Studying the Dimensions of Corporate Culture in Indian IT Companies

The objective of the study is to find out how employees perceive the organizational culture in three leading IT companies. It is an exploratory research. A primary research was conducted through an administration of a structured questionnaire. The sample size is 165 consisting of employees from three leading IT organizations in India. Most project work in the IT sector is done in teams. Hence proper team building is a pre-requisite to high performance and ensures that everyone is aligned and working equally hard to the team and the organisation’s goals. Team orientation can be fostered by having quarterly project parties and having occasions to meet formally and informally and capture feedback from one another. Creating an easily accessible centralised knowledge management system is the key to information sharing. Also with the advent of newer technologies coming up, the organisation needs to have heavy investment in training infrastructure in order to keep pace with the market needs. For this dedicated learning and training function needs to be setup in most organisations whose mandate would be to up-skill people based in customer needs and changes in the technology environment. Involvement and Adaptability are indicators of flexibility, openness and responsiveness; which are strong indicators of growth. Mission and Consistency are indicators of driving direction, integration and vision, and are strong indicators of profitability and efficiency. These four traits of organisational culture if monitored and harmoniously used are the key to ensure high performance within the organisations. Aligning www.scholink.org/ojs/index.php/wjer World Journal of Educational Research Vol. 8, No. 2, 2021 21 Published by SCHOLINK INC. culture and leadership goals are keys to organisational success. All the four dimensions of organisational culture are heavily influenced by leadership based interventions in an organisation.


Introduction
The Indian IT industry utilizes almost 1.5 million workers. As the business mushroomed in size, the difficulties in Human Resources have expanded in huge particularly given that this industry is an administration industry whose achievement is dictated by the fulfillment and hard working attitudes reared into every representative. Obviously reproducing inventiveness, creativity, information and up-skilling workers is an essential switch to drive the organization's execution. It isn't capital or account or advertising the executives that gives the serious edge yet rather how well you can deal with your HR whose scholarly applications drive your business.
It is accepted that for an organization to accomplish its destinations and address the HR difficulties, organizational culture and worker inclusion are totally essential to guarantee employees' concerns.
Examination has been directed in such manner which has reasoned that organizations who out-perform have explicit social contrasts from their failing to meet expectations of the peers. Various investigations have been led in this field which have discovered that authoritative culture, worker contribution and hierarchical execution are emphatically related.
The subject of the paper is to examine the organizational culture inside significant Indian IT firms and comprehend what credits contribute superior in these organizations. The examination additionally tries to comprehend the distinctions in the way of life of a portion of the top businesses in this area to acknowledge contrasts in HR way and to deal with empowering representative of the organization. In this exploration, we look to comprehend the employees' view of the organization culture and comprehend what is functioning admirably and what isn't functioning admirably in these IT organizations. We explicitly will utilize the Denison model (presented later) to investigate organization culture of every one of these organizations along 4 significant qualities which characterize Organisation culture, namely Mission, Adaptability, Involvement and Consistency.
The paper proceeds with a review of the literature, setting the study and research questions in context, followed by a description of the research methodology. Subsequently the research findings are analysed and implications of Organisation culture and employee involvement are outlined. The concluding section summarises the findings and suggests further research.

Literature Review
Ocasio (2017) (2015) The discoveries of the investigation propose that Tehran‫׳‬s drug organizations underscore on security  HR should take guarantee that the expected set of responsibilities would plainly characterize KRA's.
Workers ought to be associated with the cycle of objective setting.

Objectives of the Study
 To find out how employees perceive the organizational culture in three leading IT companies.
 To determine the various ways and means in order to improve the organizational culture of the IT sector companies.

Research Design
It is an exploratory research. A primary research was done with the help of a structured questionnaire.
This was followed with the informal interviews of the employees to have a better insight into the  Interpretations: TCS scores 4.06 and Infosys scores 3.36 which are well above the IT sector average of 3.29. This shows that the strategies and priorities that these two companies have been creating over the years in order to meet their vision have been implemented well. On the other hand, Steria's score is 2.46 which is even below the IT sector average score.  Interpretations: TCS has a highest score of 3.68 and Infosys is next highest with 3.36 which is well above the IT industry average of 3.25. This says that employees at both the organisations are very well aware of impact of their work on others and vice-versa. Steria scores 2.71 which is lowest on the scale. Interpretations: Overall capability development score of IT sector is around 3.12. If we compare this score with companies we can say TCS ranks more than the IT score i.e. 3.85 which shows employees practice their work in a variety of ways, including training, coaching, and TCS gives employees exposure to new roles and responsibilities. Infosys is at 2.92 i.e. it ranks lower than the IT sector average score and Steria is at the lowest score of 2.59.

