THE IMPACT OF ORGANISATIONAL CULTURE ON JOB SATISFACTION, ORGANISATIONAL COMMITMENT AND TURNOVER INTENTION: A STUDY IN THE INDIAN CONTEXT

Abstract

The dissertation aims to examine the impact of an organisation’s culture types (clan, adhocracy, market and hierarchy) over satisfaction with the job, commitment with the organisation and employee’s intention to quit in the Indian context. The major objectives of this dissertation are:To evaluate the application of Competing Value Framework developed by Quinn and Rohrbaugh's in an Indian context. II. To find out dominant culture type inprevalent in companies operating in India III. To identify the presence and degree of any influence of organisational culture on job satisfaction and organisational commitment among employees of companies operating in India. IV. To identify the presence and degree of any influence of organisational commitment and job satisfaction on turnover intention among employees of companies operating in India. V. To identify the presence and extent of mediation of job satisfaction and organisational commitment between organisation culture and turnover intention among employees of companies operating in India. The data for the dissertation was gathered through questionnaires whose responses were obtained from 146 employees that were categorized into three different types of companies: (1) Indian Government owned; (2) Indian Private owned; and (3) Foreign owned. The data was obtained from the organisations present in Delhi, the capital city of India. Then it was finally analysed using Statistical Package for the Social Sciences (SPSS) by the use of correlation and regression analysis. The results depicted that Competing Values Framework(CVF) which is developed by Cameron and Quinn of organisation’s culture was apt to be used in the Indian context