UNIVERSITY OF GONDAR

COLLEGE OF BUSINESS AND ECONOMICS

SCHOOL OF MANAGNEMENT AND BUSSINES ADMINISTRATION

DEPARTMENT OF MANAGNEMENT MBA PROGRAM

THE EFFECT OF ORGANIZATIONAL CULTURE ON EMPLOYEE ENGAGEMENT THE

CASE OF SOME SELECTED PUBLIC SECTOR IN GONDAR TOWN

A THESIS SUBMITTED TO THE DEPARTMENT OF MANAGEMENT IN PARTIAL

FULFILLMENT OF THE REQUIREMENTS FOR THEDEGREE OF MASTER OF BUSINESS
ADMINISRATION

BY: MEBRATU YAREGAL

ADIVISOR: GEDIF T.(PHD)

November 15, 2023

GONDAR, ETHIOPIA
 Approval

This is to certify that the thesis prepared by Mebratu Yaregal entitled “the effect of organizational
culture on employee engagement the case of some selected public sector in Gondar
town”submitted as a partial fulfilment for the degree of masters of master of business adminisration
(mba)complies with the regulations of the university and meets the accepted standards with respect to
originality, content and quality signed by the examining boards.

Name and signature of members of the examining board:

Name Title Signature Date
---------------------------------, Chairperson, ---------------------, ---------------------
---------------------------------, External Examiner, ---------------------, ---------------------
---------------------------------, Internal Examiner, ---------------------, ---------------------
Declaration

This is to certify that the work included in this Thesis entitled by “the effect of organizational culture
on employee engagement the case of some selected public sector in Gondar townis original
research conducted by the researcher and has not been presented for a degree in any other University
under supervision of my advisor GEDIF T.

I, the undersigned, declare that thesis is the result of my own work, investigation and conclusion, and
all sources of materials used for the thesis work have been duly acknowledge.

Name: Mebratu Yaregal

Signature:______________
Place: University of Gondar
Date of Submission:

Confirmed by Main Advisor:

Name: GEDIF T.
Certification

We certify the study conducted on “the effect of organizational culture on employee engagement
the case of some selected public sector in gondar town”is worked for the partial fulfillment of the
requirements for the degree of Master of bussinesadminstaration (MBA) by Mebratu Yaregal my
guidance and supervision. Hence, this thesis has been submitted for examination with my approval as a
University advisor.

Advisor: GEDIF T.

Signature: _____________________

Date: _____________________
Acknowledgement

Contents
Approval.................................................................................................................................................................2
Declaration..............................................................................................................................................................3
Certification............................................................................................................................................................4
Acknowledgement..................................................................................................................................................5
List of acronyms.....................................................................................................................................................8
Abstract................................................................................................................................................................... 9
CHAPTER ONE...................................................................................................................................................10
1.1 Background of the Study.............................................................................................................................10
1.2. Statement of the Problem...............................................................................................................................12
1.3. Research Questions....................................................................................................................................14
1.4. Objectives of the Study..............................................................................................................................14
1.4.1 General Objective.................................................................................................................................14
1.4.2 Specific Objectives...............................................................................................................................14
1.5. Significance of the Study...........................................................................................................................14
1.6. Scope or Delimitation of the Study............................................................................................................15
1.7. Organization of the Paper...........................................................................................................................15
CHAPTER TWO..................................................................................................................................................16
REVIEW OF RELATED LITERATURE.............................................................................................................16
2.1 Theoretical Literature Reviews...................................................................................................................16
2.1.1 Definition and Concepts of Organizational Culture.............................................................................16
2.1.2 Organizational Culture Components....................................................................................................18
2.1.2.1 Work force Diversity Management...................................................................................................19
2.1.2.2 Team Work culture............................................................................................................................20
2.1.2.3 Career Adaptability culture...............................................................................................................20
2.1.2.4 Performance Standard Practices........................................................................................................22
 2.1.2.5 Internal Communication Culture.......................................................................................................22
2.1.3 Definition and Concepts of Employee Engagement.............................................................................23
2.1.3.1 Types and Measurement of Employee Engagement..........................................................................25
2.1.4 Relationship between Employee Engagement and Organizational Culture..........................................26
2.1.4.1 Team Work and Employee engagement............................................................................................27
2.1.4.2 Internal Communication Policy and Employee Engagement.............................................................28
2.1.4.3 Adaptability Practices and employee engagement.............................................................................29
2.1.4.4 Performance Standards and Employee Engagement..........................................................................30
2.1.4.5 Work force Diversity Management and Employee Engagement.......................................................31
2.2 Empirical Review on Relationship between Organizational Culture and Employee Engagement...............32
2.3 Conceptual Framework of the Study...........................................................................................................36
2.4. Research hypothesises................................................................................................................................36
CHAPTER THREE..............................................................................................................................................37
3. RESEARCH METHODOLOGY......................................................................................................................37
3.1 Research Approach and Design..................................................................................................................37
3.2 Data Types, Sources, and method of data collection...................................................................................37
3.3 Target Population and Sampling Design.....................................................................................................38
Table 3.1: Number of employees working and selected representative public sectors using random sampling.
.......................................................................................................................................................................... 38
3.4. Data Collection Technique.........................................................................................................................39
3.5. Questionnaire Design.................................................................................................................................40
3.6. Methods of Data Analysis and Interpretation.............................................................................................40
3.7. Data Analysis and Presentation..................................................................................................................40
3.8. Reliability...................................................................................................................................................41
3.9. Validity Test..............................................................................................................................................42
3.10. Ethical Consideration...............................................................................................................................42
CHAPTER FOUR.................................................................................................................................................43
4. Data presentation, Analysis and Discussion..................................................................................................43
4.1 Introduction.................................................................................................................................................43
4.2. Demographic Composition of Respondents...............................................................................................43
TeamworkCulture.............................................................................................................................................50
SummaryofDescriptive StatisticsResultofEmployeeEngagement.....................................................................61
4.2. Inferential analysis of explanatory variables..............................................................................................62
4.2.1. CorrelationAnalysisResult...................................................................................................................62
 4.3. DiagnosisTestaboutAssumptionsofRegressionAnalysis.............................................................................64
4.3.2. Normality Test........................................................................................................................................65
4.3.3. MulticollinearityTestbetweenStudy Variables........................................................................................67
4.3.4. Assumption #5 Autocorrelation..........................................................................................................67
4.3.5. Assumption #4 Homoscedasticity.......................................................................................................68
RegressionAnalysisResultandDiscussions........................................................................................................69
4.5.1. Regression Analysis...........................................................................................................................69
ANOVAAnalysisResult....................................................................................................................................71
RegressionCoefficientAnalysis.........................................................................................................................72
RegressionEquation..........................................................................................................................................73
TestingHypothesisfromtheRegressionResult.....................................................................................................73
TeamworkCulture.............................................................................................................................................73
InternalCommunicationCulture.........................................................................................................................73
AdaptabilityPractices........................................................................................................................................75
PerformanceStandardPerspectives....................................................................................................................75
WorkForcediversityCulture...............................................................................................................................75
SummaryofHypothesistesting...........................................................................................................................76
CHAPTERFIVE...................................................................................................................................................77
5.1Introduction..................................................................................................................................................77
5.1 Conclusion..............................................................................................................................................77
Bibliography.........................................................................................................................................................81
Questionnaire........................................................................................................................................................82

List of acronyms
SPSS; Statistical Software for Social Science
ANOVA; Analysis of variance

MLRM; Multiple linear regression model

EE; Employee engagement

OLS; Ordinary least square

VIF: Variance inflation factor

Abstract
The issue of employee engagement is regarded as a very significant one among the various human
resource practices worldwide. This is due to the fact that it has an impact on the organization's bottom
line and limits the extent to which employees can experience and feel a full sense of belonging to the
company while carrying out their duties.This research paper aims to assess effect of Organizational
culture on the employees’engagement at some selected public sectors found in Gondar
city.Descriptivestatistics and explanatory research approach will be used to understand the statistical
significant level between independent variables (organizational culture perspectives) andemployee
engagement.

The study will use stratified and purposive sampling techniques in order to select representatives. Both
primary and secondary data will be used for the data collection for the purpose of this study. Primary
data will be collected using Likert scale based questionnaires. After the collection of raw data, the
collect data will analyze using SPSS.22. Additionally, descriptive statistics, Pearson correlation and
multiple linear regression analysis will apply and secondary data from bank manual, annual reports and
different books related to service quality and customer satisfaction and loyalty will use.

Keywords:Organizational Culture, Employee engagement, internalcommunication, team work,

adaptability practices, work force diversity, performance standard
Chapter one
Introduction
1.1 Background of the Study
The combination of an organization's expectations, experiences, philosophy, and values is called
organizational culture. Culture is one of the important sources of competitive advantage and will
always be, as it affects organizational behavior and corporate performance positively or negatively.
Organizational performance and productivity are influenced by organizational culture. It provides
guidelines for product quality, punctuality, safety, and other environmental factors. It is extremely
challenging to alter an organization's unique organizational culture. Staffs in the organization are less
cooperative, if there are fewer resources, and employees may leave the organization. Employees may
also be stressed or confused because of the amount of work they have to do. In order to encourage
employees to perform at a high level, organizational culture is necessary (Nadia Nazir, 2015).

An organization culture with effective motivation can lead to productive work because employees
believe that their employer has committed to improving their performance. Employees who
demonstrate organizational commitment receive benefits such as competitive pay and severance
packages, financial support for their own higher education, up-to-date training, and the chance to
advance. An employee has no control over certain environmental factors. For instance, through an
efficient employee evaluation process, the manager provides his input on the performance of the
employee and the employee learns what he/she learned on the job (Nadia Nazir, 2015).

According to (Chandraseka, 2011)The majority of workers spend at least half of their lives working,
which has an impact on their emotional states, concentration, behavior, actions, and abilities, as well as
their performance, making attention in the workplace a growing concern. Since this practice requires
more attention, employees in their work area must focus more, collaborate with one another, and learn
more throughout their employment.

According to(Zamir, 2015), organizational culture is the personality of a company. The author provides
additional definitions regarding the working environment. The work environment, organizational
mission, values, ethics, and goals are just a few examples of the many components that make up
organizational cultures. Employee engagement is thus based on the combination of good working skills
and the work environment, as organizational culture is the combination of organizational expectations,
experiences, philosophy, and values.

Researchers like(Peter Dodek MD et al,, 19 November 2010)agreed that organizational culture is to an

organization what character is to the employee hidden, yet joining or identifying matter that gives
sense, way, and mobilization. According to (Mehrdad Goudarzv and Chegin, 2010)company culture is
the beliefs of company, values and practices of company, that form the uniqueness of company.
Previously done researches has shown that organizational culture has an effect on its employee
engagement. For example, (W.Z. van der Post,et al, 2012)looked at the relationship between
organizational culture and the employee’s engagement in African countries.

According to(Young, 2012)it has been linked to employee productivity and organizational
performance, employee engagement is a very important topic. According to Robertson-Smith and Mark
Wick (2009), engaged employees are also viewed as a foundation for productive workplaces. The issue
of employee engagement is regarded as a very significant one among the various human resource
practices worldwide. This is due to the fact that it has an impact on the organization's bottom line and
limits the extent to which employees can experience and feel a full sense of belonging to the company
while carrying out their duties.

According to (Cristina de Mello et al,, 2008) some organizations are enthusiastic to know why, in
certain situation, their workers show different engagement levels. The main feature of the difficulty is
to come across in which condition their employees are more engaged, as well as in which
circumstances their employees are disengaged.

There are a lot of public and private sectors in Gondar city which was and are serving the community
through their full effort. From these some public sectors are selected for this study. These are
1.2. Statement of the Problem
Every organization functions within a unique culture and managers andtheir subordinates have
to develop understanding of their cultural contexts if their organizations need to perform
effectively (Kim S. Cameron Robert et al,, 2007). The public sector organization now faces major
challenges in preventing the loss of employees to its competitors, as well as changing technology in
manufacturing processes. These challenges have, therefore, created the need to change the
organizations culture to be more supportive to the newer technology.

If the employees frequently leave the organization, a given organization always

receive inexperienced employees and that might lead to inefficiency and ineffectiveness in
accomplishing its goals. There are some facts that initiated the researcher to conduct research
concerning on this title. The relationship between organizational culture perspectives and its effect on
its employee engagement was the subject matter of much examination in several fields, like in strategic
management, and organizational manners (Kim S. Cameron Robert et al,, 2007). It has been
demonstrated that work engagement has a relationship to several positive work results and that is why it
makes sense for organizations to nurture a progressively positive culture that ensures employees
continue to be engaged in their work (Alarcon, 2010).

There are few studies conducted by different researchers related to organizational culture (Namrita
Kalia et al,, 2017), organizational or company culture is a significant aspect that encourage and drives
employees engagement. Other researcher Ilyasa et al. (2018) conducted a study on the relation between
the organizational culture and employee engagement, and stated that organizational culture has positive
effect on employee job engagement. The finding of different studies related to organizational culture in
previously contain so far yielded varied result that are questionable and conflicting. Because of these
conflicting findings, the question of whether organizational culture improve or get worse employee
engagement is still creditable of making additional research.

According to (Harter, August 2010 )greatly engaged companies have twice the achievement rate;
companies with higher levels of employee engagement that have lesser absenteeism from the work and
fewer staff loss. The effect of organizational culture on employee work engagement had not got
sufficient research consideration in Ethiopia in different sectors. Also, employee engagement is cited as
one of the most common problems facing employers today in different companies, yet most Ethiopian
public sectors didn’t know how to get an engaged employees. A small number of researchers and
authors like (Measuring Place Attachment: Some Preliminary Results, October 1989 )have linked
employee engagement directly with organizational culture.

Most of previous studies conducted on employee engagement in Ethiopia were focused more on private
sectors and some public hospitals in the organizations. For instance the effect of organizational culture
on organizational engagement in public hospitals in Ethiopia is studied by Zerhun (2017) stated that the
employees level of engagement was found to be low. Such lower level of commitment seems to show
that employees do not feel a sense of ownership towards their hospital and their emotional attachment is
also fairly low. An assessment of the relationship between organizational culture and employee
commitment at Tabor Ceramic product Share Company is studied by Solomon (2013) found that there
was a significant positive linear relationship between the organizational culture and employee’s
engagement.

The other researcher studied the leadership styles in private higher education institutions Temesgen
(2012). However, less attention was given to the effect of organizational culture on employee
engagement in government public sectors by the prior studies. This study will be conducted to fill gap
of previous studies on the problem of organizational culture on employee engagement in government
public sectors organization.

However, a study of organizational culture on employees’ engagement in the public sector, particularly
in Gondar city is somehow limited and different sectors are purposively selected to undertake this
study. Therefore this study will add a new insight since there are no efforts made on the selected public
sectors that are used in this study to investigate the effect of organizational culture. Still there is not
sufficient studies were done on the impact of organizational culture on employee engagement here in
Gondar main public serving institutions. This study was intended to fill this gap by studying the
situation of selected public sectors in Gondar city and providing more empirical evidence on the effects
of organizational culture perspectives on employee job engagement.

