International Journal For Multidisciplinary Research

E-ISSN: 2582-2160   •   Impact Factor: 9.24

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Enhancing the workplace productivity: the Nexus of Organizational Culture and Policies in Hindustan Unilever Ltd

Author(s) Sridhar P, Pougajendy S
Country India
Abstract The study aims to explore the relationship between organizational culture and policies in enhancing workplace productivity, with a specific focus on Hindustan Unilever Ltd. (HUL). Recognized as a global leader in the consumer goods industry, HUL is known for its innovative and employee-centric work culture. This project delves into how HUL's core cultural values— such as inclusivity, sustainability, and adaptability—are integrated with progressive policies that prioritize employee well-being, leadership development, and performance management. It examines how these factors create a supportive environment that fosters collaboration, innovation, and high productivity. The study also evaluates how HUL’s policies align with its long-term strategic goals, including sustainability initiatives and talent retention strategies, to maintain a competitive edge. Through qualitative and quantitative research methods, the project investigates the tangible outcomes of this synergy, such as improved employee engagement, higher retention rates, and enhanced organizational performance. Additionally, it highlights the importance of clear communication, training programs, and diversity initiatives in shaping a culture of excellence. By analyzing HUL’s approach, this research aims to provide actionable insights for organizations seeking to replicate similar models to optimize workplace productivity. The findings underscore the crucial role of a strong organizational culture, supported by effective policies, in achieving sustainable growth and fostering a thriving workforce
Keywords Organizatioanl Culture, Workplace Productivity, Employee-Centric Policies.
Field Business Administration
Published In Volume 6, Issue 6, November-December 2024
Published On 2024-12-27
DOI https://doi.org/10.36948/ijfmr.2024.v06i06.33459
Short DOI https://doi.org/g82gj4
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