The Effect of Organizational Culture on Employees Engagement: A Case Study of Nib International Bank
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Date
2024-10
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Addis Ababa University
Abstract
Employee engagement has been a worldwide problem and organizations have to deal with it toachieve development. Employee engagement is defined contribution, commitment and efficiencythat is pricelessly the opposite of the three of boredom elements of fatigue, disconnect andapathy. It is a dedication and a passionate connection of an individual or a group to their
company. Organizational culture is one of the factors that affect employee engagement. Theprimary objective of this research is to analyze the influence of organizational culture dimension
namely clan culture, adhocracy culture, hierarchy culture, and market culture on employeeengagement in the context of Nib International Bank. This study employed a quantitative study,
utilizing a structured likert scale questionnaire as an instrument to gather data. The data wasaccurately gathered from 182 respondents out of 530 total populations. The questionnaires
collected were delivered to all participants and analyzed using the SPSS software. The multipleregression analysis indicated that clan culture, and adhocracy culture had a significant and
positive effect on employee engagement and market culture has a significant and negativeinfluence on employee engagement, while hierarchy culture had no significant and negative
impact on employee engagement. Thus, only H1, H2 and H3 were supported. The contributionof the study is to examine how this organizational culture dimensions influences employee
engagement in the case of Nib International Bank. By examining the four dimensions oforganizational cultures, Nib International Bank is recommended to increase their clan culture
and adhocracy culture while reducing its market culture to increase its employee engagement.
Keywords: Employee Engagement, Organizational Culture, Clan Culture, AdhocracyCulture, Hierarchy Culture, Market Culture