Variable of Organization Culture and Characteristics

variable quantity of brass section farming and typicalsPurpose Lit termture has goatvas the variables of com eyeshot last and managerial characteristics separately in various dimensions. This deal investigates the consequences of organisational glossiness and managerial characteristic on the tradeoff amongst organisational distressfulness and sour death penalty for advance.Design/methodology/ draw close The info was ga in that esteemd victimisation self-administered head roomnaire, from managers of polar discussion sections. The final sample size was 250 managers.Findings The upshot uttered that t here(predicate) is a irresponsible affinity surrounded by physical compositional enculturation, cook surgery, and formational earnestness. A positive association overly exists betwixt managers shade direct and clobber consummation given that the sexual activity is young-begetting(prenominal). investigate limitations/implications few limit ations would be the shortlyage of time and resources. In future studies other managerial characteristics should withal be examined.Practical implications In this era of immense competitor, companies may take in themselves what to criteria to choose while promoting employees. Result shows that there is a positive semblance amid transcriptions goal, lam cognitive operation, and organisational distressfulness.Originality/ comfort The closely sp ar-time activitying and probatory finding is that there is a positive relation among organisational socialization, scarper surgery, and organisational sincerity. gibely the stronger the culture of the organization the violate bring in performers and sincere employees it has.Keywords organisational culture, managerial characteristics, tempt act, SincerityCHAPTER 1 basisOverviewIt has been argued that devoted and sincere employees atomic bit 18 genuinely authorised for supremacy of organizations (Jaunch, G lueck, Osborn, 1978). It is verbalize that coherent and cargonfully go againsted unified values snap an burning(prenominal) role, in making employees, loyal to organizations (Smith Rupp, 2002). live on accomplishment has been examine in contrastive dimensions. Earlier the think of turn carrying into action was modified altogether to pipeline delight (Martin margin, 1978). Ovadje, Obinna and Muogboh (2009) too analyse the relation betwixt personal line of credit mirth and individual cognitive process, according to their get hold of the birth surrounded by the dickens was high and consistent. Jaunch, Glueck and Osborn (1978) begin argued that loyalty has no birth with clip efficiency. They employ five point scales to tax organizational sincerity, commitment and productivity. Avolio, Waldman, and McDaniel (1990) studied the effect of age and come across on dress murder and cerebrate that suffer is a fail forecaster of exercise than age.It is argued that health of organizations depends upon health of employees, if employees argon healthy they go come forth perform make better and organizations ein truth(prenominal)ow surface (Baptiste, 2008).Paswan,Pelton and confessedly (2005) studied perception of managerial sincerity in scope of motivating and job blessedness, they concluded that loyalty of employees is truly all heavy(p) in get good feedback as they ar employees argon oftentimes synergetic and actuate. The kinship among employees and organization depends upon how they get the picture the organization (Martin Shore, 1989). Baf quadruplet (1999) too argues that organizations in which employees be part of finding making perform better than those with centralise decision making. Employees loyalty may lead to employees satisfaction and productivity or it may result in dissatisfaction and absenteeism (Becker, Billings, Eveleth sarin, 1996). Previously supervisory ratings and headnaire bef uddle been go ford to measure organizational sincerity and bet performance respectively (Jaunch et al, 1978). It is argued that participative forethought makes employees conform to (Kim, 2002). indeed loyalty and sincerity of employees to organization is considered as an serious factor out in promotions (Jaunch et al, 1978). It is withal said that quality has relationship with satisfaction (Ilias, Rahman Razak, 2008).Barney (1986) argued that that rigids which do not open the necessary cultures bednot sustain optimal financial performance because their respective cultures ar n both r be nor difficult to imitate.Weick (1987) in addition argued that organizations whose cultures value reliability more(prenominal) than than efficiency often face queer problems in learning and perceptiveness, which could affect the performance of the organization.It is argued that top circumspection date is very essential to handle strategic assortment economically and in force( p)ly (Boecker, 1997). Gupta and Govindarajan (1984) in addition argued that tolerance of mangers contribute positively make business social unit more businesslikeAlthough make performance is studied by contrary enquiryers in antithetical dimensions, but no maven has tried to affaire organizational sincerity to locomote performance. This discipline aims to identify the interrelation of figure performance and organizational sincerity. To daylight in the world of immense competition twain traits of sincerity and wakeless exerciseing in an employee is hard to find. with this study we want to find whether a manager go forth cull an employee who is hard conk outer or an employee who is sincere towards his organization.Problem narratementTo study the set up of managerial characteristics and organizational culture on managers tradeoff betwixt organizational sincerity and work performance for employee promotion.Proposed investigate HypothesesH1 There is a relationship amid managerial characteristics and promotion step out-of-pocket to organizational sincerity.H2 There is a relationship between managerial characteristics and promotion measurement collectible to work performance.H3 There is a relationship between organizational culture and promotion step due to organizational sincerity.H4 There is a relationship between organizational culture and promotioncriterion due to work performance.H5 There is a relationship between managers command and workperformance due to male gender.H6 There is a relationship between managers education and workperformance due to female gender.Outline of the take inChapter maven