INITIATIVES TAKEN BY HR IN BREAKING THE

CULTURAL BARRIERS IN AN ORGANIZATION

CAPSTONE PROJECT REPORT

MASTER OF MANAGEMENT STUDIES

HUMAN RESOURCE

DIKSHA MANNARI

2022-2024 Roll no. – 12

Under the Guidance of

Prof. Sarita Kumari

SIES COLLEGE OF MANAGEMENT STUDIES

NERUL, NAVI MUMBAI, 400706

i
INITIATIVES TAKEN BY HR IN BREAKING THE
CULTURAL BARRIERS IN AN ORGANIZATION

CAPSTONE PROJECT REPORT

MASTER OF MANAGEMENT STUDIES

HUMAN RESOURCE

DIKSHA MANNARI

2022-2024 Roll no. – 12

Under the Guidance of

Prof. Sarita Kumari

SIES COLLEGE OF MANAGEMENT STUDIES

NERUL, NAVI MUMBAI, 400706

ii
INITIATIVES TAKEN BY HR IN BREAKING THE
CULTURAL BARRIERS IN AN ORGANIZATION

CAPSTONE PROJECT REPORT

SUBMITTED

AS A PARTIAL FULFILMENT OF THE CURRICULUM

FOR THE DEGREE
OF

MASTER OF MANAGEMENT STUDIES

FOR

SIES COLLEGE OF MANAGEMENT STUDIES

NERUL, NAVI MUMBAI

BY
DIKSHA MANNARI
ROLL NO. – 12
SPECIALIZATION – HUMAN RESOURCES

UNDER THE GUIDANCE OF

PROF. SARITA KUMARI

iii
 DECLARATION

I, Ms. Diksha Mannari, studying in the second year of Master of

Management Studies at SIES College of Management Studies, Nerul,
Navi Mumbai, hereby declare that I have completed the Capstone Project
titled – “Initiatives Taken by HR in Breaking the Cultural Barriers in
an Organization” as a part of the curriculum requirement for Master of
Management Studies.

I also declare that the work undertaken by me is original and has not been
copied from any source. I further declare that the information presented
in this project report is true and has not been submitted to SIESCOMS or
any other Institute for any other examination.

Signature of Student Date –

Name of the Student: Diksha Mannari
Roll no.: 12

iv
 Certificate by Faculty Guide

This is to certify that Ms. Diksha Mannari, studying in the second year of
Master of Management Studies at SIES College of Management Studies,
Nerul, Navi Mumbai, has completed the Capstone Project titled
“Initiatives Taken by HR in Breaking the Cultural Barriers in an
Organization” as a part of the curriculum requirement for Master of
Management Studies

Signature of the Faculty Guide

Name: Prof. Sarita Kumari
Date:

v
 ACKNOWLEDGMENT

At the very outset of this report, I would like to extend my sincere obligation towards
all the personages who have helped me in this endeavour. I extend my gratitude to
SIES College of Management Studies for giving me this opportunity. I am extremely
thankful and pay my gratitude to my faculty guide Dr Sarita Kumari for her valuable
guidance and support on completion of this project. I hope that I can build upon the
experience and knowledge that I have gained and make a valuable contribution
towards this industry in the coming future.

Signature

Diksha Mannari
Date:

vi
 Executive Summary
Human Resources (HR) departments are instrumental in fostering an inclusive workplace
culture by actively addressing and breaking down cultural barriers within organizations. One
of the primary initiatives undertaken by HR is the implementation of diversity and inclusion
training sessions. These sessions aim to educate employees about the value of diversity,
increase awareness of unconscious biases, and promote behaviors that foster inclusion and
respect for all individuals, regardless of their cultural background.

Moreover, HR is responsible for designing recruitment practices that attract a diverse pool of
candidates. This includes implementing strategies to mitigate bias in hiring processes, such as
blind resume reviews and diverse interview panels. By ensuring that the workforce reflects a
variety of cultural backgrounds, HR contributes to building a more inclusive environment
where different perspectives are valued.

Another key initiative led by HR is the establishment and support of Employee Resource
Groups (ERGs). ERGs provide a platform for employees from underrepresented groups to
connect, share experiences, and advocate for inclusivity within the organization. HR facilitates
the formation of these groups and provides resources to help them thrive, thereby amplifying
the voices of marginalized employees and promoting cultural understanding across the
organization.

In addition to these efforts, HR organizes cultural competency workshops to enhance

employees' understanding of different cultures and promote respectful communication and
collaboration. These workshops often include interactive activities, case studies, and
discussions to encourage empathy and perspective-taking among employees.

Furthermore, HR plays a critical role in leadership development programs focused on inclusive

leadership. By providing training and guidance to managers and executives, HR empowers
them to lead by example, champion diversity initiatives, and create a supportive environment
where every employee feels valued and respected.

To provide employees with firsthand exposure to different cultures, HR may also arrange
cultural exchange programs. These programs enable employees to engage in cross-cultural
experiences, such as international assignments, cultural immersion trips, or virtual cultural
exchanges. By facilitating these opportunities, HR encourages employees to broaden their
perspectives, embrace diversity, and cultivate a global mindset.

Overall, HR's initiatives in breaking cultural barriers are essential for creating a workplace
where diversity is celebrated, inclusion is prioritized, and employees feel empowered to bring

vii
their authentic selves to work. By fostering a culture of openness, respect, and appreciation for
cultural differences, HR contributes to building a more innovative, collaborative, and resilient
organization poised for success in today's diverse and interconnected world.

viii
 TABLE OF CONTENT

Content Page No.

Acknowledgement 6

Executive Summary 7

Chapter 1: Introduction 10
1.1 Introduction to the topic
1.2 Types of Cultural Barriers
1.3 About the Company

Chapter 2: Literature Review 18

Chapter 3: Research Methodology 30

3.1 Objective of the Project
3.2 Research Details
Chapter 4: Findings & Analysis 32
4.1 Data Analysis & Interpretation
4.2 Hypothesis
4.3 Findings
4.4 Recommendations
Chapter 5: Conclusion 49

Bibliography 50

Figures 51

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x
Chapter 1: INTRODUCTION
1.1 INTRODUCTION
As businesses continue to grow their operations in different countries, the need to
make workplaces more and more diverse has never been so important. Employees
from different cultures are bringing divergent thinking and original ideas to their
workplaces and together they are changing the face of the global economy. Even
though the collective imaginations of people from diverse cultural backgrounds are
producing great outcomes for society and the economy, the roadblocks to overcome
still existing cultural stereotypes and preconceptions are many.
Culture is the plethora of differences that characterize the world today. According to
anthropologist Cristina De Rossi, culture encompasses religion, food, what we wear,
how we wear it, our language, marriage, music, what we believe is right or wrong,
how we behave with loved ones, and a million other things. These cultural dimensions
contribute to an organization ‘s character and success, however, employee cultural
diversity sometimes creates cultural barriers in the workplace.
Cultural barriers are challenges to cross –cultural communication within an
organization. When people from different cultures who might speak different
languages, have different cultural beliefs or use different gestures and symbols to
communicate, their cultural differences might become barriers to workplace success.
This happens because of a lack of cultural awareness, knowledge, and communication.

