviour. The interaction effect of
sector and nature of work indicates that the technical and administrative
members in the private sector are having high value expectancy behaviour
compared to those in public sector. Here, the major findings of value
expectancy behaviour replicated in the nature of work. This indicates a
trend that the work importance behaviour of technical and administrative
members is adheres to the sectoral difference in the values widely shared.
The findings of value expectancy in relation to different years of

service are also looked into. The finding related to the total value
expectancy (Refer Table No: 5.75) indicates significant difference between
members of different years of service. The finding indicates that the value
expectancy behaviour of 7-13 years of service members is higher
compared to other service group. Middle the level of service; the members
have high expectations on their growth needs. To grow in their functional
filed members have to work and prove their skill and abilities. Since the
administration has to respond to the market needs more innovative and
creative decisions should come out from them produce better result. The
middle service group left their identity as junior level supervisors and
managers and closer to the identity of senior level supervisors members.
This indicates that the high value expectancy behaviour is related to the
value system, in which performance matters and there is acute competition
for career advancement. Though the nature of work and the value system
is tough to get ahead in their organisational life they may be finding
pleasure in better recognition and prestige associated with. While, it is
evident from the finding that (Refer Table No: 5.75) there is significant
difference between members of different service years in public and
private sector in value expectancy behaviour. The finding (Refer Table No:
5.41) indicates that the 0-6, 7-13 and 14 and above years of private sector
members are having high value expectancy behaviour compared to public
sector. The same trend is followed in the twenty-one sub variables of value
expectancy behaviour. The study already established the fact that the
value expectancy behaviour of the private sector is high compared to
public sector. The results of the major findings replicated in the sub group
findings. This indicates a trend that the work importance behaviour of
different years of service group members is adheres to the sectoral
difference in the values widely shared.
To have a better understanding of the results cited above, these

research findings are to be discussed with the sub variables of the value
expectancy behaviour selected for the study. The Value Expectancy
behaviour of the organization is assessed through twenty-one sub
variables of Value Expectancy. The Value Expectancy Instrument (ability
utilization, achievement, advancement, aesthetics, altruism, authority,
autonomy, creativity, economic reward, life style, personal development,
physical activity, prestige, risk taking, social integration, social relationship,
variety, working conditions, peace of mind, comfort of life and dependency)
is developed by Sinha, (1982). It is already reported earlier that the private
sector has high value expectancy behaviour compared to public sector.
The same trend observed in all the twenty-one variable selected for the
study.
The first sub variable of value expectancy selected for the analysis
is ability utilization. The finding (Refer, Table No: 5.76) further
relation to ability utilization. The study found that the private sector
organisation have high importance to ability utilization. The present finding
is to be discussed in line with the significant correlation between (Refer,
Table No: 5.65) the organisational culture and the ability utilizatron
behavior. The finding clearly establishes the fact that the work value ability
utilization is highly correlated to the autonomy, collaboration,
experimentation and total organisational culture of private sector in this
research. This indicates that the private sector organisations are giving
more importance to the effective utilization of member's abilities, skill, and
knowledge related to the work and maintains a value system, which give
more freedom and autonomy, trust and confidence on them, for
experimentation, initiation and risk taking. Mohapatra, (2001) rightly
pointed out in this context that utilization of talent is an absolute pre
requisite for building a healthy work culture where all individuals contribute
there maximum for the growth of the organisation. It reinforces the
behaviour in the individual and he strives for a series of success which
ultimately benefits the organisation. The discussion then led us to believe
that the culture of private sector induces positive work importance
behaviour to members in relation to ability utilization in this research.
While, the value expectancy ability utilization of the public sector is

opposite to that of the public sector. There is less importance to ability
utilization behaviour. The present finding is to be discussed in line with the
significant correlation between (Refer, Table No: 5.76) the organisational
culture and the ability utilization behaviour. The finding (Refer, Table No.
64) clearly establishes the fact that the work value ability utilization
significantly correlated to the, openness, trust, and collaboration in public
sector, in this research. The finding well establishes the reason behind
less ability utilization. It shows that the public sector organisation has low
level openness and collaborative value system, which doesn't create any
feeling of trust and confidence of members on the management, to
contribute more to work. The low level of openness indicates that a formal
organisational structure where there is less interaction between superiors
and subordinates. Opportunity to understand the skills, abilities and needs
of the subordinates is less possible between members and superiors in a
low-level interaction and interrelationship at work. Higher the
organisational strata within the organisation lower the relationship between
members and lower the trust members have on the superiors. The culture
of private sector shows lack of empowerment culture, which doesn't
support effective utilization of member's skill, knowledge and abilities in
this research. The low level opportunity for ability utilization in private
sector is then significantly related to the culture followed by the
organisation.
The above results clearly indicate the difference in the ability

utilization of public and private sector. Followed by this discussion, in
relation to sector the study also looked into the results of nature of work
members. It is evident that (Refer Table No: 5.76) there is significant
difference between technical and administrative members, in their ability
utilization behaviour. The administrative members have high ability
utilization behaviour compared to technical members. The nature of work
of technical and administrative members is different. The nature of work is
more dynamic and creative to administrative members compared to routine
technical operations with machineries. As discussed in the organisational
culture part, the value system of administrative level is authoritarian in
nature. To get ahead in their management career they have to show their
competitiveness, at work. The high importance members attached to ability
utilization is then related to the member's perception towards the career
advancement and achievement, in a value system of high competitive and
close control system. When we look into the interaction effect of nature of
work with sectors (Refer Table No: 5.76), the public and private sector
technical members shows significant difference in their ability utilization
behaviour. The interaction finding of sector and nature of work indicates
that the technical and administrative members in the private sector are
having high ability utilization behaviour compared to those in public sector.
Here, the major findings of value expectancy behaviour replicated in the
nature of work. This indicates a trend that the work importance ability
utilization behaviour of technical and administrative members is adheres to
the sectoral difference in the values widely shared.

service are also looked into. The finding related to the ability utilization
(Refer Table No: 5.76) indicates significant difference between members of
different years of service. The finding indicates that the ability utilization
behaviour of 7-13 years of service members is higher compared to other
service group. Middle the level of service; the members have high
expectations on their growth needs. The middle service group left their
identity as junior level supervisors and closer to the identity of senior level
supervisory members. Their ability and skill have better utility in a position
where they have to coordinate both senior and junior level managers. The
members may be finding better utilization of their ability and skill in their
functional level compared to other years of service group. This indicates
that the high ability utilization behaviour is related to the value system,
which supports member's utilization of skill and realisation of needs in their
profession. While, it is evident from the finding that (Refer Table No: 5.94)
there is significant difference between members of different service years
in public and private sector in ability utilization behaviour. The finding
(Refer Table No: 5.42) indicates that the 0-6, 7-13 and 14 and above years
of private sector members having high value expectancy behaviour
compared to public sector. The results of the major findings replicated in
the sub group findings. 1-his indicates a trend that that the work
importance behaviour of different years of service group members is
adheres to the sectoral difference in the values widely shared.
The second sub variable of value expectancy selected for the

analysis is achievement. The finding (Refer, Table No: 5.77) further
establishes the significant difterence between public and private sector in
relation to achievement behaviour. The study found that the private sector
organisation have high importance to achievement. The present finding is
to be discussed in line with the significant correlation between (Refer,
Table No: 5.65) the organisational culture and the achievement behaviour.
The finding clearly establishes the fact that the work value achievement is
highly correlated to the openness, confrontation trust, collaboration and
organisational culture of private sector in this research. This indicates that
the private sector organisations are giving more importance to a work
culture, which ensure more trustworthy and supportive value system. This
gives more confidence to members that their performance is well
recognized and there by feel more proud in their efforts and contributions
at work. They consider the achievements of organisation as better
recognition of their effort. We can observe a sense of importance that
attached to work in relation to achievement orientation among members in
private sector. A feeling of need satisfaction of members is better realized
in this value system, of private sector. More than economic reward the
members attached to achievements in their task. The finding of present
research is line with the finding of McClelland (1988) that in relation to
achievement oriented people. According to McClelland (1988) the
characteristics and attitudes of achievement-motivated people includes;
achievement is more important than material or financial reward, achieving
the aim or task gives greater personal satisfaction than receiving praise or
recognition, feedback is essential, which must be reliable, quantifiable and
factual, constantly seek improvements and ways of doing things better,
logically favour jobs and responsibilities that naturally satisfy their needs,
i.e., offer flexibility and opportunity to set and achieve goals etc. This
indicates that private sector organisational value system supports
member's achievement oriented behaviour in their work. The discussion
then led us to believe that the culture of private sector induces positive
work importance behaviour to members in relation to achievement
orientation in this research.
While, the value expectancy achievement behaviour of the public

sector is opposite to that of the public sector. There is less importance to
achievement behaviour. The present finding is to be discussed in line with
the significant correlatior~ between (Refer, Table No: 5.77) the
organisational culture and the achievement behavior. The finding clearly
establishes the fact that the work value achievement behaviour is
significantly correlated to openness, proaction and autonomy culture in
private sector. The findings further substantiate the previous discussion
that the culture of the organisation doesn't support a proactive behaviour
with more openness. It doesn't support members to utilize their skill and
abilities and orient them towards better achievement in their work life. This
indicates that organisation is giving less opportunity to do any additional
contribution from members, which make use of their creativity, taking
advantage of their abilities and skill. The members, low work importance
are then related to the work culture of the organisation. If we relate this
finding with Herzberg (1959) two factor theory it is clear that the work
, 432 Chapter 'V
culture of the public sector doesn't support member's achievements,

advancement, and recognition at work. The culture of public sector reflects
a form of non-supportive style of management that gives emphasis only to
task than consideration in this research. The work culture of the
organisation directly influences the value expectancy behaviour of
members in public sector.
The above results clearly indicate the difference in the achievement

behaviour of public and private sector. Followed by this discussion, in
relation to sector the study also looked into the results of nature of work
achievement behaviour. The administrative members have high
achievement behaviour compared to technical members. The nature of
work of technical and administrative members is different. The nature of
work is more dynamic and creative to administrative members compared
to routine technical operations with machineries. As discussed in the
organisational culture part, the value system of administrative is more of
normative. To get ahead in their management career they have to follow
strict performance measures and prove their skill and abilities at work.
Where the value system has standard parameters for achievements,
members consider it as a challenge to cross it. The high pleasure
associated with the challenging nature of work is the factor behind their
high work importance to achievement behaviour. When we look into the
interaction effect of nature of work with sectors (Refer Table No: 5.77).
the public and private sector technical members shows significant
difference in their achievement behaviour towards the value expectancy
having high achievement behaviour compared to those in public sector.
Here, the major findings of value expectancy behaviour replicated in the
nature of work. This indicates a trend that the work importance
achievement behaviour of technical and administrative members is

service are also looked into. The finding related to the achievement
behaviour (Refer Table No: 5.77) indicates significant difference between
members of different years of service. The finding indicates that the
achievement behaviour of 7-13 years of service members is higher
compared to other service group. Middle the level of service; members
have high expectations on their growth needs. Middle service group left
their identity as junior level supervisors and closer to get the identity of
senior level supervisory members. Their ability and skill have better utility
in a position where they have to coordinate both senior and junior level
managers. Where the system entertains standard parameters to prove
their skill, only the achievements can support their advancement in
professional life. This indicates that member's high work importance is
then related to the nature of work where expertise and knowledge are well
recognized. While, it is evident from the finding that (Refer Table No: 5.93)
there is significant difference between members of different service years
in public and private sector in their achievement behaviour. The finding
the sub group findings. This indicates a trend that that the work
importance to achievement behaviour of different years of service group
The third sub variable of value expectancy selected for the analysis
is advancement. The finding (Refer, Table No: 5.78) further establishes
the significant difference between public and private sector in relation to
advancement. The study found that the private sector organisation have
high importance to advancement. The present finding is to be discussed in
line with the significant correlation between (Refer, Table No: 5.65) the
organisational culture and the advancement behav~our.The finding clearly
establishes the fact that the work value advancement is highly correlated
to the openness, culture of private sector in this research. Higher the
openness members feel from the superiors about the promotion,
petformance evaluation and feed back, higher the trust members have
about the leadership and organisation. The high importance member's
attaches to the advancement indicate that the work culture of the
organisation support the members achievements and advancement in their
professional career, which in turn maintains the equilibrium between
personal expectations and professional advancement. The finding is in
tune with ERG (Existence, Relatedness and Growth) theory propounded
by Alderfer, (1969). The ERG - model clearly indicates (Alderfer, 1969)
member's motivational behaviour in relation to their need for existence,
relatedness and growth. The theory is based on decreasing concreteness.
The culture of private sector facilitates growth needs. Those who are
ambitious and skilled can easily move ahead in their professional ladder,
by integrating themselves to the preferred behaviour pattern of
organization. High expectation members have within the organisation is
related to the organisational culture, which ensures their career
development in their profession. The member's behaviour reflects a feeling
that their career is going to be bright in this organisation and the value
system. Employee's motivation for advancement in their career depends
on member's perception towards a supportive values system, where the
organisation makes utilize the abilities and creativities for organisational
and personal-development. The leadership of the organisation, where the
superiors are open and more concern towards member's growth influence
the behaviour at work. The high expectation of their growth needs is
related to a culture of high openness in this research.
While, the value expectancy behaviour advancement of the public

sector is opposite to that of the public sector. There is less importance to
advancement behaviour. The present finding is to be discussed in line with
the significant correlation between (Refer, Table No: 5.64) the
organisational culture and the advancement behaviour. The finding clearly
establishes the fact that the work value achievement significantly
correlated to the, openness, proaction and autonomy in private sector, in
this research. The leadership of the organisation is a prominent factor,
which influence the work values and which ensures openness, proaction
and autonomy. Member's motivation to work for the organisation depends
on management approach, that to realize their needs and aspirations
related to the work and growth. Growth in the professional life is the major
aspiration of majority members. An empowerment leadership culture is
necessary to understand the motives and needs of the members that
mould their behaviour towards work and advancement in their career. The
culture of the public sector is more or less highly formalized and follows the
impersonal relationship at work. The structure of the organisation further
blocks the effective interaction and inter relationship at work Where there
is less interaction between superiors and members, there is less
opportunity for the superiors to be altruistic and help their subordinates to
guide and mould towards performance excellence. Even though superiors
have the intention to make use of the abilities of members, the structure
followed by the organisation do not allow them to exploit the opportunities.
This indicates that the culture followed by the organisation is not
supportive enough to orient the members towards advancement in their
professional life and inculcate a feeling that future is going to be bright.
There is limited opportunity to think in terms of member's advancement in
their professional life in public sector. The weak culture thus develops low
value expectancy behaviour advancement at work.