includes the an overview of variables, problem statement that shows the possible relationship between managerial characteristics, work performance and daze of both on promotion criterion and six-spot proposed look hypotheses with a brief outline of the study. Chapter two includes the belles-lettres review. In this chapter organization al culture, organizational sincerity and work performance argon explained. Chapter trine is comprised of method of data collection which is personal survey, ingest technique which is non-probability expedient take in ,size which is two one C and fifty, pecker of data collection, research toughie unquestionable which supports the problem statement and statistical technique which is correlation coefficient. Chapter four includes the results which show the relationships between variables. lastly Chapter five includes conclusion, discussions, implications and possible future researches.CHAPTER 2 literature REVIEWThe labor trades argon becoming emulous day by day and it is very rare to find an employee that performs efficiently and whose goals are matched with those of organizations. Therefore, or so of times managers engender to choose between a loyal employee and an efficient employee. Several factors influence this phenomenon.CultureIt has been argued that there are r ight smart differences in the attitudes of managers as well as employees in the geographic anyy and historically similar countries. These differences have been represent across such variables as control, supervision, commitment, and decision type and leadership expressive style. It was further revealed that these differences in the attitudes of managers and employees was associated with their respective countrys position on the Hofstedes hea and soish dimensions.(Mockaitis, 2005).Glinow, Huo and Lowe argued that despite numerous researches conducted on planetary direction styles, the studies have still failed to illustrate how ideal leadership or forethought style is affected by the specific cultural characteristics in contrary countries. They argued that although international firms should maintain any(prenominal) form of consistency in call of direction style, yet the management style use overseas (in different cultures) should be enf employ with the local culture to m aintain acceptability within the cultural context.Ralston, Holt, Terpstra and subgenus Cheng argued that economic ideology and national culture has a deep strike on individual work values of managers.Barney argues that organizational culture bottom be a source of sustained combative advantage. He argued that almost organizations have developed a culture which provides means to achieve competitive advantage.Schein argued that organizational culture has profound set up on its survival. He verbalize that an organization cannot survive if it cannot manage itself as an organized one finished the use of deeply entrenched culture. He further argued that organizational culture brings in stability and thus it essential be instilled into the new members.Schein argued in other paper that culture needs to be understood soundly and examine if an organization intends to take advantage of it in the field of organizational psychology.Denison and Mishra argued that there was a relationsh ip between organizational culture and effectiveness. fit to them organizational culture can be measured and can be cogitate to critical organizational outcomes.Chatman and Jehn argued that the use of organizational culture to hit competitive advantage may not bear as much payoff as some scholars have argued it to be. They argued that there may be some constraints in the way to achieving this competitive advantage by using organizational culture.According to Sheridan (1992), organizational culture and employee retentivity are related. His study showed that the differences in employees cultural values and the organizational values resulted in meaning(a) cases where employees advisedly left their jobs indicating that cultural fit is imperative to job retention for the organizations.Gordan DiTomaso (1992) argued that a strong organizational culture is positively associated with better performance. Their research also concluded that a strong culture lends itself to a short perfo rmance hike. organizational SincerityLoyalty is at a time related to bodily vision, missionary work and values. As the business world is multifaceted therefore approach should be chosen with grand care to analyse the gap between call in and performance gap (Fassin Buelens, 2011). passenger cars role in encouraging employees, endowment them feedback regarding their performance and guiding leading them towards right career is very definitive. When employees are motivated because of management support they deliver quality sevice. Except of that employees whose goals are congruous with those of organizations are more fat and enthusiastic (Paswan, Pelton and True).Ali and Kazemi (1993) argue that loyal employee are real assets of an organization because they are those who do not deviate in rainy days and stand by the organization as they ingest the problems of organization. Furthermore they offer that sincere employees are more productive and are punctual.In case of loyalty, in US skills are favorite(a) on seniority and seniority is not as grievous promotion criterion as skills are. While in lacquer seniority is most important to be qualified as leader. solely in mainland China connections with owners are also valued along with seniority as important criteria to be qualified as leader (Glinow,Huo Lowe,1999).In US mangers are considered more competent than employees therefore speaking skills are important criteria to be promoted as leader and leaders tend to be good speakers to go across corporate vision. While Japanese believe in equality and homogeneity of gay talent therefore inhibits input is considered very important. chinaware is loanblend of both (Glinow et al, 1999).In US a leader needs to develop narrow down skills to be promoted as leader while in Japan to be a leader one needs to possess broad-cope skills and experience. In Taiwan both, specialized skills and broad-scope skills with experience are important criteria to be an effecti ve leader (Glinow et al, 1999).Chen and Tjosvold (2006) have argued that to strengthen the relationship between employees must tbe accommodative and not the competitive especially when mangers are from different countries. civilise exerciseThere is a noteworthy impact of HRM practices that a lodge adopts on the wellbeing and positive performance of employees (Baptiste, 2007). functioning can be amend by employee friendship and flexibility in job soma.