31-05-2013, 02:29 PM
The organization’s cultural values: A study of public sector universities in Pakistan
ABSTRACT
The study explored the organization’s cultural values in universities of Pakistan. Using the responses
of 674 academic faculty members from 23 public sector universities, the researchers analyzed: a)
whether the Hofstede‘s (1980,1984) findings regarding Pakistan’s cultural orientation still prevailed in
society; and b) whether the perception of cultural dimensions existed equally among all ranks and
gender. The results exhibited the moderate change in power distance orientation and significant
change in masculinity and long term orientation. On the other hand, the cultural orientation of
collectivism and uncertainty avoidance were found consistent with Hofstede’s results. Moreover, the
study also indicated that the perception of cultural dimensions orientation varied among ranks and
gender. This study will be helpful for policy makers and for management in order to understand the
culture and boundaries, and to make and implement the policies regarding Pakistani culture.
Furthermore, these findings will be fruitful for managers to deal with their subordinates for smooth
functioning and improvement of organizations.
INTRODUCTION
The study of an organization’s culture is important for the
implementation of an organization’s strategies. In crossculture
study, it is a hot issue to analyze different aspects
that have special effects on an organization’s performance.
The employees play a key role in achieving the
organization’s goals, and to gain edge over competitors
in today’s competitive environment. The human resource
(HR) practices used in organization directly affect an
employee’s attitude like, motivation, job satisfaction,
organizational commitment, etc. To achieve an
organizational goal, it is necessary to develop a strong
relationship between the employer and employees, as
well as HR practices and organization’s culture.
LITERATURE REVIEW
In literature (Hofstede, 1980; Hofstede and Minkov,
2010), studies regarding the relationship between
national culture and work related values provide the base
to explore the national culture’s influence on internal
organization’s environment. This study opens the window
for researchers, trainers, practitioners, and management
of national and multinational organizations to see the
difference between societies on the basis of values
prevailed. Hofstede (1980) identified five independent
dimension differences on the basis that we can predict
the attitude of a nation and employees in the organizations.
These dimensions are: power distance, uncertainty
avoidance, individualism versus collectivism, masculinity
versus femininity, and long term versus short term
planning.
Masculinity and femininity
Duality of the sexes is a basic issue which different
societies deal with in different ways. On the basis of IBM
data, Hofstede explained that universally, women mostly
show their attachment to social goals like: relationships,
helping others, and the physical environment; while men
affix to egotistic goals such as careers and money
(Hofstede, 2003). The behavior of men and women
create two types of cultures, that is, masculine and
feminine, and consequently, form different management
hero types. The manager from masculine culture is
observed as assertive, decisive, and aggressive, while
from feminine culture, manager is less visible and
intuitive. Moreover, masculine culture is the survival of
the fittest.
METHODS
To find the culture orientation in the modern age, the academic
faculty of the universities was sampled on the premise that they are
an important part of a well educated and oriented society in any
nation. The data was collected from academic faculty of 23 public
sector universities of Pakistan. We used a simple random sampling
technique to select the sample. Questionnaires were distributed
among academic faculty with covering letters, explaining the
purpose of research and assured them that their response would be
kept confidential. The questionnaire was designed in English. Out
of 900 distributed questionnaires, 674 were completed and
received. The response rate was 75% in which regular and contract
employees were 463 and 211 respectively. Out of the total, 72 were
professors, 67 were associate professors, 206 were assistant
professors, and 329 were lecturers. There were 226 female and
448 male respondents.
CONCLUSION AND IMPLICATION
This study was carried out to find out cultural values in
universities of Pakistan in correlation with Hofstede’s
suggestions to find out the true cultural changes that
have occurred over time, and sub cultures, like: occupational,
organizational and regional culture. This study will
also help to fill the gap from 1980 to 2011 regarding
organizational cultural changes, and will enrich literature
of cultural values in organizations with respect of
Pakistan. As on the basis of IBM data (Hofstede, 1980),
most of the researchers pictured the cultural values that
prevailed in society and it can also be assumed that the
findings regarding the cultural values in universities
represent the cultural values in society of Pakistan.