advancement behaviour of public and private sector. Followed by this
discussion, in relation to sector the study also looked into the results of
nature of work members. It is evident that (Refer Table No: 5.78) there is
insignificant difference between technical and administrative members, in
their advancement behaviour. When we look into the interaction effect of
nature of work with sectors (Refer Table No: 5.78), the public and
private sector technical members shows significant difference in their
advancement behaviour towards the value expectancy behaviour. The
interaction finding of sector and nature of work indicates that the technical
and administrative members in the private sector are having high
advancement behaviour compared to those in public sector. Here, the
major findings of value expectancy behaviour replicated in the nature of
work. This indicates a trend that the work importance advancement
behaviour of technical and administrative members is adheres to the
sectoral difference in the values widely shared.

service are also looked into. The finding related to the advancement
advancement behaviour of 7-13 years of service members is higher
compared to other service group. The discussion made in the achievement
behaviour is similar to this finding since the variable is more similar.
Member's high work importance is then related to the nature of work which
gives more opportunity to make utilize their expertise and knowledge for
advancement in their career. When we look into the interaction effect, it is
private sector in advancement behaviour. The finding (Refer Table No:
members are having high value expectancy behaviour compared to public
sector. The results of the major findings replicated in the sub group
findings. This indicates a trend that the work importance advancement
behaviour of member's of different years of service group is adheres to the
sectorai difference in the values widely shared.
The fourth sub variable of value expectancy selected for the

analysis is aesthetics. The finding (Refer, Table No: 5.79) further
relation to aesthetics. The study found that the private sector organisation
have high importance to aesthetics. The present finding is to be discussed
in line with the significant correlation between (Refer, Table No: 5.65) the
organisational culture and the aesthetics behavior. The finding clearly
establishes the fact that the work value aesthetics is highly correlated to
the openness, trust and collaboration culture in private sector in this
research. The leadership of the organisation ensures greater transparency,
free flow of information, high team spirit and making provision of better
supportive system to the members in the organisation. The implied
meaning of this finding is that the members do not have any ill feeling
towards their work and have high expectation that the work life here brings
more happiness and joy to their personal life. The high value expectation
further led us to believe that the organisation make sincere effort to make
employee's life more beautiful in their work related affairs and induce a
feeling of sense of beauty, pleasure, and joy among members. The sense
of beauty is then attached to the members feeling and thinking related to
the work life and the work life balance. The members in the organisation
highly share the culture of collaboration. This shows that members in the
organisation have high affiliation motive that ensure a supportive value
system, which recognize their need for joy at work. This established a
relationship a strong relationship between members need for affiliation and
feeling of sense of beauty at work. The finding is related to McClelland
Need theory (1953). According to him, need for affiliation is an unlearned
motive. He suggests that people with high need for affiliation usually derive
pleasure from being loved and tend to avoid the pain of being rejected.
They are concerned with maintaining better social relationships, enjoy a
sense of intimacy, and understanding, and enjoy consoling and helping
others in trouble. The member's high sense of affiliation here in this
research is the precipated behaviour of high concern for relationship
showed by the management. It can be inferred from this discussion that
the culture of private sector, which extend openness, trust and
collaboration in their work values, is providing a sense of beauty of work to
the members in the organisation,.
While, the value expectancy behaviour aesthetics of the public

sector is opposite to that of the private sector. There is less importance to
aesthetics behaviour. The present finding is to be discussed in line with the
culture and the aesthetics behaviour. The finding clearly establishes the
fact that the work value aesthetics significantly correlated to trust
autonomy and collaboration in private sector, in this research. The finding
further establishes the fact that the members in the organisations have low
perception towards the autonomy and collaboration, as there is low trust
culture within the organisation. Between members and superiors there
exists low trust and it is affecting their need prioritization. The implied
meaning of low-level authority indicates that a feeling of powerlessness
members feel from the organisation. Members do not find their job as
beautiful since there is less joy and spirit they derive from the work
accomplishments and the work values promoted by the organisation in
private sector. The pleasurable emotional state is related to the members
need satisfaction. For the realization of value system, a work culture, which
supports member's effort and contribution, is required. It can be inferred
that a state of joy at work is not find in the work values of the public sector.
which widely shared by the members in the organisation.
The above results clearly indicate the difference in the aesthetics of

public and private sector. Followed by this discussion, in relation to sector
the study also looked into the results of nature of work members. It is
technical and administrative members, in their aesthetics. The
administrative members have high aesthetics behaviour compared to
technical members. The administrative work is more of creative and
dynamic where the nature of work necessities more varied level decision-
making. The high work pleasure member's attach with is due the nature
work, which give better opportunity for them to make utilize creativity and
skills at work. They are finding beauty in the nature of work they engaged
with. When we look into the interaction effect of nature of work with
sectors (Refer Table No: 5.79), the public and private sector technical
members shows significant difference in their aesthetics behaviour towards
the value expectancy behaviour. The interaction finding of sector and
nature of work indicates that the technical and administrative members in
the private sector are having high aesthetics behaviour compared to those
in public sector. Here, the major findings of value expectancy behaviour
replicated in the nature of work. This indicates a trend that the work
importance aesthetics behaviour of technical and administrative members
is adheres to the sectoral difference in the values widely shared.

service are also looked into. The finding related to the aesthetics (Refer
Table No: 5.79) indicates significant difference between members of
different years of service. The finding indicates that the aesthetics
behaviour of 7-13 years of service members is higher compared to other
service group. Middle the service years of service, both the senior and
junior level members in the organisation require the help of this service
group in the better coordination of work. The sense of beauty attached with
the involvement and collaboration is high in this nature of work. The
pleasure they derive from the nature of work is the factor behind high
aesthetics of administrative members. When we look at the interaction
effect of sector and years of service, it is evident from the finding that
(Refer Table No: 5.79) there is significant difference between members of
different service years in public and private sector in aesthetics behaviour.
The finding (Refer Table No: 5.45) indicates that the 0-6, 7-13 and 14 and
above years of private sector members are having high value expectancy
behaviour compared to public sector. The results of the major findings
replicated in the sub group findings. This indicates a trend that the work
importance aesthetics behaviour of member's of different years of service
group is adheres to the sectoral difference in the values widely shared.
The fifth sub variable of value expectancy selected for the analysis
is altruism. The finding (Refer, Table No: 5.80) further establishes
significant difference between public and private sector in relation to
altruism. The study found that the private sector organisation have high
importance to altruism. The present finding is to be discussed in line with
the significant correlation between (Refer, Table No: 5.65) organisational
culture and the altruism behaviour. The finding clearly establishes the fact
that the work value altruism is highly correlated to the openness,
confrontation, trust, and collaboration and total organisational culture in
private sector in this research. The performance of an organisation is
highly depends on the supportive efforts of the superiors and top
management. By extending this right support in their professional and
personal problems the culture extends greater warmth, care and social
support to their members. It develops more trust and confidence among
members and help in the concentration of better performance at work As
discussed in the above finding aesthetics, members in the private sector
have affiliation towards concern for relationship within the organisation.
The members have the tendency to participate in culture of involvement
and show their collective consciousness to contribute their effort towards a
greater good. The finding is in line with the Human Relation Philosophy,
traced to the human relations and sensitivity, training movements of the
1950's and 1960's and the self-actualization movements, of the 1960's and
1970's focused on Maslow's approach. This theory indicates that people
can work effectively by developing trust, support and cooperation.
Organizations operating under these assumptions are found to have high
performance- improved employee attitude and productivity and increased
financial performance. The implied meaning of this finding is that in order
to ensure high performance behaviour among members, the private sector
organisation follows Human Relation Approach between management and
members by developing a feeling of support and care.
While, the value expectancy behaviour altruism of the public sector

is opposite to that of the public sector. There is less importance to altruism
behaviour. The present finding is to be discussed in line with the significant
correlation between (Refer, Table No: 5.64) the organisational culture and
the altruism behavior. The study found significant correlation between
altruism with openness, confrontation, trust, collaboration and total
organisational culture. The importance of an informal organisational value
system and high collaboration culture is once again reflected in this finding.
The public sector organisations have low openness, trust and collaboration
culture. An attitude to help each other is bound with an atmosphere where
there is better social interaction and interrelationship between members.
The culture of formalities and normative values do not help to create an
altruistic value system, where as informal relations contribute more to
alleviate the personal and professional problems of members and help
them in better coping. The leadership of the organisation is more of
autocratic and there is less opportunity for helping relationship at work.
Lower the level of understanding between members and management and
lower the helping relationship at work; higher the role ambiguity and role
conflict in the functional level. It can be inferred from the findings that the
culture of bureaucracy IS not supportive to develop an attitude of altruism
within organisational members.
The above results clearly indicate the difference in the altruism

relation to sector, the study also looked into the results of nature of work
difference between technical and administrative members, in their altruism
behaviour. The administrative members have high altruism behaviour
compared to technical members. The administrative members are in the
middle level they have to help their senior level members and the junior
level members in their functional level. This indicates that the nature of
work necessitates more altruistic set of values. The high work pleasure
member's attach is due the nature work, which give better opportunity to
serves their members in and near by during their work situation. They are
finding beauty in the nature of work they engaged with. When we look into
the interaction effect of nature of work with sectors (Refer Table No:
5.80), the public and private sector technical members shows significant
difference in their altruism behaviour towards the value expectancy
Am$m wt~and
i %cudon , 143
having high altruism behaviour compared to those in public sector, Here,

the major findings of value expectancy behaviour replicated in the nature
of work. This indicates a trend that the work importance altruism behaviour
of technical and administrative members is adheres to the sectoral

service are also looked into. The finding related to the altruism behaviour
different years of service. The finding indicates that the altruism behaviour of
7-13 years of service members is higher compared to other service group.
Middle service group have the major function to coordinate the members at all
level. Here the nature of job requires the elements of better social interaction,
dependency, and altruism in dealing with work situation. The sense of beauty
attached with the involvement and collaboration is high in this nature of work.
The pleasure they derive from the nature of work is the factor behind high
aesthetics of administrative members. When we look at the interaction effect
of sector and years of service, it is evident from the finding that (Refer Table
No: 5.80) there is significant difference between members of different service
years in public and private sector in altruism behaviour. The finding (Refer
Table No: 5.46) indicates that the 0-6, 7-13 and 14 and above years of private
sector members having high value expectancy behaviour compared to public
sector. The results of the major findings replicated in the sub group findings.
This indicates a trend that the work importance altruism behaviour of
member's of different years of service group is adheres to the sectoral
The sixth sub variable of value expectancy selected for the analysis
is authority. The finding (Refer, Table No: 5.81) further establishes the
significant difference between public and private sector in relation to
authority. The study found that the private sector organisation have high
444, Chapter V
importance to authority. The present finding is to be discussed in line with

organisational culture and the authority behaviour. The finding clearly
establishes the fact that the work value authority is highly correlated to the
openness, and trust culture in private sector, in this research. This
indicates that in private sector there is a culture of open communication
between members and superiors. There is free flow of information across
the hierarchical level. The superiors extend proper support and inculcate
confidence on subordinates independent actions at work, for a cultured of
empowerment. A leadership, which shows adequate, trust and openness
on their subordinates, reflects a culture of empowerment. The leadership,
which is nurturant, task orientated, help the subordinates to understand
their skill and expertise in their specialized areas and the superior's extent
more confidence and support to the subordinates to make use of their
authority for better performance and productivity. The major factor that
influence in getting authority is the superior's confidence over the
subordinates skill and effort. Where there is better openness and trust,
there the superiors and subordinates interact with each other and give
better opportunity to understand each other's needs, skill and expertise. In
this context Sinha (1980) rightly pointed out that in Indian business
organisations a nurturant task leadership exists. According to him, the NT
leader cares for his subordinates, shows affection, takes personal interest
in their well-being, and above all, is committed to their growth. He or she,
however, makes his or her nurturance contingent on subordinates' task
accomplishment. The leader nurture their subordinates through better
interaction interrelationship at work and the subordinated in turn be
responsible make use of their authority for the task accomplishment. The
responsibility comes into existence when a person with authority, accepts
the obligation, to perform the work. A leadership shows adequate trust and
openness on their subordinates then reflects features of a NT leadership
here in the private sector organisation.
While, the value expectancy behaviour authority of the public sector

is opposite to that of private sector. There is less importance to authority
behaviour in public sector. The present finding is to be discussed in line
with the significant correlation between (Refer, Table No: 5.64) the
organisational culture and the authority behaviour. The finding clearly
establishes the fact that the work value authority significantly correlated to
the openness, trust and experimentation in private sector, in this research.
The study well establishes the finding that the culture of public sector does
not promote a value system, which shares the authority at the bottom. The
opportunity to make use of the authority is limited in public sector since
there is centralized decision making system. A bureaucratic organisational
culture does not promote freedom and authority to their subordinates in
their functional level organisation to get things done. The structure and
system in a bureaucratic organisation is based on formal and impersonal
relationship. Power and authority sharing is less entertained as it involves
dilution of individual decision-making opportunity. More than collectivist
orientation a bureaucratic organisation follows centralised and
individualised decision-making. As the system doesn't encourage
member's involvement and participation in decision-making, they have only
limited expectation towards getting adequate authority to take independent
actions at work and make use of their skill and expertise in innovative way.
There is high control and supervision over the operations at work.
Delegation of authority is limited in public sector organisations. Thompson,
(1967) rightly pointed out in his study that 'organizations in high power
distance cultures also tend to maintain tight control mechanisms and
implement hierarchical. bureaucratic structures. Individuals in high power
distance cultures will have less freedom and autonomy to make bold
decisions, since high levels of control tend to encourage conservatism
within organizations. This indicates that the culture of the public sector is
not supportive to make use of their knowledge skill, expertise, creativity
and authority at work. The finding (Refer, Table No: 5.81) observed no
significant difference with the nature of work and different service group in
relation to value expectancy behaviour authority in this research.
The seventh sub variable of value expectancy selected for the