(Gershenfeld, 1988 Jaikumar, 1986).Managers should assist employee participation and flexible structures to enhance the performance. Firms that are changing their traditional placed organizational structure and bringing flexibility in work design are able to better their performance and output quality (Baffour, 1999). senesce and experience have non linear relationship with performance. consume, rather than age, is a better predictor of performance ( Avolio, Waldman McDaniel, 1990)Blumberg and Pringle (1982) emphasized a mode l of work performance which says that performance is a result of ability need and chance.It is argued that health of organizations is directly influenced by health of employees, if employees are healthy they will perform better and organizations will grow and become healthy (Baptiste, 2008).Gillespie and Mann (2004) and Dirks and Ferrin (2002) have argued that averingness is an important receive in the relationship that leaders have with their subordinates and that it is through with(predicate) this subordinate trust and respect for their leader, that subordinates are motivated to perform well. This view is support by Bijlsma and Koopma (2003) who claim that trust is an important factor to organizational performance, because it facilitates discretional stew to assist the organization.Standing (1997) argues that the critical areas of labor hazard that should be considered as they effect work performance are those that relate to income danger (unsteady moolah or where earning s are contingency-based), working time insecurity (irregular hours at the discretion of the employer, and insufficient hours worked) and representation insecurity (where the employee has limited government agency to perform or participate).Design and physical worthyties of work place can have negative or positive effect on work performance of employees. A great environment innovative work settings, a greater task performance in innovative work settings and a greater interaction with innovative work settings are associated with greater satisfaction and compound productivity (Ilozer, 2002)According to Armstrong (2000), performance management is a way of acquire better results from the whole organization or individuals within it, by understanding and managing performance within an agreed framework of predetermined goals, standards and competence requirements. According to Walters (1995), performance management is virtually guiding and supporting employees to work as effectively and efficiently as possible according to the goals of the organization.A sober workplace helps to enhance output and performance and cuts the chance of injury. some companies obtain testing employees has helped to bring about lower costs, lower absenteeism, and lower medical examination costs (Bacon, 1989).CHAPTER 3 interrogation METHODSMethod of Data arrayAs our research study is descriptive and sources of information are primary, therefore we have employ personal type of survey to collect the data. beginning(a) of all data collection process was planned properly and then dick was developed accordingly. After the development of instrument, pi can testing was done. Lastly veritable data was compile and compiled. To collect the data through questionnaire we approached managers of different organization and used snow ball technique.Sampling techniqueAs the number of elements is unknown, we have used nary(prenominal)-probability sampling technique. To collect data in pro per and convenient way, Convience sampling is used. The managers are easily accessible so it is most beneficial of all other sampling techniques. early of all the tribe was defined, and then sampling frame was determined. After determination of sampling frame, sampling technique was pertinacious. Once the technique is decided, sample size was decided too. At last, the sampling process was executed.Sample SizeThe proposed number of respondents is two hundred and fifty (250).Instrument of Data CollectionTo study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee production, a questionnaire is developed comprising of nine questions.First question is about the work practices of mangers and their individualistic approach towards the work and how they perceive and have a bun in the oven it. This question is further divided in ten questions in nine to become more specific. Second question, which is further subdivided into twenty questions, is about the organizational culture. The number of questions is higher as compare to previous one because culture is more descriptive and a lot of information is demand to underwrite it. Third question is about gender. It will tell us that whether gender makes any difference in giving promotion either to an efficient or loyal employee. Question four is about the age. It will also help us to see whether attitudes and beliefs regarding loyalty and efficiency change with respect to age. Fifth and sixth questions are about employee experience with accredited organization and overall experience respectively.The seventh and eighth questions education and operable department is asked from respondents. It will enable us to comment whether perception of employee wideness as education level and department change.Ninth and last question regarding make is optional because we are studying role of managers in promoting efficient or loyal employees impartially and irrespective of name, caste or color.In short the questionnaire was designed to collect about employees work practices, the culture of organization they work in and the managerial characteristics.Validity and Reliability test.The instrument used here is logical and reliable. Because it is specifically designed to collect data specifically required to study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion.To give out the lustiness and reliability of instrument we did pilot testing and found the instrument valid and reliable in accordance with our study.Therefore data collected through this instrument is also valid and reliable and leads us to more usable and specific results.Research Model DevelopedFigure 3.1managerial Characteristicorganisational SincerityWork Performance presidencyal Cultureorganisational