This study investigates effectiveness of job attitude formation process of organizational culture using four alternative cultural styles viz. autocratic, bureaucratic, entrepreneurial and technological culture in the public and private sector firms on the basis of more than 500 respondents in NCR region. Collected data were processed using descriptive statistics, Anova and Least Square Regression technique. It was found that job attitude premium was attributed to only the bureaucratic style and overall cultural effect in the private sector organizations with contrary effect whereas none of the styles or the overall culture makes any significant contribution in the public sector organizations. Results are of immense importance for policy makers in Government and private sector organizations while formulating the differential HR strategy of the firm.