analysis is autonomy. The finding (Refer, Table No: 5.82) further
relation to autonomy. The study found that the private sector organisation
have high importance to autonomy. The present finding is to be discussed
organisational culture and the autonomy behavior. The finding (Refer,
Table No. 33) clearly establishes the fact that the work value autonomy is
highly correlated to the authority, and collaboration culture in private
sector, in this research. The finding once again proves the nurturant task
leadership in Indian organisations. The member's high expectation towards
a culture of collaboration indicates their need for relatedness in the work
performance. A kind of collective interest and authority members feel at
work. Lower the power distance members feel at work higher their
involvement members have at work. There is less emotional distance
between leaders and subordinates and there is always helping hand from
the superiors to make use of their authority well in the initiation, risk taking
and innovation at work. Barkers, (1993) rightly pointed out in this context
that team working (collaboration) involves the replacement of a rational,
bureaucratic from of management controlled by a concretive form in which
team members actions are controlled by normative roles that they
themselves establish. One can also view teams as a vehicle for
communicating management values. The culture of collaboration in the
private sector is acting as a vehicle, which communicates the nature of
leadership and the spirit of effective use of autonomy and authority in the
task accomplishment and performance at work. Higher the support
members feel from the leadership greater the member's tendency to make
use of their freedom and autonomy for improved performance at work. The
culture of leadership in private sector thus gives a different message in the
effective use of autonomy for performance and productivity.
While, the value expectancy behaviour autonomy of the public sector

is opposite to that of private sector. There is less importance to autonomy
behaviour. The present finding is to be discussed in line with the significant
correlation between (Refer, Table No: 5.64) the organisational culture and
the autonomy behaviour. The finding clearly establishes the fact that the
work value authority significantly correlated to the openness, trust,
autonomy and experimentation in private sector, in this research. The
finding is opposite to that of the nature of leadership and management
approaches that observed in the private sector organisation. Low-level
transparency in the functional level, low level trust the superiors have on the
effective use of skill and expertise of the subordinates, lack of opportunity for
the effective use of their creativity and ideas in their functional level and lack
of opportunity to make independent decisions at work indicates an
organisational culture where the system promotes the centralized decision
making and less participative decision making. The leadership is typical
administrative and the members have to work in the stipulated norms and
behaviour. The low opportunity for experimentation clearly indicates that
there is low level freedom and autonomy for independent decision making in
their functional level. There is high power and social distance between the
members and superiors at work. There is high reluctance from the superiors
to make use of the authority, autonomy, skill and expertise at work. Lotia,
(1967) rightly pointed out in this context that in Indian business
organizations, there is lack of adequate delegation authority to various
managerial levels. In public sector enterprises delegation of authority is not
always for the whole job. In most of the enterprises, due to its bureaucratic
or semi governmental nature delegation is not enough to enable the
manager to execute his duties with confidence and convenience. In the
public sector organisations where there is high administrative culture there
less freedom and authority at work.
The above results clearly indicate the difference in the autonomy

autonomy behaviour. The administrative members have high autonomy
behaviour compared to technical members. The administrative members
are in the middle level. They have to help their senior level members and
the junior level members in their functional level. The members have the
autonomy to control the junior level mangers in their functional level. In
addition to that functional autonomy also they derive from their superiors in
their work performance. The pleasure associated with the independent
decision making in the nature of work, and the opportunity to control their
junior level managers is the factor behind their high work importance to
autonomy work value. When we look into the interaction effect of nature of
technical members shows significant difference in their autonomy
behaviour towards the value expectancy behaviour. The interaction finding
of sector and nature of work indicates that the technical and administrative
members in the private sector are having high autonomy behaviour
compared to those in publ~csector. Here, the major findings of value
expectancy behaviour replicated in the nature of work. This indicates a
trend that the work importance autonomy behaviour of technical and
administrative members is adheres to the sectoral difference in the values
widely shared.

service are also looked into. The finding related to the autonomy
autonomy behaviour of 7-13 years of service members is higher compared
to other service group. Middle service group have the major function to
coordinate the members at all level. Here the nature of job requires the
elements of control of junior members, opportunity take independent
decisions, getting along with others in the work, better opportunity for the
interaction and coordination in dealing with work situation. The high work
importance to autonomy is then related to the pleasure they derive from
the nature of work, which involves the elements of control, and relatedness
needs. When we look at the interaction effect of sector and years of
service, it is evident from the finding that (Refer Table No: 5.82) there is
significant difference between members of different service years in public
and private sector in autonomy behaviour. The finding (Refer Table No:
members having high value expectancy behaviour compared to public
findings. This indicates a trend that the work importance autonomy
behaviour of member's of different years of service group is adheres to the
The eighth sub variable of value expectancy selected for the

analysis is creativity. The finding (Refer, Table No: 5.83) further
relation to creativity. The study found that the private sector organisation
have high importance to creativity. Here, the leadership of the
organisation is a decisive factor in the encouragement of creativity and
better utilization of member's skill and abilities. More of a proactive culture
is required for effective utilization of creativity. The attitude of creativity is
visible where the leadership of the organisation promotes learning by
doing. Extend to which the superiors give support and encouragement to
their subordinates trying out new ideas at work that determine the culture
of creativity. Freedom to experiment at work is requirement for creative
culture. Where there is more freedom to take independent decision,
proactive leadership and opportunity for experimentation there is high
probability for creativity. The present finding is to be discussed in line with
organisational culture and the creativity behavior. The finding clearly
establishes the fact that the work value creativity is highly correlated to the
openness, proaction, collaboration experimentation and total culture in
private sector. This finding indicates that the private sector organisation
encourage high initiation behaviour that working with ideas suggestion,
innovation and learning by doing. Free and frank open communication,
open sharing of information and better interaction and interrelation
between members and superiors facilitate a culture of high collaboration
and creativity at work. A culture of team spirit and team orientation is
required for a culture of group creativity. Intrinsic motivation to do work is
the resultant manifestation of culture of creativity within the organisation.
Research on team dynamics emphasizes the potential of interactions with
others to motivate, stimulate interest, add complexity, and introduce
competitive pressure - all of which can lead to enhanced individual and
group creativity. Laiken, (2001) in this context rightly indicates that an
environment of continuous learning and "no blame" allows workers to
make provisional attempts, receive feedback from supervisors and
colleagues, make changes, and try again. Teams, which are not only
XesuCts and Discusion 45 1
responsible, but also accountable for their decisions, engage as well in this
experiential learning cycle of action - reflection - learninglchange - new
action. The result related to collaboration and experimentation support the
above finding related to the existence of a creative culture that support
members to make use of thief creativity in work. There is more opportunity
to pool their ideas and select best pout of that. Private sector reflects a
culture of creative orientation of members in this research.
While, the value expectancy behaviour creativity of the public

sector is opposite to that of private sector. There is less importance to
creativity behaviour. As indicated in the above discussion, to be creative,
the organisations leadership should ensure a culture, which gives more
opportunity for the members to take initiation, risk taking, innovation and
proaction at work. The low attitude of members in the public sector towards
creativity shows that members lack of motivation towards initiation and risk
taking behaviour in the organisation. The present finding is to be discussed
organisational culture and the autonomy behavior. The finding clearly
establishes the fact that the work value creativity significantly correlated to
the openness, proaction and experimentation in public sector, in this
research. In an administrative culture, the organisation has high
formalization and the members are not allowed to work beyond the
stipulated norms. There the structure-based decisions are encouraged
rather than participative decision-making. The decisions are coming from
the top and the subordinates have lesser opportunity to contribute in the
task improvements and betterment. Where there is centralized decision
making and authoritarian style of leadership there will be lesser chance for
creative orientation of employees. There we can observe routine nature of
work and normal contribution of members. Another distal factor influencing
creativity is organizational adaptability. Basadur (1997) rightly pointed out
in this context that highly adaptive organizations tend to be more
supportive of creativity. Adaptability means continually and intentionally
changing routines to find better ways of doing business. Adaptable
organizations engage in "opportunistic surveillance" - which means
scanning the environment to anticipate new opportunities and problems
and responding with new methods and approaches. Organizations that
show low adaptability exhibit high levels of control through centralized
decision making. Rigid adherence to rules and regulation tends to have
negative impacts on creativity. This above results clearly indicates that the
culture of public sector have less orientation towards a creative culture.
The finding (Refer, Table No: 5.83) observed no significant difference with
the nature of work and different service group in relation to value
expectancy behaviour creativity in this research.
The ninenth sub variable of value expectancy selected for the

analysis is economic reward. The finding (Refer, Table No: 5.84) further
relation to economic reward. The study found that the private sector
organisation have high importance to economic reward. The finding
clearly establishes the fact that the work value economic reward is
correlated to the experimentation and total culture in private sector. This
indicates that the prevalent norms and policies of the organisation taking
care of member's better standard of living and economic comfort. The
economic comfort is an important aspect that provides social security to
the members. To support the family and other personal goals adequate
social and economic security is required. A culture, which is making
provision of members' economic security, develops a personal comfort and
favourable attitude towards the work and working environment. This finding
is related to the Herzberg's two-factor theory. The economic security is
coming under the hyg~enefactor of the two-factor theory. This indicates
that the economic rewards, act as the maintenance factor. Though its
absence won't reduce the motivation it affects the job satisfaction. Higher
the job satisfaction members have at work, higher the member's
involvement at work. Buyniski, (1995) rightly pointed out in his study that
despite the tendency in recent years to down grade the importance of
money as an organizational reward, there is ample evidence that money
can be positively reinforcing for most people. This finding is in line with the
present research findings. A strong culture, in which management
understand the member's contribution to work, and their performance at
work adequately support the members with decent pay packages and
fringe benefits to maintain those employees within the organisation. This
indicates that the culture of the private sector supports members with
adequate economic reward that in return to their contributions and
performance at work.
While, the value expectancy behaviour economic reward of the

public sector is opposite to that of private sector. There is less importance
to economic reward behaviour. The present finding is to be discussed in
organisational culture and the economic reward behavior. The finding
clearly establishes the fact that the work value economic reward
significantly correlated to the proaction and experimentation in public
sector, in this research. As indicated in the above discussions the culture
of the public sector promotes the stats quo policy within the organisation.
Nothing beyond the stipulated norms and policies are entertained. The
reward system of the organisation is based on the seniority. The members
have to wait long years to get promoted to higher levels. As indicated in
the finding the culture of the public sector doesn't promotes achievement
orientation of the members. More over the achievements and
advancement are not related to the economic reward. In private sector, the
454 Chapter ,V
pay arrangements are central to the cultural initiative as they are the most
tangible expression of the working relationship and are associated with the
performance and contributions to work. The incentive systems are
associated at individual level and group level that to motivate the
employees. While these managerial approaches are not observed in the
public sector since the system promotes seniority and stipulate policies for
wage and salary administration. Since there is low recognition of the
member's performance and contribution at work there is less reward
orientation. Since material and nonmaterial rewards have lesser scope in
organisation, members have low expectation to the economic rewards
associated with their work. The finding (Refer, Table No: 5.84) observed
no significant difference with the nature of work and different service group
in relation to value expectancy behaviour economic reward in this
research.
The tenth sub variable of value expectancy selected for the

analysis is life style. The finding (Refer, Table No: 5.85) further
relation to life style. The study found that the private sector organisation
have high importance to life style. The finding (Refer, Table No. 33) clearly
establishes the fact that the work value creativity is correlated to the
openness, trust and experimentation in private sector. This finding further
clearly established the positive relationship between member's high
expectation on the life style and the culture of trust and openness. Greater
the trust superiors feel from the members greater the freedom
management extend to members to live in accordance with members own
life. The members in private sector organisation experience a culture of
positive value system. The life style indicates the opportunity to live in
accordance with member's own way of life. In this life experience members
feel greater freedom and opportunity to feel, think and live in accordance
with personal satisfaction. This stage arises only when organisation
experience high confidence and trust on the abilities and contributions of
members towards their work and organisation. There is better group
cohesiveness and interaction and inter relationship between superiors and
subordinates. The ideas and suggestions of the members have better
acceptance and it reflect positive value system within the organisation.
Members attaches a pleasurable emotional state to this value system
where their motivational need like 'work itself,' that noted by Herzberg two
factor theory (1959), is \uell satisfied with. The organisation is taking care
of member's personal and emotional gratification at most, to see their work
as more beautiful and experience more freedom and autonomy in their day
today life. Feldman, (1985) rightly pointed out in this context that
organization promotes job requirement capability match ensures the
correlation of employability of the person in the job and the expected
contribution from him. Here the value system supports employee's free
way of living as it give importance to 'end' rather than the 'means' with
which they accomplish the tasks. Employees can have their own life style
at work place as the contribution and accomplishment matters than what
they engaged. The positive value system is experienced by the members
from the ethos are the basic factor behind their high importance to the
work value life style in this research. This indicates that the strong culture
influence the work behaviour of members in private sector.
While, the value expectancy behaviour life style of the public

