Indian Journal of Marketing

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Perception of Work Culture and its Impact on Performance in DMRC


Affiliations
1 Professor and Dean, University School of Management Studies, GGS Indraprastha University, New Delhi, India
2 Research Scholar, University School of Management Studies, GGS Indraprastha University, New Delhi, India
3 Assistant Professor, USMS, GGS Indraprastha University, New Delhi, India

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The present study was undertaken to examine the perception of work culture by managerial associates and its impact on performance in DMRC. A group of 199 associates belonging to top, middle, and lower levels served as a sample for the study. To attain the objectives of the study, Organizational Culture Survey, developed by Pareek (2001), Organizational Culture Questionnaire (Mathur, Khurana, and Parida, 1990) and Performance scale (Lather and Jain, 2008) were administered. Results indicated structure, exercise of authority and beliefs to be relatively strong dimensions of culture as perceived by the entire group of associates. Significant differences were also observed across three hierarchical levels in respect of different dimensions of work culture. Results further showed a significant effect of support, structure and individual responsibility on employee performance. Implications of findings of the present study have been discussed in the paper.

Keywords

Work Culture, Performance, Delhi Metro Rail Corporation, DMRC.
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  • Perception of Work Culture and its Impact on Performance in DMRC

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Authors

Anu Singh Lather
Professor and Dean, University School of Management Studies, GGS Indraprastha University, New Delhi, India
Abha Kumar
Research Scholar, University School of Management Studies, GGS Indraprastha University, New Delhi, India
Shilpa Jain
Assistant Professor, USMS, GGS Indraprastha University, New Delhi, India

Abstract


The present study was undertaken to examine the perception of work culture by managerial associates and its impact on performance in DMRC. A group of 199 associates belonging to top, middle, and lower levels served as a sample for the study. To attain the objectives of the study, Organizational Culture Survey, developed by Pareek (2001), Organizational Culture Questionnaire (Mathur, Khurana, and Parida, 1990) and Performance scale (Lather and Jain, 2008) were administered. Results indicated structure, exercise of authority and beliefs to be relatively strong dimensions of culture as perceived by the entire group of associates. Significant differences were also observed across three hierarchical levels in respect of different dimensions of work culture. Results further showed a significant effect of support, structure and individual responsibility on employee performance. Implications of findings of the present study have been discussed in the paper.

Keywords


Work Culture, Performance, Delhi Metro Rail Corporation, DMRC.