The Effect of Organizational Culture on Employee Job Performance in Spa and Wellness Center Establishment: a Case Study of Minab Wellness Club
| dc.contributor.advisor | Tewodros W. | |
| dc.contributor.author | Yeamlak Endale | |
| dc.date.accessioned | 2026-11-04T07:15:22Z | |
| dc.date.available | 2026-11-04T07:15:22Z | |
| dc.date.issued | 2026-06-22 | |
| dc.description.abstract | This study aims to evaluate the effect of organizational culture on employee performance at Minab Wellness Club (MWC), a newly established five-star wellness center in Addis Ababa, which is presently in its pre-launch phase. The concept of organizational culture in this study is measured using the Competing Values Framework proposed by Cameron & Quinn. Organizational culture is measured through four different cultural perspectives, namely clan culture, adhocracy culture, market culture, and hierarchy culture. The research employs a quantitative methodology in the context of a descriptive/explanatory case study design. This study makes use of a survey questionnaire containing 48 likert-scale items in collecting data. In this study, 80 respondents from a targeted population of 100 were chosen using systematic random sampling technique, attaining a 100% valid response rate. The numerical data gathered, along with the initial hypotheses, were analyzed using SPSS (IBM, Version 27) through percentage computation, descriptive statistics, Pearson correlation, and hierarchical linear regression. From the results of descriptive analysis, it is evident that market culture was the prevalent organizational culture type among employees before the launch of the club. Moreover, from the results of the inferential analysis, it was found that no four categories of organizational cultures (clan, adhocracy, market, and hierarchy) had any statistically significant relationship with employee performance. Through the hierarchical linear regression analysis, none of the four categories of organizational cultures significantly predicted employee performance, wherein 93.4% of the variation in employee performance could not be explained by organizational culture (R = 6.6%, p = 0.835). From this finding, it can be concluded that in establishing a luxury hospitality facility, employee performance does not rely on organizational culture but on other external and personal factors. | |
| dc.identifier.uri | https://etd.aau.edu.et/handle/123456789/9275 | |
| dc.language.iso | en | |
| dc.publisher | Addis Ababa University | |
| dc.subject | Organizational culture | |
| dc.subject | Clan culture | |
| dc.subject | Adhocracy culture | |
| dc.subject | Market culture | |
| dc.subject | Hierarchy culture | |
| dc.subject | Employee performance | |
| dc.subject | Minab Wellness Club. | |
| dc.title | The Effect of Organizational Culture on Employee Job Performance in Spa and Wellness Center Establishment: a Case Study of Minab Wellness Club | |
| dc.type | Thesis |