INTRODUCTION

Organizational Culture Culture refers to the underlying values, beliefs and codes of practice that makes a community what it is. Culture is powerfully subjective and reflects the meanings and understandings that we typically attribute to situations, the solutions that we apply to common problems. According to Louis (1980), Organizational Culture is a set of understandings or meanings shared by a group of people that are largely tacit among members and are clearly relevant and distinctive to the particular group which are also passed on to new members. Organizational culture change must mean changing the corporate ethos, the images and values that inform action and this new way of understanding organizational life must be brought into the management process. There are a number of central aspects of organizational culture: There is an evaluative element involving social expectations and standards; The values and beliefs that people hold central and that bind organizational groups. Culture is also a set of more material elements or artefacts. These are the signs and symbols that the organization is recognized by but they are also the events, behaviours and people that embody culture. The medium of culture is social interaction, the web of communications that constitute a community. Here a shared language is particularly important in expressing and signifying a distinctive organizational culture.

ORGANIZATIONAL COMMITMENT Organisational commitment can be defined as an individual's psychological bond to the organisation, including a sense of job involvement, loyalty and belief in the values of the organisation. Organisational commitment from this point of view is characterised by employee's acceptance of organisational goals and their willingness to exert effort on behalf of the organisation. Miller (2003) also states that organisational commitment is a state in which an employee identifies with a particular organisation and its goals, and wishes to maintain membership in the organisation. Organisational commitment is therefore, the degree in which an employee is willing to maintain membership due to interest and association with the organisations goals and values. It is a psychological state that characterises the employees relationship with the organisation, and has implications for the decision to continue membership in the organisation.

RELATION BETWEEN ORGANIZATIONAL CULTURE AND ORGANIZATIONAL COMMITMENT

Literature review of the study conducted by O. Manetje and N. Martins (2009)

According to the study, Organisational culture influences organisational commitment directly or indirectly through values and beliefs enacted in organisational policies and practices. This influence occurs when organisational members find organisational values and beliefs to be either congruent or incongruent with their personal values and beliefs. This theoretical link between organisational culture and organisational commitment suggests that organisational commitment is an outcome of organisational culture. The empirical study focused on the relationship between organisational commitment and organisational culture. The rationale for this focus was to identify organisational members perceptions of the existing and preferred organisational culture, in order to determine the relationship between organisational culture and employees organisational commitment. The empirical research showed that respondents were more affectively committed to the organisation when the existing achievement and role cultures were perceived to be dominant. Affective commitment is also high when the existing power culture is perceived as least dominant. The results further indicated that affective commitment is high when respondents perceive the preferred support culture as dominant and the preferred power culture as least dominant. It also stated that normative commitment is high when the respondents perceive the existing role and support cultures to be least dominant. The results indicated that normative commitment is high when the preferred achievement culture is dominant and the preferred role culture is least dominant. The empirical research indicates that when the preferred role culture is least dominant, continuance commitment is low. It also appears that when the existing role culture is dominant, continuance commitment is high. The results showed significant relationships with existing role culture and preferred support culture. It thus appears that overall; continuance commitment has the least impact on the culture of the organisation.

Literature review of the study conducted by Oure'I Yazdani and Nour Yaghoubi (2010)

The research states that organizations are the main infrastructures of current society and management is the most important factor in development or failure of the organizations. Culture is one of the most effective factors of management and ignoring it will lead to lack of internal solidarity and external adjustment. The researchers believe that any principle and effective change in organization must occur through culture and it is culture which causes the increase in individuals commitment to the organization and continuous optimum behavior or vice versa. In this study, organizational culture has been defined in ten factors based on Robins theory and organizational commitment has been evaluated based on the theories of Porter, Green Bauk and Barron. The population is consisted of 500 people with the sample volume of 270 among which 230

questionnaires were replied and analyzed. According to the results, there was a significant positive relation between organizational culture and organizational commitment; and also there was a significant relation among organizational commitment and the factors of organizational culture including management support and organizational identity and there was no significant relation among organizational commitment and other factors of organizational culture including individual initiation, risk tolerance, the reward system based on organizational communication pattern performance, control system, managerial direction, conflict tolerance and integration