The study area is another difference on the basis of previous studies. This is because the employee and
organizational behavior of one region differ from the other region by some attributes. This contributing
factors and attributes of organization and employee is then linked with the management style of the
entire working environment. By adding extra variables that were not used by previous researchers
namely; adaptability and work force diversity, there will be additional views of the effect of
organizational culture on employee performance to increase the organizational performance of such
selected public sectors.And the findings in this study will be important for public sectors because it
provides an understanding in the area of organizational culture and employee engagement to sustained
productivity and creating committed workforce and in the organization.

1.3. Research Questions

The following research questions are expected to be answered by this study at the end of the research.

1. To what extent does diversity management relates with employee engagement?

2. What is the relationship between Team spirit with employee engagement?

3. What is the relationship between work force diversity on employee engagement?

4. How adaptability relates with employee engagement?

5. What is the relationship between internal communication procedure and employee engagement?

1.4. Objectives of the Study

Under this section the general and specific objective of the researchwill be discussed.

1.4.1 General Objective

The general objective of this research is to examinethe effect of Organizational culture on employees’
engagement in selected public sectors of Gondar city.

1.4.2 Specific Objectives

In order to achieve the general objective, the following specific objectives will be held.

1. To identify the relationship between diversity management and employee engagement.

2. To examine the relationship between Team spirit and employee engagement.

3. To determine the relationship between work force diversity and employee engagement.

4. To determine the relationship between adaptability and employee engagement.

5. To examine the relationship between internal communication procedure and employee engagement.

1.5. Significance of the Study

The study will be important because it provides an understanding in the area of organizational culture
and employee engagement with sustained productivity and creating committed workforce and to stay in
the organization, and accept major goals and values of the organization. It also provides an insight on
the relationship of the organizational culture with employees’ engagement in those public sectors. The
result of the present research is also important to create awareness on the part of the public sectors
organization management of Gondar town about the organizational culture that can influence the
commitment level of the public sectors ‘employees.

It is expected that the management of the public sectors organization will take the necessary measures
to overcome problems regarding employee engagement and come up with the right solution to improve
their organizational culture so as to enhance employee engagement. after going through the findings
and recommendations given by the researcher. Furthermore, the study will add to the existing literatures
and may serve as additional source for reference and it will also serve as a spring board for other
researchers who want to conduct detailed research on the issue.

1.6. Scope or Delimitation of the Study

The study has theoretical, methodological, and geographical delimitations. Methodologically, the
targeted populations of the study are employees of the selected public sectors in Gondar city.
Furthermore, the study covered five factors or independent variables (diversity management, team sprit,
work force diversity, adaptability and internal communication). The conceptual scope of the research is
the effects of organizational culture on employee engagement and the methodological scope is and
quantitative approach. The study was limited its time scope to collect data and complete the study from
January 1/2023 up to June 30/ 2023.

1.7. Organization of the Paper

This research paper consists of mainly five major chapters. The first chapter contains the background of
the study, statement of the problem, research question, objective of the study, significance of the study,
scope of the study, and organization of the study. The second chapter contains theoretical and empirical
literature review of the study. The third chapter deals with research methodologies. The fourth chapter
with the data result, presentation and interpretation of the research study. The fifth chapter has
conclusion and recommendation based on the finding of the study.
CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.1 Theoretical Literature Reviews

2.1.1 Definition and Concepts of Organizational Culture

As of Needle (2004) organizational culture is the manners or interactions of humans within an
organization. There are many investigations that have linked organizational culture in the company with
variety of organizational manners. Different theoretical literatures on organizational culture naturally
have different overall business mind-sets, such as ethics, profits, or philanthropy. The shared
characteristics only alter through time when hiring managers replace older workers (Ojo, 2008).

FakharShahzad et al, (2012) have written an article on the describing and determining the
organizational culture and their impact on the organizational performance. The research has indicated
that if the employees have the same norms and values that organization have then they can shows the
good impact on the performance of the organizational culture.

Another focus of the research is also on the balance between the organizational culture and the
performance as, this balance is helpful in maintaining a satisfactory level of the performance among the
organizations. Further results are different with theory that confirmed organizational culture able to
improve organizational efficiency. Relationship between the organizational culture and performance
have been investigated by the (Alharbi Muhammad et al, 2013) the results of the study has also
indicated that the significant relationship between the norms of the employees and organization and
focus of the organization should be on designing the strategies that can play role in increasing the level
of the employee performance.

There is another indicator that shows that cooperate culture has also an impact on the performance of
the employee commitment to the organization (Ezekiel et al, 2012). Another study was conducted to
investigate the effects of the organizational culture on the job’s satisfaction level of the university
faculty of the Public Sector of Pakistan. The findings of the study suggestedthat the culture of the
Public sector of Pakistan needs to be enhanced so that the performance of the employees should be
improved and reach the satisfaction level in the universities of Pakistan(Syed Munir et al, 2012). It is
commonly believe that organizational culture has a great impact on the performance of the
organizations (Engr. Hafeez Ur Rehman 2012). There are other dimensions of the organizational
culture that may play role in the performance of the employees within the organizations. Research has
also indicated that if the employees have same norms and values that organization then this will
increase the performance of the employees towards achieving overall goals of the organization.

According to Bakker et al. (2011) and Bakker &Demerouti (2007) when the organizational culture is
perceived as supportive, appreciative, and innovative, in spirit the organizational culture is contributing
a reasonable amount of human resources. Thus, they are more possibly to react by dedicating their
effort and abilities, investing time and energy, and be psychologically connected and involved in their
work.

Organizational culture of companies can have the potential of promoting the work engagement of its
employees. A short forwarding statement to the organizational culture literature and a explanation of a
culture framework will be helpful in understanding the association between organizational culture and
employee work engagement more clearly. According to Denison,et al (2012) the organizations shared
values, and beliefs guiding activities of organizational members are key fundamentals of any culture
definition. Thus, organizational culture is supposed to stand for a superior level unit, and must be
studied accordingly. As of Bakker et al. (2007) and Crawford et al. (2010) employee engagement
researches believe support, appreciation and opportunities for being innovative to be job resources.

According to Schneider (2013) the construct of organizational culture has been used to describe a
variety of organizational phenomena, debate surrounding the construct still remains, especially
regarding its content, and regarding methods to be applied. Nonetheless, the construct of organizational
culture has grown to be used as an explanatory factor for understanding and describing social and
organizational life and phenomena (Denison, 1996; Schneider et al., 2013).

Organizational culture contains the online customs, characteristics and attitudes that determine the
"rules of the game" for decision-making, structure and power. In effect, culture dictates the way we do
business here and the organizational survival tactics that facilitate assimilation and personal success
(Dave and Jeanne, 2011). With a strong organizational culture, employees do things because they
believe it's the right thing to do and feel they will be rewarded for their actions. Organizational culture
can be treated as a series of distinctive characteristics of a specific organization. Some definitions of
organizational culture are dynamic, directed at creativity, innovations and entrepreneurship.
2.1.2 Organizational Culture Components
According to Childress (2013) organizational culture is a set of values, beliefs, and behavior patterns
that differentiate one organization from other organizations. Business managers use organizational
culture and corporate culture interchangeably because both terms refer to the same underlying
phenomenon.

Robbins and Judge (2015) identified that organizational culture has key features which identify it from
different constructs of an organization. These key features help members and to identify their culture.
The main features of organizational culture are as follows:

1. Culture is shared by the members of the organization.

2. Culture helps members of the organization solve and understand the things that the organization
encounters, both internally and externally.

3. Because the assumptions, beliefs, and expectations that make up culture have worked over time,
members of the organization believe they are valid. Therefore, they are taught to people who join the
organization.

4. These assumptions, beliefs, and expectations strongly influences how people perceive, think, feel,
and behave within the organization.

Researchers like Schein (2010) identified that management with weak organizational culture lacks
transparent and consistent communication in the organization. In a weak organizational culture,
employees behave in a manner inconsistent with the organization priorities because of insufficient
communication and lack of uniform direction from the leadership (Flamholtz& Randle, 2011). When
the organizational culture is not strong, the organization survival is at danger because employees have
different values and beliefs, where they may work against the management‟s priority (Eaton &Kilby,
2015).

In a strong organizational culture, business managers may develop and maintain a strong cultural
foundation in the organization (Simoneaux& Stroud, 2014). The foundation work includes establishing
the organization members‟ working culture and developing a set of rules and trends of doing business
in the organization (Flamholtz& Randle, 2011). According to Cian&Cervai, (2014) different
stakeholders use the organization members‟ culture and their work trends to identify their organization
from other organizations culture. Childress (201) identified that customers and other stakeholders may
also recognize and use the organizational culture as a unique practice in recognizing a good
organization from a bad organization.

Effective organizational culture includes highly motivated employees, high level of customer
satisfaction, well-established performance standards, openness to change, innovation, and clearly
defined company process orientation (Flamholtz& Randle, 2011). The various aspects of organizational
culture effectiveness relate to the company performance (Schneider et al., 2013). For example, more
innovative organizational culture may contribute to higher sales growth.

Bureaucratic organizational culture may increase efficiency. Supportive organizational culture may
promote employee satisfaction (O‟Reilly et al., 2014). In empirical evidence, Chatman, et al, (2014)
confirmed that a strong consensus culture in the organization affects net income, and a strong
adaptability culture affects revenue.

2.1.2.1 Work force Diversity Management

According to Kreitner (2001) diversity “Stands for a variety of differences in individuals as well as
similarities that exist among employees. The author further explained that affirmative action in the
organizational culture is important for a technique of attaining a diversified and integrated workforce.
According to the author a advanced level of “work force diversity awareness” from affirmative action is
known as valuing diversity. Valuing work force diversity emphasizes the understanding, and
recognition and appreciation of human differences. The author emphasized that by appreciating work
force diversity, employees feel valued and accepted, and are recognized as a valuable resource that
contributes directly an organization‟s overall success (Ibid).

According to Grobler (2003) for an organization to value diversity it should first recognize the
differences between valuing diversity and employment fairness. The basic distinction is that
employment fairness is compulsory by legal documents. The companies‟ higher officials‟ values work
force diversity due to its desires to gain competitive advantage by using the talents of a diverse
workforce. Ciocirlan&Pettersson (2012) also recognized that the function of staff diversity in
workplace has improved over the years.

Diversity denotes the uniqueness that a person brings to the table, whether in ethnicity, country,
language, class, sexual orientation, religion, age, thoughts, experiences, education, gender, or
generation (Wang & McLean, 2015), and work force diversity management look for to tie together this
individuality in the pursuit of more inspired environments. Wentling&Nilda (2000) identified that work
force diversity management cultures are specific activities, policies, and any other formal processes or
efforts designed to promote organizational culture change related to diversity.

2.1.2.2 Team Work culture

According to Staniforth (2000) teamwork is the way of working which result in potential benefits and
greater synergy. Managers should design a suitable recognition and compensation system for the
employee and encourage their participation in team working projects. The managers also set the group
objectives that are associated towards the company strategic plan, building of employee performance
and fair payment methods. Periodically monitoring the team work activities in order to check its
effectiveness should be the primary focus of every business strategy (Musselwhite, 2001). Researcher
further suggested that team work is a fragile process which needs to be handling carefully in a
supportive organizational environment.

Team’s enables people to cooperate, enhance individual skills and provide constructive feedback
without any conflict between individuals (Jones et al., 2007). Teamwork is an important factor for
smooth functioning of an organization. Most of the organizational activities become complex due to
advancement in technology therefore teamwork is a major focus of many organizations. One research
study concluded that teamwork is necessary for all types of organization including nonprofit
organizations (Pfaff & Huddleston, 2003). Team members enhance the skills, knowledge and abilities
while working in teams (Froebel and Marchington, 2005).This means that employees who work in
teams are able to improve upon their skills, knowledge and ability by learning from each other as they
are working in a team, and due to that it enable them produce effectively and efficiently as compare to
employees who work individually in organizations. Anderson & West (2002) argue that effective
organizational environment is one in which employee communicate, participate and work in trustable
atmosphere.

2.1.2.3 Career Adaptability culture

Career adaptability can be defined as the individual’s readiness responses and coping resources, which
are used by individuals to plan for, explore and inform decisions regarding the future possibilities of
their careers (Rossier et al, 2012). Career adaptability reflects a process through which people build
their professional lives in a dynamic manner and at the same time demonstrate the ability to handle
changes both proactively and effectively with regard to the particular socio-cultural and socioeconomic
context within which they live (Coetzee, 2008; Ferreira, 2012).
Career adaptability is seen to impact various occupational outcomes, including job success, job
satisfaction, tenure and engagement (Klehe et al., 2011). It enables employees to deal with changes in
their work environment, such as redundancy, restructuring, outsourcing and job insecurity, all
characteristics of the current business environment (Ibid). Lower levels of career adaptability are
associated with employees who have lower engagement (Rossier et al., 2012).

According to Ferreira (2012), adaptability is a predisposition to consciously maintain an integration of

person and the environment and constitutes the attitudes, competencies and behaviors that individuals
use to fit into different professions. Career adaptability relates to the professional duties, traumas,
events, situations and transitions that individuals find them having to deal with, as well as the
psychosocial strategies needed to cope (Savickas&Porfeli, 2012).

Wellins and Concelman (2005) noted that organizations can enhance engagement in their workforce by
creating a learning culture and creating individual development plans for every employee. Many studies
had shown that most employees want to keep their jobs inventive and interesting by acquiring new
knowledge and skills and applying new approaches in their daily work life.

Organizational psychologists support that within fairness theory social injustice occurs when one
person is able to hold another accountable for a situation where their well-being (psychological or
material, or both) has come under threat (Cropanzano, 2001).

Fairness in organizations is important because it affects behaviors and results in the workplace, and can
foster effective functioning of organizations (Cropanzano, Bowen, & Gilliland, 2007). Perceived justice
has been examined by various researchers, and was associated with important and positive
organizational variables, such as job satisfaction, job performance, citizenship behaviors, and
commitment to an organization (Cohen-Charash& Spector, 2001; Colquitt et al., 2001;
GarciaIzquierdo, Moscoso, & Ramos-Villagrasa, 2012).

In this context, a manager‟s actions promoting fair treatment are more likely to be incorporated into
the general fairness impression of employees in the workplace than would be the case in more stable
times (Williamson & Williams, 2011). Research by Bernerth et al, (2007) on fairness in the workplace
notes that employees, before engaging in meaningful behavior, usually evaluate actions on the part of
organizational representatives as well as the resulting outcomes. Current literature supports that
employees‟ perceptions of fairness in the workplace are considered more dynamic when employees
receive information and experience justice events throughout their employment tenure.
2.1.2.4 Performance Standard Practices
According to Aguines (2005) performance management culture as “a continuous process of identifying,
measuring and developing performance in organizations by connecting each staff‟s performance and
goals to the organization’s overall mission and goals”. This author also emphasized that employees are
the way to feasible advantage for organizations to be successful in their goal. Thus, good performance
management culture is significant in order to entirely engage employees in their job with clear
understanding of what is expected of them.

Among the major advantage of effective performance management practices, Pulakos (2004)
emphasized the following employees tend to show an increase in motivation to perform, self esteem
increased, managers increase insight about subordinates; companies goals must be made clear, then
employees become more competent. Thus, organization should pay concentration to realize effective
performance management practices in order to attain greater culture of fairness, equality, transparency,
factor of motivation and to achieve their goals.