sector is opposite to that of private sector. There is less importance to life
style behaviour. The present finding is to be discussed in line with the
culture and the life style behaviour. The finding clearly establishes the fact
that the work value life style significantly correlated to the authority in
public sector, in this research. The life style is related to the freedom and
opportunity that organisation is giving to each member. The culture of the
public sector is functioning under normative value system. A culture of
bureaucracy cannot integrate the concept like individual away of living. In
bureaucratic culture the members have to strictly adhere to the culture of
formal rules and regulations. The culture of bureaucracy demands more
from the members within the stipulated norms and regulations. The culture
of bureaucracy doesn't dilute the formalize culture for any one. Away from
the structure and norms no individual allowed living in accordance with
their own ideas. Members have lesser freedom and authority to go with
experimentation, innovation, risk taking, achievement orientation etc.
Neither they have the opportunity to go initiation nor do they have proper
recognition from the organisation part, if any contribution made at work.
More over, since the norms control the work behaviour and work
relationship there is lesser opportunity for collaboration at work. This
indicates that the member's basic needs like related needs and existential
needs are not met in the public sector. The finding further establishes the
discussions that lower the opportunities members feel from the
organisation, lower the freedom members attached with the their way of
living. The lower attitude of members related to life style is then related to
the formal culture they followed within the organisation. The finding (Refer,
Table No: 5.85) observed no significant difference with the nature of work
and different service group in relation to value expectancy behaviour life
style in this research.
The eleventh sub variable of value expectancy selected for the

analysis is personal development. The finding (Refer, Table No: 5.86)
sector in relation to personal development. The study found that the
private sector organisation have high importance to personal development.
The finding indicates that the culture of private sector is integrating the
personal development of members with organisational development. The
organisational culture is developing sense of development and feeling of
growth among members. A feeling of organisational importance and
professional advancement are basic motivational factors among members
in their organisational life. Renganekar, (2000) rightly pointed out in this
context that one important aspect at work place is the sense of
development- feeling of g;owth that I am working here, I am growing here,
I am learning some thing new. This is a great motivator for excellence-
particularly among youngsters. The present finding is to be discussed in
organisational culture and the life style behaviour. The finding clearly
establishes the fact that the work value personal development is highly
correlated to the autonomy, collaboration and experimentation in private
sector, in this research. The finding well established the fact that the
culture of private sector supports a value system, which realizes member's
goal towards career advancement and achievement in professional life. A
supportive leadership we can observe towards members advancement
motivation and feeling of organisational achievements. As we discussed in
the findings of economic reward members in the private sector more
attached to the personal development and advancement in their
professional growth. The ERG - model clearly indicates (Aldetfer, 1969)
member's motivational behaviour in relation to their need for existence,
relatedness and growth. Here we can relate the culture of the private
sector organisation with more of member's affiliation towards their growth
needs. The members are getting more support from the superiors to do
contribute best to the organisation. Member's high importance to personal
development is related to the strong work culture of the organisation.
While, the value expectancy behaviour personal development of

the public sector is opposite to that of private sector. There is less
importance to personal development behaviour. The finding (Refer, Table
No: 5.86) further establishes the significant difference between public and
private sector in relation to personal development. The study found that
the public sector organisation have high importance to personal
development. This indicates that the organisation is not much supportive
in the personal development aspect of members within private sector. The
leadership of the organisation is promoting a culture for development,
more of formal way of recognition than merit rating. They culture of public
sector considers seniority and service of the member's for the
advancement in their profession. The present finding is to be discussed in
organisational culture and the personal development. The finding clearly
establishes the fact that the work value personality development
significantly correlated to the low openness, proaction and experimentation
in private sector, in this research. Where the culture do not promote
members ability to take risk and initiation, where the culture less entertain
sharing of information, and where the culture doesn't promotes proactive
behaviour of members there one can expect only lower level advancement
in their professional life. The public sector members, low-level attitude
towards the personal development are related to the low level opportunity
exists within the sector for advancement and achievement in their
functional level. The finding (Refer, Table No: 5.86) observed no significant
difference with the nature of work and different service group in relation to
value expectancy behaviour life style in this research.
The twelfth sub variable of value expectancy selected for the

analysis is physical activity. The finding (Refer, Table No: 5.87) further
relation to physical activity. The study found that the private sector
organisation have high importance to physical activity. The finding related
to the present research indicates that the members in the private sector is
giving more importance to the physical well-being and mental-well being
equally in their life that help them to concentrate more in their professional
achievements and advancement. The members in the organisation show
high psychosomatic orientation in their life. The finding well established the
fact that psychosocial and spiritual well-being has more importance to over
all performance and productivity in their organisational life. The joy of life
members feel from the organisation may be the resultant manifestation of
their opportunity for adequate physical and mental well being. The spiritual
and physical engagements in the life give more peace of mind and comfort
of life to members and it in turn help members to concentrate more on their
work. Kapoor, (2001) rightly pointed that the nature of work imposes so
much stress on the employees that they need to resort to psycho-spiritual
values. It is in this context that yoga; physical exercise, meditation and
breath-control have become a part of the work culture to relieve
employee's stress to get ~naximumproductivity. To work hard physical
adequate stamina and more energy is required. By getting lot of exercises
in their personal life members can control their physical health and more
orient towards professional goals in the organisation. Healthier and more
oriented members are more beneficial to organisation in the viewpoint of
surplus generation. The finding shows that the private sector organisation
is giving opportunity to the members to engage in physical activities in
order to keep their members mentally strong and physically stable.
While, the value expectancy behaviour physical activity of the

to physical activity behaviour. The holistic development of individual is
depending on physical, psychological, social and spiritual aspects of
development. Getting proper care and attention to physical aspect is very
important as it affect member's performance at work. The present finding
indicates members lower concern towards the physical development. The
culture of the public sector promotes more reactive behaviour than
proactive behaviour. To be proactive one must think beyond the existing
resources and make utilize their creativity innovation, risk taking behaviour
etc., in the functional level. While the culture of public sector promotes the
normative work behaviour rather than member's innovative behaviour.
There the members require only normal routine way of work than proactive
one. The nature of work doesn't necessitate any change in the work
process or any additional innovative methods. This indicates the cultural
difference of public and private sector in this research. A culture of
proactivity and a culture of administration influence the behaviour of
members variedly.
The above results clearly indicate the difference in the physical

activity of public and private sector. Followed by this discussion, in relation
to physical activity, the study also looked into the results of nature of work
difference between technical and administrative members, in their physical
activity. The administrative members have high physical activity compared
to technical members. The technical members are at the shop floor level
and are getting better opportunity for physical mobility at work situation.
While, the administrative members doesn't have much of physical mobility.
The high interest to physical activity is related to their low opportunity in
their work situation, which will compensate their low physical exercise in
their work life. Member's may be getting opportunity for brisk walking after
their regular work or may be getting better opportunity take part in sports
activities in the organisation.
The thirteenth sub variable of value expectancy selected for the

analysis is prestige. The finding (Refer, Table No: 5.88) further
establishes significant difference between public and private sector in
relation to prestige. The study found that the private sector organisation
have high importance to prestige. A feeling of importance and a feeling of
prestige are depending on members need prioritization. High expectation
of members in private sector indicates that they attaches emotional
attachment to the pleasure they derived from the status and prestige
associated to the work and the skill and knowledge they have. The finding
(Refer, Table No. 5.65) clearly establishes the fact that the work value
prestige is highly correlated to the trust and experimentation in private
culture of private sector supports a value system, which realizes member's
attitude towards proper recognition of their skill, knowledge and
achievement in their life. The members in the organisation expect a feeling
of high self-esteem. Member's expectation indicates that the culture of
private sector supports a value system, which gives proper feedback to
their effort and contribution in their professional realm. By supporting
members with proper recognition, organisation ensures trust and
confidence from their members. By recognizing member's proper
contribution and effort the organisation is developing a belief system of
better acceptance of their achievements. By ensuring proper position and
status within the organisation, organisation is satisfying their need for
recognition. A feeling ot power related to their knowledge, skill and
expertise is induced among members by the organisation. With which they
feel some importance and prestige within and outside organisation related
to their contribution and performance. The present finding well established
the fact that members in the organisation are getting adequate support
from their superiors to get proper feedback and recognition.
While, the value expectancy behaviour prestige of the public sector

is opposite to that of private sector. There is less importance to prestige
behaviour. The prestige is a pleasurable emotional state members derived
from the knowledge, skill, and expertise, in their functional level. This
feeling is related to an emotional state where members feel high esteem
because of their contribution in the work. Because of their knowledge and
skill they are widely recognized in the organisation. The present finding is
opposite to that we disc~~ssed
in private sector. This indicates that
members in the organisation are giving less importance to their knowledge
and skill as it receives low ;acceptance and recognition from the superiors
and organisation. Acceptance of individual knowledge and expertise and
moulding it for better contribution is less possible in a culture where there
is strict rules and regulations, low level, openness trust and confrontation
behaviour. The finding (Refer, Table No. 5.64) clearly establishes the fact
that the work value prestige is highly correlated to authenticity and
authority in this research. Lower the level of authority and authenticity
members feel from the organisation, lower the prestige they feel from the
work they perform and the work. A feeling of low level power and authority
that related to their knowledge and skill and low-level recognition of their
position they have within the organisation is the factor related to their low
level importance of prestige. Both internally and externally it affects the
motivation of employees.
The above results clearly indicate the difference in the prestige

difference between technical and administrative members, in their prestige
behaviour. The prestige is generally associated with the positions
members held within the organisation. There is high demarcation between
the operative and supervisory level members that related to their
supervisory authority and power they carry with the positions. Since the
positions are related to the knowledge and skill they have with them, and
which is unique to each in their problem solving skill and decision-making,
members of administrative level have high prestige compared to the
technical members. The working atmosphere and the nature of work are
giving better position to the administrative members compared to the
technical members. When we look into the interaction effect of nature of
technical members shows significant difference in their prestige behaviour
towards the value expectancy behaviour. The interaction finding of sector
and nature of work indicates that the technical and administrative members
in the private sector are having high prestige behaviour compared to those
importance prestige behaviour of technical and administrative members is

service are also looked into. The finding related to the prestige behaviour
different years of service. The finding indicates that the prestige behaviour
of 7-13 years of service members is higher compared to junior and senior
level members in the effective implementation of the policies and practice.
They are getting better opportunity to take independent decisions from the
superiors based on their skill and expertise. More over they are getting
better opportunity to conlrol over their subordinates. The high importance
to prestige is related to these opportunities members experience at work.
When we look at the interaction effect of sector and years of service, it is
private sector in prestige behaviour. The finding (Refer Table No: 5.54)
indicates that the 0-6, 7-13 and 14 and above years of private sector
findings. This indicates a trend that the work importance prestige
behaviour of member's ot different years of service group is adheres to the
The fourteenth sub variable of value expectancy selected for the

analysis is risk. The finding (Refer, Table No: 5.89) further establishes the
significant difference between public and private sector in relation to risk.
The finding indicates that the members in the organisation give much
importance to initiation, risk taking, innovation and experirnentation in
private sector organisation. The finding pointed out the value system
followed by the organisation that gives more freedom and opportunity to
take risky decisions in their functional level and the supportive leadership
pattern. The result shows that the leadership of the private sector gives
importance to a democratic value system, which supports member's
empowerment through recognition to their skill, effort, and high initiation at
work. The finding (Refer, Table No. 65) clearly establishes the fact that the
work value risk taking is highly correlated to the openness, confrontation,
trust and experimentation in private sector, in this research. The finding
well established the fact that the culture of private sector supports a value
system, which realizes member's need for doing risky things at work. The
organisation is ensuring a risky and exciting environment that satisfies
member's interest towards work. The value system is supporting the
members to face the challenges in work than shy away from the risk
associated with the performance. The organisation promotes a value
system, which encourage employees to take a fresh look at how things are
done, and trying out innovative things. Further, a feeling of importance at
members feel at personal level and knowledge and skill level, make them
more attaches with the culture of the organisation. Urvashi, (2001) rightly
pointed out in this context that if you make some one feel important, he
cares about you. And, when he cares about you, he does more for you.
Employees will work harder for you, they will go out of their way to co-
operate with you, if only you will make them feel important. The finding is in
line with the comment indicates that private sector value system of
supports risk-taking behaviour of members within the organisation.
While, the value expectancy behaviour risk-taking of the public

sector is opposite to that of private sector. There is less importance to risk-
taking behaviour. The present finding is to be discussed in line with the
culture and the risk-taking behaviour. The finding clearly establishes the
fact that the work value risk-taking significantly correlated to the proaction
and experimentation in public sector, in this research. The finding clearly
establishes the fact that the work value risk taking significantly correlated
to openness, proaction, authenticity, collaboration and experimentation in
this research. The finding well established the fact that the culture of public
sector does not have a value system which support members opportunity
make use of their skill and abilities at work as it reflect low authenticity
behaviour and proaction. The leadership culture in the public sector
indicates that the management is less supportive enough to make use of
skill and knowledge, which develops an environment of trust and
confidence to members. Where the leadership is authoritative, the
delegation of authority is not widely accepted by the organisation to
encourage member's initiation and risk taking behaviour. The existence of
a formal organisational system with low interaction and interrelation and
low openness is the factor behind members' low orientation to risk taking
behaviour in public sector organisation in this research.
The above results clearly indicate the difference in the risk taking
difference between technical and administrative members, in their risk
taking behaviour. The administrative members have to prove their
efficiency and problem solving skill to get confidence from the superiors in
the decision making level. The risk taking opportunities are the giving
better chance to the members to experiment with their skill and expertise in
their filed and that in turn help in their professional advancement. The
opportunity to change the process and think differently in technical job is
limited compared to the administrative one. The high importance members
attach to the risk taking behaviour is related to their career advancement.
When we look into the interaction effect of nature of work with sectors
(Refer Table No: 5.89), the public and private sector technical members
shows significant difference in their risk taking behaviour. The interaction
finding of sector and nature of work indicates that the technical and
administrative members in the private sector are having high risk taking
behaviour compared to those in public sector. Here, the major findings of
value expectancy behaviour replicated in the nature of work. This indicates
a trend that the work importance risk taking behaviour of technical and
widely shared.