Literature review of the study conducted by Muhammad Sabir, Adeel Razzaq and Muhammad Yameen (2010)

According to this research, various levels of organizational culture influence the commitment of employees on different levels. Organization establishes and implements the basic three levels of culture in the organizational efficiently. Each level of organizational culture influences the organizational commitment. It is concluded through literature that physical environment, language and visible product enhance the affective commitment, continuance commitment and normative commitment, when founders of organizational culture implement the artefact, espoused values and basic values in organizational effectively and efficiently. Espoused values regarding leadership has greater importance because leader/ manager always plays a major role in establishing well managed environment for diverse employees that increases their commitment. Basic assumptions and values of organization built up an environment in which values and norm played a role. The leadership established values and norms for the organization in which strategies, rules and regulations prepared regarding employees. Continuance commitment depends on strategies of organization, which basic assumption uses and enhances the emotional attachment of employee with organizational goals. Organizational culture supports the organization in creating more motivation among employees for increasing commitment towards organizational goal. The study focuses on three levels of organizational culture, namely: (i) (ii) (iii) surface level, espoused values and Assumptions values,

And their relationship with commitment of employees whether it is form of emotional attachment of employees or obligations for employees. It also showed that organizational culture enhances the commitment of employees towards organizational goal. Organizational culture is compulsory part of the organization on which organizations success or failure depends. Those organizations, which succeed in implementing the culture efficiently in the organization, lead the marker or gained high profitability. The organizational culture increases the employees commitment through installing different level (surface level, espoused values, basic assumptions and values) of culture in the organization. The correlations done in the research showed that bureaucratic culture variables, there are, in general, positive and significant correlations between commitment and measures of organizational culture, leadership style and job satisfaction. The job satisfaction dimensions of control, praise and interaction (which are considered as intrinsic factors or higher-order needs) had significantly higher correlations with commitment than most of the other variables. The correlation between consideration leadership style and commitment was reasonably high. However, the correlation between leadership style variable, structure, and commitment was low.

It was also seen that employees involvement in decision making as well as the organizations ability to adapt to changing circumstances impact positively on employee commitment to the organization. This is however not the case for organizations that are consistent, as well as employees identification with the mission of the organization. Corporate culture is important in improving the level of employee commitment to the organization, not all corporate cultural measures impact on employee commitment.

OBJECTIVES OF THE STUDY A. To describe the prevailing organizational culture in Kazo Fashions LTD. The extent of the OCTAPACE dimensions like Openness, Confrontation, Trust, Authenticity, Proaction, Autonomy, Collaboration and Experimentation. C. To describe the level of organizational commitment prevalent in the organization. The aim of this study is to analyse the organizational culture and employee commitment of a selected company. The objectives of this study are to determine:! the current culture of the company; ! the preferred culture of the company; and ! the current level of employee commitment at the company.

RESEARCH METHODOLOGY

DATA COLLECTION The information required to carry out the analysis was gathered by sending questionnaires through e-mail to two employees of Kazo Fashions Ltd, Noida. Data collection involved the administering of two types of questionnaires to the employees of the selected company to two employees out of the workforce (N=52) of the selected company. The employees sent back the filled questionnaires. Their inputs were then filled into an excel score sheet which had pre-entered formulae to measure various values of the OCTAPACE profile and the organizational commitment The excel sheet helped in arriving at various scores for both the employees and an average of which was then calculated and analyzed with respect to the various guidelines provided regarding the norms for OCTAPACE profile and organizational commitment.

ABOUT THE QUESTIONNAIRE The questionnaires used in this research study consist of three sections: The biographical information section; The organizational culture section; and The employee commitment section.

Section 1: The Biographical Information Questionnaire. The respondents, biographical information was collected to establish a profile of the respondents in relation to age, gender, marital status and designation. The following information was gathered PROFILE OF THE EMPLOYEES Employee X 42 Male Married Retail Chief Information Officer Employee Y 45 Male Married Retail Finance Manager

Age Gender Marital Status Organization Designation

Section 2: The Organizational culture Questionnaire

The organizational culture questionnaire was used to determine the existing and preferred culture of the selected company and clearly outline a descriptive OCTAPACE profile of the organization. The OCTAPACE profile in the given questionnaires includes a 40-item instrument that gives the profile of organisation's ethos in eight values. These values are openness, confrontation, trust, authenticity, proaction, autonomy, collaboration and experimentation. The instrument contains two parts. In part I, values are stated in items 1 to 24 which include three statements of each of the eight values, and the respondent is required to check on a 4-point scale how much each item is valued in his organisation. Part 2 contains sixteen statements on beliefs, two each for eight values, and the respondent checks on a 4-point scale how widely each of them is shared in the organisation. The scores obtained from these 40-item instrument help in describing the OCTAPACE profile of an organization.

