THE EFFECT OF ORGANIZATIONAL CULTURE ON EMPLOYEE COMMITMENT (A STUDY OF THE RIVERS STATE CIVIL SERVICE)
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THE EFFECT OF
ORGANIZATIONAL CULTURE ON EMPLOYEE COMMITMENT (A STUDY OF THE RIVERS STATE
CIVIL SERVICE)
TABLE
OF CONTENTS
PAGE
CHAPTER
ONE: INTRODUCTION
1.1 background
of the study 1
1.2 statement
of the problem 3
1.3 purpose
of the study 5
1.4 research
questions 5
1.5 hypotheses 6
1.6 significance
of the study 6
1.7 definition
of terms 7
1.8 limitation
of the study 8
1.9 organization
of the study 9
CHAPTER
TWO: LITERATURE REVIEW
2.1 Introduction 12
2.2 The
concept of culture 12
2.3 the
concept of organizational culture 16
2.4 deviants
to organizational culture 43
2.5 employee
commitment in organization 47
2.6 historical
background of the Nigerian civil service 52
2.7 theoretical
framework 63
CHAPTER
THREE: RESEARCH METHODOLOGY
3.1 Research
design 68
3.2 sampling
procedure sample size determination 69
3.3 data
collection method 72
3.4 Operational
measures of the variables 74
3.5 data
analysis technique 77
References
Questionnaire
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Organizational
culture has been an important theme in management and business research for the
past few decades due to its effects and potential impact on organizationally
and individual desired outcomes such as commitment, loyalty, intent to turnover
and satisfaction (Chow et al, 2001). This interest has led management scholars
and practitioners to undertake researches resulting in numerous articles
devoted to organization cultural issues.
In
today’s business environment, organizational culture is used as a powerful tool
that portrays many facets of a work place as well as a quantify the way a
business functions (Gray, et al, 2003).
In
order to buttress this view, Stanley (1998) stressed that organizational
culture is an essential ingredient for the success of every business concern
and treating this important aspect with the weave of the hand, may in fact
constitute the recipe for failure of the organization.
Culture
in organizations, is a man-made concept aimed at helping the people involved to
get things done. Aiex (1988) emphasizes that culture helps the people involved
to avoid the dark abyss of disorder and Chaos into which they might otherwise
fall. This assertion is in line with what Watson (1994) says about
organizational culture a set of meanings shared by all members of the
organization which defines what is good and bad, right and wrong and what are
the appropriate ways for members of the organization to think and believe.
This
definition corresponds with what Leontiou (1987) says of organizational
culture. She defines organizational culture as a system of shared values (what
is important) and beliefs (how things work) that interact with a company’s
people, organizational structure, and control systems to produce behavioural
norms (the way things are done).
Culture
has a subtle but powerful influence on organizational life of employees. It is
not seen or heard but it is felt and that makes it one of the abstract issues
in the theory of organizations. It is an important factor, which alongside
other related corporate realities, interacts to influence organizational and
individual performance.
Omogie
(1998) observed that when the organizations adopt the right culture, the
attitudes, behaviours and beliefs of the managers and employees are focused
towards achieving its set objectives, of course, the attendant result is
improved organizational performance, an output of enhanced productivity,
corporate growth and development, efficiency and customer and employee
satisfaction. However, if a wrong, culture is adopted, it becomes difficult to
achieve set objectives and invariably the result is low morale, low employee
commitment and low job satisfaction.
In
fact, Ottih (1998) espoused that productivity and morale can be influenced by
factors beyond the physical working environment. In essence, it does not have
to lie within leadership, training, compensation or other individual related
variables to sustain the commitment and performance of the employee at work.
Often,
attempts to redesign or enlarge job scope have left the employee more
frustrated and depressed precisely put, there is expressed dissatisfaction by
employee over their job.
On
the other hand, the extent to which all the aforementioned variables cause
employee commitment is largely a function of the general beliefs attitudes,
sagas and values of the organization which are otherwise referred to as
organizational culture. Although employee commitment may appear arbitrary, it
manifest itself in terms of the output level of the employee, morale and
attitudes towards work task, especially were such beliefs are incongruent with
employee expectations.
Due
to the powerful influence of culture on the employee’s organizational life, its
effect on their commitment naturally comes into focus. Commitment according to
Hinde (1987) is the extent to which the partners (staff) accept their
relationship as continuing indefinitely or direct their behaviour towards
ensuring its continuance, confirming the fact that a person feels committed to
an organization when he identifies with it and experiences some psychological
attachment to it.
1.2 STATEMENT OF THE PROBLEM
In
most organizations today, employee commitment and behaviour or output is
largely a function of the culture as practiced in the organization. As an
important metaphor in the life of an organization, culture defines what is
important and how things work. The emphasis now lies on whether the culture has
assisted positively in getting the employees (as well as the employer)
committed to their jobs, as to contribute to the growth and effectiveness of
the organization.
It
is unfortunate that little has been done in form of research to address this
question despite some evidence that document the positive effects of employee
commitment (e.g. Buchanan, 1977; Steeers 1977; Okwudiafor, 1986).
