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Influence of Organizational Culture on Total Reward Preferences: A Study of IT Sector in India

OPUS: HR Journal

Volume 10 Issue 2

Published: 2019
Author(s) Name: Gagandeep Kaur, R. R. K. Sharma, M. K. Jha | Author(s) Affiliation: Research Scholar, Dr. A.P.J. Abdul Kalam Technical Univ., Lucknow, Uttar Pradesh, India.
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This paper proposed and examined a model to provide linkages between organizational culture and total reward. It examined the effect of organizational culture on employee behavior in terms of reward preferences. For this, the study uses the typologies of the clan, adhocracy, market, and hierarchy culture from the Competing values framework proposed by Cameron and Quinn and establishes its relationship with various transactional and relational elements of total reward. Survey method was used for data collection while the hypotheses are tested on a sample population of 309 using Structural Equation Modelling (SEM). The findings from this study will guide the total reward professionals in formulating reward programs that meet the needs of employees and provide practical solutions to problems in that process.

Keywords: Total Reward, Competing Values Framework, IT Sector, India

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