Octapace Culture

Author(s)

Rekha Khosla

Affiliations

Amity Business School, Amity University, Lucknow

Abstract

Purpose: The study aims to identify the profile of the organizational culture in the hospitality sector and to understand the level of impact of various OCTAPACE parameters across the hospitality sector in Lucknow region, as it affects the overall effectiveness of the organization.

Design/methodology/approach: The study adopted a mixed research design which includes Exploratory and Descriptive Research Design. Further, in-depth interviews of 200 employees working in hospitality sector were conducted to interpret and validate the survey results.

Findings: The results of the study indicate that organization culture has a significant impact on organizational effectiveness. The organizations need to develop a performance driven organization culture to bind the employees for high performance, to sustain the competitive advantage.

Research limitations/implications: The study is static and does not focus on the changes over time as in the case of survey empirical studies. A longitudinal follow up studies would be required to prevent this bias. Second, the response bias can also affect the self‐report led data.

Practical implications: The present study signifies that the management must work for developing a performance driven environment that sketches strong associations between culture, management practices and organizational effectiveness, which is interconnected and essential for every organization for its development and enhancing employee performance.

Originality/value: The results of the present study increase extant knowledge and understanding on the knowledge of the relationships between various organizational culture parameters.

Keywords

Organizational Culture, Hospitality Sector, OCTAPACE.

References

1. Adam, Sharon, Catherine (2011). ‘Role of employee proactivity’, Academy of Management Journal, 54(3), pp. 528–550.
2. Alphonsa V.K. (2000). ‘HRD climate in a private hospital in Hyderabad: An empirical study. Indian Journal of Training and Development, 30, pp. 50–67.
3. Bhardwaj, G. & Mishra, P. (2002). ‘HRD climate: An empirical study among private sector managers’, International Journal of Industrial Relations, 38, pp. 64–80.
4. Carole V. Wells & David Kipnis (2001). ‘Trust, Dependency, and Control in the Contemporary Organization’, Journal of Business and Psychology, 15(4), pp. 593-603.
5. Cascio, W.F. (2006). Managing Human Resources: Productivity, Quality of Life, Profits. McGraw-Hill Irwin.
6. Deal, Terrence E., Kennedy, Allan A. (1982). ‘Corporate Cultures: The Rites and Rituals of Corporate Life’. Reading, MA: Addison-Wesley, pp. 118-203.
7. Derek C. Man and Simon S. K. Lam (2003). ‘The effects of job complexity and autonomy on cohesiveness in collectivistic and individualistic work groups: A cross-cultural analysis’, Journal of Organizational Behavior, 24(8), pp. 979-1001.
8. Hofstede, G. (1993). ‘Cultural constraints in management theories’, Academy of Management Executive, 7(1): 81–94.
9. http://info.shine.com/industry/hotels - hospitality/12.html
10. John E., Kralewski, Terence D. Wingert & Michael H. Barbouche (1996). Medical care. Lippincott Williams & Wilkins.
11. Kumar, S. & Patnaik, S. (2002). ‘HRD Climate and Attributes of Teachers in JNVS’, Indian Journal of Training and Development, 32: pp. 31–37.
12. Mufeed, S.A. (2006). ‘The need for a focus on key elements of HRD climate in hospitals: An empirical study’, Management of Labour Studies, XLRI, 31, 57–65.
13. M. Srimannarayana (2008). ‘Human Resource Development in India’, Indian Journal of Industrial Relations, 44(2), pp. 248-255.
14. M. Srimannarayana (2008). ‘Human Resource Development in Dubai Organizations’, Indian Journal of Industrial Relations, 43(1), pp. 1-12.
15. Pareek, U. (2001). ‘Training Instruments in HRD and OD’, 2nd ed. Tata McGraw-Hill Publishing Company Limited, New Delhi.
16. Planact (2001). Module 3: Planning for development. Johannesburg: Ultra Litho.
17. Rao, T.V. & Abraham, E. (1999). ‘Reading in HRD’, Oxford and IBH Publishing Co Pvt. Ltd., New Delhi.
18. Rohmetra, N. (1998). ‘Towards creating a learning organisation: The HRD climate focus’, Paradigm, 2, pp. 56–63.
19. Schein, E.H., Shafritz J.M. & Ott J.S. (eds) (1985). ‘Defining Organisational Culture, Classics of Organisation Theory’, Wadsworth Publishing, New York, pp. 430–441.
20. Scholz, C. (1987). ‘Corporate culture and strategy – The problem of strategic fit’, Long Range Planning, 20, pp. 78–87.
21. Shafritz, J. & Ott, J.S. (2001). ‘Classics of Organisation Theory’, Harcourt College Publishers, Fort Worth.