service are also looked into. The finding related to the risk taking
behaviour (Refer Table No: 5.89) indicates significant difference in the risk
taking behaviour of 7-13 years of service members is higher compared to
junior and senior level members in the effective implementation of the
pol~ciesand practice. Members in the middle service years are close to the
senior level positions. They are In the second line of the organisational
ladder. To get ahead in their service members have to show their
performance and contribution at work. The high level importance members
attach to the risk taking behaviour is due to their keen interest to get ahead
in their professional life. When we look at the interaction effect of sector
and years of service, it is evident from the finding that (Refer Table No:
5.89) there is significant difference between members of different service
years in public and private sector in risk taking behaviour. The finding
the sub group findings. This indicates a trend that the work importance
risk taking behaviour of member's of different years of service group is
The fifteenth and sixteenth sub variable of value expectancy

selected for the analysis is social interaction and social relation. The
finding (Refer, Table No: 90 to 91) further establishes the significant
difference between public and private sector in relation to social interaction
and social relation. The study found that the private sector organisation
have high importance to social interaction. The finding is line with the
human relationship philosophy. An organisation is a social system. Which
consist of member's frequent interaction and interrelationship at different
functional level and within the departmental level. Work with people and
interact with them are basic social needs that to be taken care by the
management. A high expectation towards the social, interaction is in this
research indicates that the management is giving high priority to a value
system which promotes democratic style of leadership. To support
members having low skill, in order to face challenges at work, a better
functional interaction is required. Where there is more trust, openness and
confrontation culture, the value system ensures members initiation and risk
taking through better relationship at work. The finding (Refer, Table No.
65) clearly establishes the fact that the work value risk taking is highly
correlated to the openness, confrontation, trust and experimentation in
private sector, in this research. The finding well established the fact that
the culture of private sector supports a value system, which realizes
member's need for doing risky things at work. This finding support the
above discussion that the culture of openness and trust members feel from
superiors, inculcate a feeling of support to face the challenges. It further
supports member's interest to contribute their best effort to produce best
result. The above discussion supports the finding of the research that the
culture of private sector support the members better interaction through
trust and ooen communication.
While, the value expectancy behaviour social interaction of the

to social interaction and social relation behaviour. The present finding is to
be discussed in line with the significant correlation between (Refer, Table
No: 5.64) the organisational culture and the social interaction and social
relation behaviour. The finding well establishes the fact that the work value
social interactions is significantly correlated to openness, confrontation,
trust, proaction and experimentation in this research. The finding clearly
shows that the culture of public sector does not have a value system,
which support members opportunity has better interaction and inter
relationship within the organisation. The low level, openness and the trust
behaviour further substantiate the argument that the private sector has low
group cohesiveness between members and superiors within the
organisation. An organisation is a social entity. The structure which
entertains rigid rules and regulations and formal system of communication
shatter a members expectation to open up their mind. Have a network of
friends at work act as social support system to that help them to develop
an attitude of dependency at the time of crisis. In a formal system all of
these opportunities are lacking. The organisational structure is the major
factor behind the member's low expectation in relation to social interaction
within the organization. A normative work culture thus influences the
behaviour of members adversely towards collaboration and team efforts.
The above results clearly indicate the difference in the social

interaction and social relation behaviour of public and private sector.
Followed by this discussior~,in relation to sector, the study also looked into
the results of nature of work members. It is evident that (Refer Table No:
5.90 to 91) there is significant difference between technical and
administrative members, in their social interaction and social relation
behaviour. Though the administrative members have to sit in their cubicle
and do their work, they have to get proper information from different
departments. The cooperation of the members in the different department
is inevitable. The high level work importance to the social interaction and
inter relationship at work is related to their expectation towards smooth
flow of work and cooperation from their subordinates and members from
different departments. Higher the cooperation they get from different level
higher the precisity of the decision making at the functional level. The
member's objective for better decision-making and leadership is observed
in this finding. When we look into the interaction effect of nature of work
with sectors (Refer Table No: 5.90 to 91), the public and private sector
technical members shows significant difference in their social interaction
and social relation behaviour towards the value expectancy behaviour. The
interaction finding of sector and nature of work indicates that the technical
and administrative members in the private sector are having high social
interaction and social relation behaviour compared to those in public
sector. Here, the major findings of value expectancy behaviour replicated
in the nature of work. This indicates a trend that the work importance social
interaction and social relation behaviour of technical and administrative

service are also looked into. The finding related to the social interaction
and social relation behaviour (Refer Table No: 5.90 to 91) indicates
significant difference social interaction and social relation behaviour of
7-13 years of service members is higher compared to junior and senior
The discussion above is true in the case of the middle level service
members. In order to coordinate the activities between the superiors and
the subordinates the members of middle level service managers have to
get the cooperation from all levels. The high importance these groups
attach with the work value social interaction and inter relation is related to
the work efficiency and productivity. Members in the middle service years
are close to the senior level positions. They are in the second line of the
organisational ladder. To get ahead in their service members have to show
their performance and contribution at work. The high-level importance
members attach to the social interaction and social relation behaviour is
due to their keen interest to get ahead in their professional life. When we
look at the interaction effect of sector and years of service, it is evident
from the finding that (Refer Table No: 5.90 to 91) there is significant
private sector in social interaction and social relation behaviour. The
finding (Refer, Table No: 5.56, to 57) indicates that the 0-6, 7-13 and 14
and above years of private sector members having high value expectancy
behaviour compared to public sector. The results of the major findings
replicated in the sub group findings. This indicates a trend that the work
importance social interaction and social relation behaviour of member's of
different years of service group is adheres to the sectoral difference in the
values widely shared.
The seventeenth sub variable of value expectancy selected for the

analysis is variety. The find~ng(Refer, Table No: 5.92) further establishes
the significant difference between public and private sector in relation to
variety. The study found that the private sector organisation have high
importance to variety. The study found that the members of the private
sector organisation have high expectation towards a value system, which
supports member's social interaction, compared to public sector. The
finding indicates that the members in the organisation give much
importance to a culture of variety at work. Instead of monotonous, routine
works that associated with their day today job description, members in the
organisation are interested to do variety of job which give better
understanding on nature of different work activities and which help to
contribute at various levels. This variable is highly correlated to job rotation
and multi-skilling at work. By engaging different functional job, members
are better aware for the totality of work. Organisation is extending better
support to members to engage in different functional level at work, where
the members can contribute more. In this context Dhawan, (2000) rightly
indicates that to develop a culture of high performance modern
organisation has to concentrates more on multi- skilling, job rotation and
variety of job engagements. Organisations should facilitate development of
a value system, which ensures job variety and job enrichment. Frequently
changed activities at work facilitate differential learning among members.
To substantiate this finding, the correlation between dependent variable
social relations with independent variable organisational culture was done.
The finding (Refer, Table No. 33) clearly establishes the fact that the work
value social relationship is highly correlated to the openness,
confrontation, trust, proaction, collaboration and experimentation in private
culture of private sector supports a value system, which realizes the
importance of human relation at work. The basic assumptions and beliefs
underlying, which the organisation lies, is the human relations at work. The
importance of human relation at work is well recognized by the
organisation in this research. This indicates that a collaborative and
experimentation culture highly influence the value expectancy behaviour of
members in the private sector.
While, the value expectancy behaviour variety of the public sector

is opposite to that of private sector. There is less importance to variety
behaviour. The members of the public sector are attached less importance
to job rotation and multi skilling. Job rotation and multi skilling have a
major role in developing employees to contribute best to the organisation.
For a developing organisation every members potential in various areas
are required to compete and cope up with the changes in the business
operation. By engaging members to do variety jobs the organisation is
getting adequate support from the members at all ends. Modern
organisations are orienting members towards multi skilling and job rotation
so that their skill, knowledge and expertness can be utilized at any level in
the time of crisis. The present finding indicates that the culture of public
sector do not giving an opportunity to their subordinates to engage in
variety of jobs at it ensure only routine organisational works. Low level of
interaction and lack of sharing of information in this research indicates
organisation's lack of support to the members in multi-skilling and job
rotation at work. To substantiate this finding, the correlation finding is to be
discussed into (Refer, Table No. 64). The study found significant
correlation between dependent variable verity with the independent
variable, organisational culture. The finding well establishes the fact that
the work value variety is significantly correlated to openness and proaction
in this research. This indicates that the low level openness culture and high
reactive behaviour directly contributing to low level attitude towards
members engagement to variety of jobs in public sector undertaking in this
research.
The above results clearly indicate the difference in the variety

behaviour of public ancl private sector. Followed by this discussion, in
relation sector, the study also looked into the results of nature of work
difference between technical and administrative members, in their variety
behaviour. The organisation where the value system promotes multi
skilling and job rotation, members get better opportunity to engage in
variety of activities learns the nature of job. These people further utilize to
engage into other jobs when organisation faces manpower shortages.
More over the members whose work is monotonous get an opportunity to
change their job profile. The finding, member's high importance to variety
behaviour indicates that the administrative members are getting better
opportunity to in job rotation and multi skilling in their organisation. When
we look into the interaction effect of nature of work with sectors (Refer
Table No: 5.92), the public and private sector technical members shows
significant difference in their variety behaviour towards the value
expectancy behaviour. The interaction finding of sector and nature of work
indicates that the technical and administrative members in the private
sector are having high variety behaviour compared to those in public
sector. Here, the major findings of value expectancy behaviour replicated
in the nature of work. This indicates a trend that the work importance
variety behaviour of technical and administrative members is adheres to
the sectoral difference in the values widely shared.

service are also looked into. The finding related to the variety behaviour
(Refer Table No: 5.92) indicates significant difference variety behaviour of
7-13 years of service members is higher compared to junior and senior
The discussion above is true in the case of the middle level service
members. In order to coordinate the activities between the superiors and
the subordinates the members of middle level service managers have to
get the cooperation from all levels. The members have to help their
superiors and junior equally to get work done. More over they get
opportunity to interact with other departments for the functional clarification
and cross-functional processes. The member's high importance to variety
is related to the scope of learning and development in their professional
career. When we look at the interaction effect of sector and years of
and private sector in variety orientation. The finding (Refer Table No: 5.58)
findings. This indicates a trend that the work importance variety behaviour
of member's of different years of service group is adheres to the sectoral
The eighteenth sub variable of value expectancy selected for the

analysis is working condition. The finding (Refer, Table No: 5.93) further
relation to working condition. The study found that the private sector
organisation have high importance to working condition. The finding
indicates that the members of private sector give high importance working
condition that produce better performance and better contribution at work.
To produce best to the organisation adequate working condition is
essential. It is the responsibility of the management to provide reasonable
working condition to members that support them with adequate health and
safety to perform their work efficiently. Adequate safety provisions of the
organisation give a feeling of job security and job safety to the members at
work. Syptak, Marsland, Ulmer (1999) rightly pointed out in this context
that the environment in which people work has a tremendous effect on
their level of pride for themselves and for the work they are doing. Do
everything you can to keep your equipment and facilities up to date. Even
a nice chair can make a world of difference to an individual's psyche. Also,
if possible, avoid overcrowding and allow each employee his or her own
personal space, whether it is a desk, a locker, or even just a drawer. If
you've placed your employees in close quarters with little or no personal
space, don't be surprised that there is tension among them. The study of
Syptak, Marsland, Ulmer (1999) directly pointing out the importance of the
working condition on the physical and mental well being of the employees
at work. To substantiate this finding, the correlation between dependent
variable working conditions with independent variable organisational
culture was done. The finding (Refer, Table No. 65) clearly establishes the
fact that the work value working condition is highly correlated to the,
proaction, and experimentation in private sector, in this research.
Member's initiation for experimentation requires adequate physical support
from the working environment. A good working condition then indicates the
organisations readiness to fulfill member's needs towards proactive
behaviour at work. The finding well established the fact that the culture of
private sector ensures a good working condition to their members for
better performance. Strong cultures, which ensure the working condition of
the members, hence, directly influence the physical well being of the
members at work.
While, the value expectancy behaviour working condition of the
public sector is opposite to that of private sector. The study found that the
members of the public sector organisation have low working condition
(Refer, Table No: 5.93) compared private sector. The members of the
public sector are attached less importance to working condition in their life.
The finding indicates that members have unfavourable attitude towards the
working condition of the organisation in private sector. An adequate
provision of the working condition provides a feeling of sense of security
and sense of safety to the members. The mental and physical state of the
employees in their work contribution is well related to the physical
condition of the factory setting. The working condition of the organisation
should support member's interest towards the experimentation at work.
Where the work culture follows the traditional work norms and practice
without recognizing the members knowledge and expertise develop strong
disappointment among members. Either the physical needs or the
personal needs are not met in a conservative traditional style of
management. This finding is to be discussed with a supportive finding that
obtained from the correlation between organisational culture and value
expectancy behaviour (Refer, Table No. 64) in this research. The study
found significant correlation between dependent variable working condition
with the independent variable, organisational culture. The finding well
establishes the fact that the work value social relation is significantly
correlated to proaction and experimentation in this research. Lack of
working condition is then related to the member's initiation to risk taking
and proactive behaviour of members in this research. Member's behaviour
towards the work values working condition is well recognized in this
research.
The above results clearly indicate the difference in the working

condition of public and private sector. Followed by this discussion, in
perception towards working condition. The working condition of the
technical and administrative members varied considerably in majority
organisation. The technical members are working at the shop floor level
and the administrative members are with well-designed cubicles. Since the
nature of work-varied considerable the administrative members are getting
better work condition across the industries. The member's high level
importance attached to the working condition is related to the difference in
the nature of work. When we look into the interaction effect of nature of
technical members shows significant difference in their working condition
towards the value expectancy behaviour. The interaction finding of sector
and nature of work indicates that the technical and administrative members
in the private sector are having high working condition compared to those
importance to working condition of technical and administrative members
is adheres to the sectoral difference in the values widely shared.

