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HRM - Culture Assignment - 3023

Human Resource Practice

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61 views4 pages

HRM - Culture Assignment - 3023

Human Resource Practice

Uploaded by

anirban.h2025
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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ADITYA CHAUHAN MBA/3023/09

Human Resource Management

Can a strong culture be too strong?-case assignment

1. Why is Parivar's employee turnover rate so high? What does it tell you
about the organization's management practices?

• The high turnover rate at Parivar can be attributed to various factors


outlined in the case study:

• Attraction from Competitors: Competitors are enticing employees with a


30% pay raise, leading them to leave Parivar.
• Capacity Limitations: CEO Sudhir Gupta may be facing challenges in
managing the organization's growth while preserving its distinct culture.
• Rapid Expansion: The organization's swift growth might be surpassing its
ability to adequately manage and retain its workforce.
• Cultural Dissonance: Some employees may gradually lose interest in
Parivar's familial culture over time.
• Absence of Formal Processes: The difficulty in formalizing Parivar's
unique culture into structured processes and roles could impact retention
efforts.

These factors indicate that although Parivar boasts a nurturing culture


centered on employee care, there are deficiencies in translating this culture
into effective management practices to retain talent amid rapid expansion
and competitive pressures. It appears imperative for the organization to
reassess its talent retention strategies and align them with its distinctive
culture to effectively tackle the high turnover rate.
2. What is your assessment of the people support idea? What should Pandit
recommend to Gupta when they meet?

Evaluation:

Strengths:
Highlights the organization's commitment to genuinely caring for its
employees.
Aligns with the CEO's vision of fostering a culture where every individual
is valued.
Offers the potential to set Parivar apart from competitors and enhance
talent retention.
Concerns:

Possibility of alienating employees who prefer less hands-on support.


Uncertainty regarding the effectiveness of formalizing a strong culture into
structured processes.
Risk of the program feeling intrusive, resembling surveillance rather than
support.

Recommendations:

Balanced Approach: Advocate for a balanced approach that upholds the


organization's caring culture while addressing concerns about
formalization and intrusiveness.
Pilot Program: Recommend initiating a pilot program to assess the
effectiveness of People Support before full-scale implementation.
Feedback Mechanisms: Incorporate feedback mechanisms to ensure the
program aligns with employees' preferences and requirements.
Training and Development: Invest in training for managers involved in
People Support to ensure they offer meaningful assistance without being
overly intrusive.
Continuous Evaluation: Stress the importance of continuously evaluating
the program's impact on employee retention and satisfaction to make
informed decisions about its scalability.
By presenting a well-rounded viewpoint and practical recommendations,
Pandit can assist Gupta in implementing the People Support initiative
effectively, addressing potential hurdles, and maximizing its benefits for
Parivar.
3. Considering the Hofstede model of culture, how can you tell that the
culture is too strong?

In the framework of the Hofstede model of culture, an organization's


culture may be deemed excessively strong if it displays the following
attributes:

• High Power Distance: This occurs when there's a significant power gap
within the organization, with top management or leaders wielding
excessive control and making decisions without considering input from
lower-level employees.

• High Uncertainty Avoidance: A culture that is too strong may


demonstrate a high aversion to uncertainty, resisting change,
innovation, or the introduction of new ideas.

• Collectivism: While collective cohesion can be positive, an extreme


emphasis on group conformity at the expense of individual autonomy
and diversity may indicate an overly dominant culture.

• Masculinity: An excessively strong culture may overly prioritize


traditional masculine values such as competitiveness, assertiveness, and
achievement, potentially hindering flexibility and inclusivity.

• Long-Term Orientation: If the culture is excessively fixated on long-


term objectives and traditions, neglecting the need to adapt to changing
circumstances or accommodate employee needs, it may be considered
too strong.

Analyzing an organization's culture using the Hofstede model helps


identify indications of a culture that is overly dominant, inflexible, and
resistant to change or individual expression. Such an assessment enables
leaders to recognize the drawbacks of an excessively strong culture and
take measures to cultivate a more balanced and adaptable organizational
culture.
4. Referring to CEO Sudhir Gupta, what does he mean by "cult is part of
culture"?

When CEO Sudhir Gupta remarks that "cult is part of culture," he likely
underscores the close relationship between a robust organizational culture
and certain cult-like aspects within Parivar. This statement implies Gupta's
recognition of the deep-seated commitment, loyalty, and shared values that
characterize Parivar's culture, akin to traits often associated with cults.

By asserting that "cult is part of culture," Gupta may be acknowledging the


profound sense of unity, belonging, and dedication among Parivar
employees, which significantly contributes to the organization's overall
cultural fabric. This alignment of values, behaviors, and beliefs fosters a
tightly bonded and cohesive community, reminiscent of dynamics
observed in cult-like groups.

Gupta's statement suggests that the strong cultural components within


Parivar, such as its familial atmosphere and emphasis on employee welfare,
are fundamental to the organization's identity and prosperity. It implies that
the distinct and intense culture prevalent in the company significantly
influences its operations, interpersonal connections, and overall
achievements.

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