Effect of Organizational Culture on Creating Learned Helplessness Attributions in R and D Professionals : A Canonical Correlation Analysis

Due to the negative impact of learned helplessness attributions on performance in organizations, it is important to understand how people develop learned helplessness attributions and what role organizational culture plays towards developing or helping to cope up with such negative way of thinking which essentially impairs the performance of individuals. Learned helplessness as a deed per se is highly influenced by the philosophical foundations, value systems and ethos of the organization and therefore the basic premise of the study is that the organizational culture is one of the fundamental causes of creating learned helplessness attributions. In this paper an attempt has been made to explore the relationship among different dimensions of organizational culture and learned helplessness attributions for R&D professionals of pharmaceutical industry of India. Different strategies to manage R&D professionals have been suggested based on results that organizational culture and learned helplessness dimensions are negatively correlated.