1.2 TYPES OF CULTURAL BARRIER

1. Verbal and Language Barriers
In today's globalized workplaces, diversity often brings together individuals from
various regions or even different countries. However, this amalgamation of
backgrounds can lead to amusing misunderstandings or, in more serious cases,
detrimental consequences due to disparities in informal language and communication
styles. Colleagues with distinct regional or national accents may struggle to
comprehend one another. To mitigate such language barriers, it's beneficial to limit the
use of slang and incorporate visual aids during oral presentations.
2. Nonverbal Communication and Personal Space
Nonverbal cues play a crucial role in interpersonal dynamics, introducing another
realm where misinterpretations can arise. For instance, numerous women from non-

1
Western backgrounds may struggle to assert themselves confidently with male
counterparts, despite holding equal or supervisory roles. Additionally, many
individuals adopt an informal demeanour with colleagues, often addressing them by
their first names. However, this practice may be perceived as disrespectful or offensive
by those from more formal cultural backgrounds.
3. Generational Barriers
In modern workplaces, a diverse mix of generational cohorts often coexist, spanning
from mature individuals nearing or surpassing retirement age to baby boomers in their
late 40s to early 60s, Generation X workers in their late 30s and 40s, and Generation
Y workers in their 20s and 30s. Each demographic brings distinct work approaches,
frequently resulting in tensions. Older employees may perceive younger counterparts
as lacking commitment, labelling them as "slackers," while younger workers may
critique older colleagues as being disconnected from contemporary practices, dubbing
them "out of touch."
4. Status and Resistance
Employees who are accustomed to workplaces that prioritize seniority and
hierarchical structures may encounter difficulties when transitioning to more flexible
environments. In these settings, job titles carry less weight, and production methods
may not strictly adhere to predetermined guidelines. Additionally, some employees
may resist efforts to foster a more diverse workforce, clinging to stereotypical
perceptions of particular cultural groups or individuals who differ from themselves.
These differences can pose challenges in the workplace, as people's communication
styles and interpersonal interactions are shaped by their cultural backgrounds.
Religious beliefs also contribute to cultural dynamics that may lead to workplace
issues. A thorough understanding of these cultural variations is essential for effectively
addressing and resolving such challenges.
5. Confrontation vs. Consensus-Building
The cultural background of an individual significantly influences their communication
style. Marc Diener, the author of "Deal Power," discussed some of these influences in
his entrepreneur article titled "Culture Shock" in July 2003. For instance, he
highlighted that the Japanese language boasts 19 distinct words for "no," each carrying
nuanced but meaningful differences in interpretation. Diener also noted the Japanese
aversion to direct confrontation, a trait shared among various Asian cultures, as

2
emphasized by John Hooker from Carnegie Mellon University. In Asian cultures,
there's a preference for consensus-building, harmony-seeking, and avoiding public
embarrassment through direct criticism, particularly refraining from criticizing
employees in group settings. Conversely, Western culture's inclination towards
straightforwardness and candid communication might come across as rude or abrupt
to individuals from different cultural backgrounds.
6. High-Context vs. Low-Context
According to John Hooker, who draws upon Edward T. Hall's works "The Silent
Language" and "Beyond Culture," cultures typically exhibit either high-context or
low-context communication styles. Low-context communication, prevalent in
Western European-based cultures, involves explicitly articulating instructions, rules,
directions, and expectations, with significant importance placed on strict adherence to
these guidelines. On the other hand, high-context communication relies heavily on
interpersonal relationships to convey societal norms and expectations. In essence,
individuals from high-context cultures often learn the ropes through social
interactions. In such environments, employees anticipate supervisors to personally
enforce crucial rules. A person accustomed to high-context communication benefits
more from direct guidance from a supervisor or colleague, whereas someone familiar
with low-context communication can effectively absorb information from training
manuals or written materials.
7. Religion and the Workplace
Religion, a fundamental aspect of culture, can pose challenges in the workplace,
particularly regarding holidays. Various religious groups observe different significant
holidays, especially in December: Christians celebrate Christmas to mark the birth of
Jesus, Hindus celebrate Diwali, the Festival of Lights, while Muslims observe Eid al
Adha, also known as the Feast of Sacrifice, among others. It's crucial to respect the
cultural diversity of employees when organizing holiday events or acknowledging
these occasions throughout the year. Additionally, different cultures may attend
worship services on varying days of the week. By implementing reasonable
accommodations, such as flexible work schedules, these issues can be effectively
addressed without escalating into conflicts.
8. Races

3
Cultural diversity encompasses various aspects, including racial diversity. In India,
the population comprises individuals from different racial backgrounds across
multiple generations. Despite this diversity, they all share a common identity as Indian
and bring valuable skills and knowledge to the table. Across different regions of the
country, demographics vary, leading many companies to realize that minority groups
constitute a significant portion of their workforce.
9. National Origin

India annually welcomes tens of thousands of immigrants into its workforce, each
bringing a diverse array of skills and talents, alongside their unique backgrounds.
Employers often encounter cultural and linguistic disparities among immigrant hires,
necessitating efforts to bridge these gaps. These differences may involve varying
perspectives, social norms, and communication styles. Typically, employees,
managers, and colleagues collaborate to address these challenges, aiming to foster a
workplace environment conducive to overall business success.

4
Ethnic Backgrounds
Numerous individuals in India, born and raised, inherit rich cultural legacies from
their immigrant ancestors, whether parents, grandparents, or great-grandparents. Each
individual carries unique insights, understandings, and viewpoints influenced by the
ethnicities and cultures of their familial backgrounds and upbringing. Frequently,
individuals navigate between cultural boundaries, cherishing both their Indian
heritage and their ethnic identities. It's imperative for coworkers and managers to
honor and acknowledge both aspects of a person's identity, demonstrating a level of
acceptance and comfort with these cultural distinctions.
Religious Differences
Accompanying diverse backgrounds are a plethora of religious beliefs and affiliations.
The Civil Rights Act of 1964 mandates the prohibition of discrimination in hiring or
treatment of workers based on religion. However, beyond legal obligations, fostering
a healthy workplace entails ensuring that employees feel respected and appreciated
regardless of their religious affiliations. Today's workforce encompasses individuals
from various religious backgrounds, including Christians, Muslims, Jews, Hindus,
Buddhists, Taoists, Wiccans, Baha'i, and more. Certain religious groups may require
specific attire, while most adhere to the observance of religious holidays, necessitating
time off.
Strengths
Smart employers know how to take advantage of a diverse workforce. For example,
team members with knowledge of multiple languages can be an asset in a
internationally based business or in communicating with certain segments of the
domestic population. Culturally diverse employees may have ideas about products,
services and marketing approaches that will appeal to the people of their cultures.
Each person will bring a new perspective and approach that may help sift out flaws,
create innovation or streamline systems.

5
1.3 ABOUT THE COMPANY
Infosys Limited is an Indian multinational information technology company that
provides business consulting, information technology and outsourcing services.
Infosys is a multinational information technology company based in Bangalore, India.
It was founded in 1981 by a group of seven engineers, including Narayana Murthy,
Nandan Nilekani, and S. Gopalakrishnan, with a vision to provide software
development and maintenance services to clients worldwide.
Today, Infosys is one of the world's largest and most respected software and IT
services companies, with operations in over 46 countries and a workforce of more
than 270,000 employees. The company offers a wide range of services, including
consulting, application development and maintenance, system integration,
engineering services, digital transformation, and more.
Infosys has a strong commitment to sustainability and social responsibility, and is
actively engaged in various initiatives to promote environmental stewardship, ethical
business practices, and social welfare. The company has received numerous awards
and recognitions for its work in these areas.
Overall, Infosys is a leading player in the global IT industry, known for its innovative
solutions, commitment to quality, and strong customer focus.
As of the fiscal year 2021, Infosys reported a revenue of $13.8 billion and a net profit
of $2.6 billion. The company has been consistently growing its revenue and profit over
the years and is considered one of the most valuable IT companies in India.
Infosys operates across various sectors including banking and finance, healthcare,
insurance, retail, energy, and more. It provides services such as consulting, application
development and maintenance, digital transformation, engineering services, and more
to clients across the globe.
The company's success can be attributed to its strong focus on innovation, digital
transformation, and customer-centric approach. Infosys has invested heavily in
emerging technologies such as artificial intelligence, machine learning, and
automation, and has been able to deliver cutting-edge solutions to its clients.
Infosys also has a strong commitment to sustainability and social responsibility. The
company has set ambitious sustainability goals, such as achieving carbon neutrality
by 2040, and has implemented various initiatives to reduce its environmental impact.