management has to dea l with different types of employees. Some are very industrious and efficient while others are very loyal to the organizations. It is of great importance to an organization to understand the relationship between the organizational sincerity and work in order to grow, compete and even survive.Statistical Techniquecorrelation coefficient will be used for data analysis. We have used correlation because it is the statistical technique which enables us to understand and interpret the interdependence between organizational sincerity and work performance for employee performance.CHAPTER 4 RESULTS evade 4.1 progression criteriaManagerialcharacteristics Organizational cultureOrganizational SincerityWork PerformanceAge (Male).055(.404)-0.13(.837)Age (Female).226(.418)-.170(.546) operative Experience With Current Organization (Male).058(.376).077(.238)Working Experience With Current Organization (Female).262(.346)-.025(.930) boilers suit Working Experience (Male)-0.19(.768).049(.455)Overall W orking Experience (Female).269(.333)-.239(.390)Education take aim (Male)-0.25(.706).117*(.073)Education Level (Female).107(.704).314(.254)Organizational Culture.395**(.000).299**(.000)*, coefficient of correlation is evidential at the 0.10 level (2-tailed).**. Correlation is significant at the 0.01 level (2-tailed).P value is written in parenthesis.all(a) the Managerial characteristics except for Education Level of Male are unnoticeable as their P value . A positive relation is shown between organizational culture, organizational sincerity, and work performance having P-value CHAPTER 5CONCLUSION, DISCUSSIONS, IMPLICATIONS AND approaching RESEARCHConclusionData analysis shows that there is no relation between managerial characteristics and organizational sincerity for both the genders, male and female. tho in case of managerial characteristics and work performance, a relationship is formal between managers education level and work performance but except for male gender. For female gender no such relationship exists. outline also shows that organizational culture is positively related to organizational sincerity and work performance. That suggest that stronger the organizational culture, better the wok performance and sincerity.Discussions, Implications and Future ResearchOrganizational culture, sincerity and work performance are very important and all important(p) towards the achievement of organizational goals. Therefore work performance has been studied in relation to job satisfaction and consistent relations are established. But few attempts are made to find out the impact of organizational culture on achievement of organizational goals which is dependent upon work performance which leads to greater output and organizational sincerity.As we have found out a positive relationship between organizational culture and sincerity and between that of organizational culture and work performance. We can say that organizations in order to improve performance and build stronger relationship with their employees should work on building stronger and compatible organizational culture. It will not only when improve employees productivity but employee overthrow will also disregard which will save the training costs et cetera ultimately. Except of that competencies and skills which are developed in employees over a period of time can also be retained and even competitive advantage can be achieved on basis of it.Even though we have studied very important relationships among managerial characteristics, organizational culture, organizational sincerity and work performance, a lot needs to be done in this newly identify direction.In this unexplored direction and field of study researchers can study many a(prenominal) variables like impact of organizational culture on bout of interest and can enhance the understanding further.ReferencesAli J Abbas and Kazemi Al- Ali (2005), The Kuwaiti Manager Work Values and Orientations diary of channel Eth ics , 60 63-73 inside 10.1007A10551-005-2626-6Armstrong, M. (2000), Performance watchfulness Key Strategies and Practical Guidances, Kogan Page, London.Avolio J. Bruce, Waldman A. David and McDaniel A. Michael (1990),Age and work performance in non-managerial jobs the effects of experience and occupational type, academy of steering journal, Vol. 33, no2, 407-422.Bacon, D. (1989), Businesss usance in War on Drugs, Nations Business, January, p.5.Baffour Gyan- George, (1999) The effects of employee participation and work design on firm performance A managerial perspective, focus Research News, Vol. 22 Iss 6, pp.1- 12Baptiste Renee Nicole, (2008),Tightening the link between employee wellbeing at work and performance a new dimension for HRM majority 46 rate 2 pp 284-309Barney B. Jay (1986) , Organizational Culture Can It Be a author of uphold Competitive Advantage?,The Academy of counsel Review, Vol. 11, No. 3 , pp. 656-665Becker E. Thomas, Billings S. Robert, Eveleth M. Danie l and Gilbert L. Nicole (1996),Foci and bases of employees commitment implications for job performance. Academy of Management diary, Vol. 39, No 2,464-482.Bijlsma, K. and Koopma, K. (2003), groundwork trust within organizations, staff office Review, Vol. 33 No. 5, pp. 600-4.Blumberg, M., Pringle, C. C. (1982), The missing opportunity in organizational research Some implications for the guess of work performance. Academy Of Management Review,7 560-569.Boeker Warren (1997), The Influence of Managerial Characteristics and Organizational Growth, the Academy of Management Journal, Vol. 40, No. 1, pp. 152-170.Chatman A. Jennifer Jehn A. Karen (1994). Assessing the relationship between industry characteristics and organizational culture how different can you be?. Academy of management Journal 1995. Vol. 37, No. 3, 522-553Chen Feng Yi and Tjosvold Dean, Participative lead by American and Chinese Managers in China The exercise of dealingships,Journal of Management Studies 438 December 2006 0022-2380Denison r. Daniel Mishra K. Aneil (1995). Toward a theory of organizational culture and effectiveness. Organization science. Vol. 6, No. 2, March-April 1995.Dirks, K. and Ferrin, D. (2002), Trust in leadership meta-analytic findings and implications for research and practice, Journal of Applied Psychology, Vol. 87 No. 4, pp. 611-28.Fassin Yves and Buelens Mark, The hypocrisy-sincerity continuum in corporate dialogue and decision-making a model of corporate social responsibility and business morality practices, cuss University, Department of Management and Entrepreneurship, Tweekerkenstraat 2, 9000 Gent And Vlerick Leuven Gent Management School, Reep 1, 9000 Gent, Belgium.Gershenfeld Cutcher(1988), industrial Relations and Economic Performance, Working Paper, School of Labor and Indus trial Relations, lettuce State University..Gillespie, N. and Mann, L. 