"You have written that candidates should be screened while being inducted into the company." This screening is part of the recruitment practice, which is in turn part of the organizational culture.
Employee attitudes are shaped by the organization's culture. When employees ask themselves, "What is important here?" they receive a certain answer. They adapt their behavior based on this response. For example, if an employee has previously worked in a highly disciplined organization and then joins a company where discipline is not emphasized, they will adjust to the new environment. The reverse is also true.
Faculty members at hotel management institutes often inform their students that they are future chefs or restaurant managers. They specify that certain behaviors will not be accepted in "X" or "Y" hotel group. Indirectly, what the faculties do is shape their students' attitudes.
Attitudes are also influenced by informal discussions among employees in places like the lunchroom or smoking area. Statements like "Do not do this" or "You can do this" are responses to the organization's culture.
Innovation thrives in many American companies because it is a core value embedded in their culture. While the IQ levels of software engineers may be similar, the lack of companies like Google, Microsoft, or IBM in India is attributed to the failure to establish a similar innovative culture. Mr. Vishal Sikka, the recently appointed CEO of Infosys, is attempting to introduce "design thinking." Is he not changing the organization's culture?
I hope this addresses your query.
Thanks,
Dinesh Divekar
The initial statement "Employee attitude is an offshoot of the organization's culture" is not agreed upon. The candidate should be screened while being inducted into the company. We should explore more ways to assess and screen attitudes. Attitudes are influenced by factors such as family background and friends' circles.
If you have any further questions or need clarification, please let me know.