Discussion
Based on the findings of the survey, the following recommendations are provided for each of the four organisation cultural traits in the IT sector -

Improving Involvement
Employee involvement should emphasise on cascading power, information, rewards and training to the lowest level possible in the organizational hierarchy to increase employee discretion. to ask questions about issues that concern them.  Participation-This includes team meetings, customer care initiatives, and quality initiatives like quality circles, suggestion schemes and recognition programmes. It is important that proper consultation of the employees should be done on organisation performance and structure.
 Job Enrichment-This involves redesigning of a job to include greater participation and involvement. Typical ways to enrich jobs are redesigning them to have a greater autonomy, wider variety of tasks and providing regular feedback on the performance.
 Financial Participation-This involves formal compensation systems like gain-sharing plans where profits due to increased productivity are split between the employees and management and Employee Stock Options (ESOPs). These used to be popular in the IT industry but have been discontinued over the last few years in a bid to reduce costs and avoid taxation. To ensure better financial participation, it is recommended stock options could be used to reward high performers and ensure their retention. It has been observed in past that financial participation not only has positive effects on productivity, but also improves employee attitudes towards the jobs and consequently increases their participation.
 Focus on personnel development and career progression -IT Sector needs to put special emphasis on employee training and skill development. This is an important aspect of showing personal growth, retaining and effectively engaging most employees. This also is important to keep their turnover low.
Only once employees feel that the company is committed to developing their skills, they will engage effectively. Also clearly defined roles, job description and career progression map is required. This will www.scholink.org/ojs/index.php/wjer help address the concerns of most people on how they can progress in the organisation and psychologically commit themselves to the organisation's cause.
 Focus on Team Orientation -Most project work in the IT sector is done in teams. Hence proper team building is a pre-requisite to high performance and ensures that everyone is aligned and working equally hard to the team and the organisation's goals. Team orientation can be fostered by having quarterly project parties and having occasions to meet formally and informally and capture feedback from one another.

Improving Adaptability
The score for Indian IT sector is above average on this parameter. But given the challenges to the industry and rise of other outsourcing hubs like China, Brazil and Argentina, it is important that the sector increases its adaptability to the environment changes and the competitive challenges. This can be done by the following:  Establish mechanisms to listen to the "voice of the customer" -The organisation must have a channel to find out how the customers perceive their work. This can be done by having annual customer satisfaction surveys conducted to find out the customer disposition. Also annual customer meets provides an opportunity for senior management to hear concerns and suggestions directly from the customer. Also participating in the Analyst meetings helps the organisation in finding out the latest trends, customer issues and new ideas for services they can launch to gather better market share.
 Enable Organization Learning-Creating an easily accessible centralised knowledge management system is the key to information sharing. Also with the advent of newer technologies coming up, the organisation needs to have heavy investment in training infrastructure in order to keep pace with the market needs. For this dedicated learning and training function needs to be setup in most organisations whose mandate would be to up-skill people based in customer needs and changes in the technology environment.


Enabling change in the Organisation-In this the leader's role is extremely important to build consensus and enable organisation to change and not really get bound by a structure in operation. With advent of newer technologies, IT industry needs to create dedicated centres of excellence to harness talent and learning in-order to develop specialisation in these technologies. This often means changes in structure, creating newer job roles, which also benefits the employees to take on newer challenges within the organisation. Also creating newer service lines and business models for the growth is a challenge currently faced in the industry. Most companies are looking to non-linear growth models, wherein they can look at newer revenue streams by not adding more employees to the organisation.
Software as a service concept is one such concept of non-linear growth model. To drive such changes needs board level sponsorship and mentoring of all employees to embrace change and use it as an opportunity to further their ambitions rather than getting distracted.

Improving Consistency
Creating consistency in an organisation helps to take it to the next level by enabling everyone to work in a harmonious fashion towards common goals. This is especially important in the IT sector as today's organisations employ thousands of people and they typically suffer from lack of internal coordination and contradictions from within. The IT sector has above average score, but to improve consistency, the following can be done:  Goal Setting to Improve Collaboration-Integration and coordination can be improved by setting goals and performance metrics which improve collaboration. This is especially true given that many customers are provided services by different lines of businesses of IT organisations. If these services are effectively harmonised, the customer would have a positive experience, where sum of the whole will be greater than the benefits accrued by sum of the parts. A classic example is in case of transformation programmes which IT services companies execute for customers who involved many service lines to collaborate and deliver a single project for the customer. If the units are incentivised to work with each other to ensure they will be rewarded for collective success, then execution improves considerably.

Improving Mission
The mission of the organisation defines what it stands for and what it strives to become. This is a common force which drives employees to the goal and also communicates a lot more about the organisation to the customers. Given contradictory views in IT outsourcing and the thought that Indian IT companies are taking jobs away from western countries, it is important that the focus of the customers in the markets these companies operate in is more on how the industry is contributing to their society and how it benefits them. In this regard having a mission statement is extremely important, but has above average score. Also to have a mission statement and vision by itself is not enough. This has to be reinforced in various forums to ensure both employees and customers can identify with the common cause. Some of the ways this can be done include:  Defining Common Goals and Objectives-Ensuring common goals and objectives ensures all parts of the organisation work in the same direction. Given that most IT organisations have evolved into having a multi-cultural, multi-national workforce which is geographically spread and is unable to meet face to face very infrequently, having common goals serves as a unifying force.  Vision: This is the single most important aspect. Companies like Infosys and TCS differentiate themselves in the market by the quality of their vision and the unwavering commitment of the senior management to achieve it. This leads to higher degree of respect from customers and serves as an adhesive force for the employees (and prospective employees as well) to work towards the common organisation vision and be well respected by others.

Conclusion
Two traits of Organisational Culture-Involvement and Adaptability are indicators of flexibility, openness and responsiveness; which are strong indicators of growth. The other two traits of Mission and Consistency are indicators of driving direction, integration and vision, and are strong indicators of profitability and efficiency. Aligning culture and leadership is the key to drive an organisation culture which would promote greater employee satisfaction, hence better customer service which in turn would improve performance.