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Treloar graham (2002), The Impact of Work Settings On Organizational Performance measures in create FacilitiesVolume 20, pp 61-68.Jaikumar, R, Post industrial manufacturing. Harvard B usiness Review, 64(6). 1986 pp.69-76.Jaunch R Lawrence, Glueck F William and Osborn N Richard (1978),Organizational loyalty, passe-partout commitment, and academic research productivity, Academy of management Journal ,Vol. 2,No 1,84-92Kim Soonhe (2002), Participative management and job satisfaction lessons for management leadership. Public Administration Review.Martin J. Harry and Shore McFarlane Lynn (1989),Job satisfaction and organizational commitment in relation to work performance and turnover intentions. Human Relations, Volume 42 pp. 625-658Mockaitis I. Audra (2005). A Cross-Cultural Study of Leadership Attitudes in Three Baltic Sea Region Countries. International Journal of Leadership Studies, Vol. 1 Iss. 1, 2005, pp. 44-63Ovadje Franca Muogboh S. Obinna, (2009),Exploring the motivation to stay and to perform among managers in Nigeria, International Journal of Business Research.Paswan K. Audhesh, Pelton E. Lou and True L. Sheb (2005),Perceived managerial sincerity, feedback -seeking orientation and motivation among front-line employees of a service organization, Journal of Services Marketing Volume 19 subject 1, 3-12.Ralston A. David, Holt H. David, Robert H. Terpstra and Cheng Kai Yu (2007). The impact of national culture and economic ideology on managerial work values a study of the United States, Russia, Japan, and China. Journal of International Business Studies, 1-19Schein Edger H (1984). Coming to a new sentience of organizational culture. Slogan management Review. Vol 25, Issue 2, Publisher Samfundslitteratur, Pages 3-16Schein, Edgar H (1990). Organizational culture. American Psychologist, Vol 45(2), Feb 1990, 109-119.Sheridan E. John (1992). Organizational culture and employee retention. Academy of management journal 1992. Vol. 35, No. 5, 1036-1056.Smith D. Alan and Rupp T. William (2002),Communication and loyalty among knowledge workers a resource of the firm theory view, Journal of Knowledge Management, Vol. 6,No. 3,pp250-261.Standing, G. (1997), Globalisation, labour flexibility and insecurity the era of market regulation, European Journal of Industrial Relations, Vol. 3, pp. 7-37.Walters, M. (1995), Performance Management Handbook, nominate of Personnel and Development, London.Weick KE (1987), Organizational culture as a source of high-reliability, The atomic number 20 Management Review , volume 29, Issue 2, Pages 112-127.Variable of Organization Culture and CharacteristicsVariable of Organization Culture and CharacteristicsPurpose Literature has studied the variables of organization culture and managerial characteristics separately in various dimensions. This study investigates the effects of organizational culture and managerial characteristic on the tradeoff between organizational sincerity and work performance for promotion.Design/methodology/approach The data was collected using self-administered questionnaire, from managers of different departments. The final sample size was 250 managers.Findings The res ult showed that there is a positive relation between organizational culture, work performance, and organizational sincerity. A positive association also exists between managers education level and work performance given that the gender is male.Research limitations/implications Few limitations would be the shortage of time and resources. In future studies other managerial characteristics should also be examined.Practical implications In this era of immense competition, companies may ask themselves what to criteria to choose while promoting employees. Result shows that there is a positive relation between organizations culture, work performance, and organizational sincerity.Originality/value The most interest and significant finding is that there is a positive relation between organizational culture, work performance, and organizational sincerity. Accordingly the stronger the culture of the organization the better work performers and sincere employees it has.Keywords Organizational culture, Managerial characteristics, Work Performance, SincerityCHAPTER 1 INTRODUCTIONOverviewIt has been argued that loyal and sincere employees are very important for success of organizations (Jaunch, Glueck, Osborn, 1978). It is said that coherent and carefully developed corporate values play an important role, in making employees, loyal to organizations (Smith Rupp, 2002).Work performance has been studied in different dimensions. Earlier the study of work performance was limited only to job satisfaction (Martin Shore, 1978). Ovadje, Obinna and Muogboh (2009) also studied the relation between job satisfaction and individual performance, according to their study the relationship between the two was high and consistent. Jaunch, Glueck and Osborn (1978) have argued that loyalty has no relationship with work efficiency. They used five point scales to measure organizational sincerity, commitment and productivity. Avolio, Waldman, and McDaniel (1990) studied the effect of age and e xperience on work performance and concluded that experience is a better predictor of performance than age.It is argued that health of organizations depends upon health of employees, if employees are healthy they will perform better and organizations will grow (Baptiste, 2008).Paswan,Pelton and True (2005) studied perception of managerial sincerity in context of motivation and job satisfaction, they concluded that loyalty of employees is very important in getting good feedback as they are employees are more interactive and motivated. The relationship between employees and organization depends upon how they perceive the organization (Martin Shore, 1989). Baffour (1999) also argues that organizations in which employees are part of decision making perform better than those with centralized decision making. Employees loyalty may lead to employees satisfaction and