The
problem is that in most organizations in Nigeria today, people after being
recruited, trained and motivated still lack commitment to their jobs, thus
raising the question; whether the lack of commitment is culture related? What
type of organizational culture do exists in the organization and what actions
must be taken to increase employee commitment so as to increase organizational
productivity and performance.
More
so, in Nigeria, the few studies in this area have focused on private
establishments with little attention given to the public sectors which also
contribute immensely to economic, social and political development of any
nation.
It
is therefore the main focus of this study to identify the type of culture that
exists in the rivers state civil service and also its effect on the commitment
of employees.
1.3 PURPOSE OF THE STUDY
The
purpose of this study will include:
1. To
examine the relationship that exists between organizational culture and
employee commitment.
2. To
examine a set of organizational culture dimensions that would prove to be an
effective guide in the measurement of employee commitment.
3. To
explore the effects of organizational culture dimensions on employee
commitment.
4. To
examine the type of culture that exists in the rivers state civil service.
5. To
identify actions to be taken to improve employee commitment in the
organization.
1.4 RESEARCH QUESTIONS
For
the purpose of this study, the following research questions have been
formulated:
1. Is
there any relationship between organizational culture and employees desire to
remain in the organization?
2. Does
organizational culture dimensions have any effect on an employee’s willingness
to exert considerable effort in the organization?
3. What
are the characteristics of a committed employee?
4. What
type of organizational culture exists in the rivers state civil service?
5. What
are the actions to be taken to improve employee commitment in rivers state
civil service?
6. Does
the type of culture adopted by the organization have any effect on employee’s
loyalty to the organizations goals?
1.5 HYPOTHESES
According
to Acker and Day (1980) there are three main sources of information the
researcher can use to develop hypotheses. These are:
1. Previous research efforts or initial
exploratory research.
2. Theory from related discipline, and
3. Management experience
Based
on the research questions and a combination of the three sources above, the
following hypotheses will be tested to determine empirically whether there is
any relationship between the variables under investigation.
H01:
There is no significant relationship between organizational culture and
employees desire to remain in the organization.
H02:
There is no significant relationship between organizational culture and employee’s
willingness to exert considerable effort.
H03:
There is no significant relationship between organizational culture and
employee’s loyalty to organizational goals.
1.6 SIGNIFICANCE OF THE STUDY
The
essence of a study on organizational culture cannot be over emphasized. A major
significance of the study will lie in its contribution to the existing pool of
literature on organizational culture and its effect on employee commitment
which has been scare in this part of the world.
Second,
by identifying the types of culture that exists in the organization, this study
will to a large extent help to clarify what constitutes a committed employee.
The
government, managers, supervisors, employees and organizations as a whole, no
doubt stand to benefit from the knowledge gained in this study.
The
study is also expected to create awareness in the members of organizations who
hitherto did not realize that their organization practice one type of culture
or another. Also, the influence of culture on employee performance and
commitment in the organization would be known.
Furthermore,
the findings of this study are also envisaged to assist organizations to
appreciate the act of building healthy and strong cultures for the growth and
well-being of their organizations and employees.
Finally,
the study will provide a background for future research on this topic.
1.7 DEFINITION OF TERMS
The
following definitions would be adopted for the purpose of this study:
1. Employee Commitment: The term as used
here means the relative strength of an individual’s identification and
involvement in a particular organization.
2. Organizational Culture: The term as
used here means the norms, beliefs, values and assumptions as practiced and
observed by the members of an organization.
3. Performance: For the purpose of this
study, the Lexican Webster Dictionary definition will be adopted. Thus,
performance means the accomplishment or finishing executing or fulfilling
activity.
4. Manager/Supervisor: The term as used
here means any employee that plays the role of a boss. i.e. one who has some
workers down the hierarchy that receive orders/or instructions from him for
compliance.
1.8 LIMITATION OF THE STUDY
Just
as in all researches conducted by humans this research work will have its own
limitations.
The
first limitation in this research would be the limit of scope of the to the
rivers state civil service.
The
result of the analysis no doubt will be highly influenced by the choice of
statistical tool. There is no doubt that different results would be obtained if
other tools are to be used.
More
so, because some organizations would not want to be seen as operating a weak
culture, most managers and employees will find it difficult to release whole
information, thus only little information considered to have no harm on the
organizational image might be released. Although a promise of confidentiality
of the identity of the respondents would help to sterm this fear.
Truly,
it would be ideal to carry out this research in all the states of the
federation, but lack of funds, limited time, and other incidentals would make
it impossible.
However,
despite these perceived limitations, the research would be valid to the limits
of its acceptability.
1.9 ORGANIZATION OF THE STUDY
The
study will be divided into five chapters structured as follows:
Chapter One: Contains
introduction to the research work, and it is made up of background of the
study, statement of the problem, purpose of the study, research questions,
hypothesis, significance of the study, definition of terms, limitation and
organization of the study.
Chapter Two: Contains
a review of relevant literature concerning the study.
Chapter Three:
Covers the research methodology made up of research design, sampling
procedure/sample size determination, data collection method, operational
measures of the variables, and data analysis technique.
Chapter Four: Will
cover the presentation and analysis of data to be collected. The hypothesis put
forward in the study will be verified to determine its empirical validity in
this chapter.
Chapter Five:
Will cover discussion on the findings made, draw conclusions and also make recommendations.
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