Performance management improves the organizations to track individual employee contribution and
performance against the organizational missions and to recognize employees‟ strength and
opportunities for the possible growth and assess if the organizational goals are achieved or not. It is one
of human resources practices that involve employees in planning, training and capacity development
and appraisal management cultures for the purpose of recompensating which is one of the main
determining factors to retain employees. Note in mind regular coaching and feedback is required on
what is being accomplished how the employee is performing throughout the year. Different companies
employ different performance management cultures as a helpful approach to manage, to improve and
oversee responsibility in the process of achieving their goal.

2.1.2.5 Internal Communication Culture

According to Dolphin (2005) internal communication is communication between the organization‟s
leaders, supervisors and one of its key publics: the employees. As of Kalla (2005) it is also „social
interaction through messages‟ and reflects management‟s ability to build relationships between internal
stakeholders at all levels within an organization.

Internal communication is vital to development of employees‟ mental inertia making them vibrant,
competitive and preparing them to face uncertainty. Various studies conducted by scholars in this field
reveal HRM practices geared to sound interdepartmental communication system to enhance
organizational outcomes. Internal communication boost employees‟ morale, strengthens organizations‟
vision, connects employees to business, advance process improvements, facilitates change and drive
business results (Hola, 2012).

Internal communication encourages people to work in teams, enhances decision making processes and
eradicating obstacles among different departments. Successful internal communication is vital to
support innovative technology leading towards prosperity. Hence typical HRM practices along with end
results depends on internal communication techniques causing huge boost to employee morale.

Researchers like Saks (2006) also highlighted the need to communicate with employees clearly and
consistently to achieve employee engagement, suggesting that employees who are more engaged will
have a more positive relationship with their employers. In fact, researchers like Welch and Jackson
(2007) recognized internal communication as vital for attaining employee engagement. The authors
emphasized that managers were significant in sharing transparent and open communications with their
employees in order to encourage a sense of feel right and dedication as well as helping employees to
better understand the goals of the organization.

2.1.3 Definition and Concepts of Employee Engagement

Definition of Employee Engagement as a dedicated willingness: According to Towers consulting
(2010) referred Employees Engagement as degree of enthusiasm and ability of employees to help
companies succeed, including rational and sensuous engagement.

Definition of Employee Engagement as a positive state of mind: According to Harter et al. (2002)
Employees engagement is the individuals‟ involvement and satisfaction with as well as enthusiasm for
work. Other authirZeng and Han (2005) referred Employees Engagement as having long lasting,
positive emotional and motivational state of awakening their work, ready to devote them to work at any
time, and are accompanied by pleasant, proud and encouraging experiences during work.

Definition of Employee Engagement as the opposite of burnout: Schaufeli and Bakker (2004) stated
that Employee engagement is the opposite of two feature of burnout: vigor and dedication. According
to Bang et al. (2018)Employee engagement can be defined as two constructs: as a Multifaceted
construct (Cognition, Emotion and behaviours) and as a Unitary construct (a positive state of mind, a
dedicated willingness and the opposite of burn out). Employee Engagement definition according to a
multifaceted constructs: The first concept of Employees engagement was proposed by Kahn (1990) as
attaching of organization members‟ selves to their work role. The author further pointed in
engagement, people employ and express themselves physically, cognitively, and emotionally during
role performance.

May et al. (2004) suggested regarding as Employee Engagement included not only cognition, but also
the flexible application of emotions and behaviour. Wellins and Concelman (2005) stated that
Employee Engagement is a mixture of commitment, loyalty, productivity, and ownership. Saks (2006)
define Employee Engagement is the combination of knowledge, emotion and behaviour related to the
individual‟s role performance. Soane et al. (2012) also defined Employee Engagement as a work role
focus, activation and positive affect.

According to the Gallup, the Consulting Organization, there are mainly three types of engagement that
occur in the organization. All are different in terms of involvement and their role in the organization.
An engaged employee is considered as the base of the organizational development. Such kinds of
employees carry the organization in positive direction. They not only perform their work but also play
an important role in achieving the organizational goals and objectives. Engaged employees want to use
their talent and strength at work every day.

They perform with passion, drive innovation and move their organization forward through their
performance (Vazirani, 2007). Not engaged kind of employees care only about their work not any other
things like goals, objectives and development of the organization. They do not have energy and
enthusiasm in their work (Reilly, 2014). These categories of employees do not have cooperative
relationship with their colleagues as well as the employers also. Their contribution is little in the
success and development of the organization. Actively disengaged employees do not perform their
work in a proper manner and do not complete their work timely.

Their contribution is almost negligible in the success and development of the organization. They are
unhappy at work and look after the work of the other member of the organization. Such kind of
employee carries the organization in the negative direction and organization suffers in achieving its
goals and objectives (Vazirani, 2007).

In proposing a conceptualization of the construct, theoretical analysis led researchers to identify vigor,
dedication and absorption to be distinct aspects comprising the underlying dimensions of work
engagement (Schaufeli et al., 2002). Vigor refers to the physical and mental activation of an employee.
Vigor is characterized by being mentally resilient, being persistent, having high levels of energy and
wanting to invest effort (Schaufeli et al., 2002). Dedication refers to strong involvement and personal
identification with ones job tasks.

The dimension of dedication is characterized by experiencing significance, enthusiasm, inspiration,

pride and challenge related to what one does at work (Bakker &Demerouti, 2008; Schaufeli et al.,
2002). Absorption, the third dimension of work engagement, refers to being fully concentrated. The
dimension of absorption is characterized by being deeply and happily engrossed in one‟s work, such
that time passes quickly and one has difficulties detaching oneself from what one is doing at the
moment (Bakker et al., 2011; Schaufeli et al., 2002).

2.1.3.1 Types and Measurement of Employee Engagement

According to the Meere (2005) employee can have one of three types of engagement: Engaged
Employees, Not Engaged, and Actively Disengaged.

As of Vazirani (2007) an engaged employee is considered as the fundamental of the organizational

success. These kinds of employees grasp the organization in positive direction for its goal achievement.
Engaged employees desire to employ their full talent and strength at work every day. They perform
with passion, drive innovation and move their organization forward through their performance.

According to Reilly (2014) disengaged employees worry only about their work not any other things like
organizational goals, objectives and development of the company success. They do not have energy and
passion in their work. Actively disengaged employees do not perform their work in a proper manner
and do not complete their work timely. Disengaged employees‟ contribution is almost insignificant in
the organization success. They are not happy at work and look after the work of the other member of
the organization. According to Vazirani (2007) disengaged ones take the organization in the harmful
direction and organization suffers in achieving its goals and objectives.

According to Alison Robins (2017) the main ways you could be measuring employee engagement on a
regular basis are: Pulse Surveys, One-On-Ones, Stay/Exit Interviews and Employee Net Promoter score
(ENPS). Pulse Surveys is asking questions about how people are feeling at work and what (if anything)
they would change. One-On-Ones is measuring through one-on-one meetings with employees.
Stay/Exit Interviews: Exit interviews are fairly common in most organizations, where you ask
employees that are clearly happy at work what makes them want to stay.
According to Fine, Horowitz, and Weigler (2010) captured employee engagement in three aspects,
which are satisfaction, commitment, and discretionary effort, with seven question items. Aon Hewitt, a
human resource consulting company, created the Aon Hewitt Employee Engagement Scale (AHEES)
measure. The measure has been widely used by HR professionals in a number of organizations, such as
Accenture, a multinational consulting service company (Baumruk& Gorman, 2006). The measure
consists of three key components, say, stay and strive included. Say refers to recommending the
organization to friends and speaking highly of the organization to others. Stay is characterized by a
strong desire to be a member of the organization and no intention to work somewhere else. Strive refers
to investing extra effort in the company and striving for the company‟s goals.

The Utrecht Work Engagement Scale (UWES) assesses work engagement in three dimensions,
including vigor, dedication, and absorption (Schaufeli& Bakker, 2003; Salanova, Augt&Peiro, 2005).
The validity of the UWES scale was tested in many countries Vigor is characterized by being energetic
and resilient at work, investing one’s effort, and being persistent during the difficulties. Dedication
refers to feeling valued, inspiration, pride, and passion at work. Absorption is regarded as having high
levels of concentration and focus at work.

2.1.4 Relationship between Employee Engagement and Organizational Culture

Organizational culture has been shown to propel employee engagement (Lockwood, 2007; McBain,
2007). Employee engagement is more likely to occur in a friendly and supportive work environment.
Such engagement is facilitated by appropriate compensation and benefits for employees. It is also
fostered by alignment to organizational mission and vision statements, positive peer treatment, and a
policy of work-life balance. Social Exchange Theory can be used to demonstrate the connection
between organizational culture and employee engagement.

Such a connection is a two-way relationship between the organization and its employees (Robinson et
al., 2004). When employees feel they are deriving benefit from their employer, they feel a
responsibility to return the favors through their work ethic. Organizational Culture and employee
engagement are critical in understanding how individuals relate in organization. Because employee
engagement and company culture both involve an individual‟s relationship with their workplace, its
easy to see why they are often confused. That said, there is a clear distinction. Employee engagement is
how employees feel, whereas culture is what employees believe and how they act (Spence, 2004).
According to Naidoo& Martins (2014) it is logical for an organization to nurture a culture that is
positive and one which ensures that employees feel and continue being engaged in their in work in
order to sustain the workers in the organization longer workers longer than those organizations that do
not emphasize and promote employee engagement.

Parent & Lovelace (2015) studied on the effect of employee engagement and an encouraging
organizational culture perspectives on an individual‟s ability to adapt and practiced to organizational
change; they concluded that individual adaptability to change can be enhanced through a positive
organizational culture. The researcher further concluded that organizations with a positive
organizational culture also promote both job and organizational engagement in their employees and that
employees with high levels of job engagement are less adaptable to change.

Krog (2014) showed that culture affects individuals and that clan culture and engagement are
moderately related. Similarly, the market culture and the hierarchy culture did not show any major
negative relationship with work engagement. In generally, there are some important differences in how
engagement and Organizational culture trends emerge over time. Culture predicts engagement, but
beliefs and behaviors are slow to change. Engagement is a critical output of a strong culture, but over
short time periods will be more volatile than culture.

For example, a down month of sales can negatively impact engagement while the culture remains
strong. The engagement insight is important to keep tabs on in this scenario, but is not by itself cause
for alarm. That’s because a blow to engagement on a team with a strong culture will rebound over time.
However, a low engagement score accompanied by a trend towards lower culture strength indicates that
there’s a breakdown in beliefs and behaviors on that team.

2.1.4.1 Team Work and Employee engagement

Team Work is–the degrees to which work activities are organized around teams rather than individuals
(Robbins, 2005).Members of the organization use an effective organizational culture to develop
teamwork and knowledge sharing culture (Wiewiora, et al, 2014). Schein (2010) indicated that
managers with an effect organizational culture encourage teamwork to improve performance in the
organization. Teamwork is an essential factor to achieve common organizational objectives. In an
effective organizational culture, business managers and employees work together to improve
performance and productivity in the organization (Childress, 2013). Eaton and Kilby (2015) noted that
effective organizational culture is important to motivate and retain competent employees in the
organization.

When business managers encourage collaboration and teamwork in the organization, employees may
benefit from shared experience and supportive alliance culture (Man &Luvision, 2014). In a supportive
and collaborative culture, employees may develop a friendly environment in the organization (Veiseh et
al., 2014). Wiewiora et al. (2014) noted that a friendly working environment is important to motivate
employees for better performance.

Teamwork is the concept of people working together cooperatively, as in sales team, sports team etc. It
has also become so valued that many large corporations have developed specific tests to measure
potential employee‟s teamwork ability. Hence, it has become important goal in most work places, the
belief is that teamwork gives employees a sense of ownership and encourages cooperation (Adeleke,
2008).

When business managers encourage collaboration and teamwork in the organization, employees may
benefit from shared experience and supportive alliance culture (Man &Luvision, 2014). In a supportive
and collaborative culture, employees may develop a friendly environment in the organization (Veiseh et
al., 2014). Wiewiora et al. (2014) noted that a friendly working environment is important to motivate
employees for better performance.

Therefore, H1: Team work has positive effect on employee engagement.

2.1.4.2 Internal Communication Policy and Employee Engagement

Internal communication is an important tool in establishing trust between leaders and their staff, which
ultimately develops the organizational culture to maintain Employee engagement in order to optimize
organization productivity and revenue (Lloyd, 2008). Transparent communication includes a high level
of participation by all members of the organization (Miguel, 2015). High levels of participation and
employee involvement in the decision-making process are important to motivate employees. Motivated
employees can develop a sense of ownership and responsibility culture in the organization (Engelen,
Flatten, Thalmann, &Brettel, 2014). Once employees developed a sense of ownership and responsibility
culture, their commitment to the organization significantly improves without close supervision
(Nwibere, 2013).
Business managers with strong organizational culture use transparent and open communication to
motivate employees and to improve performance and productivity in the organization (Kohtamaki et
al., 2016; Senaji et al., 2014). Transparent communication in the organization includes employees‟
participation and involvement in organizational activities. When organization members engage in open
communication, they may easily share relevant information throughout the organization (Simoneaux&
Stroud, 2014).

Employees may develop a sense of ownership and responsibility when involved in the organizational
decision-making process (Engelen et al., 2014). In a strong organizational culture, business managers
encourage their employees to participate in a key decision-making process. The employees‟
involvement in the organizational decision-making process is important to improve performance and
productivity (Miguel, 2015).

Business managers with a positive organizational culture are responsible for clarifying and
communicating organizational goals and objectives to employees and other stakeholders in the
organization (Simoneaux& Stroud, 2014). In a positive organizational culture, employees may clearly
understand their organization goal and values (Flamholtz& Randle, 2012). Childress (2013) noted that
when employees share and understand the organization‟s values, they might engage on value added
activities.

In an effective organizational culture, business managers may address employees‟ interest. The
managers who understand the role of their company culture may respond appropriately to employees‟
interest (Childress, 2013). Nongo and Ikyanyon (2012) indicated that when strong interpersonal
relationships exist in the organization, employees could positively communicate and share their ideas
with their managers. When business managers open their doors for employees, they may encourage
employees to express their opinions without reservation and hesitation (Veiseh et al., 2014).

H2: Internal communication has positive effect on employee engagement.

2.1.4.3 Adaptability Practices and employee engagement

According to Savickas&Porfeli (2012) an adaptable individual in the face of change is therefore seen as
concerned about their future, takes control of preparing for it, discovers alternatives via their interest
and pursues aspirations through established confidence. Lent (2013) emphasized employees with high
levels of career adaptability practices generally take a proactive and positive stance towards managing
their personal life and promoting their own well-being.
According to Cotter and Fouad (2012), few studies have taken into account personal strengths, such as
career adaptability, when examining employee engagement. Previous studies like Ito &Brotheridge
(2005) have found links between career adaptability and positive outcomes, such as life satisfaction as
well as negative work-related outcomes, such as turnover intentions.

According to Van den Heuvel,et al, (2013) career adaptability as a crucial personal resource that allows
employees to react to the changing world of work and consequently career transitions. Thus, according
to Savickas&Porfeli (2012); Van den Heuvel et al. (2013) career adaptability is additionally seen as one
of the most significant factors to ensure commitment and motivation of employees aiming to increased
environmental pressure, thus ensuring organizational success.