productivity or it may result in dissatisfaction and absenteeism (Becker, Billings, Eveleth Gilbert, 1996). Previously super visory ratings and questionnaire have been used to measure organizational sincerity and work performance respectively (Jaunch et al, 1978). It is argued that participative management makes employees satisfied (Kim, 2002).Therefore loyalty and sincerity of employees to organization is considered as an important factor in promotions (Jaunch et al, 1978). It is also said that quality has relationship with satisfaction (Ilias, Rahman Razak, 2008).Barney (1986) argued that that firms which do not have the required cultures cannot sustain optimal financial performance because their respective cultures are neither rare nor difficult to imitate.Weick (1987) also argued that organizations whose cultures value reliability more than efficiency often face unique problems in learning and understanding, which could affect the performance of the organization.It is argued that top management involvement is very essential to handle strategic change efficiently and effectively (Boecker, 1997). Gupta and Govindarajan (1984) also argued that tolerance of mangers contribute positively make business unit more efficientAlthough work performance is studied by different researchers in different dimensions, but no one has tried to link organizational sincerity to work performance. This study aims to identify the interrelation of work performance and organizational sincerity. Today in the world of immense competition both traits of sincerity and hard working in an employee is hard to find. Through this study we want to find whether a manager will prefer an employee who is hard worker or an employee who is sincere towards his organization.Problem StatementTo study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion.Proposed Research HypothesesH1 There is a relationship between managerial characteristics and promotioncriterion due to organizational sincerity.H2 There is a r elationship between managerial characteristics and promotioncriterion due to work performance.H3 There is a relationship between organizational culture and promotioncriterion due to organizational sincerity.H4 There is a relationship between organizational culture and promotioncriterion due to work performance.H5 There is a relationship between managers education and workperformance due to male gender.H6 There is a relationship between managers education and workperformance due to female gender.Outline of the StudyChapter one includes the an overview of variables, problem statement that shows the possible relationship between managerial characteristics, work performance and impact of both on promotion criterion and six proposed research hypotheses with a brief outline of the study. Chapter two includes the literature review. In this chapter organizational culture, organizational sincerity and work performance are explained. Chapter three is comprised of method of data collection wh ich is personal survey, sampling technique which is non-probability convenient sampling ,size which is two hundred and fifty, instrument of data collection, research model developed which supports the problem statement and statistical technique which is correlation. Chapter four includes the results which show the relationships between variables. Lastly Chapter five includes conclusion, discussions, implications and possible future researches.CHAPTER 2 LITERATURE REVIEWThe labor markets are becoming competitive day by day and it is very rare to find an employee that performs efficiently and whose goals are compatible with those of organizations. Therefore, most of times managers have to choose between a loyal employee and an efficient employee. Several factors influence this phenomenon.CultureIt has been argued that there are considerable differences in the attitudes of managers as well as employees in the geographically and historically similar countries. These differences have bee n found across such variables as control, supervision, commitment, and decision type and leadership style. It was further revealed that these differences in the attitudes of managers and employees was associated with their respective countrys position on the Hofstedes cultural dimensions.(Mockaitis, 2005).Glinow, Huo and Lowe argued that despite numerous researches conducted on International Management styles, the studies have still failed to illustrate how ideal leadership or management style is affected by the specific cultural characteristics in different countries. They argued that although multinational firms should maintain some form of consistency in terms of management style, yet the management style used overseas (in different cultures) should be enfused with the local culture to maintain acceptability within the cultural context.Ralston, Holt, Terpstra and Cheng argued that economic ideology and national culture has a deep impact on individual work values of managers.Barne y argues that organizational culture can be a source of sustained competitive advantage. He argued that some organizations have developed a culture which provides means to achieve competitive advantage.Schein argued that organizational culture has profound effects on its survival. He stated that an organization cannot survive if it cannot manage itself as an organized one through the use of deeply entrenched culture. He further argued that organizational culture brings in stability and thus it must be instilled into the new members.Schein argued in another paper that culture needs to be understood thoroughly and analyzed if an organization intends to take advantage of it in the field of organizational psychology.Denison and Mishra argued that there was a relationship between organizational culture and effectiveness. According to them organizational culture can be measured and can be related to critical organizational outcomes.Chatman and Jehn argued that the use of organizational cu lture to attain competitive advantage may not bear as much fruit as some scholars have argued it to be. They argued that there may be some constraints in the way to achieving this competitive advantage by using organizational culture.According to Sheridan (1992), organizational culture and employee retention are related. His study showed that the differences in employees cultural values and the organizational values resulted in significant cases where employees