A Study on Impact of Experience of Employees on Organizations Culture with Special Reference to IT Sector

Abstract

This study investigates the organizational culture at IT Sector of Bengaluru , a global leader in connectivity and sensor solutions. It explores the company\'s core values, work environment, and how its culture fosters innovation, collaboration, and sustainability. By analyzing internal practices, employee engagement, and leadership strategies, the research highlights how IT Sector of Bengaluru \'s culture has contributed to its business success and adaptability in a highly competitive market. The study further examines the alignment between IT Sector of Bengaluru ’s organizational culture and its strategic objectives, emphasizing the importance of a strong, adaptive culture in driving organizational growth and global competitiveness

Introduction

Introduction:

Organizational culture—the shared values, beliefs, and behaviors within a company—shapes employee interaction, decision-making, and performance. This study explores how the strong, positive culture in the IT Sector of Bengaluru contributes to innovation, competitiveness, and employee motivation. While it's recognized that culture is vital to success, there's limited research on its specific impact in this region’s tech sector. This study aims to fill that gap.

Objectives:

1. Analyze employee opinions on organizational culture.

2. Examine how years of experience influence employee perspectives on culture.

Literature Review Highlights:

• Organizational culture influences employee behavior, performance, and overall organizational effectiveness (Bicer, Serpa, Shafiq).

• Leadership and employee alignment with cultural values improves innovation, satisfaction, and adaptability (Selvakumar, Pathiranage).

• Studies show a correlation between strong organizational culture and improved business performance (Awadh, Lejeune, Roethlisberger).

• IT/ITES industries favor more open and innovation-driven cultures compared to traditional sectors (Agrawal, Nneji).

Methodology:

• A descriptive research method was used.

• Data collected through questionnaires (both open- and close-ended) distributed to IT employees at various levels in Bengaluru.

• Responses analyzed statistically to identify trends and significance.

Analysis & Results:

1. Importance of Culture by Experience Level (Table 1):

• Employees with 6–10 years and 15+ years of experience assign higher importance to organizational culture.

• Statistical significance at p = 0.028 confirms that organizational culture is considered important across experience levels.

2. Supervisory Approach (Table 2):

• Majority of employees perceive supervisory behavior as encouraging rather than critical, especially among those with 6–10 years of experience.

• Strong statistical support (p = 0.001) indicates a positive view of leadership style.

Key Findings:

• Organizational culture is a vital factor recognized by employees across all experience levels.

• Employees appreciate encouraging leadership, which promotes job satisfaction.

• The company uses its culture to foster creativity, engagement, and alignment with business goals.

Core Cultural Aspects at IT Sector of Bengaluru:

• Values: Honesty, responsibility, teamwork, innovation.

• Leadership: Acts as role models, emphasizes open communication.

• Innovation: Encourages adaptability and creativity to stay market-relevant.

• Engagement: Focuses on employee well-being, leading to high motivation and performance.

Conclusion

The IT sector can focus more on Establishing a efficient organization culture as it has a below said benefits. 1) Improved Collaboration and Efficiency: IT Sector of Bengaluru ’s strong organizational culture encourages teamwork, which helps employees work well together, leading to better overall performance and productivity. 2) Innovation and Competitiveness: A culture focused on innovation pushes the company to continuously improve its products and services, keeping it competitive in the fast-evolving tech industry. 3) Employee Loyalty and Retention: A positive culture makes employees feel valued and supported, leading to higher job satisfaction and lower turnover rates, which is important for long-term success.

References

[1] Agrawal, R. K. (2010). Organisational culture in Indian organisations. ResearchGate. https://www.researchgate.net [2] Awadh, A. M. (2013). Impact of organizational culture on employee performance. International Review of Management and Business Research. https://www.irmbrjournal.com [3] Bicer, C. (2022). Organizational culture. ResearchGate. https://www.researchgate.net [4] C., V. (2017). A study on organizational culture with special reference to Cavinkare, Chennai. ResearchGate. https://www.researchgate.net [5] Fokina, O. (2020). Evaluation of the company\'s organizational culture. Creative Commons. https://creativecommons.org [6] Frazer-Jans, N. A. (1991). Organisational culture and. ResearchGate. https://www.researchgate.net [7] Lejeune, C. (2019). Organizational culture and effectiveness in business schools: A test of the. ResearchGate. https://www.researchgate.net [8] Nneji, N. E. (2021). Organizational culture and organizational performance. ResearchGate. https://www.researchgate.net [9] Ouchi, W. G. (2003). Organizational culture. ResearchGate. https://www.researchgate.net [10] Parashar, D. R. (2021). Organizational culture. ResearchGate. https://www.researchgate.net [11] Pathiranage, Y. L. (2019). Organizational culture and business performance: An empirical study. ResearchGate. https://www.researchgate.net [12] Roethlisberger. (2014). Organisational culture and effectiveness. ResearchGate. https://www.researchgate.net [13] Selvakumar, S. (2023). A study on organizational culture and its impact on employees. ResearchGate. https://www.researchgate.net [14] Serpa, S. (2016). An overview of the concept of organisational culture. ResearchGate. https://www.researchgate.net [15] Shafiq, B. M. (2014). The impact of organizational culture on organizational performance. Global Journals Inc. (USA). https://globaljournals.org

Copyright

Copyright © 2025 Lakshmi Prasad MN, Dr. J. Krithika J. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.