service are also looked into. The finding related to the working condition
(Refer Table No: 5.93) indicates significant difference in working condition
of 7-13 years of service members is higher compared to junior and senior
This finding is to be discussed in relation to the junior level members in the
organisation. The junior level members have to adjust with the working
condition since they are in the learning and development period. The junior
level member doesn't have the right to ask more freedom from the
organisation. While, the middle level members are the second line
members in the organisation. Since their nature of job is more important to
the organisation, their comfort and working condition are important to the
effectiveness and efficiency. The high work importance the middle level
service members attach with the working condition is related to better
performance and contribution to the work compared to the junior level
members. When we look at the interaction effect of sector and years of
and private sector in working condition. The finding (Refer Table No: 5.59)
findings. This indicates a trend that the work importance working condition
of member's of different years of service group is adheres to the sectoral
The nineteenth sub variable of value expectancy selected for the

analysis is peace of mind. The finding (Refer, Table No: 5.94) further
relation to peace of mind. The study found that the private sector
organisations have high importance to peace of mind. The probability to
contribute more at work is highly depending on a mindset where there is no
work stress at all. Role conflict, role inadequacy, lack of group
cohesiveness, feeling of inequality, job difficulty, job requirement capability
mismatch like work related aspects have high influence on the members
contribution at work. To experience the real joy at work members in the
organisation should be free from the occupational and personal stress. The
past research finding related to value expectancy variables (refer above
discussions) indicate that the culture of public sector consciously taken care
%udjmR d t s and Disc~lcsion, 479
of the members peace of mind by orienting them a value system that in tune
with the members expectation. To substantiate this finding, the correlation
between dependent variable peace of mind with independent variable
organisational culture was done. The finding (Refer, Table No. 33) clearly
establishes the fact that the work value peace of mind is highly correlated to
the, openness, confrontat~on,trust, collaboration and experimentation in
private sector, in this research. This finding clearly indicates that member's
peace of mind is highly correlated to a supportive system, which reduces
their anxiety at work, and taken care of their growth and development at
work. The peace of mind is then related to the professional and personal
support members feel from the leadership of the organisation. This
discussion once again proves that members adjustment to the organisation
is highly depend on a democratic leadership style which taken care of
member's emotional and personal stability at work. The management is
more relationship oriented and very conscious of the needs and difficulties
of the members. It can be inferred from the discussion that the peace of
mind of members are directly related to a culture, which support member's
personal and professional goals at work.
While, the value expectancy behaviour peace of mind of the public

sector is opposite to that of private sector. The study found that the
members of the public sector organisations have low peace of mind,
(Refer, Table No: 5.94) compared private sector. The members of the
public sector are attached less importance to peace of mind in their life. To
produce best to the organisation, a mentally alert and physically stable
member are essential. A work, which gives inner happiness, is the most
important function culture has to perform in organisation. The work
behaviour is the clear reflection of the value system prevalent in the
organisation. This finding is to be discussed with a supportive finding that
obtained from the correlation between organisational culture and value
expectancy behaviour (Refer, Table No. 64) in this research. The study
found significant correlation between dependent variable peace of mind
with the independent variable, organisational culture. The finding well
establishes the fact that the work value peace of mind is significantly
correlated to openness, trust and confrontation in this research. This
indicates the importance of culture of openness and trust in inducing
confidence and peace of mind among members to perform well at their
work place and experience joy at work. The present finding related to
public sector indicates that members in the organisation don't have a
feeling of peace of mind at the work place. Work is secondary to members
since they don't have any attachment to work. The members do not have
any sentiments attached to work as they feel lack of openness between
members and superiors. A feeling of insecurity is there with the members,
as they are getting less supportive system to face the challenges at work.
The finding related to authenticity substantiates this argument. An overall
image of the public sector gives us a feeling that the culture of public
sector has a belief system of less human relations at work and which
directly related to the low level peace of mind at work.
The above results clearly indicate the difference in the peace of

mind of public and private sector. Followed by this discussion, in relation to
sector, the study also looked into the results of nature of work members.
between technical and administrative members, in their peace of mind.
Motivated and highly focused work force is an asset to any organisation.
Peace of mind is an essential aspect that focuses members towards
performance and contributions at work. Mentally and physically, members
should feel happy enough to participate and enjoy the activities of work. It
should provide an inner happiness to the members at work. The technical
members low peace of mind is related to the nature of work. They have to
work with huge machineries in an environment of high noises. They have
to work with the pace of the technology. While the administrative members
have high expectation towards a work life, since their nature of job is more
related to a different work atmosphere where there is no distractions and
better calmness. The present finding is related to administrative member's
better comfort and peace of mind they derive from the nature of work they
carry within the organisation compared to the technical members.
The working condition of the technical and administrative members

varied considerably in majority organisation. The technical members are
working at the shop floor level and the administrative member with well-
designed cubicles. Since the nature of work-varied considerable the
administrative members re getting better work condition across the
industries. The member's high level importance attached to the working
condition is related to the difference in the nature of work. When we look
into the interaction effect of nature of work with sectors (Refer Table No:
5.94), the public and private sector technical members shows significant
difference in their peace of mind towards the value expectancy behaviour.
The interaction finding of sector and nature of work indicates that the
technical and administrative members in the private sector are having high
peace of mind compared to those in public sector. Here, the major findings
of value expectancy behaviour replicated in the nature of work. This
indicates a trend that the work importance peace of mind of technical and
widely shared.

service are also looked into. The finding related to the peace of mind
(Refer Table No: 5.94) indicates significant difference peace of mind of 7-
13 years of service members is higher compared to junior and senior level
members in the effective implementation of the policies and practice.
Middle the level of management; both the senior level and junior level
managers have to get cooperation from them in the effective
implementation of the policies and practices. Since their cooperation and
coordination is required at all levels, the backbiting and leg pulling are
lesser in comparison to senior level positions. The high peace of mind the
middle service group derive from the organisation is related to the nature
of job. When we look at the interaction effect of sector and years of
and private sector in peace of mind. The finding (Refer Table No: 5.60)
findings. This indicates a trend that the work importance peace of mind of
The twentieth sub variable of value expectancy selected for the

analysis is comfort of life. The finding (Refer, Table No: 5.95) further
relation to comfort of life. The study found that the private sector
organisations have high importance to comfort of life. The finding of the
present research is closely related to the discussion that made in the
peace of mind of workers. The concept comfort is related to the over all
perception members have about the work, work organisation and work life
balance. The members feeling of comfort is related to the work they
experience within the organisation. Work experience reflects the beliefs
and values members attach with the nature of work. The members feeling
of comfort is also related to the support they feel from the superiors and
top management to perform the work peacefully. The joy of work means
the elimination of hurdles and difficulties, which is taxing, to the members
in their work performance. The work life balance is the most important part
with which members looking at life more relaxed without worrying. This
stage of life can be related to the self-actualization stage of members,
where members find some meaningness to their organisational
contributions and performance that provide comfort of life. The finding in
this research indicates that members are finding pleasure in their
contribution at work and feel a comfort from their work organisation and
work life balance. A healthy environment, which provides mental and
physical happiness, provides a feeling of comfort of life to the members.
Sreevasthava, (2001) rightly pointed out in this context that to keep people
in the workplace safe and healthy means to guard against physical as well
as psychological ill health and also to promote the healthy way to work. By
product of healthy organizational environment is the member's comfort of
life. The private sector has high comfort of life compared to public sector.
To substantiate the present finding, the correlation between dependent
variable peace of mind with independent variable organisational culture
was done. The finding (Refer, Table No. 65) clearly establishes the fact
that the work value comfort of life is highly correlated to the openness,
confrontation, trust, and experimentation in private sector, in this research.
The comfort of life members feel from the organisations is then related the
openness culture, the trust and guidance they get from their superiors in
their personal and professional development and culture of achievement
orientation promoted by the management in this research. All these factors
contribute to a belief system, which provide a feeling of peace of mind and
comfort of life to members.
While, the value expectancy behaviour comfort of life of the public

members of the public sector organisation have low comfort of life (Refer,
Table No: 5.95) compared private sector. The members of the public
sector are attached less importance to comfort of life in their life. To get the
comfort of work life members have worship the value system related to
work. To worship a work, the elements of work culture should ensure
peace of mind and pleasurable emotional state to the members who
engaged in the activities and process. A feeling of safety, security, care,
social and psychological support is fundamental to employee's better
peace of mind and comfort of life. The findings of low comfort of life
indicate an unfavourable attitude members feel from the organisation, is
related to the work culture of the organisation. The present research
indicates that members in the organisation doesn't experience any
pleasurable emotional state from work with which they derive satisfaction
and comfort in their professional life. The work, work organisation and the
work life balance are not satisfactory to the members at work in public
sector organisation. This find~ngis to be discussed with a supportive
finding that obtained from the correlation between organisational culture
and value expectancy behaviour (Refer, Table No. 64) in this research.
The study found significant correlation between dependent variable
comforts of life with the independent variable, organisational culture. The
finding well establishes the fact that the work value peace of mind is
significantly correlated to openness, and trust in this research. This
indicates that the culture of public sector found incapable enough to induce
value system on the underlying spirit of peace of mind, trust and openness
between management and members in this research. Lack of supervisory
support, autocratic leadership, low recognition and rewards system, lack of
group cohesiveness, low level of achievement and advancement
opportunities, low level working condition, like many aspects of public
sector organisation clearly indicates the reasons behind their feeling of low
level comfort of life at work.
The above results clearly indicate the difference in the comfort of
life of public and private sector. Followed by this discussion, in relation to
sector, the study also looked into the results of nature of work members.
between technical and administrative members, in their attitude towards
comfort of life. Administrative members are having high expectation
towards the comfort of lite. Whether it related to their authority, autonomy,
status and prestige, achievement and advancement etc, they expect a
working environment, which give more comfort and pleasure to their life.
The administrative members would like to work in an environment, which
give proper leisure and rest to their life. They expect a work life, which is
not taxing to them, and avoid role conflict, role inadequacy, role-over load
and feeling of inequality. The present finding high expectancy towards the
comfort of life is related to a working environment, which gives more
pleasure to satisfy their relatedness needs, existence needs and growth
needs within the organisation compared to technical members. When we
look into the interactior~effect of nature of work with sectors (Refer
Table No: 5.95), the public and private sector technical members shows
significant difference in their comfort of life towards the value expectancy
having high comfort of life compared to those in public sector. Here, the
major findings of value expectancy behaviour replicated in the nature of
work. This indicates a trend that the work importance comfort of life of
technical and administrative members is adheres to the sectoral difference
in the values widely shared.

service are also looked into. The finding related to the comfort of life
(Refer Table No: 5.95) indicates significant difference comfort of life of 7-
13 years of service members is higher compared to junior and senior level
members in the effective implementation of the policies and practice.
Comfort of life is a factor that varies from individual to individual. Since the
goals of the members vary from individual to individual the expectation on
the comfort of life also varies considerably. Middle the level of service
members have high expectation in their growth and advancement in their
professional career. Getting ahead in their organisational life these group
have to get better organisational environment that make utilize their skill
and abilities at work. More over adequate support from the all level is
required in their effective coordination. The present finding indicates that
the middle service group derives better organisational value system that
satisfies their relatedness needs and growth needs within the organisation.
When we look at the interaction effect of sector and years of service, it is
evident from the finding that (Refer Table No: 5. 113) there is significant
private sector in comfort of life. The finding (Refer Table No: 5.61)
findings. This indicates a trend that the work importance comfort of life of
The twenty-first sub variable of value expectancy selected for the

analysis is dependency. The finding (Refer, Table No: 5.96) further
relation to dependency. The study found that the private sector
organisation have high importance to dependency. It is the belief that
higher the social and emotional support members feel from the
organisation higher the dependency members feel from superiors and top
management. To substantiate this finding, the correlation between
dependent variable dependency with independent variable organisational
culture is done. The finding (Refer, Table No. 33) clearly establishes the
fact that the work value dependency is highly correlated to confrontation,
trust, and collaboration in private sector, in this research. The confrontation
culture indicates that the organisation support employees to face the
challenges, and make them proactive in their work rather than reactive.
This indicates that the culture of private sector is giving more trust and
support to members to participate in the decision making process and
stand on their own leg. By ensuring a collaborative work environment the
organisation supports the weak to get support from the talented. In
addition to these professional support management in the organisation is
providing a social support system based on social relationship at work.
Hersay and Blanchard, (1982) indicates in this context that the
environment which promotes close, personal relationship with the
members of the group and there is open communication and psychological
and emotional support, there the members have feeling to seek support
from their leaders and team members. A better interaction and inter
relationship between members and the management develop a feeling of
job security, social security and safety at work Members are getting better
freedom to have personal relation with the co-members around them to
resolve even the personal problems. The culture promotes a working life
where members can share their joy and sorrow of their personal and
professional life. The over all findings indicates that the private sector
promotes a culture high dependency within the organisation.
While, the value expectancy behaviour dependency of the public

members of the public sector organisation have low dependency (Refer,
Table No: 5.96) compared private sector. The members of the public
sector are attached less importance to dependency n in their life. A culture
of dependency develops only when members in the organisation feel
peace of mind and comfort related to their job and the organisations
develop a value system that give professional and personal support to
members at the time of crisis. The subordinates should get a feeling that
superiors and organisation help them in their contingencies. Only when
members in the organisation interact with each other beyond the formal
system of communication, hierarchical structure and impersonal
relationship, the feeling of dependency develops. This finding is to be
discussed with a supportive finding that obtained from the correlation
between organisational culture and value expectancy behaviour (Refer,
Table No. 64) in this research. The study found significant correlation
between dependent variable dependency with the independent variable,
organisational culture. The finding well establishes the fact that the work
value dependency is significantly correlated to openness, and trust in this
research. The finding clearly indicates low level trust and openness
behaviour of members in public sector. A poor inter personal relationship
with lack of openness and trust is the factor that behind low level
dependency among members. The values of public sector organisation is
found less effective in soothing frustrations, anxieties and tension
members feel from the organisation and at personal level. Members do not
have any personal obligation either to work or the work organisation in
~ u b l i csector in this research.
The above discussion clearly indicates the difference in the

dependency of public and private sector. Followed by this discussion, in
members. It is evident that (Refer Table No: 5.96) there is s~gnificant
dependency. The finding indicates that the administrative members
consider the organisation as a work place where they get proper care and
attention from their superiors and subordinates. Even in the personal
problems members get adequate support. The members have adequate
personal relationship within the department and across the hierarchical
level. These aspects clearly indicate that the members work importance to
dependency is related to the comfort of life and the peace of mind they
derive from the organisational supportive system. When we look into the
interaction effect of nature of work with sectors (Refer Table No: 5.96),
the public and private sector technical members shows significant
difference in their dependency towards the value expectancy behaviour.
The interaction finding of sector and nature of work indicates that the
technical and administrative members in the private sector are having high
dependency compared to those in public sector. Here, the major findings
of value expectancy behaviour replicated in the nature of work. This
indicates a trend that the work importance dependency of technical and
administrative members adheres to the sectoral difference in the values
widely shared.