deliberately left their jobs indicating that cultural fit is imperative to job retention for the organizations.Gordan DiTomaso (1992) argued that a strong organizational culture is positively associated with better performance. Their research also concluded that a strong culture lends itself to a short-term performance hike.Organizational SincerityLoyalty is directly related to corporate vision, mission and values. As the business world is multifaceted therefore approach should be chosen with great care to analyse the gap be tween promise and performance gap (Fassin Buelens, 2011).Managers role in encouraging employees, giving them feedback regarding their performance and guiding leading them towards right career is very important. When employees are motivated because of management support they deliver quality sevice. Except of that employees whose goals are compatible with those of organizations are more productive and enthusiastic (Paswan, Pelton and True).Ali and Kazemi (1993) argue that loyal employee are real assets of an organization because they are those who do not quit in rainy days and stand by the organization as they own the problems of organization. Furthermore they say that sincere employees are more productive and are punctual.In case of loyalty, in US skills are preferred on seniority and seniority is not as important promotion criterion as skills are. While in Japan seniority is most important to be qualified as leader. But in Taiwan connections with owners are also valued along with s eniority as important criteria to be qualified as leader (Glinow,Huo Lowe,1999).In US mangers are considered more competent than employees therefore speaking skills are important criteria to be promoted as leader and leaders tend to be good speakers to communicate corporate vision. While Japanese believe in equality and homogeneity of human talent therefore subordinates input is considered very important. Taiwan is hybrid of both (Glinow et al, 1999).In US a leader needs to develop specialized skills to be promoted as leader while in Japan to be a leader one needs to possess broad-cope skills and experience. In Taiwan both, specialized skills and broad-scope skills with experience are important criteria to be an effective leader (Glinow et al, 1999).Chen and Tjosvold (2006) have argued that to strengthen the relationship between employees must tbe cooperative and not the competitive especially when mangers are from different countries.Work PerformanceThere is a noteworthy impact of HRM practices that a company adopts on the wellbeing and positive performance of employees (Baptiste, 2007).Performance can be improved by employee participation and flexibility in job design.(Gershenfeld, 1988 Jaikumar, 1986).Managers should encourage employee participation and flexible structures to enhance the performance. Firms that are changing their traditional rigid organizational structure and bringing flexibility in work design are able to improve their performance and output quality (Baffour, 1999).Age and experience have non linear relationship with performance. Experience, rather than age, is a better predictor of performance ( Avolio, Waldman McDaniel, 1990)Blumberg and Pringle (1982) emphasized a model of work performance which says that performance is a result of ability motivation and opportunity.It is argued that health of organizations is directly influenced by health of employees, if employees are healthy they will perform better and organizations will grow and become healthy (Baptiste, 2008).Gillespie and Mann (2004) and Dirks and Ferrin (2002) have argued that trust is an important feature in the relationship that leaders have with their subordinates and that it is through this subordinate trust and respect for their leader, that subordinates are motivated to perform well. This view is supported by Bijlsma and Koopma (2003) who claim that trust is an important factor to organizational performance, because it facilitates discretionary effort to assist the organization.Standing (1997) argues that the critical areas of labor insecurity that should be considered as they effect work performance are those that relate to income insecurity (unsteady earnings or where earnings are contingency-based), working time insecurity (irregular hours at the discretion of the employer, and insufficient hours worked) and representation insecurity (where the employee has limited power to negotiate or participate).Design and physical properties of work place c an have negative or positive effect on work performance of employees. A greater environment innovative work settings, a greater task performance in innovative work settings and a greater interaction with innovative work settings are associated with greater satisfaction and enhanced productivity (Ilozer, 2002)According to Armstrong (2000), performance management is a way of getting better results from the whole organization or individuals within it, by understanding and managing performance within an agreed framework of predetermined goals, standards and competence requirements. According to Walters (1995), performance management is about guiding and supporting employees to work as effectively and efficiently as possible according to the goals of the organization.A drug-free workplace helps to enhance output and performance and lowers the chance of injury. Many companies feel testing employees has helped to bring about lower costs, lower absenteeism, and lower medical costs (Bacon, 1 989).CHAPTER 3 RESEARCH METHODSMethod of Data CollectionAs our research study is descriptive and sources of information are primary, therefore we have used personal type of survey to collect the data. First of all data collection process was planned properly and then instrument was developed accordingly. After the development of instrument, pilot testing was done. Lastly actual data was collected and compiled. To collect the data through questionnaire we approached managers of different organization and used snow ball technique.Sampling TechniqueAs the number of elements is unknown, we have used Non-probability sampling technique. To collect data in proper and convenient way, Convience sampling is used. The managers are easily accessible so it is most beneficial of all other sampling techniques.First of all the population was defined, and then sampling frame was determined. After determination of sampling frame, sampling technique was