Rossier et al. (2012) found significant relationships between the two adaptability practice and employee
engagement. Therefore, understanding the relationship between career adaptability and employee
engagement is increasingly relevant and important. Career adaptability may predict process-oriented
constructs, such as performance, as well as occupational behaviors, such as engagement.

Therefore, H3: An Adaptability practice has positive effect on employee engagement.

2.1.4.4 Performance Standards and Employee Engagement

Performance and accountability standards contain a standard that shows when and how employees
receive evaluations, benchmark standards, rewards, and accountability for their performance. O‟Reilly
et al. (2014) noted that performance and accountability standards have a profound impact on
employees‟ work performance and behavior. The performance and accountability measure contributes
to the organizational goal achievement and the organizational culture effectiveness (Green, 2012).

According to Berg &Wilderom (2012) business managers with effective organizational culture give
priority to excellent customer services. Other researcher like Miguel (2015) also indicated that
organizations leadership must value good customer service as a source of sustainable competitive
advantage. When employees share the organizational values and beliefs, they motivate themselves to
achieve organizational goals by providing caring and comfortable service for customers (Childress,
2013). According to Berg &Wilderom (2012) in an effective organization culture, customer service is
an essential responsibility for business managers.

H4: performance standard has positive effect on employee engagement.

2.1.4.5 Work force Diversity Management and Employee Engagement
According to Guidroz (2008) the role of diversity in workplace has increased over the years and as
higher number of organizations has started to adopt diversity management strategies in an attempt to
increase performance levels or attract and retain new employees. However very diminutive research has
been done towards understanding how perceptions related to diversity are impacted by the amount of
diversity present in the group. This paper examines how the volume of diversity present and how this
information influences people‟s perception on group diversity. Results of this survey indicate that
people perceive racial/ethnic diversity in the workplace coinciding more with their notion of diversity.

Participants also exhibited an inclination for equality and considered the organization to be most
successful at managing the diversity when the minority and non-minority crowds held an equal
proportion in the population in the workforce components of an individual as this very crucial to obtain
organizational success. The paper aims to provide information to help those organizations, explicitly
those in the hospitality industry and the society to understand diversity better. The design of the paper is
as such that it flows through a sequence starting with the entrance of diversity to the inclusion of
diversity and the concern on a broad definition of diversity. The results show that the author can affirm
The Diversity Task Force‟s 2001 definition of diversity, whereby diversity means “all characteristics
and experiences that define each of us as individuals” (Diversity Task Force, 2001). The review also
places emphasis on organizations to understand the importance of identifying and recognizing that
individuals have similar primary components may not have similar secondary components.

According to the study of Messarra (2014) the study aimed to investigate the visceral effects of
perceived religious discrimination on work-related behaviors of employees, mainly concerning to
engagement and commitment. Commitment was the dependent variable and components of religious
discrimination as independent variables. The findings of the study suggest that as soon as workers
perceive a sense of religious discrimination in the organization, their level of commitment and
engagement is affected. In order to combat this, managers as well as human resource personnel should
ensure that they devise strategies that cater to the issue pertaining to religious discrimination and
develop methods to alleviate the adverse organizational and personal consequences of religious
discrimination.

Thus, H5: Diversity management has positive effect on employee engagement.

2.2 Empirical Review on Relationship between Organizational Culture and Employee
Engagement
The empirical research done by like Velasco, Villar, Lunar and Velasco(2016) who assess the
workforce diversity in Gulf College Oman on the basis of four dimensions namely; personality,
internal, external and organizational. The author further discusses the diversity dimensions that affect
the personality of the employees together with recessive and progressive diversity dimensions. The
results point out that workforce diversity is highly prevalent in Gulf College Oman. Thus, a
differentiated employee development plan should be devised that addresses the various issues and
concerns on workforce diversity. Employee motivational methods can also be used to more advance
employee productivity. This writer recommends that the college should set the culture in such a way
that it transcends all limitations to unite its people and achieve organizational goals.

According to the study of Cotter and Fouad (2012) in their assessment of economized employees, found
that no relationship between employee‟s career adaptability and engagement even if the expected
theoretical relationship. Opposing to these findings, researchers like Rossier et al. (2012) established a
significant relationships between the adaptability and employee engagement. Therefore, considering the
relationship between employee‟s career adaptability and engagement is progressively more applicable
and significant. It is accordingly hypothesized that career adaptability may anticipate process-oriented
constructs, such as performance, as well as occupational behaviors, such as employee engagement
(Ibid).

Other researcher Guidroz (2008) identified the role of work force diversity in workplace has improved
over the years and as higher number of organizations has implemented to adopt diversity management
strategies in an attempt to increase performance levels or attract and retain new employees. However
very diminutive research has been done towards understanding how perceptions related to diversity are
impacted by the amount of diversity present in the group. Results of this survey indicate that people
perceive racial/ethnic diversity in the workplace coinciding more with their notion of diversity.

Participants also exhibited an inclination for equality and considered the organization to be most
successful at managing the diversity when the minority and non-minority crowds held an equal
proportion in its workforce population of company as this is very vital to attain organizational
objectives. The paper aims to give information to help those organizations, explicitly those in the
hospitality industry and the society to understand diversity better. The results show that the author can
affirm the Diversity Task Force‟s 2001 definition of diversity, whereby work force diversity means “all
character and practice that describe one as individuals” (Diversity Task Force, 2001). The literature
review also places stress more on companies to recognize the significance of identifying and
recognizing that individuals have similar primary components may not have similar secondary
components.

According to the study by Messarra (2014) investigated on the visceral effects of perceived religious
discrimination on work-related behaviors of employees, mainly concerning to engagement and
commitment. In this research employee commitment was the dependent variable and components of
religious discrimination as independent variables. The findings of this study proposed that as soon as
employee recognizes a sense of spiritual discrimination in the organization, their level of commitment
and engagement is affected. In order to combat this, managers as well as human resource personnel
should ensure that they devise strategies that cater to the issue pertaining to religious discrimination and
develop methods to alleviate the adverse organizational and personal consequences of religious
discrimination.

The research by Brenyah and Darko (2017) looked at the association between company‟s culture and
employee engagement concerning 267 employees in public sector institutions of Ghana and found that
achievement and support cultures of organization significantly impact employees to be engaged in the
public sector of Ghana whilst authority or power culture of organization has a significant, but negative
association with employee engagement. But, the association between employee‟s role culture and
employee engagement was not significant.

Reis, Trullen& Story (2016) carried out a study of about 890 professionals from attendees of graduate
and postgraduate programs of a business school in Brazil on perceived organizational culture and
engagement: by considering the mediating role of authenticity and then concluded that those
environments that are seen to be more broad and participative, and that incentivize autonomy (i.e. clan
and adhocracy cultures) neither nurture nor inhibit realism. Cultures seen as having control, are orderly
and emphasize stability are negatively related to legitimacy and therefore employees who act more
authentically at work are more engaged with their jobs.

According to Kalia and Verma (2017) who conduct a study on organizational culture and its effect on
employee engagement amongst hospitality sector employees and revealed that organizational culture is
considerable company culture perspective that encourages employee engagement. Along with the
different perspectives of organizational culture, autonomy and experimentation practice of
organizational culture perspectives were found to be significantly related with all other dimensions of
employee engagement. Other different aspects of organizational culture were found more related with
vigor and dedication as compared to an absorption parameter of employee engagement. In this research
trust predicted dedication and absorption, while team work or collaboration affected only absorption
dimension of employee engagement among the hospitality employees.

In one such study on investigating the relationship between organizational culture and employee
engagement at a South African Information Technology firm by Naidoo& Martins (2014) they
concluded that it is logical for an organization to nurture a culture that is positive and one which
ensures that employees feel and continue being engaged in their in work in order to maintain the
workers in the organization longer than those organizations that do not stress and promote employee
engagement.

According to Purcell et al’s (2003) study there are some aspects to be strongly associated with high
intensity of employee engagement. The first aspect all of these aspects had in common was that they
were associated with an employee‟s participation in a practice related to their work. For example,
effective and transparent communications was found to be a factor as engagement levels were affected
by the amount and transparency of information employees received from their organization about how
and what well the company was performing and how they add value to the company to achieving its
business objectives.

Researcher like Schein (2010) revealed that management with weak organizational culture has in lack
of transparent and reliable communication in the organization. In a weak and not transparent
organizational culture, employees perform in a manner not consistent with the organization main
concern because of unsatisfactory communication and lack of consistent way from the leadership
(Flamholtz& Randle, 2011).

Business and organizational managers with strong organizational culture practices use transparent and
open communication to motivate their employees and to improve performance and productivity in the
organization (Kohtamaki et al., 2016; Senaji et al., 2014). Transparent and clear communication in the
ones‟ organization includes employees‟ contribution and participation in organizational actions. When
employees engage in open and transparent communication, they may easily distribute relevant
information throughout the organization (Simoneaux& Stroud, 2014).
In a study carried out by Parent & Lovelace (2015) on the impact of employee engagement and a
positive organizational culture on an individual‟s ability to adapt to organizational change, they
concluded that individual adaptability to change can be enhanced through a positive organizational
culture. They further concluded that organizations with a positive organizational culture also foster job
engagement in their employees and that employee with great level of job engagement are less adaptable
to change.

Another study on the relationship between organizational culture and work engagement: A multilevel
investigation by Krog (2014) carried out in 35 Norwegian organizations showed that culture affects
individuals and that clan culture and engagement are moderately related. Similarly, the market culture
and the hierarchy culture did not show any major negative relationship with work engagement. In both
of the quoted studies, the researchers did not quite identify the organizational cultures that influence
engagement and what determines and manifests as engagement.

According to the research finding by Van den et al. (2013) career adaptability as crucial personal
characteristics that allow employees to react to the dynamic world of work and as a result career
transitions. Other researchers such as Savickas&Porfeli(2012) and Van den Heuvel et al. (2013) career
adaptability is additionally seen as one of the most important factors to ensure commitment and
motivation of employees amidst increased environmental pressure; thus, ensuring organizational
success.

2.3 Conceptual Framework of the Study

Based on the review of related literatures the following conceptual framework has been developed by
the researcher to establish the interrelationships among the dimensions deemed to be integral to the
dynamics of answering the research question.

Independent variables

Dependent variable
Work force Diversity
Managemen

Performance standards

Employee
Engagement
Team Sprit
 Internal communication

Adaptability

Source: Denison and Neale (2011) and modified by researcher based on literature

2.4. Research hypothesises

Based on the stated literature review, in order to respond to the research questions, the research
hypotheses will be proposed as follows.

H1: Team work has positive effect on employee engagement.

H2: Internal communication has positive effect on employee engagement.

H3: An Adaptability practice has positive effect on employee engagement.

H4: Diversity management has positive effect on employee engagement.

H5: performance standard has positive effect on employee engagement.

CHAPTER THREE

3. RESEARCH METHODOLOGY

3.1 Research Approach and Design

As of Creswell (2009), research approaches are procedures and plans for study that cover the steps from
broad assumptions to detailed methods of data collection, analysis, and interpretation. According to
Muijs (2010) quantitative research method uses to explain relationships or phenomena by collecting
numerical data and analyzing based on mathematical method. Based on the above description,
quantitative research approach will be used to this study since it is an appropriate method to create
quantifiable cause and effect relationship between the variables of the study.

According to Kohtari (2004) descriptive research studies are those studies which are concerned with
describing the profile of a particular respondents describing their job position, service year offered by
their company, and work experience of respondents and analyzing the response on respondents’
agreement state on relationship between employee engagement and performance. Explanatory studies
create causal relationships between variables, and depends on studying a situation or a problem in order
to explain the relationships between variables (Saunders, Lewis &Thornhill, 2009). Therefore, in this
study both explanatory type and descriptive type of research designs will be employed.

3.2 Data Types, Sources, and method of data collection

This study will use quantitative data types. Both primary and secondary sources will be employed. The
study plan to use primary source of data as main data source by using structured questionnaires
administered to the employees of selected public sectors in Gondar city products.

UmanSekaran (2005) suggests that both open ended and close ended questionnaires are an efficient data
collection mechanism provided the researcher knows exactly what is required and how to measure the
variables of interest. For the purposes of this research, the questionnaires were used to gather the
necessary information. Some questionnaires were adopted from organizational culture assessment
instrument (OCAI) developed by Cameron (2006) and Utrecht Work Engagement (UWES) developed
by Schaufeli and Bakker (2004) in order to avoid questionnaire content validity. All measures was
made on the 5-point Likert scale (1=strongly disagree, 2=Disagree, 3=Neutral, 4=Agree, 5=Strongly
Agree).
The first section requests on the demographic information on the respondents sex, age, marriage status
and qualification. The second section was asked to assess the Organizational culture effect on employee
engagement. The questionnaires has prepared in English language. The respondents was asked for each
item to show their degree of agreement on 5-point Likert type scale which would makes the
respondents to understand the formal and produce more accurate answer. Secondary source of data will
be collected from different sources such as selected public sectors in Gondar citypublications,
literatures, and other publications.

3.3 Target Population and Sampling Design

Target population, as the name suggests, is the population that is of interest to the researcher. The
theoretical or target population serves as the main environment for the researcher's hypothesis in a
general term. On the other hand, the study population, which is also known as the accessible
population, is the population that is derived from the target population for the smooth conduction of the
research in specific term. This specific group of people is the study population, which is manageable,
much easy to sample. The theoretical population (target population) in case of this study is employees
from selected public sectors found in Gondar city.

Sampling is the process of choosing samples, from a larger population, a group about which the
researcher wishes to make generalized statements so that the selected part represents the total group
(Kothari, 1375). Some public sectors operating in Gondar town take as universe to get rich evidence.

Table 3.1: Number of employees working and selected representative public sectors using
random sampling.
Sector name Number of sample employee
transport and logistics 50
trade and enterprise 20
civil service 43
Education 45
zonal health office 40
Tourism 30
revenue office 49
House urban development 17
To calculate the sample size, simplified formula provided by Taro Yamane (1967) is used i.e.

N 1172
n= 2
= 2
=294
1+ N (e) 1+1172 (0.05)

Where, n = number of sample size, N = Total number of study population, e = level of confidence to
have in the data or degree of freedom which is 95% for this study. Therefore, number of suitable size
of respondents will be decided using the above formula as depicted in above the table.

For this study the researcher will select the employees by using simple random sampling through
probability method which is proportional to the number of employees in the sector for more
representative and unbiased selection. According to Anderson (2009) probability sampling is widely
used in quantitative studies.

3.4. Data Collection Technique

Primary data will be collected through structured questionnaires’ and secondary data will be collected
from other documented sources like articles, researches and journals. Therefore, the researcher used
structured questionnaire data collection technique. The reason to use this technique was the study’s
research approach was quantitative. So for quantitative approach questionnaire is preferable technique.

The research will use primary data that will be collected through close-ended questionnaires. A five
point Likert- scale questionnaire will be used to collect numerical or quantitative data. A questionnaire
is a general title that includes methods in which each person is asked to respond to an identical set of
questions in a predetermined order at a certain point in time. It will be used for collection of primary
data.