service are also looked into. The finding related to the dependency
(Refer Table No: 5.96) indicates significant difference dependency of 7-
13 years of service members is higher compared to junior and senior
level members in the effective implementation of the policies and
practice. The present finding is in line with the above discussion. The
middle service group derive better organisational environment, which
satisfy their majority personal and professional needs compared to
other service groups. The implied meaning is that the superiors, co
workers and the subordinates in the organisation is extending better
social support system to the members in the alleviation of their personal
problems that affect the professional contribution and work. High-level
dependency indicates better human relation at work and high peace of
mind among middle service group in this research.
When we look at the interaction effect of sector and years of

and private sector in comfort of life. The finding (Refer Table No: 5.62)
nienibers are having high value expectancy behaviour compared to public
findings. This indicates a trend that the work importance comfort of life of
member's of different years of service group adheres to the sectoral
Results of Critical Ratio analysis
To know the effect of organisational culture on value expectancy

the sample is regrouped as high organisational culture and low
organisational culture group (Refer Table No: 5.97). Based on the mean
scores on the organisational culture this classification is made. After
classifying the group into high and low organisational culture group, critical
ratios are calculated between the mean scored on value expectancy
scores for the 2 x 2 ~ 3factorial groups. For aver all value expectancy scores
it is found that the scores are significantly higher for strong organisational
culture group compared to weak organisational culture group.
When public sector units and private sector units are analyzed
compared there is no significant difference between of weak and strong
organisational culture group, in the case of public and private sector
organisations. Howe ever, there is significant difference between technical
and administrative managers. In the different service groups also there are
significant differences between the groups as far as value expectancy is
concerned.
Similarly, mean difference analysis is done separately on 21-sub

variable of value expectancy. In all the 21 sub variables, (Refer Table No:
5.97) the strong culture group has significantly higher mean value
expectancy scores compared to the weak culture group. When, the public -
private sector is considered it is found that the insignificant difference
observed on the previous case is observed here. There is no significant
difference between strong and weak culture group, as far as value
expectancy is concerned on public - private sector organisations.
But when nature of activity is considered, administrative managers

of strong organisational culture group are having significantly higher scores
on value expectancy compared to weak organisational culture
administrative group. Similarly, when strong and weak organisational
culture technical managers group are compared on their value expectancy
scores, it is also found that the strong organisational culture technical
managers is having significantly higher mean scores compared to the low
culture group.
The same trend is observed in the different years of service group.

When strong and weak organisational culture group of 0-6 years of service
managers is compared on their value expectancy scores, it is also found
that the strong organisational culture group of 0-6 years of service
managers is having significantly higher mean scores compared to the
weak organisational culture group. Similarly, when strong and weak
organisational culture group of 7-13 years of service managers is
compared on their value expectancy scores, it is also found that the strong
organisational culture group of 7-13 years of service managers is having
significantly higher rnean scores compared to the weak organisational
culture group. The same trend is observed in 14 and above years of
service group.
The above results clearly indicate the influence of strong and weak
culture on the value expectancy behaviour of members in public and
private sector industrial organisations. The strong culture of the private
sector positively influence the value expectancy behaviour of members
and the weak culture of the public sector negatively influence the value
expectancy behaviour of members.
The trend discussed in the mean results (Refer, Table No: 5.3)
indicates that of total sample on value expectancy indicates the trend that
the organisational culture exerts moderately high-level of influence on the
value expectancy behaviour of members. It shows that the culture of the
organisation is influencing the work behaviour and work relationship of
members in the three organisations selected for the study. Organisational
Culture is a determinant factor in the human behaviour at work. The finding
indicates that the members in the three organisations selected for the
study, attaches moderately high-level importance to the values at work.
The hv~othesisstated that the stronqer the oraanisational culture

hiaher would be the value expectancy behaviour members have at work.
To test this hypothesis the total members of three organisations are
grouped into low culture group and high culture group and these two
different groups value expectancy was analyzed into. The result (Refer,
Table No: 5.97) of this research is in line with the first hypothesis
formulated in the study. The results indicate that the strong culture group
has high value expectancy behaviour compared to public sector. This
shows that members in the strong work culture group give high importance
to all of the twenty-one value expectancy sub variables and the total value
expectancy. Findings (Refer, Table No: 5.97) indicate that members have
high expectation to ability utilization, achievement, advancement,
aesthetics, altruism, authority, autonomy, creativity, economic reward, life
style, personal development, good physical activity, high prestige, high risk
taking, more social integration, more social relationship, more variety, good
working conditions, stable peace of mind, high comfort of life and greater
dependency at work in private sector compared to public sector. It is clear
from this evidence that it is not the sector that influence the work behaviour
of members rather it is the culture that influence the behaviour of members
at work. The hypotheses state that stronger the organisational culture higher
would be the member's value expectancy behaviour. The result of two
groups on value expectancy behaviour of members, (Refer, Table No: 5.97)
clearly indicates that stronger the culture of organisation, higher the
importance members have at work. All the twenty one-value expectancy
variable selected for the study indicates high scores on the strong culture
group. The present study accepts the first hypothesis formulated in the
study. In this context Maxwell, (2003) rightly pointed out that 'values
ultimately drive our behaviour. In a nutshell, values exert influence over our
attitudes, and attitudes influence our behaviour. Values are integral to
attitude formation and to how we respond to people and situations.
Employee's attitudes are reasonably, good predictors of human behaviour
and the organisational culture. It provides clues to an employee's
behavioural intentions and inclinations to act in a way. The culture of an
organisation is precipitated through negative and positive attitudes of
organizational members. A strong culture, which is widely held by the
organisational members, indicates a favourable attitude and a weak culture
indicates unfavourable attitude of members towards the beliefs and norms
of the organisation. Employee's attitudes are the beliefs and feelings that
largely determine how employee will perceive their work environment,
commit them to intended actions and ultimately behave. In a strong culture
members have high value expectancy behaviour and in a weak culture
members have low value expectancy behaviour.
The objective behind this research was to analyze the impact of

organizational culture on employees and employers behaviour in large-
scale public and private sector industrial organizations in Kerala. The focus
of the study is to analyse the difference in the organisational culture of
public and private sector industrial organisations in Kerala. Many
researches pointed out the difference in the public and private sector
organisations on various parameters. A culture specific study is not
conducted till date to analyse the impact of organisational culture upon
employee's and employer's behaviour. It has been reported by many
researchers that the trade union militancy and the leadership with political
patronage etc, control the Kerala industrial organisational culture. This
research pointed out that the differences in the sectors are more
influenced by the organisat~onalculture where the managerial approaches
and leadership style of the organisations highly influence the behaviour of
members towards performance and productivity. The cultural difference in
the public and private sector industrial organisations and their varied
influence on the value expectancy behaviour of members are clearly
visible in the present research findings.
The study found that the private sector organisation have high
openness culture. There is high transparency in the interaction and inter
relationship of superiors and subordinates at work. The communication
system is open. The concept of democratic leadership places a high
premium on open communication. Culture promotes a value system, which
ensures a free flow of information across the hierarchical level. The
leadership which nurturers' warmth, support, in superior-subordinates
interaction in work, which in turn develops better trust and self-confidence.
The work culture found to be productive in inducing a positive emotional
bond with members that realizes better empathetic understanding and
interpersonal relationship. Members observe minimum gap between what
people say and they do. This indicates high credibility and reliability of
openness, and communication, culture that the organisational members
widely share. Work culture support independent actions relating to jobs,
close supervision of and directing employees, giving autonomy to
subordinates to plan work and freedom to act with ones own knowledge
and expertise. Organizational hierarchy reflects cultural equalities. The
leadership is more of democratic style, which gives more freedom, and
autonomy to take decision at work place. A kind of supportive leadership
with low power distance cultures, prepare the members towards high
proaction. Members are encouraged to take preventive approaches, active
in taking alternative course of action and making proper analysis before
actions. The culture of the private sector promotes value systems, which
include timely help, sharing of experiences, more joint decisions, better
resource utilization, working together and group problem solving. Culture
promotes members having high attitude towards teamwork and team spirit,
team effort to productivity, dilution of individual accountability and
accepting and appreciating help offered by others. Leader influence led by
psychological process further motivates organisational members to be
cooperative and collaborative at work. The openness, trust and autonomy
culture endured by the leadership of the organisation is giving better
emotional support and nurture members to make use of their skill and
abilities. The culture induces a value system of learning organisation in
which the leadership of the organisation widely shares innovation,
experimentation at work. An empowerment leadership style with strong
interpersonal relationship ensures better chance for innovation, initiation,
experimentation and creativity at work.
The present study differentiates the strong and weak organisational
culture values in this research. The research identifies strong
organisational culture as a strong, p e ~ a s i v eculture, which is beneficial to
all organizations because it foster motivation, commitment, identity,
solidarity, and sameness, which, in turn, facilitate internal integration and
coordination. A strong culture which encounter attributes like continuous
learning, self confidence, challenging and engaging work, openness,
informality, information communication, trust, flexibility, freedom,
transparency, equality, sensitivity, empowerment, people orientation,
relationship orientation, value orientation, c ~ ~ l t u rfit,
e result oriented
commitment, pride, faith in leadership, meritocracy recognition, motivation,
initiative, innovation, and experimentation, caring attitude, apart from
taking care of hygienic factors. All these factors lead to performance
excellence and organisational efficiency.
The major finding is related to the impact of organisational culture

on behaviour. The present study clearly indicates the influence of
organisational culture upon employee's behaviour. The culture of the
private sector organisations reflects features of strong culture where the
members in the organisation give high priority to their work. The work
value of private sector is strongly linked to a positive work experience
members feel from the assumptions, feelings; thoughts and beliefs about
work in general and their job and organisation in particular. Private sector
organisations are giving more importance to the effective utilization of
member's abilities, skill, and knowledge related to the work and maintains
a value system, which give more freedom and autonomy, trust and
confidence on them, for experimentation, initiation and risk taking. The
culture promotes a supportive leadership style where members are getting
better opportunity to make utilize their skill and abilities at work. The work
culture organisation encourages each member to take maximum
advantage of his or her abilities and skills at work. This give better hope to
the members that their future is going to be bright and the organisation
support their professional and personal growth.
The study also indicates that the strong culture develop high
achievement orientation and advancement orientation among members.
High importance member's attaches to the advancement indicate that the
work culture of the organisation support the members achievements and
advancement in their professional career, which in turn maintains the
equilibrium between personal expectations and professional advancement.
The implied meaning is that the value system giving better feedback to the
members in their performance and contributions at work. Strong culture
induces high work importance behaviour to members in relation to
achievement orientation and advancement orientation. The strong culture
facilitates growth needs. The culture of private sector supports a value
system, which realizes member's need for doing risky things at work.
Strong culture is ensuring a risky and exciting environment that satisfies
member's interest towards work. It ensures a value system, which
encourage employees to take a fresh look at how things are done, and
trying out innovative things. Strong culture encourages high initiation
behaviour that working with ideas suggestion, innovation and learning by
doing. Free and frank open communication, open sharing of information
and better interaction and interrelation between members and superiors
facilitate a culture of high collaboration and creativity at work. The strong
leadership culture is thus giving a different message in the effective use of
greater freedom and autonomy for performance excellence and
productivity. Members feel greater freedom and opportunity to feel, think
and live in accordance with their personal satisfaction. Employees can
have their own life style at work place as the contribution and
accomplishment matters than what they engaged. The authority, autonomy
and positions are based on the knowledge and expertise. Recognition of
member's achievements in the organisation gives high prestige within and
outside the organisation. The culture influences the member's need for
acceptance and recognition at work. Strong culture recognizes the
importance of social interaction and social relationship at work. Members
have favourable attitude towards the work culture where there is high
social interaction and inter relationship at work. Collaborative culture highly
influences the value expectancy behaviour of members in the strong
culture is. The leadership in the strong culture ensures greater
transparency, free flow of information, high team spirit and making
provision of better supportive system to the members in the organisation.
The implied meaning of this finding is that the members do not have any ill
feeling towards their work and have high expectation that the work life here
brings more happiness and joy to their personal life. Culture promotes a
working life where members can share their joy and sorrow of their
personal and professional life. The over all findings indicates that the
private sector promotes a culture of high dependency within the
organisation. Better social support system exists within the organisation.
Member's peace of mind is highly correlated to a supportive system, which
reduces their anxiety at work, and taken care of their growth and
development at work. The peace of mind is then related to the professional
and personal support members feel from the leadership of the
organisation. The comfort of life members feel from the organisations is
then related to openness culture, trust and guidance they get from their
superiors in their personal and professional development and a culture of
achievement orientation promoted by the management. Here the
organisation integrates the organisational goals with individual goals. The
leadership culture which shows more of parental and altruistic where the
superiors encourage the subordinates to identify their creativity skills and
find better space to experiment those innovative ideas. Here one can
%u+s !@dits and Dkc&ft 499
observe a mentor portage relationship between the superiors and the

