Management
Permanent URI for this collection
Browse
Browsing Management by Subject "Adhocracy culture"
Now showing 1 - 2 of 2
Results Per Page
Sort Options
Item The effect of organizational culture on employee performance: the case of Ethiopian institute of agricultural research(A.A.U, 2020-01) Takele, Embilo; Yohannes, Workaferaw (PhD)The purpose of this study is to assess employee’s perception on the effect of organizational culture on employee performance in Ethiopian Institute of Agricultural Research. The specific objectives of the study were to determine the relationship between organizational culture types namely clan culture, adhocracy culture, market culture, and hierarchy culture with employee performance in Ethiopian Institute of Agricultural Research. The research design adopted for this study was a case study in which the research pursued to collect data from a target population of employees working in EIAR, using survey questionnaire. This study used two sampling stage. The first one is to sample out the research centers and secondly a number of respondents within the research centers. Purposive sampling technique was adopted to select the research centers (Jimma, Debrezeit, & Holleta) within Ethiopian Institute of Agricultural Research including Headquarter. The target populations contained 1850 employees from threeresearch centers and headquarter of the study organization. A sample size of 327 was drawn from the overall target population and out of those, 302 responses were valid for analysis. Descriptive Statistics, Pearson correlation, and Regression analysis were carried out to analyze the data by using statistical package for social sciences (SPSS IBM version 20). The results show that clan culture was the dominant culture type in the institute. In addition, this study found that all organizational culture types namely clan culture, adhocracy culture, market culture and hierarchy culture were a significant and a positive relationship with employee performance. According to regression analysis result, clan culture is the most contributing organizational culture types followed by adhocracy culture, market culture and hierarchy culture in the prediction of employee performance in the institute respectively.Item The Role of Organizational Culture on Job Satisfaction of Academic Staff in Public Higher Education Institution of Ethiopia: The Case of Ethiopian Civil Service University (ECSU)(A.A.U, 2020-06) Dawit, Abraha; Meskerem, Mitiku (PhD)Higher education institutes function to produce effective human capital and the immediate responsibility in doing so lays on the academic staff of these institutes. Therefore, employees in these institutions have to be comfortable with the culture of their organization as the culture affects the level of their job satisfaction. The major concern of this research was to investigate the impact of organizational culture on job satisfaction of academic staff in Ethiopian Civil Service University (ECSU). A total of 150 questionnaires were distributed to the academic staff. About 122 valid responses were used for the statistical analysis which makes the response rate 81.3%. The collected data was analyzed using descriptive statistics, correlation and regression. Market culture with a mean value of 3.097 was the dominant culture type in ECSU. Clan culture with a beta value of 0.402 was the most contributing organizational culture type in predicting job satisfaction of academic staff members in Ethiopian Civil Service University (ECSU) followed by Market culture with a beta value of 0.34, Adhocracy culture with a beta value of 0.247. Hierarchy culture had insignificant negative effect on job satisfaction with a beta value of -0.148. ECSU does not have a strong culture that most employees agree with rather weak dominant cultures with relatively higher mean values that have varying level of agreement across the data set. Therefore, it has to strengthen the weak market and clan cultures as they have significant positive effect on job satisfaction.