In Likert scale questionnaires, respondents will give a rating scale used to collect data by providing
level of agreement choices with a statement. It enables to collect numerical data and easy to draw
conclusion (Saundres et al. 2009). Questionnaires will personally handed to 100 respondents with close
follow up and guide in filling the questioners. All respondents expected to complete the questionnaires
in suitable form. Several questions will be asked related to determinant factors on different aspects of
organizational culture and employee engagement.
3.5. Questionnaire Design
The design of the questionnaire will be kept very simple to encourage meaningful participation by
the respondents. The type of questionnaire will be closed-end and five-point Likert scale type
questions which range from strongly disagree to strongly agree. The questionnaire will be prepared
in two main parts. The first part of the questionnaire is related to the demographic data of the
customer including the age, gender, and educational background. The second part concerned with
the questions used to assess about organizational culture factors of employees engagement.
Respondents will be asked to indicate their degree of agreement with each of the items on five point
Likert scale.

3.6. Methods of Data Analysis and Interpretation

To meet the research objectives, data collected from structured questionnaire will be analyzed using
statistics such as tabulation, frequency distribution, and percentage to increase understanding and
facilitate easy comparison of the data will be collected from the survey. Descriptive statistics, which
include frequencies, percentages, mean analysis and inter correlations among the main variables, will
present the main characteristics of the sample. Also inferential statistics such as ANOVA will used to
present the relationship between variables. Finally major findings will be interpreted based on the
result.

3.7. Data Analysis and Presentation

Both the descriptive and inferential analysis will be conducted using statistical software called
Statistical Package for Social Science V23. Descriptive analysis will be used to analyze data gathered
through questionnaires. The data gathered through questionnaires will fed into SPSS to make the data
ready for processing. At last presentation and report will be done through graphs, figures, and tables.
Multiple linear regression analysis will also apply for the research to address research objectives. And
the inferential statistics is used to examine the relationship and the direction of the relationship between
organizational culture perspectives and employee engagement.

The study willtest OLS assumptions, linearity, Normality, and autocorrelation, and Multicollinearity
tests. In order to study the relationships between the independent and dependent variables a Pearson’s
correlation analysis will be used.

The regression models for the study will beas follows:

EE = β0+ β1X1+ β2X2 + β3X3 + β4X4+ β5X5+ ԑ

Where, EE= Employee Engagement

X1= Performance standard perspective

X2= Team work Culture

X3=Work force diversity culture

X4=Adaptability practices

X5= Internal Communication Perspectives

ԑ= other factors undefined

β0=Employee engagements in absence of Performance standard perspective, team work culture, work
force diversity culture, adaptability practices, and internal communication perspectives.

β1 =The partial change in the EE due to one unit change in Performance standard perspective while
other things remain constant

β2= The partial change in the EE due to one unit change in Team work Culture while other things
remain constant.

β3= The partial change in the EE due to one unit change in Work force diversity culture while other
things remain constant.

β4= The partial change in the EE due to one unit change in Adaptability practices while other things
remain constant.

β5=The partial change in the EE due to one unit change in Internal Communication Perspectives while
other things remain constant.

3.8. Reliability
To ensure the reliability of the measurement scales, Cronbach’s alpha will be used in the calculation.
Where by a higher value of above 0.6 indicated that the variables were reliable while the values above
0.9 are regarded as most reliable but anything below 0.7 was regarded inconsistent with the reliability
scales as according to George &Mallery (2003), the value of Cronbach‟s alpha coefficient should be
more than 0.7 which is an acceptable level of internal consistency or reliability.
3.9. Validity Test
According to Creswell (2014) validity is one of the strengths of all types of research (qualitative and
quantitative). It also concerns with the degree to which a question measures what it is intended to
measure. In order to assure the validity of the study the content validity of questionnaires were carefully
designed and tested with a few members of the population, and professionals for further improvements.
Some parts of the questionnaires were taken from previous documents and secondary sources from
Denison and Neale (2011) and Mohammed et al. (2017). For tables below the case processing
summary shows a strong internal consistency.

NO VARIABLE CRONBACH’S NUMBER OF ITEMS

ALPHA VALUE
1 Workforce diversity .738 4
2 Team work .862 5
3 Internal communication culture .734 5
4 Adaptability Practices .835 5
5 Performance Standard cultures .803 5
6 Engagement .822 5
Based on the test for reliability shown in table above, Workforce diversity (4 items; α =
.715), Team Work(5 items; α = .739), internal communication(5 items; α = .810), Adaptability
practice(5 items; α = .862), performance standard (5 items; α = .851) and measuring item(5 items; α
= .739)were found to be highly reliable with the reliability Cronbach’s Alpha statistics of individual
constructs ranging from 0.715 to 0 .862.Thus, based on the test of the scales and constructs included, it
is revealed that each scale represents a reliable and valid construct. As the entire alpha values are above
0.7, therefore all the variables are consistent and reliable.

3.10. Ethical Consideration

According to (Paul D. Leedy and Jeanne Ellis Ormrod, 2013)in doing any research, there is an ethical
responsibility to do the work honestly and with integrity. The basic principle of ethical research is to
preserve and protect the human dignity and rights of all subjects involved in a research project. During
data collection respondents was informed the objective of the research. Anyone who may not interest to
involve and bring any information was not included in the study.
 CHAPTER FOUR
4. Data presentation, Analysis and Discussion

4.1 Introduction

This chapter explains the presentation, analysis and interpretation part of the study. It focuses
onexaminingthe effect of organizational culture on employee engagement. The data collected is
mainly
basedonrespondents‟expectationsandperceptionsofthevariousitems.Thefirstpartofthequestionnair
econsistsofgeneralinformationoftherespondents.Thesecondpartofthequestionnaire presents the
descriptive analysis on variables of the study and the next part dealswith the results of regression
and correlation between organizational culture perspectives andemployeeengagement.
InthisanalysisSPSSversion25wasusedtomakeall thenecessaryregression results. The questioners
have been thoroughly checked for missing values before filling the information on SPSS. A total
of 294 questionnaires were distributed to potential respondents and294were
workablequestionnairesandthe analyze part wasmade based onthisdata. Therefore the research
finding is presented under this section.

4.2. Demographic Composition of Respondents

This partshows thegeneraldemographic information of respondents. Thestudy participants

onthequestionnairehavedifferentinformation;besidesthesedifferencestheyintroducedifferent
responses towards effect of organizational culture and employee engagement. Thestudy sought to
establish like the Gender characteristics, Age category of the respondents,
andworkexperienceofrespondents.Thecompanies‟profilewhoparticipatedinthestudyispresentedfor
all respondents.
Figure 2:Gendercategoryofthe respondents

55.1% 44.9%

Source:ownresearchsurvey,2023

From the above figure about 44.9% of the respondents were female and about 55.1% of
therespondents were male. From this finding one can infer that there is an approximate number
of respondents from both male and female.In this research both genders were involved in the
study and thus the finding of the study did notsufferfromgender bias.
 2.
4

18.7%

34.4%

23.1%

21.4%

Source:ownresearchsurvey,2023
From the above figure about2.1% of the respondents were within the age ofless than 20years old,
about 34.4% of them were within the aged of 21-30 years old, about 21.4% werewithin the age of
31-40 years old, and about 23.1% of the respondents were within the age of 41-50 years old and
about 18.7% of them were above the age category of 50 years old. This is anindication for
respondents were well distributed in terms of their age category. The age categoryimplies that the
respondents were comprised of heterogeneous groups in their age; which in turnenabled the
researcher to get varied responses across the sample units and hence,thestudydid not suffer
fromagebias.
After the data is collected from participants, the SPSS software was used to present and analyze the
data. This result was based on 294 responses ofrespondents selected from those different public sectors.
The following frequency table presented the whole demographic information of respondents.

Table 4.1tabular demographic composition of respondents

Item Description Frequency Percent

Sex Male 162 55.1

Female 132 44.9

<20 7 2.4
 Age 21-30 101
34.4
31-40 63 21.4

41-50 68 23.1

>50 55 18.7

Single 160 54.4

marital status
Divorce 9 3.1

Widowed 5 1.7

Married 120 40.8

Education level High school and

below 21 7.1

Diploma 119 40.5

Degree 105 35.7

Masters 42 14.3

PhD and above 7 2.4

Work Experience <1 year

7 2.4

1-5 year 72 24.5

6-10 year 107 36.4

11-15 year 66 22.4

>15 years 42 14.3

source: own servey, SPSS 2023

 Based on the above table about7.1 % of the respondents were primary and secondary
schoolcompleted, about 40.5% of the respondents were diploma holders, about 35.7% of them
weredegree holders, about 14.3% of the respondents wereabove degree holders, and about 2.3%
oftherespondentswereothersPhD
holders.Fromthesefindingmostoftherespondentswereeducated.From
this,onecaninferthatrespondentsassumedto have best knowledge in the organizational structure of
the company and the effects on employeeengagement.

Concerning the marital status,the above table shows thatabout 54.4 % of the respondents
weresingles, about 1.7% ofthe respondents were widowed, about 40.8% of them were married,
and about 3.1% of therespondentsweredivorced. From these
findingmostoftherespondentsaresingle and married and there is a small number of respondents
who are widowed and divorced.

Figure4EducationalCharacteristicsoftherespondents
Source:OwnResearchsurvey,2023

Figure5:Maritalstatusoftherespondents

Source:Ownresearchsurveyresult,2023

Descriptive analysis of explanatory variables

Responses were measured on five point Likert scale with 1= Strongly Disagree; 2= Disagree;
3=Neutral; 4= Agree; and 5 = Strongly Agree as used by Mercy (2016) andWorku (2015).
TableDescriptive analysissummaryofworkforcediversitymanagementculture
Questions Responsesinpercentage(%)

Std.Dev
Mean

1 2 3 4 5

Thecompanygivesequaltr 17(4.8%) 54(28.6%) 35(11.9%) 70(51.8%) 28(9.5%)

3.52

eatment when it
comestothediversityof
1.341

educationbackground.

Thecompanydoesagoodjo 49(16.7%) 84(28.6%) 0 126(42.9%) 35(11.9%)

bofattractingand
1.364
3.05

hiringminorities.
The team leader 42(14.3%) 56(19.0%) 14(14.8%) 133(45.2%) 49(16.7%)

includesall members at
differentethnicity in
problemsolvingand
decision

1.338
3.31
making.

Different languages 42(14.3%) 56(19.0%) 42(14.3%) 77(26.2%) 77(26.2%)

thatareusedtocommunic
atedonot create problem

1.408
3.31
amongemployees.

Source:Surveyresult(2023)

From the above table result most of the respondents about 51.8% of the respondents were
agreedthat the company gives equal treatment when it comes to the diversity of education
background.Themeanscorevalue3.52andthestandarddeviationvaluewas1.341;thisindicatesthatresp
ondentswereagreedthatcompanygivesequaltreatmentirrespectiveoftheireducationalbackground.
This indicates that the company has work force educational diversity treatment.Based on the
second sub-construct most of the respondents about 61.9% were agreed that thecompany does a
good job of attracting and hiring minorities. The mean value which is 3.05indicates that they
were agreed on the statement and these indicatesthe presence of response variation from the
mean value. Therefore, the result indicates that thecompanyhires different ethnicbackground of
groups.

Based on the third sub-construct most of the respondents about 45.2% of them were agreed
thatthe team leader includes all members at different ethnicity in problem solving and
decisionmaking. The mean value 3.31 indicates that the respondents were agreed on the
statement.
Thestandarddeviationvalue1.1indicatesthereissmallrespondents’responsevariation.Therefore,com
panyhiresand appointsin itshigher positionfromdifferentethnicitybackground.

Based on the fourth sub-construct most of the respondents about 40.5% of them were agreed
thatdifferent languages that are used to communicate do not create problem among employees.
Themean value 3.38 indicates that the respondents were agreed on the statement. The
standarddeviation value 1.1 indicates there is small response variation of respondents. The
company’semployeescancommunicate differentlanguage andthisdoes notcreate anyproblems.

Generally, the work force diversity aspect of the company organizational culture indicates
thatthe company has work force educational diversity treatment, the company hires different
ethnicbackground of minorities and majorities, the company hires and appoints in its higher
positionfrom different ethnicity background, and the company’s employees can communicate
differentlanguage and thisdoesnot createanyproblems.

WellinsandConcelman(2005)notedthatorganizationscanenhanceengagementintheirworkforce by
creating a learning culture and creating individual development plans for everyemployee. Many
studies had shown that most employees want to keep their jobs inventive andinteresting by
acquiring new knowledge and skills and applying new approaches in their dailywork life.

TeamworkCulture

Table4.3Descriptiveanalysisresult summaryofteamworkculture

Questions Responsesinpercentage(%)
1 2 3 4 5 Mean

Dev
Std.
Cooperation
42(14.3%) 35(11.5%) 7(2.4%) 119(40.5%) 91(31.0%)
acrossdifferentparts
oftheorganizationis
1.399
3.62

encouraged.
In our
35(11.9%) 7726.2%) 7(2.4%) 153(45.2%) 42(14.3%)
companysupervisors
are moreconcerned
withmaintaining
goodrelationshipwitht
heir
1.308
3.24

subordinates.
Different parts of 42(14.3%) 28(9.5%) 111(38.1%) 49(16.7%)
63(21.4%)
theorganizationcooper
ate

1.339
3.21
tocreatechange.

Managersrecognizeandr 77(26.2%) 84(28.6%) 28(9.5%) 70(23.8%) 35(11.9%)

ewardsemployeeswho

1.394
2.67
are workinginteams.

My company 56(19.0%) 91(31.0%) 35(11.9%) 84(28.6%) 28(9.5%)

ischaracterizedbytea
mwork,consensusand

1.303
2.79
participation.

Source:Surveyresult(2023)
Based on the first sub-construct most of the respondents about 71.5% of them were agreed
thatcooperationacrossdifferentpartsoftheorganizationisencouraged.Themeanvaluewhichis
3.62 indicates that they were agreed on the statement and value of standard deviation 1.39
indicates that there is no much deviation from the mean value. One can infer from this result
thatthe company encourages employees to work together across different parts of the company
andthus promote cooperation among employees working together.Teamwork is the concept
ofpeople working together cooperatively, as in sales team, sports team etc. It has also become
sovaluedthatmanylargecorporationshavedevelopedspecificteststomeasurepotentialemployee‟s
teamwork ability. According to Man &Luvision (2014) when business managersencourage
collaboration and teamwork in the organization, employees may benefit from
sharedexperienceand supportiveallianceculture.

On the second sub-construct most of the respondents about 61.5% of them were agreed that
intheir company supervisors are more concerned with maintaining good relationship with
theirsubordinates. The mean value 3.24 indicates most of them were agreed and standard
deviationvalue 1.308 indicates that there is small deviation from the mean in their responses the
company‟ssupervisor encourages maintaining good relationship with their sub ordinates and
employees.Ina supportive and collaborative culture, employees may develop a friendly
environment in theorganization (Veiseh et al., 2014). A friendly working environment is
important to motivateemployeesfor better performance.