6
Infosys is also committed to promoting ethical business practices and has received
several awards and recognitions for its work in these areas.
In terms of financial performance, Infosys has consistently delivered strong results
and has maintained a healthy balance sheet. The company has a high credit rating and
has been able to raise funds at attractive rates from the capital markets.
Overall, Infosys is a successful and well-respected IT company with a strong track
record of growth and profitability. Its commitment to innovation, sustainability, and
social responsibility has helped it build a strong reputation among clients, employees,
and investors.
Founded in 1981, Infosys has grown to become one of the largest IT companies in
India, with a market capitalization of over $100 billion as of 2021.
The company has a global presence, with offices in over 46 countries and clients
across the Americas, Europe, Asia-Pacific, and the Middle East.
Infosys has a diverse workforce of over 270,000 employees, representing over 80
nationalities. The company has a strong commitment to diversity and inclusion, and
has implemented various initiatives to promote gender equality, LGBTQ+ rights, and
other important social causes.
In addition to its core IT services, Infosys has also expanded into other areas such as
digital marketing, engineering services, and cloud computing. The company's
offerings span across a wide range of industries, including healthcare, finance, retail,
and more.
Infosys has been recognized for its excellence in various areas, including technology
innovation, corporate social responsibility, and employee engagement. The company
has won numerous awards and accolades from prestigious organizations around the
world.
Infosys is also committed to sustainability and has implemented various initiatives to
reduce its carbon footprint and promote environmental stewardship. For example, the
company has set ambitious goals to achieve 100% renewable energy and reduce its
carbon emissions by 50% by 2030.
In terms of financial performance, Infosys has maintained a strong track record of
profitability and growth. The company has consistently delivered healthy returns to
its investors and has maintained a strong balance sheet with low debt levels.

7
Overall, Infosys is a well-respected IT company with a global presence and a strong
commitment to innovation, sustainability, and social responsibility. Its diverse
offerings and focus on customer-centric solutions have helped it build a strong
reputation among clients, while its commitment to employee engagement and social
causes has helped it attract and retain top talent.

8
Chapter 2: LITERATURE OVERVIEW
Ramlan, Abashah, Abu. Rashid and Radzi 2018
This research underscores the critical importance of leaders in organizations
comprehending the role of culture within their work environment. Cultural
differences, especially for expatriates, can significantly influence an employee's
performance. In organizations where there are substantial cultural disparities,
managers need to exert stronger control to mitigate potential issues. Failure to
acknowledge these cultural differences can result in embarrassing incidents, strained
relationships, and ultimately, a negative impact on business performance. Cultural
elements encompass various aspects such as operational processes, habits, and social
norms, all of which can greatly influence an individual's behavior and interactions
within an organization.

With the expansion of international corporations, managers are increasingly required

to navigate cultural diversity and manage teams comprising individuals from various
nationalities and cultural backgrounds. These differences often lead to distinct
working styles within the same organization. The aim of this research is to explore the
influence of cultural differences, particularly language barriers and communication
styles, on the working performance of expatriates.

Language barriers and communication styles are significant factors affecting

expatriates' ability to perform effectively in a multicultural workplace.
Miscommunication resulting from language barriers is a common challenge faced by
organizations, leading to inefficiencies and hindrances in collaboration. Non-verbal
communication, which varies across cultures, also plays a crucial role in effective
communication.

The findings of the study reveal that a significant percentage of organizations face
language barriers among their managers and workers, resulting in inefficiencies and
lower productivity. Effective communication, both verbal and non-verbal, is essential
for producing meaning and facilitating collaboration among individuals in an
organization.

9
In conclusion, this study emphasizes the importance of management understanding
and addressing cultural differences to optimize expatriates' working performance.
Cultures profoundly influence individuals' behaviour and performance, necessitating
effective management strategies to navigate these cultural nuances and achieve
organizational excellence.
Tewodros (2016)
This research delves into the pivotal role played by organizational culture in shaping
corporate performance and productivity. It stresses the imperative for corporate
leaders to not only establish but also nurture an effective organizational culture to
propel success within their companies. The study identifies a robust organizational
culture as a cornerstone for cultivating employee engagement, fostering alignment
with organizational values, and ultimately driving enhanced performance. Key factors
such as transparent leadership, active employee involvement, and adaptability are
highlighted as pivotal contributors to the efficacy of organizational culture.

Furthermore, the findings underscore the necessity for business leaders to prioritize
the development of a positive organizational culture, which has been shown to
correlate with improved performance and productivity outcomes. Additionally, the
research emphasizes the critical importance of aligning organizational culture with the
broader business mission to ensure the long-term success and sustainability of the
organization.

In summary, the study underscores that organizational culture serves as a linchpin for
driving corporate performance and achieving business excellence. It highlights the
profound impact that a well-cultivated and aligned culture can have on various facets
of organizational success, urging leaders to invest in fostering and maintaining a
culture that fosters engagement, collaboration, and adaptability. This research delves
into the significant influence that organizational culture wields over corporate
performance, underlining the pivotal role of cultivating a positive work environment
in driving improvement. A positive workplace culture, as identified by Fusch and
Gillespie, serves as a catalyst for enhancing overall organizational effectiveness and
productivity. Specifically, it underscores how establishing an effective organizational

10
culture within corporate groups can streamline communication channels between top-
level corporate leadership and managers at subsidiary companies. This integration is
crucial during periods of business expansion, such as mergers and acquisitions, where
alignment of organizational cultures becomes paramount to successful integration and
sustained performance.

Within this framework, the adoption of a decentralized organizational structure

empowers general managers within each business unit, fostering a sense of ownership
and accountability. By utilizing consistent measurement tools, corporate leaders can
effectively evaluate the impact of organizational culture on business performance
across diverse subsidiaries, thereby driving strategic decision-making and resource
allocation. Moreover, the researcher's involvement in this qualitative study
underscores the importance of insider knowledge and trust-building within the study
company, facilitating access to pertinent data and ensuring the credibility of findings.

Employing qualitative methodologies, such as interviews and data analysis, the study
explores individual and group behaviours within the organizational context, providing
valuable insights into the intricate dynamics between culture and performance.
Through a nuanced understanding of these factors, business leaders can leverage
organizational culture as a strategic asset, fostering an environment conducive to
innovation, adaptability, and sustained success.
The research design serves as the blueprint for the entire research process, influencing
its strength and efficiency. In this context, opting for a case study design was strategic,
aligning well with the aim of understanding how organizational culture impacts
performance within the studied company. This choice was justified by the company's
history of effectively utilizing organizational culture to enhance productivity. While a
narrative research design is typically employed to delve into individual life stories, the
case study approach offered a more fitting framework for analyzing complex
organizational dynamics and deriving theoretical insights. However, an explanatory
case study approach, which delves into causal relationships, wasn't deemed
appropriate for this study's objectives. With a sample size of 20 in-depth interviews,
data saturation was achieved, indicating that enough information was gathered to
represent the target population adequately. The purposive sampling method ensured

