© 2020 JETIR June 2020, Volume 7, Issue 6 www.jetir.org (ISSN-2349-5162) JETIR2006347 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org 58 Examining the role of culture type (market and hierarchy) through the lens of psychological contract: A theory perspective Ms Neetu Kwatra Lecturer, Business studies Department Al Mussana college of Technology, (MOM, Oman) Supervisor: Dr Ravi Prakash Dean, Faculty of management (Dr. KN Modi University) ABSTRACT This study explores the concept of organizational culture from a range of perceptions, opening with the challenge of characterizing culture and the different approaches in which it has been reviewed and analyzed. The study goes on to understanding the relationship between culture in lieu of leadership type, value drivers as well as theory of effectiveness, job orientation and understand how change in different cultural values can result in accomplishing organizational objectives. Main objective of this study is to explore the significant impact of market and hierarchy type of culture as a mediator for edging psychological contracts. To conduct the study basic two different cultural dimension has been selected, Market and hierarchy culture. Research design is exploratory including qualitative approaches and inductive reasoning which is fruitful when we must deal with the factors present in the environment based on assumptions n beliefs influencing this Psychological contract. Finding shows that market and hierarchy culture has a significant impact in designing the psychological contract of the employees because what employees are expected from the organization is purely based on leadership, organization structure, goal achievement, profitability, monitoring and control and coordination of the supervisor or manager. It also advocates that stability and control with internal factors as well as external factor has only a facilitating role in relation to mounting psychological contract. This suggests that certain cultural values of Hierarchy and market will have a result on the employee’s psychological contracts with the managers, and that these psychological contracts help in determining the intention to stay, commitment of the employees and level of job satisfaction of the workers. Key words: Hierarchy culture, market culture, psychological contracts (PC), leadership type, value drivers, commitment, employer-employee exchange INTRODUCTION Employees witness everything what is occurring around them and by seeing they inferences about their organization's main concern. After that they define what they expect what they are perceiving based on what they are watching or witnessing ins the environment. So, employees understand what they must do and what they do not have to do and accordingly they are aligning their capacities towards their task. Which create a different environment. Same is culture includes broad values, beliefs, thinking of the employees. On the other hand, supervisor/ manager action also affects the culture .in contrast of supervisor and manager and employees action are turning. This study explores the recent research on different cultural values which in turn form culture dimension as whole opening the way for cross cultural research into psychological contract. The research begin with initial focus on different empirical finding which display the culture has impact on PC of employees and which further affect the performance of the employees. , and then moves to address some key cultural values like market and hierarchy type of culture that need to be considered when undertaking psychological contract . The goal of management is to change their policy, procedure in such a way that will prompt workers to head towards that result which management is expecting form them and which align with their values. So, there is strong impact of employee expectation and beliefs which originates form hierarchy and market culture of the organization RATIONALE AND OBJECTIVE OF THE STUDY (Guest & Conway, 1997) revealed in his article about psychological contracts, he remarks possible antecedents and consequences, among these organizational culture as an antecedent and organizational promise as a result. (Richard, mcmillan-Capehart, Bhuian & Taylor, 2009) observed that the psychological contract is that it seems to be altered dependent on the culture of the organization. Culture is interesting in this context because every organization has got a culture in some shape or form, strong or weak. (Hartnell, Ou & Kinicki, 2011) described that type of culture is affecting the employee’s beliefs, their values and their assumptions and justified that in turn affects the expectation, promise and commitment of employees.