Assessment of cultural shifts in an Indian Public Sector Bank

This study examines the cultural profile of Public Sector Bank (PSB) in intermediate economy. A survey of from 289 bank employees was carried out using Organisational Culture Assessment Instrument, developed by Cameron, K.S. and Quinn, R.E. (1999) Diagnosing and Changing Organizational Culture, New York, NY: Addison-Wesley, to understand their perceptions of culture of the bank five years before its current and preferred cultures. It was valid and reliable in Indian organisations, especially in banking sector. The current dominant culture is market-oriented followed by adhocracy culture. While in the past, the dominant culture was hierarchy, employees' preference was for clan culture. The analysis indicates no cultural differences at organisational level in terms of hierarchical level, office (administrative office and branch), and location (three states representing North, West and South India). Results show that there is incongruence across cultural dimensions indicating a need to align the strategic shifts of the organisation with employee expectations. This article contributes to the understanding of shifts in Organisational Culture of a PSB that is undergoing rapid transformation. As future research direction, it highlights the need of a comparison among different sectors, i.e. public, private and multinational banks operating in India and cross-cultural comparison among different countries.