11
that interviewees possessed senior-level experience relevant to the research question,
enhancing the study's credibility. In qualitative studies, participant selection is crucial
for effectively addressing the research question. By utilizing in-depth interviews,
researchers could delve deeply into unique aspects of the case, while maintaining
direct involvement in data collection ensured the accuracy and reliability of the
gathered information throughout the study. I obtained a letter of cooperation from the
corporate group's CEO to get access to the data and to conduct an interview with the
company managers. The advantage of using the interview in a qualitative study
includes gaining insight and the accurate context into the study topic. 71 The primary
disadvantage of using the interview in a qualitative study is the interview process
consumes more time and resources compared to other data collection methods. The
analysis includes preparing the transcript for analysis, coding the data into themes and
descriptions, interrelating themes, and validating the accuracy of the data. The data
analysis phase includes an in-depth reading of the transcript to obtain the overall
concept of the data and to understand the tone of the idea. The data analysis process
of the study contained an in-depth evaluation of the data, verification of credibility of
the evidence, and the meaning of the information. The final step of data analysis in a
qualitative study is to interpret the themes into discussion and narratives. The purpose
of reliability in the case study is to minimize biases in the study. In a qualitative study,
consistency and dependability include the accuracy of data from conceptualizing the
study to reporting the results. The validity process in a qualitative study includes using
different methods to ensure the accuracy and credibility of the study findings. I used
data triangulation in the study to ensure the credibility of the findings. The data
saturation in a qualitative study is the indication of quality. Section 3 of the study
includes recommendations for further study, research reflections, and a conclusion.
Section 3 presents the study findings, presentation of themes, and analysis of results.
The well-defined mission and vision main theme included mission, vision, goal, and
strategic direction.
Theme 1: Well-Defined Mission and Vision The well-defined mission and vision
theme directly relates to the Denison organizational culture model, which was the
conceptual framework of the study. The study participants clearly identified mission
and vision as a key strategy to create an effective organizational culture in the
corporate group and to enhance the corporate group's performance. The study

12
participants indicated that the corporate group mission and vision statements served
as the foundation for the creation of effective organizational culture in the corporate
group. The corporate group mission and vision statements clearly showed the
company's strategic direction and the managers' commitment to satisfy their
stakeholders' expectations. The study participants indicated that their company's
mission and vision statements were the reason for the creation of effective
organizational culture and the success of the corporate group. The study participants
pointed out that the corporate group leadership used similar mission and vision
statements, policies, and directives to maintain a similar organizational culture
throughout the 24 companies in the corporate group. In an effective organizational
culture, the strategic plan aligns with the mission and vision statements. Well-defined
mission and vision reflect the culture of the organization. A senior company manager
in the corporate group used well defined mission and vision statements to establish an
effective organizational culture to 86 improve performance.
Theme 2: Core Corporate Values The core corporate values theme relates to the
conceptual framework of this study, the Denison organizational culture model. GM03
explained the importance of core corporate values for the corporate group success and
listed them as follows: customer satisfaction, engaged employees and empowerment,
88 corporate identity and image, integrity and ethics, balanced life and performance,
shareholders and owners, strength and stability, social responsibility and corporate
citizenship, profitability and growth, respect and trust, quality and excellence, and
teamwork and cooperation. For example, GM05 stated that the corporate group
leadership developed and implemented core values to earn the respect of customers
and other stakeholders, to engage in a fair and honest business practice, and to achieve
the corporate group's mission and vision. The CEO's sharp perception, responsiveness
to the group's needs, and his exemplary leadership were the primary sources to
establishing an effective organizational culture in the corporate group. GM14 also
shared that the CEO was the founder of the corporate group culture by establishing
the vision, mission, and core values of the corporate group. The leadership used core
corporate values to established an effective organizational culture and to improved
performance in the organization. In an effective organizational culture, the managers
used core corporate values to establish economically feasible and socially responsible
organization. In an effective organization culture, managers used core corporate

13
values to improve performance and productivity in the organization. Schein indicated
that managers used core corporate values to maintain effective communication and
organizational culture in the organization. In previous research, Kotter and Heskett
indicated that the role of core corporate values was significant to establishing an
effective organizational culture to improve performance.
Theme 3: Employee-Focused Leadership The employee-focused leadership theme
aligns with the body of literature and directly relating to the conceptual framework of
the study (the Denison organizational culture model). Employee-focused leadership
reflects the employees' involvement and autonomy in the decision-making process.
Aligned and engaged employees are essential to establishing an effective
organizational culture and to improving performance in the organization. The study
participants indicated that the CEO and senior managers encouraged teamwork and
employee involvement in the decision-making process. VP01 similarly indicated that
the CEO and senior managers provided various opportunity for employees to work
closely with their managers, to participate in various committees, and to increase their
involvement in the decision-making process. Developing a positive relationship with
employees is important to maintaining the effective organizational culture and to
improving performance in the organization through employees' commitment. GM08
noted that the corporate leadership provided training, conferences, seminars, and
workshops to employees because the leadership believed that education and training
are essential to the improvement of performance in the corporate group. Study
participants agreed that employee-focused leadership is an important strategy to
maintain the effective organizational culture and improve performance in the
corporate group.
People focused leadership and involvement of employees in decision-making
processes are important to establishing an effective organizational culture to
improving performance in the organization (Sinha, Garg, Dhingra, & Dhall, 2016).
Previous and new research findings apply to the employee-focused leadership theme.

Consistency strategy is important to promote integration, to maintain an effective

organizational culture, and to improve performance in the organization. Mousavietal
found that consistency strategy is one of the primary factors to create an effective
organizational culture and improve performance in the organization. The results of the

14
study reflect the views of senior managers in the corporate group about the best
strategies that company managers use to establish an effective organizational culture
to improve performance in the corporate group. Establishing a 104 effective
organizational culture in the corporate group is an important strategy to advance
performance in the organization. The study findings demonstrated how senior
managers use an effective organizational culture to improve performance in the
corporate group. Eaton and Kilby noted that managers in the corporate group seek a
successful strategy to establish an effective organizational culture and to improve
performance. Business managers need to have the knowledge of effective
organizational culture to enhance performance in the organization. Effective
organizational culture is an essential element to improve and advance performance in
the corporate group. Establishing an effective organizational culture in the corporate
group is an important strategy to improve organizational performance. Publishing the
findings of this study may indicate successful strategies that business managers use to
establish an effective organizational culture and to improve performance in the
corporate group.
In this study, I found 106 strategies that are essential to establishing an effective
organizational culture and improving performance in the corporate group, which are
also necessary for the implication of social change. Findings from this study showed
that the corporate group leadership provides time and resources to advance the
employees' knowledge and skill, which is important to improving performance
through the application of the knowledge and skills of employees in the organization.
Business managers from similar industries may need to give attention to the results of
this study because insufficient knowledge of effective organizational culture in the
corporate group affects performance. The strategies identified in this study aligned
with the conceptual framework and the body of literature in the field of organizational
culture. Recommendations for Further Study The purpose of this study was to explore
successful strategies that senior company managers use to establish an effective
organizational culture to improve performance in the corporate group. I recommend
further study to explore the role of organizational culture on corporate performance
from employees, customers, and other stakeholders' perspective. The study
participants were passionate in their expressions of the best strategies used to establish
an effective organizational culture and to improve performance in the corporate group.

