Impact of Organisational Culture on Job Involvement: A Study of Higher Education Institutions in Mumbai

The higher educational institutions in India have been increasingly exposed to rapid changes due to change in syllabus and due to realisation of industry-academia gap. These changes can be incorporated effectively only when the educators (teacher or facilitators) are willing to adapt these changes. The changes are expected to be incorporated not only in the course and syllabus contents but also in the way students (learners) want to learn. To bring these changes, the teacher has to be highly involved in the job. One of the factors, which have immense impact on the employees' behaviour towards the job, is the organisational culture. Organisational culture can be considered to have three layers – the basic philosophy of the organisation's top management; the value systems, policies and practices the management wants to embed in the system; and finally the artefacts, that are the visible components of organisational culture. The earlier researches have shown that Job Involvement, especially in case of knowledge workers like teachers, to a great extend depends on organisational cultural factors like fairness in reward and recognition, environment of trust, space for innovation etc. The present research is an attempt to understand that to what extend the organisational cultural factors work as determinants for job involvement in college teachers.