Section 3: The Employee Commitment Questionnaire

Employee commitment in an organization is the individual's psychological attachment to the organization. Organizational commitment predicts work variables such as turnover, organizational citizenship behaviour, and job performance. Some of the factors such as role stress, empowerment, job insecurity and employability, and distribution of leadership have been shown to be connected to a worker's sense of organizational commitment. Section 3 comprises of a questionnaire based on the three component model of employee commitment proposed by Meyer and Allen (1996). The three dimensions are as follows: 1. Affective Commitment: involves the employees emotional attachment to, identification with, and involvement in the organization; 2. Continuance Commitment: involves commitment based on the costs that the employee associated with leaving the organization; and 3. Normative Commitment: involves the employees feelings of obligation to stay with the organization. The questionnaire is presented in a Likert type scale with Strongly Disagree forming the one end of the continuum and Strongly Agree the other end. Respondents are required to tick either 1, 2,3,4,5, for Strongly Disagree, Slightly Disagree, Neutral, Slightly Agree, and Strongly Agree respectively, for the 5 different alternatives presented in the three components.

DATA ANALYSIS Data analysis usually involves reducing accumulated data to a manageable size, developing summaries, looking for patterns, and applying statistical techniques. The data that was obtained from the completed questionnaires was captured onto Microsoft Excel Spreadsheets. The data was processed using the SPSS, (Statistical Package for the Social Sciences) software.

Openness Employee X 18 Employee Y 14 Arithmetic Mean 16

Openness can be defined as a spontaneous expression of feelings and thoughts, and the sharing of these without defensiveness. The responses of Employee X add up to a score of 18 in openness. This signifies that he feels the organization has openness in both directions, receiving as well as giving. Both receiving and giving may relate to ideas including suggestions, feedback and feelings. He feels that there is willingness to share in the organization and this openness results in greater clarity of objectives and free interaction among people. He also believes that there exists unbiased performance feedback. To sum up, according to Employee X, there is high openness in the organization.

Employee Y on the other hand scores the openness in the organization as 14. This reflects that employee Y feels the organization does not foster an environment of receiving and giving suggestions and feedback. A low score can also reflect that even positive criticism is taken negatively by the employees of the organisation. In a nutshell, Employee Y feels a culture of less openness exists in the organisation.

CONFRONTATION Employee X 17 Employee Y 14 Arithmetic Mean 15.5

Confrontation can be defined as facing rather than shying away from problems. It also implies deeper analysis of interpersonal problems. According to Employee X, whenever employees face problems, they work jointly to find solutions. They also face each other squarely and without hiding or avoiding things with the fear of hurting each others feelings. Employee X feels that the outcome of confrontation will be better role clarity, improved problem solving, and willingness to deal with problems and with employees and customers. There will be willingness of teams to discuss and resolve sensitive issues. Employee X believes that there exists high confrontation in the organization.

Employee Y scored confrontation a 14. This depicts that he feels employees hardly brought out problems and issues out in open with a view to solving them rather it seems that the employees hide the issues and problems to avoid the fear of hurting or getting hurt. He feels that employees do not face the problems and challenges boldly and shy away. Low confrontation in an organization would mean longer time in problem solving and less clarity.

TRUST Employee X 15 Employee Y 15 Arithmetic Mean 15

Trust is reflected in maintaining the confidentiality of information shared by others, and in not misusing it. It is also reflected in a sense of assurance that others will help, when such help is needed and will honour mutual commitments and obligations. Responses of Employee X and Y add up to 15 in Trust. As 15 is neither high nor low a value, it means employee usually trust their colleagues in accepting what they say at face value, and not searching for ulterior motives. As the scores for trust are just mediocre, the outcome of this will includes decent amount of empathy for one another and usually timely support. The scores also show that employees do not readily rely upon one another and make decisions only after the official paper work takes place. There exists fair amount of effective delegation.