Based on the third sub-construct most of the respondents about 54.8% of them were
stronglyagreed that different parts of the organization cooperate to create change. The mean
value 3.21 indicates most of them were agreed and standard deviation value 1.339 indicates that
there is smalldeviation from the mean in their responses. From this result one can infer that the
company‟sdifferent departments and encouraged to cooperate and work with in team and
creating change.
Based on the fourth sub-construct most of the respondents about 35.7% of them were agreed
thatmanagers recognize and rewards employees who are working in teams. This indicates that the
there is a small engagement for higher position managers to encourage, recognize and reward the
company’s employees who work in team. The companyencouragesteam work
culturewithintheemployees.
Concerning thefifth sub-construct most of therespondents about36.1% of them
wereagreedthatmycompanyischaracterizedbyteamwork,consensusandparticipation.Themeanvalue
3.9 indicates most of them were agreed and standard deviation value 1.303 indicates that there
isalso small response deviation from the mean. This result indicates that the company
encouragesand promotes team work, consensus and participation.This finding is supported by
Schein(2010) who indicated that managers with an effect organizational culture encourage
teamwork toimprove performance in the organization. Teamwork is an essential factor to achieve
commonorganizationalobjectives.Inaneffectiveorganizationalculture,businessmanagersandemplo
yeesworktogetherto improve performanceandproductivityinthe organization.
Table4.4Descriptiveanalysisresultsummaryofinternalcommunicationculture

Questions Responsesinpercentage(%)

Std.Dev
Mean
1 2 3 4 5

There is 35(11.9%) 63(21.4%) 28(9.5%) 105(35.7%) 63(21.4%)

opencommunication
tofacilitateeffectivetea
mworkin our

1.342
3.33
organization.
There is 56(19.0%) 105(35.7%) 63(21.4%) 49(16.7%) 21(7.1%)

properInformation
flow in alldirectionsof
our
2.57

1.18

organization.
ThereisTransparencyinin 49(26.7%) 84(28.6%) 35(11.9%) 84(28.6%) 42(14.3%)

ternalcommunication
1.347
2.95

ofourorganization.
Inourcompanycommunic 49(16.7%) 56(19.0%) 21(7.1%) 133(45.2%) 35(11.9%)

ationisusedasaneffective
wayofgetting

relevantfeedbackandcriti
calinformation for

1.328
3.17
correctiveaction.
Wearekeptinformedabou 56(19.0%) 56(19.0%) 42(14.3%) 105(35.7%) 35(11.9%)

thowwellorganizationalg
oalsand

1.338
3.02
objectivesarebeingmet.

Source:Surveyresult(2020)

Concerning the internal communication culture on the first sub-construct most of the
respondentsabout 57.1% of them were strongly disagreed that there is open communication to
facilitateeffective team work in our organization.Their responses mean value 3.39 indicates that
theywere disagreed on the statement. Their standard deviation value 1.180 indicates that there is
highdeviation of their responses from the mean. Thus, one can infer that even though the
companyencouragesteamworkculturethecompanydidn‟topenlycommunicatetofacilitateteamwork.

Thesurveyresultfromsecondsub-constructmostoftherespondentsabout23.8%oftherespondents
were strongly disagreed that there is proper Information flow in all directions of
ourorganization.Theirresponsesmeanvalue2.87indicatesthattheyweredisagreedonthestatement.
Their standard deviation value 1.347 indicates that there is small deviation of theirresponses
from the mean.From the result one can infer that there is no proper information flowin all
directions of the company.
Based on the third sub-construct majority of the respondentsabout 47.6% were strongly disagreed
that there is Transparency in internal communication oftheir organization. Their responses mean
value 2.06 indicates that they were disagreed on thestatement. Their standard deviation value
1.328 indicates that there is also small deviation of theirresponses from their mean. This result
indicates the absence of transparency in company‟sinternalcommunication.
In the fourth sub-construct most of the respondents about 57.1% of them were strongly
agreedthatin their company communication is used as an effectiveway ofgetting
relevantfeedbackand critical information for corrective action. Their responses mean value 3.17
indicates that theywere agreed on the statement. Their standard deviation value 1.338 indicates
that there is a smallvariation of their responses from the mean. From the finding one can infer
that the company use communication as an effective way of getting relevant feedback and critical
informationfor corrective action. Concerning the last and fifth sub-construct of internal
communicationperspective of the company most of the respondents 47.6% of them were strongly
agreed thatthey were kept informed about how well organizational goals and objectives are being
met. Theirresponses mean value 3.02 indicates that they were disagreed on the statement. Their
standarddeviation value 1.328 indicates that there is high deviation of their responses from the
mean. Thus,the employeesdidn‟t properly inform about how well organizational goals and
objectives arebeingmet.

Generally,fromtheinternalcommunicationcultureperspectiveofthecompanyonecaninferand
conclude that, the company encourages team work culture, the company openly communicate to
facilitate team work with proper information flow in all directionsof the company, there is
transparency in company’s internal communication, the
companyusecommunicationasaneffectiveway ofgettingrelevantfeedbackandcriticalinformation
for corrective action.

Different researchers like Engelen (2014) suggested that motivated employees can develop
asense of ownership and responsibility culture in the organization).Transparent communication
inthe organization includes employees‟ participation and involvement in organizational
activities.When organization members engage in open communication, they may easily share
relevantinformation throughout the organization (Simoneaux& Stroud, 2014).Business managers
withstrongorganizationalcultureusetransparentandopencommunicationtomotivateemployeesandto
improve performanceand productivityin the organization (Kohtamakietal.,2016).
Table4.5Descriptiveanalysisresultsummaryofperformancestandardpractices

Questions Responsesinpercentage(%)

Std.de
Mean
1 2 3 4 5

v
The institution 42(14.3%) 63(21.4%) 35(11.9%) 133(45.2%) 21(7.1%)
isconcerned with
resultswith an
emphasis ofdoing the
job andColleagues
clam us

1.233
forcompetitionand

3.10
achievement.
Theadministrationstylei 42(14.3%) 77(26.2) 28(9.5%) 112(38.1%) 35(11.9%)
nvolves hard
drivingeffectiveness,hig
h

3.07

1.3
demands,andsuccess.
The institution 63(21.4%) 84(28.6) 7(2.4%) 119(40.5%) 21(7.1 %)
stresseson stability
efficiency,controlando
perating

2.93

1.3
smoothly.
My organization 28(9.5) 77(26.2%) 49(16.7%) 105(35.7%) 35(11.9%)
givesprimary attention
to theresults compared
to thetechniques 1.209
andprocessesused to
3.14

achievetheseresults.
Inourorganization 56(19.0%) 84(28.6%) 21(7.1 119(40.5%) 14(4.8%)
people are rewardedand %)
encouragedin
proportiontothe
1.273

excellenceoftheirjob
2.83

performance.

Source:Surveyresult(2023)

Thesurveyresult ofperformancestandardculture ofthecompanybasedonthe firstsub-

constructmostoftherespondentsabout52.3%ofthemwerestronglyagreedthattheinstitution
is concerned with results with an emphasis of doing the job and Colleagues clam them
forcompetition and achievement. The mean value 3.10 indicates that they were agreed on
thestatement. Their standard deviation value 1.233 indicates that there is high response variation
fromthen mean. This indicates that the company concern more on doing job on competition and
goalachievementbased.

Based on the second sub-construct most of the respondentsabout 50% of them were agreedthat
the administration style involves hard driving effectiveness, high demands, and success.Their
responses mean value 3.07 indicates that they were agreed on the statement. Their
standarddeviation value 1.3 indicates that there is homogeneity of response. From this survey
result onecan infer that the company’s administration style is concern more on hard driving
effectiveness,highdemand and success.

From the third sub-construct most of the respondents about 47.6% of them were agreed that
theinstitution stresses on stability efficiency, control and operating smoothly. The mean value
3.99indicates that they were agreed on the statement. Their standard deviation value 2.93
indicatesthat there is small deviation of their responses from then mean. Thus, the company
stresses moreon work efficiency, control and operating smoothly. Based on the fourth questions
most of therespondents about 47.2% were strongly agreed that their organization gives primary
attention
totheresultscomparedtothetechniquesandprocessesusedtoachievetheseresults.Theirresponses
mean value 3.14 indicates that they were agreed on the statement. Their standarddeviation value
1.275 indicates that there is very small deviation of their responses from then
mean.Thisindicatesthatthecompanyprimarilygiveattentiononresultsratherthandoingontechniquesa
nd processused to achievetheresult.

Based on the last and fifth sub-construct most of the respondents about 45.3% of them were
agreedthat in their organization peoples are rewarded and encouraged in proportion to the
excellence oftheir job performance. Their responses mean value 2.83 indicates that they were
agreed on thestatement. Their standard deviation value 1.273 indicates that there is homogeneity
of variance
intheirresponse.Thisresultindicatesthatcompanyrewardandencouragesitsemployeeproportionallyt
o theexcellenceof their job performance.
ResearcherslikeChildress(2013)recommendedthatwhenemployeesdistributetheorganizationalvalu
esandbeliefs,theyinspirethemselvestoattainorganizationalgoalsbyproviding
kindandcomfortableservice forcustomers.Inaneffectiveorganization culture,customerserviceisan
essential responsibilityfor businessmanagers.

All in all, from the performance standard perspective of the company‟ culture one can infer
andconclude that the company concern more on doing job on competition and goal
achievementbased, the company‟s administration style is concern more on hard driving
effectiveness, highdemand and success, the company stresses moreon work efficiency,
controland operatingsmoothly, the company primarily give attention on results rather than doing
on techniques andprocessusedtoachievetheresult,andthecompany
rewardandencouragesitsemployeeproportionallyto theexcellenceof their job performance.

Table4.6Descriptiveanalysisresultsummaryofadaptabilitypracticesculture

Questions Responsesinpercentage(%)

Std.dev
1 2 3 4 5

Mean
In our company, 35(11.9%) 119(40.5%) 45(11.9%) 98(33.4%) 7(2.4%)

newand improved ways

todoworkarecontinuall
y 1.116
2.74

adapted.
Our 56(19.0%) 105(35.7%) 21(7.1%) 105(45.7%) 7(2.4%)

organizationrespondstoc
ompetitors‟actions and
otherchangesinthe
business
1.216
1.67

environment.
InourorganizationI 56(19.0%) 112(38.1%) 21(7.1%) 84(28.6%) 21(7.1%)

nnovationsare
1.768
2.67

encouraged.
Learning is an 49(16.7%) 70(23.8%) 21(7.1%) 1105(33.7%) 49(16.7%)

importantobjective in a
day-to-daywork of the

1.306
3.12
company.
Organization 35(11.9%) 56(19 .0%) 21(7.1%) 119(40.5%) 56(19.0%)

viewfailures as
anopportunityforlearnin
g

1.223
3.37
improvement.

Source:Surveyresult(20203)
Based on thefirst sub-construct most of therespondents about 51.7% of them weredisagreedthat
in their company,newandimprovedwaystodowork arecontinually
adapted.Theirresponsesmeanvalue2.1indicatesthattheyweredisagreedonthestatement.Theirstandar
d deviation value 1.04 indicates that there is very small deviation of their responses from the
mean.From the finding one can infer that the company didn’t continually adopt improved ways
to dowork.Fromthesecondsub-constructmostoftherespondentsabout46.1%werestronglydisagreed
that their organization responds to competitors‟ actions and other changes in thebusiness
environment. Their responses mean value 1.8 indicates that they were disagreed on
thestatement.Theirstandarddeviationvalue1.1indicatesthatthereissmallvariationofrespondent’s
responses from the mean value. This indicates that the company didn’t respond
toitscompetitor’sactionsandotherchangesin the businessenvironment.

Based on the third sub-construct most of the respondents about 38.3% of them were
disagreedthat in their organization Innovations are encouraged. Their responses mean value 2.1
indicatesthat they were disagreed on the statement. Their standard deviation value 1.2 indicates
that thereissmalldeviationoftheirresponsesfromthenmean.Thesurvey
resultindicatesthatthecompany didn’t encourage and reward new innovations. In the fourth sub-
construct majority ofthe respondents about 40.9% of were disagreed that learning is an important
objective in a day-to- day work of the company. Their responses mean value 2.2 indicates that
they were disagreedon the statement they asked learning is an important objective in a day-to-
day work of thecompany. Their standard deviation value 1.2 indicates that there is small
deviation of theirresponses from the mean. One can infer that the learning was not an important
objective of thecompany.

Basedonthefifthsub-constructmajorityoftherespondentsabout41.3%werestronglydisagreed that
organization view failures as an opportunity for learning improvement. The
meanvalue2.1indicatesthatrespondentsweredisagreedthatthecompanyviewfailureasanopportunity.
This indicates that failure is not viewed as an opportunity for learning improvementand thus no
failure should be observed. Authors like Van den Heuvel, Demerouti, Bakker
andSchaufeli(2013)viewcareeradaptabilityasacrucialpersonalresourcethatenablesemployeestoresp
ondtothechangingworldofworkandconsequentlycareertransitions.Careeradaptability is further
seen as one of the most important factors to ensure commitment andmotivation of employees
amidst increased environmental pressure, thus ensuring organizationalsuccess(Savickas&Porfeli,
2012;Van den Heuvelet al., 2013).
 To sum up, the adaptability practice of the company’s culture we can conclude from this
studythat the company didn’t continually adopt improved ways to do work, the company
didn’trespond to its competitor’s actions and other changes in the business environment, the
companydidn’tencourageandrewardnewinnovations,thatthelearningwasnotanimportantobjectiveo
fthe company, and failure is not viewed as an opportunity for learning improvement and thus
nofailure should beobserved.

SummaryofDescriptive StatisticsResultofEmployeeEngagement

Table4.7DescriptiveanalysisresultsummaryofEmployeeengagement

Statements N Mean Standard

Deviation
IamextremelygladthatIchosethiscompanytoworkfor
294 2.83 1.398
overothers.
Ithinkthe HRmanagementof ourcompanypromotesatrue
294 3.07 1.300
teamspirit.
Forme,thisisthe bestofallcompanyforwhichtowork.
294 2.67 1.333
Iwould beencouraged to spend therestofmycareer withthis
294 2.50 1.369
company.
Igetengrossedin mywork because offavorable
294 3.62 1.529
communicationinthiscompany.
Source:ownresearchresult, 2023
Basedontheabovetableresultsinthefirststatementtherespondentsmeanvaluewasabout
2.83 indicating that most of the respondents were agreed on they were extremely glad that
theyintend to choose their company to work for over others.Thus, from this one can infer that
employees are engaged with its culture of working togetherwithothers.
 In the second sub-construct the mean value 3.07 indicates that majority of the respondents
wereagreedthatthey thinkthe companies‟managementpromotesatrueteamspiritwithin
theemployees.Their standard deviation value 1.140 indicates that there is very small deviation
oftheir responses from the mean Thus, they engaged with the companies‟ culture of promoting
trueteamspritwithitsemployees.Inthethirdstatementthemeanvalue2.67indicatesthatrespondents
were disagreed that this is the best of all company for which to work with
standarddeviationof1.287indicatingthatthereisresponsevariationofresponsesfromthemean.

