Organizational Culture and Employee Performance in the Workplace with Reference to Private University, Haryana

Abstract

When discussing the deeply ingrained patterns of ideas, ideals, and other symbolic systems that have an effect on the behavior of an organization, the word "culture" is frequently used. Generation these inclinations are passed along from generation to generation. Members of various groups are able to differentiate themselves from one another due to the mental training that they receive as a collective. This encompasses the customs, beliefs, and values that are generally recognized. The primary objectives of this research is to investigate the many organizational cultures that exist and to analyze the link that exists between organizational performance and culture. According to the findings of the study, hierarchy cultures are more prevalent at public universities, whereas clan cultures are more prevalent at private educational institutions. The findings indicate that institutions who get public funding are bureaucratic, hierarchical organizations which adhere to a predetermined set of norms and have a stable leadership structure which places an emphasis on effectiveness. In contrast, privately supported institutions have evolved into employee-friendly places of employment that place a premium on employee development and win the trust of their staff members via mentorship and participation. According to the findings of a recent study, the administrations of private universities need to construct an organizational culture in a manner that is grounded on realism. In order to realize the vision, it is the responsibility of the followers and the leaders to think, act, and behave in a manner that is consistent with the fulfillment of their commitments to the cause.