OPUS: HR Journal

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Influence of Organizational Culture on Total Reward Preferences:A Study of IT Sector in India


Affiliations
1 Research Scholar, Dr. A.P.J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh, India
2 Professor, Department of Industrial and Management Engineering, IIT, Kanpur, Uttar Pradesh, India
3 Indira Gandhi Institute of Cooperative Management, Lucknow, Uttar Pradesh, India
     

   Subscribe/Renew Journal


This paper proposed and examined a model to provide linkages between organizational culture and total reward. It examined the effect of organizational culture on employee behavior in terms of reward preferences. For this, the study uses the typologies of the clan, adhocracy, market, and hierarchy culture from the Competing values framework proposed by Cameron and Quinn and establishes its relationship with various transactional and relational elements of total reward. Survey method was used for data collection while the hypotheses are tested on a sample population of 309 using Structural Equation Modelling (SEM). The findings from this study will guide the total reward professionals in formulating reward programs that meet the needs of employees and provide practical solutions to problems in that process.

Keywords

Total Reward, Competing Values Framework, IT Sector, India.
Subscription Login to verify subscription
User
Notifications
Font Size



  • Influence of Organizational Culture on Total Reward Preferences:A Study of IT Sector in India

Abstract Views: 496  |  PDF Views: 0

Authors

Gagandeep Kaur
Research Scholar, Dr. A.P.J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh, India
R. R. K. Sharma
Professor, Department of Industrial and Management Engineering, IIT, Kanpur, Uttar Pradesh, India
M. K. Jha
Indira Gandhi Institute of Cooperative Management, Lucknow, Uttar Pradesh, India

Abstract


This paper proposed and examined a model to provide linkages between organizational culture and total reward. It examined the effect of organizational culture on employee behavior in terms of reward preferences. For this, the study uses the typologies of the clan, adhocracy, market, and hierarchy culture from the Competing values framework proposed by Cameron and Quinn and establishes its relationship with various transactional and relational elements of total reward. Survey method was used for data collection while the hypotheses are tested on a sample population of 309 using Structural Equation Modelling (SEM). The findings from this study will guide the total reward professionals in formulating reward programs that meet the needs of employees and provide practical solutions to problems in that process.

Keywords


Total Reward, Competing Values Framework, IT Sector, India.

References