Global Journal of Management and Business Research, A: Administration and Management, Volume 22 Issue 6

Analysis-For Factor Analysis Correlation of Factors Determinant value comes out to be 0.568 which is >0.00001 and hence data is correlated and can be used for further analysis. KMO’s & Bartlett’s Test KMO is 0.83 which indicates data has sufficient variance & Bartlett’s test value is <0.05 which is rejecting our null hypothesis. Communalities Looking for items which has > value of 0.3and rest all dimensions will not not be used. Component Matrix Looking for Initial Eigen values with 52 % variation in cluster 3 which is good for further analysis. Component Correlation Cluster 3 has been the most appropriate because of correlation value of 0.71 and most variated cluster values involved which is Organisational culture refinement, remote engagement and social transformation. V. D iscussion and F indings 1. 44% of HR professionals perceive that for the purpose of building organisational refinement focused on building an inclusive culture, there is a need to design a certain standardised set of values and norms since it is the employee values which determine what they think significant and worthwhile. Each value is linked to a set of ideas and attitudes about the world. This could have a direct impact on one's well-being. Bringing standardisation in values can have an indirect impact on well-being by influencing the activities that people with different values choose in the organisation. The covid era will surely bring a significant change to channelise the workforce energy and abilities in a prominent direction to effectively cope with forthcoming difficulties and normative forces in which values are likely to alter in reaction to external circumstances. 2. 48% HR professionals discern about the fact that refinement of culture in post covid should be aligned with the organisational as well as inter departmental processes which portrays the organisation's culture as the result of interactions among personnel who have been working together for a long period. The culture refinement can be done by bringing a positive change in ideologies, principles, policies and beliefs of the organisation.The management style of dealing with personnel, in its own unique way, also contributes to the organisation's culture. Employees who have spent a significant period of time in a company prefer to establish specific norms and procedures for their own convenience and mutual understanding. The world of mobility has been going through some rapid shifts and the pandemic has also gained significant momentum which brings transformation in terms of automation which requires constant focus on the model of sustainability and hence organisation should bring in the policies and procedures of connectivity and sustainability in order to make the workplace a happier place, and should be a part of cultural transfiguration whereby organisation brings greater employee centricity and innovation on the board and that will embarked upon renewed journey for culture rejuvenation to prepare ourselves for future uncertainties. 3. 40% of HR professionals believe that the refinement in organisational culture brings accountability in the behaviour of employees. It is extremely important in these times of pandemic that in spite of remote working, the employees should bring in similar productivity in their work as earlier and hence, focus should be on bringing a culture which ensures more adaptability and reactive processes across the board so that the productivity of employee does not get hampered even if the workforce is not working from offices, and hence culture that is bringing similar accountability in the heart and soul of employees is highly desirable. 4. 36% HR professionals think that the most dominant factor is that these cultural refinement changes should be communicated strategically to employees, as organisations should communicate each and every change to their employees since it will be a time taking process to adapt such a new change. A healthy and timely communication from Top leadership will not only improve the long term sustainable relationships with the employees but will also enhance productivity of the workforce since this will focus on trust and empathy in the minds of the workforce that why this change is actually imminent and is crucial for their success. It is equally important to clarify the motives behind any organisational change to the employees which will bring mutual understanding and allow everyone to work efficiently and effectively under a shared vision. In addition to conveying the initial change endeavour, it's critical to let your employees know that there are resources available to assist them in the transition. 5. 24% HR professionals find that effectiveness of any change in the culture refinement post covid times should be measured using right metrics which will measure the three best possible impacts on individual employee performance, organisational 8 Global Journal of Management and Business Research Volume XXII Issue VI Version I Year 2022 ( ) A © 2022 Global Journals Understanding Organizational Remote Engagement and Employee Social Transformation in Post-Covid Times with Special Reference to Startups in India