AUTHENTICITY Employee X 13 Employee Y 12 Arithmetic Mean 12.5

Authenticity is the congruence between what one feels, says and does. It is reflected in owning up one's mistakes, and in unreserved sharing of feelings. Authenticity is closer to openness. Employee Xs scores add up to a 13 in Authenticity. He feels that due to the authentic culture in the organization, there is reduced distortion in communication as employees share feelings freely. This can be seen in the correspondence between members in an organisation. 13 makes for a good score and reflects that employees usually do what they say and do not refute from their commitments later. Employee Ys scores add up to 12. This is just an average score. According to him, there is not a very high degree of willingness of an employee to acknowledge the feelings he/she has, and to accept him/her as well as others who relate to him/her as persons. He feels people in the organization do not always commit to what they say. According to him, usually there is congruence as to what other employees feel and say, but this does not hold true always.

PROACTION Employee X 18 Employee Y 16 Arithmetic Mean 17

Proaction means taking the initiative, preplanning and taking preventive action, and calculating the payoffs of an alternative course before taking action. Scores of both Employee X and Y reflect that organisation has a Proactive culture. Both of them believe that the organization gives employees initiatives to start a new process or set a new pattern of behaviour. The employees have to freedom to free themselves from, and taking action beyond immediate concerns. These scores also reflect that the attitude of the employees in the organisations does not vary in taking initiatives, preplanning and preventive action calculating the pay-offs of an alternative cause before taking an action. Both X and Y feel that all the employees are action-oriented, willing to take initiative and to show a high degree of proactivity. They anticipate the issues and act or respond to the needs of the future.

AUTONOMY Employee X 14 Employee Y 14 Arithmetic Mean 14

The average score of Autonomy is more towards the higher side and therefore it can be inferred that the organizational culture promotes autonomy only to the extent of the scope of the employees job, irrespective of the level of job and not beyond that. It means that there is moderately high willingness to use power without fear, and helping others to do the same. Employees have freedom to act independently within the boundaries imposed by their role/job. The employee can use his discretion to take decisions. According to both the employees, autonomy is given to employees to plan and act in their own sphere. The scores also reflect that the organisation respects and encourages individual and role autonomy. The organisation has an atmosphere which develops mutual respect and is likely to result in willingness to take on responsibility, individual initiative, better succession planning. The scores also reflect that there is effective delegation in organisation and reduction in references made to senior people for approval of planned actions.

COLLABORATION Employee X 15 Employee Y 15 Arithmetic Mean 15

Collaboration is giving help to, and asking for help from, others. It means working together (individuals and groups) to solve problems and team spirit. The scores reflect that there is just an average level of collaboration. The employees are not always reflecting healthy team spirit. A little more effort to practice better collaboration will lead to timely help, team work, sharing of experiences, improved communication and improved resource sharing. As the scores are just mediocre, the indication could be lesser than optimum productivity reports, less meetings, and not a very high involvement of staff. The resources are not being utilized t their full use. The employees do not make use of one anothers strength for a common cause. Individuals, instead of sharing their problems amongst everyone try to solve it all by themselves.

EXPERIMENTATION

Employee X 17

Employee Y 15

Arithmetic Mean 16

Experimenting means using and encouraging innovative approaches to solve problems; using feedback for improving, taking a fresh look a things, and encouraging creativity. We are so caught up with our daily tasks that we often only use traditional, tried and tested ways of dealing with problems. According to the responses of Employee X, the organisation provides opportunities for high degree of experimentation. The organisation promotes experimentation to save time and energy and also to blind the employees from perceiving the advantage of new ways of solving a problem. The scores also reflect that the organisational learning does not imply repetitive action; it implies applying past experience to current problems to reach beyond. Responses of Employee Y add up to 15 in Experimentation. This score is also towards the higher side which proves that the organisation promotes the value of experimenting. It also means that the organisation in average encourages its employees towards innovative approaches to solve problems, using the feedback for improving, taking a fresh look at things and that it encourages creativity. A culture with high degree of experimentation leads to the development of new product, methods, and procedures.