decided. Once the technique is decided, sample s ize was decided too. At last, the sampling process was executed.Sample SizeThe proposed number of respondents is two hundred and fifty (250).Instrument of Data CollectionTo study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee production, a questionnaire is developed comprising of nine questions.First question is about the work practices of mangers and their individualistic approach towards the work and how they perceive and conceive it. This question is further divided in ten questions in order to become more specific. Second question, which is further subdivided into twenty questions, is about the organizational culture. The number of questions is higher as compare to previous one because culture is more descriptive and a lot of information is required to comprehend it. Third question is about gender. It will tell us that whether gender makes any difference in giving promo tion either to an efficient or loyal employee. Question four is about the age. It will also help us to see whether attitudes and beliefs regarding loyalty and efficiency change with respect to age. Fifth and sixth questions are about employee experience with current organization and overall experience respectively.The seventh and eighth questions education and functional department is asked from respondents. It will enable us to comment whether perception of employee importance as education level and department change.Ninth and last question regarding name is optional because we are studying role of managers in promoting efficient or loyal employees impartially and irrespective of name, caste or color.In short the questionnaire was designed to collect about employees work practices, the culture of organization they work in and the managerial characteristics.Validity and Reliability test.The instrument used here is valid and reliable. Because it is specifically designed to collect da ta specifically required to study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion.To check the validity and reliability of instrument we did pilot testing and found the instrument valid and reliable in accordance with our study.Therefore data collected through this instrument is also valid and reliable and leads us to more useful and specific results.Research Model DevelopedFigure 3.1Managerial CharacteristicOrganizational SincerityWork PerformanceOrganizational CultureOrganizational management has to deal with different types of employees. Some are very hardworking and efficient while others are very loyal to the organizations. It is of great importance to an organization to understand the relationship between the organizational sincerity and work in order to grow, compete and even survive.Statistical TechniqueCorrelation will be used for data analysis. We have us ed correlation because it is the statistical technique which enables us to understand and interpret the interdependence between organizational sincerity and work performance for employee performance.CHAPTER 4 RESULTSTable 4.1Promotion criteriaManagerialcharacteristics Organizational cultureOrganizational SincerityWork PerformanceAge (Male).055(.404)-0.13(.837)Age (Female).226(.418)-.170(.546)Working Experience With Current Organization (Male).058(.376).077(.238)Working Experience With Current Organization (Female).262(.346)-.025(.930)Overall Working Experience (Male)-0.19(.768).049(.455)Overall Working Experience (Female).269(.333)-.239(.390)Education Level (Male)-0.25(.706).117*(.073)Education Level (Female).107(.704).314(.254)Organizational Culture.395**(.000).299**(.000)*, Correlation is significant at the 0.10 level (2-tailed).**. Correlation is significant at the 0.01 level (2-tailed).P value is written in parenthesis.All the Managerial characteristics except for Education Leve l of Male are insignificant as their P value . A positive relation is shown between organizational culture, organizational sincerity, and work performance having P-value CHAPTER 5CONCLUSION, DISCUSSIONS, IMPLICATIONS AND FUTURE RESEARCHConclusionData analysis shows that there is no relation between managerial characteristics and organizational sincerity for both the genders, male and female. But in case of managerial characteristics and work performance, a relationship is established between managers education level and work performance but only for male gender. For female gender no such relationship exists.Analysis also shows that organizational culture is positively related to organizational sincerity and work performance. That suggest that stronger the organizational culture, better the wok performance and sincerity.Discussions, Implications and Future ResearchOrganizational culture, sincerity and work performance are very important and crucial towards the achievement of organiz ational goals. Therefore work performance has been studied in relation to job satisfaction and consistent relations are established. But few attempts are made to find out the impact of organizational culture on achievement of organizational goals which is dependent upon work performance which leads to greater output and organizational sincerity.As we have found out a positive relationship between organizational culture and sincerity and between that of organizational culture and work performance. We can say that organizations in order to improve performance and build stronger relationship with their employees should work on building stronger and compatible organizational culture. It will not only improve employees productivity but employee turnover will also reduce which will save the training costs et cetera ultimately. Except of that competencies and skills which are developed in employees over a period of time can also be retained and even competitive advantage can be achieved on basis of it.Even though we have studied very important relationships among managerial characteristics, organizational culture, organizational sincerity and work performance, a lot needs to be done in this newly identified direction.In this unexplored direction and field of study researchers can study many variables like impact of organizational culture on conflict of interest and can enhance the understanding further.ReferencesAli J Abbas and Kazemi Al- Ali (2005), The Kuwaiti Manager Work Values and Orientations Journal of Business Ethics , 60 63-73 DOI 10.1007A10551-005-2626-6Armstrong, M. 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