The purpose of this paper is to investigate the linkages among different employee benefits, business strategies and organizational cultures. The manufacturing and service sectors in the conglomerate industry are investigated.
Analysis of variance (ANOVA) are used for the statistical verification of the hypotheses, whereas Levene’s test and Wilk–Shapiro tests are conducted to verify the assumptions of ANOVA.
The results reported indicate that the social class benefits (SCB) and long-term benefits (LTB) are high in defenders as compared to prospectors and innovators, whereas group incentive schemes (GIS) are lower in the defender, and power distance and uncertainty avoidance are higher in the defender as compared to prospector and innovator.
This paper highlights that if mismatch among the employee benefits, strategy and culture occurs, then it becomes a hurdle to the good performance of organization and employee. The proposed model focuses on the effective coherence among the strategy, culture and benefits for leveraging the business processes. This research along with enriching the already existing literature would also act as a guidelines to practitioners implementing organizational change and development and to the academicians for extending the research in this area.
It has been established in the study that employee benefits (SCB, LTB, GIS and result-oriented benefits) are completely different for innovators, defenders and prospectors for conglomerate firms.