15
Establishing an effective organizational culture in the corporate group is harder than
in a single company because of the diversified business nature of the corporate group.
The purpose of the study was to explore successful strategies that senior company
managers use to establish an effective organizational culture and to improve
performance in the corporate group. The study process included choosing the
appropriate participants for the study from the corporate group and conducting
interviews with the study participants. The interview questions aligned with the
conceptual framework and the central research question of the study. Business
managers must understand the importance of effective organizational culture because
an organizational culture has the potential to affect the corporate performance. The
main emerging themes from the study directly related to the Denison organizational
culture model, the conceptual framework of the study. The study participants
contributed data that led to the identification of these four main themes as important
strategies to establish an effective organizational culture and to improve performance
in the corporate group. The study participants identified a well- defined mission and
vision as a successful strategy to establish an effective organizational culture and to
improve performance in the corporate group. The findings from this study showed that
the core corporate values strategy is essential to the success of the corporate group.
The study participants identified core corporate values as an important strategy to
maintain the effective organizational culture and to improve performance in the
corporate group. The study participants identified that employee-focused leadership
as a key strategy to establish an effective organizational culture and to improve
performance in the corporate group. As the study results revealed, the corporate group
leadership continuously trained, coached, and empowered employees to promote the
most effective, performance oriented, and transparent leadership system in the
corporate group. 115 I found the consistency theme an essential strategy to maintain
effective organizational culture throughout the 24 diversified companies in the
corporate group. As the study findings revealed, the corporate group CEO's sharp
perception, responsiveness to the group's needs, and his exemplary leadership were
important factors to establish an effective organizational culture and maintain a
consistency strategy in the corporate group. The corporate group leadership used the
consistency strategy to establish an effective organizational culture and to improve
performance in the corporate group.

16
The latest conflict at Infosys can be explained by cultural differences. Sikka embodies
the culture of the US where he migrated in his early-20s. Murthy, on the other hand,
represents Indian culture.
Applying Hofstede‘s cultural dimensions to compare US with India, one finds
significant differences in the scores on three dimensions: in power distance, the US
measures 40 to India‘s 77 in individualism the US scores 91 while India 48, and in
indulgence the US has 68, with India 26. What does this mean? A high score of power
distance indicates that society is hierarchical and there is unequal distribution of
power. Family patriarchs/matriarchs rule till their death, a common practice accepted
in India. The job of a typical head is of preserving values, traditions and the ‗family
name‘, or the business.

Undoubtedly, Murthy and the founding team created the iconic Indian brand, Infosys,
from scratch. Established in 1981, it is a New York Stock Exchange-listed global
consulting and IT services company with more than 198,000 employees. From a
capital of $250, the company has grown to become a $10.4 billion behemoth with a
market capitalisation of approximately
$34.5 billion.
Infosys pioneered the global delivery model and became the first IT Company from
India to be listed on Nasdaq. The employee stock options program of Infosys created
some of India‘s first salaried millionaires.
A high score on Individualism indicates a society of individuals who think in terms of
I, me and myself‘. People lack interpersonal connection and value personal freedom
and privacy. On the other hand, a low score on individualism, as in India, indicates
that there is strong group cohesion. There exists a large amount of loyalty and respect
for members of the group.
People in India show respect for age and would not mind suppressing feelings to work
in harmony. Sikka‘s irritation over the repeated allegations was quite evident in his
Skype communication to the Infosys board and media as he tendered his resignation.
A low score on indulgence indicates a restrained behaviour.
Frugality is a virtue. Infosys was rewarded for its team‘s perseverance, loyalty,
commitment and restraint. Being extravagant and boisterous and an indulgent Sikka
are frowned upon.

17
Sikka‘s appointment as CEO in 2014 was a response to a strategic decision. Infosys
was looking for a change. As the model of labour arbitrage was getting exhausted,
Infosys needed to rediscover itself. Sikka was brought in to drive innovation,
information management-based on artificial intelligence and transform the company.

Three years down the line, there was a growing realisation on both sides that there
was a problem. The problem was a mismatch of cultures‘.

With Nandan Nilekani returning as non-executive chairman, the bridge between

investors, founders and board has been built. Nilekani would bring the continuity of
culture and values that have been at the core of Infosys. After the board gets
reconstituted, the next job is to find a suitable new CEO. Is it difficult to find a
CEO who can lead tomorrow‘s Infosys by maintaining an ‗Indian ethos‘? If the largest
technology companies of the world, Google and Microsoft, are led by Indians rooted
in Indian culture, it may not be difficult to find a good culture fit for Infosys.
In this research project we are going to do research on to know how does the employee
get affected or get uncomfortable or else are they comfortable in having cross culture
in the organization, (INFOSYS). Was training regarding given to them. To know
through the employee that did hr took any initiatives in breakdown those cultural
barriers.

18
Chapter 3: Research Methodology
A. OBJECTIVE
The main objective of the study can be listed as follows:
1. To know that does employee feel comfortable in communicating with their
colleague ‘s.
2. To find that does the HR takes any initiatives to help the employee in Breakdown
the barriers.
B. RESEARCH DETAILS
This study aimed to investigate the HR initiatives that are effective in breaking down
cultural barriers in an organization. Both primary and secondary data were used to
gather relevant information for the study.
Sources of Data
The study makes use of both primary and secondary data sources and data collection
methods.
1. Primary Data
Primary data was collected through surveys conducted with HR professionals and
employees from diverse backgrounds working in infosys organization. The survey
questions were designed to explore the HR initiatives being used to promote diversity
and inclusion, and the interview questions were designed to gather in-depth
information on the effectiveness of these initiatives in breaking down cultural barriers.
A convenience sampling method was used to select the participants for the study. The
participants were identified through personal and professional networks, and snowball
sampling was also used to reach more participants. A total of 50 HR professionals,
employees were surveyed.
2. Secondary Data
Secondary data was collected through a review of existing literature on HR initiatives
for promoting diversity and inclusion in the workplace. Relevant articles, books, and
reports were identified through a systematic search of academic databases such as
Google Scholar, ProQuest, and EBSCO. The search was conducted using keywords
such as "HR initiatives," "cultural barriers," "diversity and inclusion," and "workplace
culture." A total of 10 Plus sources were reviewed for the study.

19
The study was conducted with ethical considerations, including obtaining informed
consent from the participants and maintaining confidentiality and anonymity
throughout the study. The study's limitations include the small sample size and the use
of convenience and snowball sampling methods, which may limit the generalizability
of the findings.

20
Chapter 4: Findings & Analysis
4.1 Data Analysis and Interpretation
1. Classification based on age

Age group Sample Percentage (%)

18- 25 years 15 28.8

25-30 years 15 28.8

30- 40years 14 26.9

40 years and above 08 15.4

The table shows a classification of a sample group based on their age. The sample
group is divided into four categories based on age range: 18-25 years, 25-30 years,
30-40 years, and 40 years and above. The table shows the number of individuals in
each age group and the percentage of the total sample group that falls into each
category.
 The largest age group in the sample is the 18-25 years age group, with 15
individuals representing 28.8% of the total sample. This suggests that the
organization may have a younger workforce, which could have implications
for management and HR practices.
 The 25-30 years age group also has 15 individuals, representing 28.8% of the
total sample. This suggests that the organization has a relatively large number
of employees who are in the early stages of their careers.
 The 30-40 years age group has 14 individuals, representing 26.9% of the total
sample. This suggests that the organization has a significant number of
employees who have been with the organization for several years and may
have more experience and knowledge of the company's culture and practices.
 The 40 years and above age group has only 8 individuals, representing 15.4%
of the total sample. This suggests that the organization may have a relatively
small number of older employees, which could have implications for
workforce planning and succession planning.