subordinates. The superiors show their helping nature towards the
subordinates and are involved in the work. They work in a way that makes
the work place a better place to live. The study identifies high work
orientation and high relationship orientation style of leadership in the
strong culture organisation. The study clearly indicates that stronger the
culture of the organisation higher the members favourableness towards the
work and work values.
The study also incorporates the findings of the weak culture group.
The weak culture organisations found to share weak work values in this
research. The study found that the weak culture organisation have weak
openness values. There is low level of transparency in the interaction and
inter relationship of superiors and subordinates at work. The communication
system is formal. Since there is high hierarchical division there is less flow
of communication between superiors and subordinates. The interpersonal
relationships have lesser role in the functional coordination. The group
perceive wide gap between what the management says and do. This
indicates that there is high perceptual gap between the superiors and
subordinates. Since there is authoritarian style of functioning, the work
culture doesn't support independent actions relating to jobs and giving
freedom and autonomy to subordinates to plan work and freedom to act
with ones own knowledge and expertise. Organizational hierarchy reflects
cultural inequalities. There is greater social distance and power distance
across the functional level. The members are more relative in the weak
work culture value system. The ethos of the low culture doesn't promote
collaboration and self-management teams at work. More of individual
accountability and centralized decision making system is at work. Since
there is less delegation, less authority and autonomy, lower chance for
innovation, initiation, experimentation and creativity at work. The private
sector organisation follows the policies and practices of the strong
organisational culture. Thus result of present research substantiates the
hypothesis that private sector organisations have strong organisational
culture compared to public sector. Here the finding is to be looked into as
the impact of organisational culture difference rather than sectoral
difference.
How far these cultures influence the behaviour members needs to

be looked into. The finding indicates that weak culture affects the
behaviour of members adversely. In weak culture members have low
importance attached to the work values. The findings related to the weak
culture group needs to be discussed based on the twenty-one variable
selected for the study. The finding (Refer, Table No: 5.97) indicates the
over all value expectancy behaviour and the twenty-one variables selected
for the study. The findings clearly indicates that in all of these 21 sub
variables the low culture group shows low value expectancy behaviour.
The details of the findings are discussed below.
The study indicates that the weak culture develop low-level

achievement orientation and advancement orientation among members.
The culture of the organisation is giving more importance to the normative
value system. There, management consider the norms and regulations for
the achievement orientation and advancement of the members. The
seniority policy is more valid compared to the meritocracy. To get
promotions in their work life members have to wait long period, when the
seniority lot comes on their name. This indicates the member's behaviour
is influenced by the norms of the culture than performance or contribution
at work. Ability utilization, achievement orientation and advancement
orientation are negatively influenced by the low culture. In such a value
system there is lesser chance for creativity and risk taking behaviour. The
strong culture of private sector supports a value system, which realizes
member's need for doing risky things at work. The work value system is
monotonous and the management follows the routine work. The work
system doesn't have exciting environment that satisfies member's interest
towards work. Since the organisational leadership is giving more
importance to the statuesque policy, members don't have the right to
violate the norms. The authority and autonomy are based on the positions
they held rather than the knowledge and expertise they have with them.
The status and prestige is more associated with the position rather than
the knowledge and expertise they have with them widely recognized by the
organisation. The leadership of the organisation is authoritarian style. The
centralized decision-making is the major characteristic of low culture group
value system, where the organisations have low social interaction and
social relations. There is less transparency, less flow of information, low
team spirit and low supportive system to the members in the organisation.
There is less free and frank open communicating and open sharing of
information between members and superiors that facilitate a culture of high
collaboration and creativity at work. Since there is administrative culture,
members have lesser freedom and opportunity to live free life. The style of
organisational life is determined by the organisation. Individual have little
freedom to think about their life at work. The implied meaning of these
findings is that the members have high dissatisfaction on the value system
followed by the organisation. The members are getting low social support
from the superiors to resolve their personal and professional problems at
work. Culture promotes a working life where members do not get
opportunity to share their joy and sorrow of their personal and professional
life with superiors and subordinates. There, members have more anxiety
and frustration in the low culture. They feel, low level comfort and peace of
mind from their work life. Little pleasure is associated with the work they
perform. Low level openness behaviour, low level communication, low
level realization of their need for advancement and achievements, low
level social support, low level social interaction, social relations and low
level peace of mind clearly indicates the impact of weak culture on the
behaviour of members. Lower the culture within the organisation lower the
work importance members have with the work values. The study identifies
low work orientation and weak work relationship and weak work behaviour
in the weak culture group. Thus result of present research substantiates
the hypothesis that private sector organisations have strong value
expectancy behaviour compared to public sector. Here the finding is to be
looked into as the cultural difference and its influence on the value
expectancy behaviour rather than sectoral difference.
The essence of this research is derived from the findings of these

analyses. The results of Value Expectancy behaviour of public sector and
private sector members clearly indicates that it is not the sectoral
difference that influence the value expectancy behaviour of members but it
is the strong and weak cultural practices and policies that affect the value
expectancy behaviour. It is thus inferred that stronger the Organisational
Culture, members widely shared within the organisation higher the Value
Expectancy behaviour members have with the organisation.
The findings of the present research contradict many of the past

research findings about the Kerala industrial labour force. It has been
reported that the Kerala industrial organisations are affected by the trade
union activities. The organisations are governed by the trade union and
their dictatorship style of functioning with the political patronage. While, the
present study indicates that the role trade union comes into the picture
only when the members in the organisation face severe hardships from the
organisational leadership and managerial approaches. The leadership and
the managerial approaches of the organisations are the base of the
underlying ethos where the culture of the organisation exists. The
reflection of the management practices and the style of leadership are
giving the image of the weak and strong culture within the organisation.
Organisation running with profit and loss indicates the workers efficiency
related to the expected performance and the actual performance. This
efficiency gap is not related to the militancy of the trade unions but strongly
related to the entrenched work culture of the organisation. There are end
numbers of organisation$ in India where the trade unions are
constructively contribute in the development process (TELCO Reference
Baldev, 1987). The present research findings answer to an industrial
scenario, where some org;anisations are performing well and the other
organisations are not. The point here to be evaluated into is the trade
union role. Whether it is from trade union or the management the labour
force is expecting a support system that helps them to cope up with
organisational activities. This organisational supports system, which gives
better comfort of life and peace of mind to the members. The present
research finding on weak organisational culture indicates that the
organisational value system lacks dependency culture and there is more
rigid and formal interaction and inter relationship at work. The members
are not approachable to the management. The style of leadership is
affecting the work relationship and value expectations. The members are
finding the trade unions as more approachable to solve their organisational
and personal problems compared to management. This clearly indicates
that the managerial approaches and leadership style in the weak
organisational culture is more affecting the behaviour of members than the
union activities. This further substantiates the finding that a weak culture
influences the behaviour of members in the organisation.
The findings of the present research clearly relate the work culture
to the needs satisfaction of members. The secondary source of data
indicates that the industrial organisations Kerala are meeting the
employee's basic existential needs. But the value expectancy variables
which are related to their middle order needs viz., the self esteem needs
and growth needs are not getting proper attention. This indicates that the
members aspiration to get better recognition of their utilization of their skill
and knowledge, achievement and advancement orientation, creativity, risk
taking, authority, autonomy, prestige etc., from the organisations they are
working for. The culture of the organisation is not supportive enough to
realize these self-esteem needs on which the Kerala industrial work force
is giving more importance. This further shows the real fact that the
performance management system and the objective feed back is not
accountable to the labour force in Kerala. The work force in Kerala is
experiencing high subjective managerial approaches and leadership style
in the achievement advancement orientation and getting proper
recognition of their effort and skill. The Kerala industrial work force is
facing the difficulty that there is no difference between those who work and
those who don't. The moderate level of culture members perceive from
the organisation is related to the discrepancies the labour force experience
from the present organisational culture.
More than any organ~sationalfactors how the leadership culture of

the organisation respond to the members basic needs, try to understand
the needs and wants of the workers, that make the difference in the
attitude of members towards the work and work efficiency. The feelings,
assumptions and beliefs of the members determine whether to work or not
to work. Whether to contribute more to work and make use of their
creativity and intelligence at work is determined by the organisational
culture. Organisational efficiency should first look into the human
efficiency. How the leadership of the organisation responds to the basic
needs of the members, how the management support members in their
growth and advancement, how the management ensure the safety and
security to the members at work all are related to the culture widely
AnaIjp and Discwion 505
shared. The member's ethical behaviour is highly influenced by the

organisational policies and practices, which are widely accepted by the
members. The weak culture of the organisation negatively influences the
member's behaviour and it develops unethical behaviour among members.
Thus the resultant low ethical behaviour, low-level performance and low-
level efficiency are the resultant manifestation of the weak culture.
Building organisational culture around the human beings and their
relationship that facilitates high performance is the centrality of the
leadership role. It is based on the axiomatic belief that the organisational
culture that take into account, the nature of employees, their needs and
expectations, and the way they relate with each other and contribute to the
organisation, constitute the foundation for building productive and
competitive organisation. Trust openness, collaboration, honesty,
cooperation, dependability, inter personal relationship, ability utilization, etc
are the virtues on which the organisational building process rest upon.
A strong culture impact on the work behaviour is well reflects in the

present findings. If we observe the value system of the management of
strong culture, we car) see many changes compared to that with the
traditional one. The strong culture reflects many changes in the
management philosophy. There is a shift from 'power to empowerment'.
The value system is moving from 'controlling people to enabling' people.
There is a shift from state of 'static values' to a 'dynamic value system. The
management orients the members more with the 'market changes and
competition' than that of the 'status quo'. Further there is a shift from
'autocratic style of management to a democratic and empowering'
leadership. 'Let the individual grow when the organisation grows' is the
philosophy of strong work culture. 'The work values are concerned with
'developing the people'. The strong culture is taken care of the personal
fulfilment. A culture of 'learning environment' where the superiors in the
organisation support and coach the members at work for managerial
effectiveness. The orientation of the strong culture is to 'bring together the
best effort's' for the entire organisation. From the individual work allotment
to 'team orientation and collaborative work' allotment is another change we
observed here. More than intelligent quotient a strong culture gives
emphasis to 'emotional quotient'. Member's growth needs are well taken
care. The leadership of the organisation is giving more impotence to the
achievement and advancement of the members at work. The 'creativity
and innovation spirit' are better utilized to get better out put. The
orientation toward the 'preventive approach' indicates the far sightedness
of the organisation that prepares the organisation towards better coping
and adaptation to the changes. The reward system is based on the
performance and which lessen the root of interested members in their
growth and development.
With specific reference to organisational culture, the findings lead

us point out that in some organisation the 'culture is formed by chance,
where the policies and practices are already prescribed by external agent.
Here members have limited freedom to choose their opportunities.
Whereas in some other organisations the 'culture is formed by choice,
where the policies and practices are determined by its members and
dynamic leadership. The findings of the present research lead us to
believe that the culture of the public sector organisation is formed by
chance, and private sector is formed by choice. The 'soft culture' pointed
out by Sinha, is identified in this research as Culture by Chance, and the
synergetic culture, is identified in this research as a Culture by Choice.

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DISCUSSION

Discussion on Organisational culture

The previous chapter lights upon the findings of this particular

The result (Refer, Table No: 5.2) of total sample on

To analyse this results further, organisational culture of private

The above results clearly indicate the difference in the

The study also looks into the findings of organisational culture in

The perception of members whether it is strong or weak depends on

To have a better understanding and analysis of the results cited

The first sub variable of organisational culture selected for the

To understand this culture of openness, the leadership theories

The above results clearly indicate the difference in the openness

The study also looks into the findings of openness culture in

The performance of all managerial function depends on free and

A culture of 'learning' is one the organisatlonal feature, which

While, the culture of the public sector is opposite to that of the

The above results clearly indicate the difference in the

It is evident that (Refer Table No: 5.68) there is significant difference

The study also looks into the findings of confrontation culture in

The third sub variable of organisational culture selected for the

While, the culture of the public sector is opposite to that of the

The fourth sub variable of organisational culture selected for the

While, the culture of the public sector is opposite to that of the

The above results clearly indicate the difference in the authenticity

The study also looks into the findings of authenticity culture in

The fifth sub variable of organisational culture selected for the

While, the culture of the public sector is opposite to that of the

The above results clearly indicate the difference in the proaction

The sixth sub variable of organisational culture selected for the

While, the culture of the public sector is opposite to that of the

The above results clearly indicate the difference in the autonomy

The study also looks into the findings of autonomy culture in

The seventh sub variable of organisational culture selected for the

within the organisation. Leader influence led by psychological process

While, the culture of the public sector is opposite to that of the

The above results clearly indicate the difference in the collaboration

The eighth sub variable of organisational culture selected for the

While, the culture of the public sector is opposite to that of the

The above results clearly indicate the difference in the

The study also looks into the findings of experimentation culture in

Discussion on Value expectancy

The discussion on value expectancy variable is in line with the

To analyse this results further, the value expectancy behaviour of

The work value of private sector is strongly linked to positive work

While, the results of the public sector is opposite to that of the

The above results clearly indicate the difference in the value

When we look into the interaction effect of nature of work with

The findings of value expectancy in relation to different years of

To have a better understanding of the results cited above, these

While, the value expectancy ability utilization of the public sector is

The above results clearly indicate the difference in the ability

The findings of value expectancy in relation to different years of

The second sub variable of value expectancy selected for the

While, the value expectancy achievement behaviour of the public

culture of the public sector doesn't support member's achievements,

The above results clearly indicate the difference in the achievement

The findings of value expectancy in relation to different years of

While, the value expectancy behaviour advancement of the public

The above results clearly indicate the difference in the

The findings of value expectancy in relation to different years of

The fourth sub variable of value expectancy selected for the

While, the value expectancy behaviour aesthetics of the public

The above results clearly indicate the difference in the aesthetics of