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

Smrita Sinha, Ajay Singh, Nisha Gupta and Rajul Dutt

Acta Oeconomica Pragensia, 2010, vol. 2010, issue 6, 49-67

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

Keywords: Work culture; autocratic culture; bureaucratic culture; technocratic culture; entrepreneurial culture; dominant culture; contextual performance; role motivation (search for similar items in EconPapers)
JEL-codes: D2 J24 O15 (search for similar items in EconPapers)
Date: 2010
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

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DOI: 10.18267/j.aop.321

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