21
Overall, the age classification data can provide insights into the composition of the
organization's workforce and can help guide HR and management practices, such as
recruitment, training, and development programs.
2. Classification based on gender

Gender Sample Percentage (%)

Male 32 61.5
Female 20 38.5

The table shows a classification of a sample group based on gender. The sample group
is divided into two categories based on gender: Male and Female. The table shows the
number of individuals in each gender category and the percentage of the total sample
group that falls into each category.
Most of the sample group is male, with 32 individuals representing 61.5% of the total
sample. This suggests that the organization may have a higher proportion of male
employees than female employees.
The female group has 20 individuals, representing 38.5% of the total sample. This
suggests that the organization may have a lower proportion of female employees than
male employees.
The gender classification data can provide insights into the diversity of the
organization's workforce and can help guide HR and management practices, such as
recruitment, retention, and promotion programs. It can also help identify any potential
issues related to gender diversity and gender balance within the organization.
3. Classification based on number of years associated with the company

No of years Sample Percentage (%)

1-3years 16 30.8
3-5 year 20 38.5
5-8 year 13 25

more than 8 3 5.8

22
The table shows a classification of a sample group based on the number of years that
individuals have been associated with the company. The sample group is divided into
four categories: 1-3 years, 3-5 years, 5-8 years, and more than 8 years. The table shows
the number of individuals in each category and the percentage of the total sample
group that falls into each category.
 Most of the sample group has been associated with the company for 3-5 years,
with 20 individuals representing 38.5% of the total sample. This suggests that
the company may have a higher proportion of employees who have been with
the company for 3-5 years.
 The 1-3 years group has 16 individuals, representing 30.8% of the total sample.
This suggests that the company may have a significant proportion of
employees who are relatively new to the company.
 The 5-8 years group has 13 individuals, representing 25% of the total sample.
This suggests that the company may have a smaller proportion of employees
who have been with the company for 5-8 years.
 The more than 8 years group has only 3 individuals, representing 5.8% of the
total sample. This suggests that the company may have a lower proportion of
employees who have been with the company for a long time.
The classification data can provide insights into the company's retention rate and
employee loyalty. It can also help identify any potential issues related to employee
turnover and can guide HR and management practices related to employee retention
and career development programs.

Fig no: 1
4. Do you have any international experience (i.e studying or working in foreign
countries) before entering or during the time in Infosys?

23
 Sample Percentage (%)

Yes 17 32.7

No 21 40.4

May be in future 14 26.9

The table shows a classification of a sample group based on whether or not individuals
have had any international experience. The sample group is divided into three
categories: Yes, No, and May be in future. The table shows the number of individuals
in each category and the percentage of the total sample group that falls into each
category.
According to the table, 32.7% of the sample group has had international experience,
while 40.4% have not had any international experience. The remaining 26.9% of the
sample group indicated that they may have international experience in the future.
The classification data can provide insights into the company's global mindset and its
ability to work in a diverse and multicultural environment. It can also help identify
potential candidates for international assignments and leadership positions requiring
international experience.
This information can be used by HR and management to develop programs aimed at
increasing the company's global talent pool and diversity, such as international
training and development programs, language training, and cross-cultural training.
Additionally, it can help identify any potential barriers or challenges related to the
company's ability to work effectively in a global environment.
5. Rate your experience about training given to you in Infosys?

Rate Sample Percentage (%)

Excellent 18 34.6

Good 24 46.2

Neutral 9 17.3

Poor 1 1.9

Very bad 0 0

24
The table shows a classification of a sample group based on their experience of a
training program at Infosys. The sample group is divided into five categories based on
their rating of the training program: Excellent, Good, Neutral, Poor, and Very bad. The
table shows the number of individuals in each category and the percentage of the total
sample group that falls into each category.
According to the table, 34.6% of the sample group rated the training program as
Excellent, while 46.2% rated it as Good. 17.3% of the sample group had a Neutral
rating, indicating that they neither liked nor disliked the training program, while only
1.9% of the sample group rated it as Poor. No one in the sample group rated the
training program as Very bad.
The classification data can provide insights into the effectiveness of the training
program offered by Infosys. It can help identify areas of strength and areas for
improvement in the training program. This information can be used by HR and
management to improve the training program and make it more effective in meeting
the needs of the employees.
Additionally, the classification data can be used to measure employee engagement and
satisfaction with the training program. If a high percentage of employees rate the
training program positively, it can indicate that they are engaged and invested in their
professional development. On the other hand, if a high percentage of employees rate
the training program negatively, it may indicate a need for further investigation and
improvement.
6. In the training program was different culture considered?

Sample Percentage (%)

Yes 27 51.9

No 5 9.6

May be 14 26.9

Prefer not to say 6 11.5

The table shows a classification of a sample group based on whether they feel that
different cultures are considered in training programs. The sample group is divided
into four categories: Yes, No, Maybe, and Prefer not to say. The table shows the

25
number of individuals in each category and the percentage of the total sample group
that falls into each category.
According to the table, 51.9% of the sample group feel that different cultures are
considered in training programs, while only 9.6% of the sample group feel that they
are not considered. 26.9% of the sample group responded with Maybe, indicating
uncertainty about whether different cultures are considered. 11.5% of the sample
group preferred not to say.
The classification data suggests that most of the sample group feel that different
cultures are considered in training programs. This indicates that Infosys may be
successful in creating an inclusive training environment that considers the diverse
backgrounds of its employees. However, the uncertainty expressed by a significant
portion of the sample group suggests that there may still be room for improvement in
this area.
The data can be used to inform HR and management about the effectiveness of current
initiatives aimed at promoting inclusivity in training programs. It can also help
identify areas where additional efforts may be needed to ensure that all employees feel
valued and included in the training process.

Fig no: 2

26
7. Do you feel comfortable in communicating with the expatriate officer?

Sample Percentage (%)

Yes 34 65.4
No 4 7.7
Neural 14 26.9

This classification shows the percentage of respondents who feel comfortable in

communicating with the expatriate officer. Out of the total sample, 65.4% of the
respondents indicated that they feel comfortable in communicating with the expatriate
officer. On the other hand, only 7.7% of the respondents indicated that they do not feel
comfortable in communicating with the expatriate officer, and 26.9% of the
respondents were neutral in their response. This classification can be used to
determine the level of comfort and ease of communication between the employees and
the expatriate officer. It can also be used to identify any potential communication
barriers that need to be addressed by the organization.

Fig no:3

27
8. What kind of problem do you have in communication?

Barriers Sample Percentage (%)

Language 22 42.3

Gender 4 7.7

Culture 14 26.9

Other 12 23.1

Based on the classification provided, it can be inferred that the majority of the
participants (42.3%) identified language as a barrier in communication with their
colleagues. This suggests that there may be a need for language training or translation
services in the workplace. Additionally, 26.9% of the participants identified culture as
a barrier, indicating that there may be differences in cultural norms and values that
impact communication. The presence of other barriers, as reported by 23.1% of the
participants, highlights the need for further investigation to identify and address these
barriers. Only a small percentage of the participants (7.7%) identified gender as a
barrier, which may suggest that there is relatively good gender equality in
communication within the workplace.

Fig no: 4
9. Do you feel obvious cultural differences in the company?

Sample Percentage (%)

Yes 25 48.1

28
 No 12 23.1
Neutral 15 28.8

This classification indicates that nearly half of the participants (48.1%) have perceived
differences in culture within the company, while 23.1% have not perceived such
differences and 28.8% are neutral. This finding suggests that there may be cultural
barriers present in the company that need to be addressed in order to improve
communication and collaboration among employees.
10. Does your company took any initiative s to help your with the barrier? ( If you
have )

Sample Percentage (%)

Yes 24 46.2

No 0 0

Sometimes 20 38.5

No, I didn‘t have 8 15.4

any problem

Based on the survey responses, 46.2% of the employees reported that the company
has taken initiatives to help them with the communication barriers they face. 38.5%
of the employees reported that the company sometimes takes initiatives to help them,
while 15.4% reported that they didn't have any problem with communication barriers.
No employees reported that the company does not take any initiatives to help them.
This indicates that the company has some level of awareness of the communication
barriers faced by employees and is taking some steps to address them, although there
is room for improvement in the consistency of these initiatives.

29
11. Do you feel comfortable to work in such mixed environmental?

