**2. Cultural change**

The HRD environment and culture of an organization originates in the values of its leadership and is further shaped by the HRD system and its associated practices [19]. Cultural transitions were previously seen as highly idiosyncratic or only tenuously linked to other social movements, making their research the purview of historians and political scientists [20]. "Changes in the ideas, norms, and behaviors of a group of people (or shifts in the contents or themes of their products reflecting such shifts) over time, typically on the scale of decades or centuries, are difficult to study and understand, but recent theoretical and methodological advances have led to the emergence of more systematic and rigorous approaches in psychology". In Strong organization culture, employee feels appreciated and hence have gained great decision making ability which ultimately leads to better performance [21]. They do not feel helpless at work; they at least have some influence over it whether via working from home or selecting their own endeavors, or even in new job orientation. An organization's culture consists of the unspoken norms, customs, and underlying values that shape employee behavior and ultimately, productivity [22]. As the nature of global competition shifts and the demand on businesses increases, companies are increasingly prioritizing and putting more emphasis on their cultures. This is due to the paradoxical fact that strong organizational cultures foster both continuity and change. Consensus on a common set of values acts as a stabilizing force inside an organization. The psychological insights gained from studying cultural shifts in relation to the reliability of different tests of mental operations can be quite novel [23]. Many studies of cultural shift have assumed that persistent cultural ideas like individualism/collectivism, social capital, and gender disparity have constant characteristics throughout history. It's an empirical question, though, whether the psychological import of such ideas holds steady or shifts over time [24]. The term culture change or transformation refers to a transition that can affect an entire company or just one division. To achieve the desired culture, it is necessary to alter the attitudes, beliefs, and abilities of the workforce. It all starts with a person's conviction (heart) to alter their ways. Then, individuals need the knowledge (thought) and ability (skills) to implement the changes in behavior that are necessary.

However, organizational culture is a major stumbling block to change; the requirement for cultural change is often overlooked in transformation initiatives, which is known to contribute to the high rates of transformation project failures [25]. The culture of an organization and its strategic direction tend to converge over time and reinforce one another. The challenge arises when top management makes a strategic shift that calls for a sea change in employee mindset and behavior [26]. While in theory a new strategy can be adopted instantly, in practice it often takes much longer and requires much more

effort to do so, especially if the status quo of old attitudes and behavior patterns persists. Our world is characterized by two main types of cultural shift:

#### **2.1 Employee level cultural change**

People have a natural inclination to resist change; a comprehensive strategy that takes into account both personnel and the organizational processes that shape their actions and behaviors on the job is necessary to overcome this resistance and achieve lasting improvements in the company's culture. There must be two steps involved at the employee level. First, all employees should be updated on the company's new business plan or other changes in a way that takes into account their individual learning styles and interests. Second, employees should be actively engaged through team meetings, staff workshops, or other venues in adapting the new strategy or goals to their specific areas of responsibility. Taking a two-pronged approach like this can assist foster new norms that will drive the behaviors needed to get there.

#### **2.2 Organizational level culture change**

However, attempts at the individual level are insufficient to foster long-term cultural change since culture eventually becomes institutionalized and engrained in the very fabric of the organization, creating its structure and systems and reinforcing these in turn. In specifically, seven change shaping levers that support organizational culture can be identified; these levers need to be realigned with a new strategy to encourage good cultural changes.