Concerning the fourth statement the mean value 3.62 indicated that most of the respondents
wereagreed that they were encouraged to spend the rest of their career with this company
withvariations with standard deviation value 1.331 of their response from the average mean. From
thefifth statement the mean value 2.50 indicates that most of the respondents were disagreed
thatthey get engaged with their work because of favorable communication in this company.
Thisindicatesthattheyweredisengagedwiththeircompany’scommunicationwaysandcommunicationle
velswithsmall standarddeviation value of 1.025.

4.2. Inferential analysis of explanatory variables

This section deal with inferential statistics, which is more about the econometric and model component
of the analysis, since we have addressed descriptive statistics so far. Inferential statistics compare
treatment groups and generate generalizations about the greater population of participants using
measures from the sample of patients in the experiment. Inferential statistics come in a variety of forms,
each of which is appropriate for a given research strategy and sample characteristics. Inferential
statistics are used for two purposes: producing population estimates and testing hypotheses to draw
conclusions for the population.

4.2.1. CorrelationAnalysisResult

The primary objective of correlation analysis is to measure the strength or degree of

linearassociationbetweentwovariables.Thecorrelationcoefficientexaminesthestrengthanddirection
of the linear relationship between two variables. The correlation coefficient can rangebetween -1
and +1, the larger the absolute value of the coefficient; the stronger the relationshipbetween the
variables. Zero (0) indicates no relationship between two variables. The sign of therelationship
indicates the direction of relationship. P-value ≤ α: The correlation is statisticallysignificant; if
the p-value is less than or equal to the significance level, then we can conclude thatthe
correlation is different from 0. P-value > α: The correlation is not statistically significant; ifthe p-
value is greater than the significance level, the correlation isdifferentfrom 0.

Assuchthefollowingtableshowsthecorrelationbetweenorganizationalcultureperspectivesandemployee
engagement.

Table4.8:PearsonCorrelationcoefficient

Variable Tea Employee

W. force
Diversity mWo Communication Performance Adaptability Engagement
rk
W.force
diversity
Correlation 1
N 294
TeamWorkPearson
.520** 1
Correlation
Sig.(2-tailed) .000
N 294 294
CommunicaPearsontion
.531** .610** 1
Correlation
Sig.(2-tailed) .000 .000
N 294 294 294
PerformancePearson
.480** .741** .793** 1
Correlation
Sig.(2-tailed) .000 .000 .000
N 294 294 294 294
AdaptabilityPearson
.314 .428** .628** .682** 1
Correlation
Sig.(2-tailed) .000 .000 .000 .000
N 294 294 294 294 294
Employee
.323** .493** .580** .626** .821** 1

PearsonEngagementCorr
elation
Sig.(2-tailed) .000 .000 .000 .000 .000
N 294 294 294 294 294 294
**. Correlationissignificantatthe0.01level(2-tailed).

Source:ownresearchresult,2023
The values of correlation ranges from - 1 to 1, Correlation coefficient able to measure the strength and
the association of the linear relationship between two variables(Louis Cohen and Michael Holliday,
1982). As cited by(Alan Bryman, Duncan Cramer, 2009)proposed the range of correlation coefficient
as 0.19 and below = very low; 0.20 to 0.39 = low; 0.40 to 0.69 = modest; 0.70 to 0.89= high, and 0.90
to 1 = very high. In this study, in order to easily classify the strength and association between variables
the researcher has been used correlation coefficient range of(Louis Cohen and Michael Holliday, 1982).
As we can see from the above correlation table, the dependent variable; Employee engagement
has a positive and significant correlation the four independent variables; team Work(r=.493, P<0.01),
communication(r=.580, P<0.01), performance(r=.626, p<0.01) and adaptability(r=.821, p<0.01).

Therefore, from the above table we can conclude

thatfouroftheconstructedvariables(organizationalcultureperspectives)havepositiveandsignificant
correlation with employee engagement because the p (sig) value is less than 0.01levels. Thus, the
finding indicates that organizational cultures (Team workculture, performance standard
perspective, adaptability practices, and internal
communicationcultures)aresignificantlyaffectemployeeengagement.

4.3. DiagnosisTestaboutAssumptionsofRegressionAnalysis
There are several assumptions that need to be checked and ensured so that the data meets these
assumptions for the analysis to be reliable and valid and to explain and make sure the
relationships between dependent and independent variables. Accordingly, five assumptions tests
of CLRM (I.e. linearity, homoscedasticity, autocorrelation, Multicollinearity, and normality)
were conducted and discussed below and proved to be met reasonably well.
4.3.1 Assumption test #1. Linearity
Linearity is the degree to which the change in the dependent variable is related and affected by
the change in the independent variables the association and relation between the dependent
variables and independent variables need to be linear function to perform linear regression
analysis (Jason W. Osborne, Elaine Waters, 2002). One method of avoiding non-linearity is to use
theory of previous research study to inform the current analysis to support in choosing the suitable
variables(Jason W. Osborne, Elaine Waters, 2002)).I.e. the relationship between the independent
variables and the dependent variable can be characterized by a straight line.
Linearity refers to the degree to which the change in the dependent variable is related to
thechangeintheindependentvariables.Todeterminewhethertherelationshipbetweenthedependent
variable EE and the independent variables; Work force diversity, Team work culture,performance
standard perspective, adaptability practices and internal communication cultures islinear;plotsof the
regressionresidualsthroughSPSSV25software had beenused.

Figure4:Linearitytest.

Source:ownresearchsurvey,2023

Fromtheabovefigure4thescatterplotofresidualsshowsnolargedifferenceinthespreadofthe residuals
from left to right. This resultsuggests the relationship weare tryingtopredictislinear.
Therefore,thereisno problem oflinearity.

4.3.2. Normality Test

Secondly, the linear regression analysis requires all variables to be multivariate normal.
Thisassumption can best be checked with a histogram and a fitted normal curve or a Q-Q-Plot.
As
pertheClassicalLinearRegressionModelsassumptions,theerrortermshouldbenormallydistributedor
expected valueoftheerrorstermsshould bezero.
Figure 5:Normalitytest

Source:ownresearchsurvey,2023

The above figure shows the frequency distribution of the standardized residuals compared to a
normaldistribution. Moreover,the histogram is bell shaped which lead to infer that the residual
(disturbance or errors) arenormallydistributed.Thus,
noviolationsoftheassumptionnormallydistributederror term.
4.3.3. MulticollinearityTestbetweenStudy Variables

Multi-co linearity occurs when the independent variables are not independent from each other.
Asecond important independence assumption is that the error of the mean has to be
independentfrom theindependentvariables. Thus,wecan testusingthe followingcriteria.
1. Correlation matrix – when computing the matrix of Pearson's Bivariate Correlation among
allindependent variables the correlation coefficients need to be smaller than 1. Thus from
thisresearchfindingcorrelationtableindicatesthatallindependentvariableshavecorrelationcoefficien
tlessthan one.
2. Tolerance – the tolerance measures the influence of one independent variable on all
otherindependentvariables;thetoleranceis
calculatedwithaninitiallinearregressionanalysis.ToleranceisdefinedasT=1–
R²forthesefirststepregressionanalysis.Thusfromthefindingincoefficient
tablealltolerancevalueswere lessthan one.
3. Variance Inflation Factor (VIF) – the variance inflation factor of the linear regression
isdefined as VIF = 1/T. Similarly, with VIF > 10 there is an indication for multi-collinearity to
bepresent;withVIF >10thereiscertainly multi-collinearity inthesample.Thusfromthecoefficient
table all VIF values are less than 10. Simply the values are not more than 1.326. This confirms us
there are no violations of little or no Multi-collinarity betweenindependentvariables.
Simply, when we can see correlation table above there is no strong pair-wise correlationbetween
the explanatory variables. As a rule of thumb, inter-correlation among the independentvariables
above 0.80 signals a possible multi-co linearity problem. Thus, it can be concluded thatall the
independent variables in the study have low correlation power as a result there is no multi-co
linearityproblem.

4.3.4. Assumption #5 Autocorrelation

Autocorrelation is a characteristic of data that shows the correlation between the values of the
same variables is based on correlated objects. Autocorrelation occurs when the residual is not
independent of each other. It helps to know the independence of errors from one another, which
implies that subjects are responding independently from each other. There is a very popular test
called the Durbin Watson test that helps to detect the presence of autocorrelation(saunders, 2009). To
check this assumption, we need to look at the regression output of model summary box. Durbin-Watson
statistic uses to test the assumption that our residuals are independent (or uncorrelated). For no
Autocorrelation assumption, Durbin-Watson statistic value needs to be close to 2. A value of two shows
no autocorrelation. A value which is toward zero indicates that there is a positive autocorrelation where
as a negative autocorrelation is indicated by a value towards four. (saunders, 2009).According to this
study a value less than 1 or more than 3 is a cause of concern.

ThevalueofDurbinWatsonassumestobebetween0and4,valuesaround2 indicate no autocorrelation.

Table Durban-Watson test

Model Summaryb
Change Statistics
Model R Square Change F Change df1 df2 Sig. F Change Durbin-Watson
1 .700a 131.352 5 281 .000 2.020
a. Predictors: (Constant), adaptability, workforce, teamwork, internalcomm, performance
b. Dependent Variable: engagement
Source own servey, 2023

Thus, from the table above, we can see that The Durbin-Watson statistic from the above model
summary showed that 2.020 and this assumption had been met, as the computed value for Durbin-
Watson was almost 2.00 which show no autocorrelation. A rule of thumb is that test statistic values
between 1.5 <d<2.5 are relatively normal and show that there is no autocorrelation in the data (Field,
2009). Thus, it can be said that the assumption of autocorrelation for the survey is met.

4.3.5. Assumption #4 Homoscedasticity

Homoscedasticity is the assumption that the variation in the residuals (or amount of error in the
model) is similar at each point across the model. Homoscedasticity can be checked by visual
examination of a plot of the standardized residuals by the regression standardized predicted value (Jason
W. Osborne, Elaine Waters, 2002). The below plot figures shows evenly distributed dots in the same
direction but in a wider range indicating heteroscedasticity wouldn’t be a serious problem for this data.
In addition the graphs look like a random array of dots if the dots do have a pattern like a line or a curve
shape there is a possibility of Heteroscedasticity problem but in this case the graph looks like random
array of dots so it can be concluding the models didn’t violate the assumption.
 Figur
e Scatter plot Of Standardized Residuals

RegressionAnalysisResultandDiscussions

Linear Regression Analyses is a reliable method that allows to examine the relationship between two or
more variables and to identify which variables have impact on the other variable. This study has one
dependent variable and various independent variables.

4.5.1. Regression Analysis

The model employed in this study is tested for assumptions of classical linear regression such as
normality, multi co linearity, heteroscedasticity , autocorrelations, and linearity and the model
satisfy the classical linear regression model assumptions that we are free to conduct the
regression analysis and conclude results for the population. Regression analysis is a statistical
procedure used for estimating the relationships between one or more predictor variables and response
variable. In order to test for the influence of each independent variable on the dependent variable the
regression analysis shown below was performed.

Table4.9Simpleregressionanalysis Modelsummaryresult
 ChangeStatistics

R Adjusted Std. Error of R F Sig.F Durbin-

Model R Square RSquare theEstimate Square Change df1 df2 Chang Watson
Change e

1 .837 .700 .771 3.00233 .700 131.352 5 281 .000 2.020

695

a. Predictors: (Constant), adaptability, workforce, teamwork, internalcomm, performance

b. DependentVariable:EmployeeEngagement

Source:Researchsurvey,2023
 Table above shows two important elements; R and R². From this table, R shows
asignificantpositiverelationshipof0.837whichis83.7%.TheR²value=0.700meaning70%of the
variance in the model can be predicted using the independent variables or in simple words70% of
employee engagement is explained by the constructed independent variables. However,the
remaining 30% changes in employee engagement are caused by other organizational culture
perspectives that are not included in
themodel.Therefore,theconstructedorganizationalcultureperspectives(suchasWorkforcediversity,
Teamworkculture,performancestandardperspective,adaptability practices,andinternal
communication cultures) are good explanatory variables of the organizational culturesin this
selected company’semployeeengagement.

ANOVAAnalysisResult

TableANOVAAnalysisresult

ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 5919.999 5 1184.000 131.352 .000b
Residual 2532.927 289 9.014
Total 8452.927 294
a. Dependent Variable: engagement
b. Predictors: (Constant), adaptability, workforce, teamwork, internalcomm, performance

From the ANOVA test in the above tabel it shows the Sig. value 0.05 is greater than the calculated sig.value
of .000. This shows the statistically significant relationships between the five
independentvariables(Workforcediversity,Teamworkculture,performancestandardperspective,adaptability
practices, and internal communication cultures) and employee engagement at 5%significance level. This means,
the five explanatory variables (cultural perspectives) have
greateffectontheiremployeeengagement.But,itdoesnotmeanthatalltheseperspectivesinfluencingcompanies’employ
eeengagementhaveequallysignificantcorrelationwithemployeeengagement.BesidetheFstatistics (131.352)whichis
usedtomeasuretheoveralltest
ofsignificanceofthemodelwaspresented,andthemodeliswellfittedat5percentlevelofsignificance. The mean
squares are the sum of squares divided by the corresponding degrees of freedom.
F-ratio is a measure of how much the model has improved the prediction of the dependent
variable compared to the level of in accuracy of the model (Field, 2009).
Total degree of freedom is n-1(DF=294-1=293), one less than the number of observations. The
regression degree of freedom for the above table is five (5), which is the number of independent
variables. The residual sum of squares (residual for left over) is sometimes known in the literatures as
Error Sum of Squares is that part still cannot be accounted for after the regression model is fitted. It has
288 degrees of freedom (293-5) for this case.

RegressionCoefficientAnalysis

Table4.11Regressionanalysisresult
Unstandardized Standardize
Coefficients dCoefficien CollinearityStatistics
Model ts t Sig.
B Std.Error Beta Tolerance VIF
(Constant) -.974 .809 -1.203 .399
Workforce -.023 .062 -.015 -.378 .000 .653 1.531

Teamwork .275 .069 .207 3.993 .000 .397 2.518

Internalcommn .055 .068 .047 .815 .000 .322 3.108

Performance -.094 .080 -.082 -1.169 .000 .214 4.671

Adaptability .842 .051 .764 16.532 .000 .499 2.003

Souece: research servey 2023

In the table above, coefficients indicated how much the dependent

variable(employeeengagement) varies with an independent variable, when all other independent
variables are heldconstant. The Beta coefficients indicated that how and to what extent the
independent variables(organizational culture perspectives) influence the dependent variable.
Accordingly, the result ofcoefficient value of regression analysis indicated the highest
determinant organizational cultureperspectives which influence its employee engagement was
Performance standard perspectives(at Beta value=0.764), followed by team work culture
(Beta=0.207), internal communication(Beta=0.047),Workforce
(Beta=0.015),andPerformance(Beta=0.082).

Thus, from the finding all organizational culture perspectives have positive and
statisticallysignificant effect on employee engagement because the p (sig) value in correlation
table is lessthan α=.05 level.
 RegressionEquation

Based on the above table 4.11 finding we can develop the following Regression equation:
EE =-0.974+-0.023X1+0.275X2+0.055X3+-0.094X4+0.842X5

X1=Workforce

X2=Team work Culture

X3= InternalCommunication

X4=performance

X5=Adaptabilitypractices

These findings provide significant support for the reliability, transaction efficiency and ease
ofuse literature which advocates that the variables (organizational culture perspectives) have
aneffect onemployee engagement.

