Organizational culture has a significant effect on how employees view their organizational responsibilities and their job satisfaction. With increasing globalization, a greater knowledge of organizational culture and its effect in non-Western cultures can be beneficial for practicing leaders and decision-makers. This study explores the association between cultural values of an organization and employee satisfaction in manufacturing and Information Technology (IT) companies in India. Surveys were distributed to four manufacturing companies and four IT companies. The sample size was 461. Significant findings are: (1) Organizational culture differs in terms of the mean scores of its dimensions between manufacturing and the IT sectors. (2) Employee job satisfaction differs between manufacturing and IT sectors, and the level of job satisfaction is high among employees in the IT sector compared to their counterparts in the manufacturing sector. (3) Dimensions of organizational culture explain significantly the variance in job satisfaction of employees in both manufacturing and IT sectors.

Organizational culture has been perceived to have greater impact on a range of organizationally and individually desired outcomes (Jill L Mckinnon,et al., 2003). Fortune conducted a survey on the most admired companies and it has indicated that the CEO respondents believed that corporate culture was their most important lever in enhancing key capability (Anonymous, 1998). Research scholars have considered from earlier period onwards that organizational culture affects such outcomes as productivity, performance, commitment, self confidence, and ethical behavior (Ritchie, 2000). More recent writers have reaffirmed that organizational culture does affect significantly an organization employees' behavior and motivation and its financial performance (Holmes and Marsden, 1996).

Yet, very little empirical research is done on the outcomes of organizational culture (Detert et al., 2000 and Schein,1996). The following are a few research papers which have studied organizational culture and outcomes: Sheridan (1992) found an association between organizational cultural values and the rates at which new recruits voluntarily terminated their employment, and O'Reilly et al., (1991) identified an association between the fit of organizational culture with employee preferences for culture (the personorganization fit) and organizational commitment, job satisfaction, and turnover. These studies were conducted in the US and, hence, within the particular national cultural context of that country.