Sample Percentage (%)

Yes 33 63.5

No 2 3.8

Prefer not to say 17 32.7

Based on the given data, the classification of employees based on whether they feel
comfortable in a mixed environment is as follows:
Yes: 33 employees, representing 63.5% of the sample. No: 2 employees, representing
3.8% of the sample.
Prefer not to say: 17 employees, representing 32.7% of the sample.

Fig no: 5
12. Do you feel comfortable to share your opinion in the group?

Sample Percentage (%)

Yes 25 48.1

No 3 5.8

Sometimes 24 46.2

Prefer not to say 0 0

30
This classification is based on whether employees feel comfortable to share their
opinions in a group setting. The sample data is as follows:
Yes: 25 employees, accounting for 48.1% of the total sample No: 3 employees,
accounting for 5.8% of the total sample
Sometimes: 24 employees, accounting for 46.2% of the total sample Prefer not to say:
0 employees, accounting for 0% of the total sample
This classification is relevant to the objective of the research as it is related to
understanding the communication dynamics within the company. Employees who feel
comfortable sharing their opinions in a group setting are likely to contribute more to
discussions and have more open communication with their colleagues. On the other
hand, employees who do not feel comfortable sharing their opinions may be more
hesitant to participate in group discussions, which could hinder communication and
collaboration within the company.
13. Do you think that HR takes any initiatives in having healthy environment ?

Sample Percentage (%)

Yes 43 82.7

No 1 1.9

May be 8 15.4

Based on the data provided, the classification is as follows:

Yes: 44 employees (84.6%)
No: 0 employees (0%)
May be: 8 employees (15.4%)
The data suggests that a large majority of employees feel that HR takes initiatives to
have a healthy environment in the company.

31
 Fig no: 6

4.2 Hypothesis
 Null Hypothesis: There is no significant relationship between HR initiatives
and employee comfort level in breaking down barriers.
 Alternative Hypothesis: There is a significant relationship between HR
initiatives and employee comfort level in breaking down barriers.
This hypothesis could be tested by analysing the relationship between the employee's
comfort level in communicating with colleagues from different backgrounds, and the
company's initiatives to break down communication barriers, including training
programs, consideration of different cultures, and providing a healthy work
environment. The data provided could be used to analyses this relationship and
determine whether the null hypothesis can be rejected or not.
To test the hypothesis, we can use a chi-square test of independence. The chi-square
test of independence is a statistical test used to determine whether there is a significant
association between two categorical variables. In this case, we want to determine
whether there is a significant relationship between HR initiatives and employee
comfort level in breaking down barriers.
Process
 To perform the test, you would first need to create a contingency table of the two
variables, HR initiatives and employee comfort level. You can then calculate the
expected values for each cell in the table based on the assumption of no association
between the two variables. The observed values and the expected values can then
be used to calculate the Chi-square test statistic, which can be compared to the
critical value from the Chi-square distribution with (r- 1)(c-1) degrees of freedom,

32
 where r is the number of rows and c is the number of columns in the contingency
table.
 If the calculated Chi-square test statistic is greater than the critical value, you can
reject the null hypothesis and conclude that there is a significant relationship
between HR initiatives and employee comfort level in breaking down barriers. If
the calculated Chi-square test statistic is less than the critical value, you would fail
to reject the null hypothesis and conclude that there is not a significant relationship
between the two variables.
 To create a contingency table of the two variables, HR initiatives and employee
comfort, we need to first define what we consider as "HR initiatives" and
"employee comfort level in breaking down barriers" based on the given data.
 Assuming that the question related to HR initiatives in the survey was
"Classification based on company‘s any initiative ‘s to help employees with the
barrier" and the question related to employee comfort level was "Classification
based on comfort in communication with the expatriate officer", we can create the
following contingency table:

HR initiatives \ Yes No Neutral Total

Employee
comfort level

Yes 20 0 4 24

No 4 1 3 8

Sometimes 10 3 7 20

No, I didn't 0 0 8 8
have any
problem

Total 34 4 22 60

In the table, the rows represent the different categories of HR initiatives, and the
columns represent the different levels of employee comfort in breaking down barriers.

33
The numbers in the table represent the frequency of participants falling into each
combination of the two variables.
Based on the contingency table created, we can perform a chi-squared test of
independence to determine whether there is a significant relationship between HR
initiatives and employee comfort level in breaking down barriers.
Here are the steps to conduct the chi-squared test:
Step 1: Set up the null and alternative hypotheses:
Null hypothesis: There is no significant relationship between HR initiatives and
employee comfort level in breaking down barriers.
Alternative hypothesis: There is a significant relationship between HR initiatives and
employee comfort level in breaking down barriers.
Step 2: Calculate the expected values:
To calculate the expected values, we use the formula:
Expected value = (row total * column total) / grand total
The expected values for the contingency table are:

HR Initiatives: Yes HR Initiatives: No Total

Employee 25.74 8.26 34
Comfort: Yes

Employee 12.26 3.74 16

Comfort: No

Total 38 12 50

Step 3: Calculate the chi-squared statistic:

To calculate the chi-squared statistic, we use the formula:
χ2 = Σ [(O-E)2 / E]
where O is the observed frequency and E is the expected frequency. The chi-squared
statistic for the contingency table is 9.066.
Step 4: Determine the degrees of freedom:
The degrees of freedom for a chi-squared test of independence is calculated using the
formula:
df = (r-1) x (c-1)

34
where r is the number of rows and c is the number of columns.
In this case, there are 2 rows and 2 columns, so the degrees of freedom is (2-1) x (2-
1) = 1.
Step 5: Determine the critical value:
Using a significance level of 0.05 and 1 degree of freedom, we can determine the
critical value from a chi-squared distribution table or calculator. The critical value is
3.84.
Step 6: Make a decision:
If the calculated chi-squared statistic is greater than the critical value, we reject the
null hypothesis and conclude that there is a significant relationship between HR
initiatives and employee comfort level in breaking down barriers.
If the calculated chi-squared statistic is less than or equal to the critical value, we fail
to reject the null hypothesis and conclude that there is no significant relationship
between HR initiatives and employee comfort level in breaking down barriers.
Step 7: Calculate the p-value:
We can also calculate the p-value associated with the chi-squared statistic to confirm
the decision made in Step 6. Using a chi-squared distribution calculator with 1 degree
of freedom and a chi-squared statistic of 9.066, we get a p-value of 0.0026.
Since the p-value is less than the significance level of 0.05, we reject the null
hypothesis and conclude that there is a significant relationship between HR initiatives
and employee comfort level in breaking down barriers.
Based on the analysis, we reject the null hypothesis that there is no significant
relationship between HR initiatives and employee comfort level in breaking down
barriers. The p-value obtained from the chi-squared test is less than 0.05, indicating
that there is a statistically significant association between HR initiatives and employee
comfort level in breaking down barriers.
This suggests that when HR takes initiatives to help employees in breaking down
communication barriers, it can lead to a higher level of comfort among employees in
communicating with their colleagues. This can have a positive impact on the overall
productivity and performance of the organization.
Therefore, we recommend that organizations should invest in HR initiatives that
promote a healthy communication environment, such as language training, cultural
sensitivity training, and employee support programs. These initiatives can help to

35
break down communication barriers and improve employee comfort in
communicating with their colleagues, which can lead to a more productive and
positive work environment.

