The effect of organizational culture on employee performance: the case of Ethiopian institute of agricultural research
| dc.contributor.advisor | Yohannes, Workaferaw (PhD) | |
| dc.contributor.author | Takele, Embilo | |
| dc.date.accessioned | 2020-07-23T07:09:59Z | |
| dc.date.accessioned | 2023-11-04T09:37:17Z | |
| dc.date.available | 2020-07-23T07:09:59Z | |
| dc.date.available | 2023-11-04T09:37:17Z | |
| dc.date.issued | 2020-01 | |
| dc.description | A Thesis Submitted to Addis Ababa University, College of Business and Economics, in Partial Fulfillment of the Requirements for the Degree of Master of Science in Management, Specialization in Innovation Management and Entrepreneurship | en_US |
| dc.description.abstract | 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. | en_US |
| dc.identifier.uri | http://etd.aau.edu.et/handle/123456789/21945 | |
| dc.language.iso | en | en_US |
| dc.publisher | A.A.U | en_US |
| dc.subject | Adhocracy culture | en_US |
| dc.subject | Clan culture | en_US |
| dc.subject | Employee performance | en_US |
| dc.subject | Organizational culture | en_US |
| dc.title | The effect of organizational culture on employee performance: the case of Ethiopian institute of agricultural research | en_US |
| dc.type | Thesis | en_US |