TestingHypothesisfromtheRegressionResult

Usingtheregressionanalysisresult,thefollowinghypothesiswastested.

TeamworkCulture

H1:TheteamworkcultureperspectiveofthecompanyhaspositiveeffectonEmployeeengagement.

Based on standardized coefficient Beta value and P-value in regression from the above table the
resultshows that team work culture has a Beta coefficient of 0.207 and p-value of 0.000. Holding
otherexplanatory variables constant team work culture was found to have a statistically
significantpositive effect on employee engagement. Therefore, the researcher accepted the H1
hypothesis.

InternalCommunicationCulture

H2: The Internal communicationculture perspective of the company has positive effect
onEmployee engagement.
Based on standardized coefficient Beta value and P-value in regression table above, the
resultshows that internal communication culture has a Beta coefficient of 0.047 and p-value of
0.000.Holding other explanatory variables constantinternal communication culturewas found to
havea statistically significant positive effect on employee engagement. Therefore, the
researcheraccepted the H2 hypothesis. This study is consistent with Purcell et al. (2003) who
study on Understanding the People
andPerformanceLink.Hefoundthatanumberoffactorstobestronglyassociatedwithhighlevelsof
employee engagement. The researcher found that effective communications was found to be a
factor as engagement levels were affected by theamountof information employees received about
how well the company was performing andhowtheycontributed
tothecompanyachievingitsbusinessobjectives.
AdaptabilityPractices

H3:TheadaptabilitypracticescultureperspectiveofthecompanyhaspositiveeffectonEmployee
engagement.

Based on standardized coefficient Beta value and P-value in regression table above, the
resultshows that Adaptability Practices culture has a Beta coefficient of 0.764 and p-value of
0.000.HoldingotherexplanatoryvariablesconstantAdaptabilityPracticeswasfoundtohaveastatistical
lysignificantpositiveeffectonemployeeengagement.Therefore,theresearcheraccepted the H3
hypothesis. This result is supported byRossier et al. (2012) who found a significant relationship
between the adaptability and employeeengagement.Thus,careeradaptabilitymaypredictprocess-
orientedconstructs,suchasperformance,aswellasoccupationalbehaviors, suchasengagement.

PerformanceStandardPerspectives

H4:TheperformancestandardcultureperspectiveofthecompanyhaspositiveeffectonEmployee
engagement.

Based on standardized coefficient Beta value and P-value in regression table above, the
resultshows that performance standard culture has a Beta coefficient of -0.082 and p-value of -
1.169.Holding other explanatory variables constant performance standard culture was found to
have no
astatisticallysignificantpositiveeffectonemployeeengagement.Therefore,theresearcherrejected the
H4 hypothesis.

WorkForcediversityCulture

H5:TheworkforcediversitycultureperspectiveofthecompanyhaspositiveeffectonEmployee
engagement.

Based on standardized coefficient Beta value and P-value in regression table above, the
resultshows that work force diversity has a Beta coefficient of -0.15 and p-value of 0.706.
Holdingotherexplanatoryvariables constantworkforcediversitywas not
foundtohaveastatistically significant positive effect on employee engagement. Therefore, the
researcher rejected the H5hypothesis.
SummaryofHypothesistesting

Table4.12SummaryResultofHypothesistesting

Hypothesis Result
H1:Theteamworkcultureperspectiveofthecompanyhaspositiveeffecton
Accepted
Employeeengagement.
H2: Theinternalcommunicationperspectiveofthecompanyhaspositiveeffect
Accepted
onEmployeeengagement.
H3:Theadaptabilitypracticescultureperspectiveofthecompanyhaspositive
Accepted
effectonEmployeeengagement.
H4:Theperformancestandardcultureperspectiveofthecompanyhaspositive
Rejected
effectonEmployee engagement.
H5:Theworkforcediversitycultureperspectiveofthecompanyhaspositive
Rejected
effectonEmployeeengagement.

Source:research result,2023

Generally, from the hypothesis testing result one can conclude and infer that all hypotheses
wereaccepted.Therefore,theresearcheracceptedH1,H2,H3,H4,andH5.Therefore,alltheconstructedo
rganizationalcultureperspectives(Workforcediversity,Teamworkculture,performance standard
perspective, adaptability practices, and internal communication
cultures)hadpositiveandsignificanteffectonHorizon AddisTyreS.C.Employees‟engagement.
 CHAPTERFIVE

CONCLUSIONANDRECCOMENDATION

5.1Introduction

This section of the research present a general conclusion on major findings of the research and
recommendations are given based on the research findings finally, the study forwarded some
suggestions for further investigations.

5.1 Conclusion
Based on a sample collected, this study examined at the primary determinants of employee engagement.
There are demographic variables such as age, marital status, and gender in addition to the variables that
are divided into two classes: dependent and independent. Descriptive analysis, correlation analysis, and
regression analysis were used in this study to obtain a broad description of the variables and to examine
the degree of relationship between them. The following conclusions are formed on the basis.

Based on the findings it is concluded that demographic factor does not affect employee engagement,
while other factors, and contribute for the level of employee engagement in public sectors selected from
Gondar town.

Thestudywasdesignedmainlytodealwiththe effect
ofWorkforcediversity,Teamworkculture,performance standard perspective, adaptability practices,
and internal communication culturespracticed in the companies influence their employee
engagements. The study uses research findings from the quantitative data collected of self-
administered questionnaires.From thedemographicprofileof therespondents, majority of the
respondentswere male and mostoftherespondentswerewithintheagecategoryof21-30yearsold. From
the educational perspective mostoftherespondentshaddiploma and are not married.
From the five dependant variables three of them had a positive and significant effect towards
employee engagement and two of them had no a significant effect for employee engagement.
Theworkforcediversityaspectofthecompanyorganizationalcultureindicatesthatthecompany has
educational diversity treatment, hires different ethnic background of minorities
andmajoritiesandappointsinitshigherpositionfromdifferentethnicity background,andthecompany’s
employees can communicate different language anddifferent work force diversityhas practiced in
the organization. Though, managing workforce diversity is one of the most difficult andpressing
challenges of modern organizations, the working environment in public sectors does not create
any problems.Because of this culture of hiring and appointing diverse work force the company
can motivatedand create employee engagement in its work for the company success. Work force
diversity hassignificant and positive relation with employee engagement.

The company encourages employees to work together across different parts of the company
andthuspromotecooperationamongemployeesworkingtogether,theorganizationssupervisorencoura
gesmaintaininggoodrelationshipwiththeirsubordinatesandemployees,theorganizationsdifferent
departments encouraged to cooperate and work with in team and creating change,the higher
position managers encourage, recognize and reward the organizationsemployees
whoworkinteam.Theorganizationsencouragesteamworkculturewithintheemployeesandthecompan
y encouragesandpromotesteamwork,consensusandparticipation.

Toemployeesteamwork is seen as constituting a larger group of people than what job position
describes. Theessence of teamwork is that workload is reduced and broken into pieces of work
for everyone
totakepart.Theforwarddevelopmentinorganizationstodaycanbeattributedtoadequateteamwork
among workers in an organization creates dedicated employees, which in the long runaffects the
performance of the organization. The inferential statistics result shows that team
workhasstatisticallysignificantandpositiverelationwithemployeeengagement.Fromthestudyonecan
concludethattheorganizationsteamworkculturehaspositiveeffecton employeeengagement.
The internal communication culture perspective of the company indicate that even though
thecompany encourages team work culture, the company openly communicate to facilitateteam
work, and there is proper information flow in all directions of the company. This shows that,
there is transparencyincompanies internalcommunication,thecompanyusecommunicationasan
effective way of getting relevant feedback and critical information for corrective action, andthe
employees properly informed about how well organizational goals and objectives areachieved.
ResearchersarguethatSuccessfulinternalcommunicationencouragespeopletoworkinteams,tosuppor
tinnovativetechnologyleadingtowardsprosperity,enhancesdecisionmakingprocessesanderadicatin
gobstaclesamongdifferentdepartments(Hola,2012).The inferential statistics result shows that
internalcommunicationculturehasstatisticallysignificant andpositiverelationwith employee
engagement.

From the performance standard perspective of the company culture the company concern is not
on doing job on competition and goal achievement based. T he organization do not give
attentionon results and there is no rewardand encouragesforemployeetothe excellence oftheir
jobperformance.The inferential statistics result shows that performance standard perspective had
nostatistically significant and positive relation with employee engagement.
 The adaptability practice of the organization culture indicates that the company continuallyadopt
improved ways to do work, the organization respond to its competitor’s actions andother changes
in the business environment, the organization encourage and reward newinnovations, and failure
is viewed as an opportunity for learning improvement. Anyorganization who desires to get the
competitive advantage may achieve this through or within theemployee. The finding indicates its
adaptability practice has positive effect with employee engagement. It is concluded that without
having being accepted
adaptablecultureofwork,therewasalessappropriatefortheorganizationtogetthecompetitiveadvantag
e in maximum time.
Organization hasanpublic sectors advance organizational culture that encouragesits employees
to learn through a variety of modalities, it has positive effect on employee moraleandit resultsin
creatinga much moreengaged and motivated taskforce.

Recommendation
The researcher has made the following recommendations in light of the study's findings.

1. This paper seeks to assessthe effect of organizationalon employee engagementof some

selected public sectors.However;futureresearcherscouldalsoinvestigatethoseconcerns of this
study in more dimensions to study the effect of organizational culture on
employees‟engagement.
2. The population used in this study excludes some public sectors that are found in Gondar
district, so future researchers study area should be on those sectors which are not included in this
research.


References

Bibliography
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Namrita Kalia & Yoginder S. Verma. (Jun 2017). Organizational Culture and Employee Engagement: an
Interrelationship Study in Hospitality Industry of Himachal Pradesh. International Journal of Human
Resource Management and Research .
Peter Dodek MD, Naomi E. Cahill RD, Daren K. Heyland MD. ( 19 November 2010 ). The Relationship
Between Organizational Culture and Implementation of Clinical Practice Guidelines. journal of
parenteral and enteral Nutrition.
W.Z. van der Post, T.J. de Coning & E.vd M. Smit. (2012). Impact of Organizational Culture on Organizational
Performance. Interdisciplinary Journal of Contemporary Research in Business.
Chandraseka, K. (2011). Workplace Environment and its Impact on Organizational Engagement in Public Sector
Organizations. International Journal Of Enterprise Computing and Business Systems, Vol: 1,Issue: 1.
Cristina de Mello e Souza Wildermuth and Patrick David Pauken. (2008). A perfect match: decoding employee
engagement – Part II: engaging jobs and individuals . industrial and commertial training.
Harter, J. K. (August 2010 ). Causal Impact of Employee Work Perceptions on the Bottom Line of Organizations
Article in Perspectives on Psychological Science. Perspectives on Psychological Science.
Kim S. Cameron Robert E. Quinn. (1992). Diagnosing and changing organization culture revised edition.
cameron: Jossey-Bass.
Mehrdad Goudarzv and Chegin. (2010). PublicationsThe Relationship between Organizational Culture and Staff
Productivity Public Organizations. Journal of Social Sciences, 127-129.
Nadia Nazir, D. Z. (2015). Impact of Organizational Culture on Employee’s Performance . Industrial
Engineering Letters.
Paul D. Leedy and Jeanne Ellis Ormrod. (2013). Book Review “Practical Research: Planning and Design”.
pearson.
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No 9 .
 Questionnaire
University of Gondar
Department of management (MBA)
Dear Dr/sir/Madam:
I am currently in the process of writing my research for the completion of a Masters degree in MBA at
university of Gondar. The purpose of this questionnaire is to assess effect of Organizational culture on
the employees’ engagement at public sectors. It will be appreciated if you could answer all the
questions in the attached questionnaire. The questions relate to the effect of Organizational culture on
the employees’ engagement. It will not take more than ten minutes of your time and thank you in
advance for your cooperation. By not placing your name on the questionnaire your responses are kept
anonymous and no one will be able to identify you as a respondent in this study.

Thank you!

Section I: General Profile of the respondents

Instructions: Please provide the following information by making a tick where the options are provided.
Part I: Demographic or personal information (please tick (x ) mark)
1. Gender: Male Female
2. Age:
Less than20

21-30

31-40
41-50
More than 50
3. Educational level
High school &below
Diploma
Bachelor degree
Master or higher
PHD
 4. Marital status
Single
Married
Divorced
Widowed
5. How many years of experience do you have?
Less than one year
1-5 years
6-10 years
11-15 years
More than 15 years

Section II: Questionnaires to assess the effect of organizational culture on the employees’ engagement.
Please express your level of agreement in the following questions by putting √ or X Mark in the
appropriate cell using 1= Strongly Disagree, 2= Disagree, 3= Uncertain, 4= Agree, 5= Strongly Agree.

No Work Force Diversity management Cultures 1 2 3 4 5

1 The company gives equal treatment when it

comes to the diversity of education
background.

2 The company does a good job of attracting and

hiring minorities.

3 The team leader includes all members at

different ethnicity in problem solving and
decision making.

4 Different languages that are used to

communicate do not create problem among
employees

No Team work cultures 1 2 3 4 5

1 Cooperation across different parts of the

organization is encouraged.
2 In our company supervisors are more
concerned with maintaining good relationship
with their subordinates.

3 Different parts of the organization cooperate to

create change.

4 Managers recognize and rewards employees

who are working in teams.

5 My company is characterized by team work,

consensus and participation hiring minorities.

No Internal Communications cultures 1 2 3 4 5

1 There is open communication to facilitate

effective team work in our organization.

2 There is proper Information flow in all

directions of our organization.

3 There is Transparency in internal

communication of our organization.

4 In our company communication is used as an

effective way of getting relevant feedback and
critical information for corrective action.

5 We are kept informed about how well

organizational goals and objectives are being
met.

No Performance Standard cultures 1 2 3 4 5

1 The institution is concerned with results with

an emphasis of doing the job and Colleagues
clam us for competition and achievement.
 2 The administration style involves hard driving
effectiveness, high demands, and success.

3 The institution stresses on stability efficiency,

control and operating smoothly.

4 My organization gives primary attention to the

results compared to the techniques and
processes used to achieve these results.

5 In our organization people are rewarded and

encouraged in proportion to the excellence of
their job performance.

No Adaptability Practices 1 2 3 4 5

1 In our company, new and improved ways to do

work are continually adapted.

2 Our organization responds to competitors’

actions and other changes in the business
environment.

3 In our organization Innovations are

encouraged.

4 Learning is an important objective in a day-to-

day work of the company.

5 Organization view failures as an opportunity

for learning improvement.

Section III. Questions Related to Employee Engagement

The following questions are regarding your overall attitude toward your engagement intentions. Please
read and tick the appropriate choice that the organizational cultures that affect more to your work
engagement from 1= strongly disagree to 5= strongly agree.
No Measuring items 1 2 3 4 5

1 I am extremely glad that I chose this company

to work for over others.

2 I think the HR management of our company

promotes a true team spirit.

3 For me, this is the best of all company for

which to work.

4 I would be encouraged to spend the rest of my

career with this company.

5 I get engrossed in my work because of

favorable communication in this company
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