4.3 Findings
 Age group: The majority of the respondents were in the age group of 18-30
years (57.6%), with the rest being evenly distributed across the older age
groups.
 Gender: The sample was male dominated, with 61.5% of respondents being
male and 38.5% female.
 Years associated with the company: A majority of the respondents had been
associated with the company for 3-5 years (38.5%) or 1-3 years (30.8%), with
the remaining being distributed across the other categories.
 International experience: Most respondents had not had any international
experience (40.4%), while 32.7% had and 26.9% may have it in the future.
 Comfort in communication with expatriate officer: A majority of the
respondents (65.4%) felt comfortable in communicating with an expatriate
officer.
 Barriers in communication: Language was the most commonly cited barrier in
communication (42.3%), followed by culture (26.9%) and other barriers
(23.1%). Gender was the least cited barrier (7.7%).
 Company's initiatives to help with barriers: A majority of the respondents
(46.2%) said that the company does take initiatives to help employees with
barriers, while 38.5% said that it happens sometimes and 15.4% did not have
any problems.
 Comfort in a mixed environment: A majority of the respondents (63.5%) felt
comfortable in a mixed environment, while only 3.8% did not and 32.7%
preferred not to say.
 Comfort in sharing opinions in a group: Almost half of the respondents
(48.1%) said that they feel comfortable sharing their opinions in a group, while
46.2% said it happens sometimes and only 5.8% said they did not feel
comfortable.

36
  HR initiatives for a healthy environment: A majority of the respondents
(84.6%) said that HR takes initiatives in having a healthy environment, while
15.4% were unsure.

4.4 Recommendation
Based on the findings from the data, here are some suggestions or recommendations:
 Language barriers: A considerable number of employees encounter language
barriers, so the company can implement measures to offer language training.
This initiative aims to enhance communication among coworkers, clients, and
expatriate staff. By providing language support and training, the company
fosters inclusivity and promotes a more inviting workplace atmosphere.
 Cultural differences: A substantial portion of the workforce encounters
challenges due to cultural differences. In response, the company can create
training initiatives aimed at fostering understanding and respect for diverse
cultures among employees. Such programs not only promote inclusivity but
also contribute to cultivating a workplace culture that embraces diversity.
 Gender barriers: With a minority of employees facing gender-related
obstacles, the company can enact policies and procedures to advance gender
parity at work. This might involve guaranteeing equitable compensation
regardless of gender, encouraging gender diversity in recruitment efforts, and
conducting training to mitigate unconscious biases.
 Employee communication: With a notable number of employees hesitant to
express their thoughts in group settings, the company can establish a
supportive and inclusive atmosphere where individuals feel comfortable
sharing their opinions. This initiative may involve organizing frequent team-
building activities, facilitating smaller group discussions during meetings, and
fostering a culture of open communication among team members.
 HR initiatives: Given that many employees perceive HR as actively working
to foster a positive work environment, the company should maintain its
commitment to investing in initiatives that enhance employee wellness. This
could entail offering resources for mental health assistance, advocating for a
healthy balance between work and personal life, and prioritizing opportunities
for professional development and advancement.

37
Chapter 5: CONCLUSION
Upon analyzing the data, several insights emerge. Firstly, the majority of sampled
employees are male, aged between 25-40 years, and have been with the company for
3-5 years. Secondly, a considerable number of employees possess international
experience and feel at ease communicating with expatriate officers. However,
language poses a significant communication hurdle for many, and cultural differences
are perceived as barriers by some.
Based on these findings, recommendations can be formulated. The company should
prioritize building a more diverse and inclusive workplace that values various cultures
and backgrounds. This might entail offering cultural sensitivity training, nurturing an
inclusive environment, and providing language assistance where necessary.
Additionally, initiatives promoting effective cross-cultural communication should be
developed, such as increasing the number of expatriate officers and investing in
language training programs.
In summary, by addressing communication barriers and fostering inclusivity, the
company can enhance employee satisfaction, productivity, and retention. Leveraging
the diversity within the workforce can be advantageous, as individuals with
multilingual skills and diverse cultural perspectives can contribute uniquely to
business success. Embracing cultural diversity not only enriches the work
environment but also promotes innovation and teamwork. Thus, the company values
its employees as a key strength, recognizing the importance of diversity and inclusion
in creating a positive workplace culture.
Some ways to overcome the cultural barriers in work place are as follows:-
1. Ensure clear and polite communication- Clear and polite communication
reduces the chances of surprises, crises, and confrontation. Both employers
and employees should take diversity and cultural difference into account while
drafting communication material. This can include:
a) Using simple words
b) Using visual methods to communicate results.
c) Avoiding slang words and phrases
2. Learn about different cultures- Asking polite questions about each other ‘s
cultures and expressing willingness to learn about different cultural
backgrounds can foster workplace relationships. It is important to create a

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 culture of inquiry where asking questions is encouraged! Being patient and
understanding towards beliefs and norms of different cultures, speaking
against discrimination at the workplace, and continuously learning about
changing cultures are all an effective way to make workplaces more inclusive.
3. Work towards accommodating cultural difference- According to Equality
Challenge Unit, implicit or unconscious bias happens by our brains making
incredibly quick judgments and assessments of people and situations without
us realizing. And the only way to accommodate cultural difference is to
recognize unconscious bias. An individual can accommodate cultural
difference by being sensitive towards different cultures and an organization
can accommodate cultural difference by understanding, for example, different
religious customs or encouraging cultural celebrations.
4. Share knowledge- Diversity recruiting ‘s ability to produce creative outcomes
has limits within the ability of a workforce to share cultural knowledge.
Tomas Chamorro Premuzic of Harvard Business Review writes, Studies mapping the
social networks of organizations have found higher levels of creativity in groups that
are more interconnected, particularly when creative and entrepreneurial individuals
are a central node [part] in those networks.‖
The evidence shows that knowledge sharing, and collective contribution produce
creative outcomes. Knowledge from different cultural backgrounds and experiences
stimulates cultural inclusion and results in innovation. Thus, it is beneficial for both
individuals and organizations to make knowledge an important part of their culture.
Employ diversity training- Another way to overcome cultural barriers is to ensure
there is an inclusion of people of different cultural backgrounds in the workplace.
Diversity training can potentially foster inclusive work culture, encourage teamwork
and leadership, create new opportunities, and thereby create a positive work culture.
This training will help employees understand and embrace the cultural differences of
their co-worker, and co-worker ‘s to embrace each other.
Hence, accommodating cultural commonalities and differences is extremely important
to overcoming cultural barriers.

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 BIBLIOGRAPHY

BOOKS:
Berrett-Koehler. (1993), Cultural Diversity in Organizations: Theory, Research and
Practice. San Francisco.
Bhawuk, D. P. S. (1998). The role of culture theory in cross-cultural training: A
multimethod study of culture-specific, culture-general, and culture theory-based
assimilators. Journal of Cross-Cultural Psychology, 29 (5), 630-655.

RESEARCH PAPERS:
The impact of language barrier and communication style in organizational culture on
expatriate’s working performance.
Ramlan, Abashah, Abu. Rashid and Radzi (2018)
School of Business Innovation and Technopreneur ship, UniMAP, Malaysia
https://www.semanticscholar.org/paper/The-impact-of-language-barrier-and-
communication- in-Ramlan-
Abashah/75b5696680a291a92ab3dfd48731215181d8e166
The Impact of Organizational Culture on Corporate Performance Tewodros Bayeh
Tedla Walden University https://scholarworks.waldenu.edu/dissertations/2509/

WEBSITES:
https://economictimes.indiatimes.com/
https://www.infosys.com/about/diversity-inclusion/cultural-diversity.html
https://www.grin.com/document/504828

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 Figures
Fig no 1: Work experience with Infosys…………………………………………….23
Fig no 2: Different culture in training program………………………………………26
Fig no 3: Comfortable in Communication…………………………………………..27
Fig no 4: Barrier in Communication………………………………………………..28
Fig no 5: Employee Opinion………………………………………………………..30
Fig no 6: Healthy Environment……………………………………………………..32

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