ABSTRACT
This study investigates the effect of organisational culture on employee effectiveness: A study of Federal Medical Centres, Umuahia and Owerri. Specifically, the study ascertained the effect of attention to details on goal accomplishment in Federal Medical Centres; examined the effect of attention to details on service delivery in Federal Medical Centres; investigated the relationship between team orientation and goal accomplishment in Federal Medical Centres; examined the relationship between team orientation and service delivery in Federal Medical Centres. Cross-sectional survey was used as research design. A total population of 727 staff was surveyed. Method of data collection includes primary and secondary sources. Frequency distribution was used to analyserespondents demographic characteristics, while linear regression and Pearson Product Moment Correlation Coefficient (rs) was used to analyse the hypotheses. This study found that organisational culture has a positive significant effect on employee effectiveness in Federal Medical Centre, Umuahia and Federal Medical Centre, Owerri. Results of hypothesis one revealed that p<0.05 and F calculated (11.193) is greater than tabulated F(3.895). Hence, the null hypothesis is hereby rejected and alternate hypothesis accepted.Results of hypothesis two indicated that p<0.05 and F calculated (9.523) is greater than the tabulated (3.895). Based on that, the null hypothesis is hereby rejected and alternate hypothesis accepted. Results of hypothesis three revealed that p<0.05. Thus, the null hypothesis is hereby rejected and alternate hypothesis accepted. Based on the findings this study concludes that; organisational culture that is based on attention to details and team orientation will improve the effectiveness of employees in Federal Medical Centres, Umuahia and Owerri. The study recommends that; management of Federal Medical Centres should always encourage the employees to pay adequate attention to details in order to achieve their goals and; head of units of Federal Medical Centres should ensure that services are provided to patients so as to save their lives and enhance performance.
TABLE
OF CONTENTS
Title i
Declaration ii
Dedication iii
Certification iv
Acknowledgements v
Table
of Contents vi
List
of Tables vii
List
of Figures viii
Abstract ix
CHAPTER 1: INTRODUCTION
1.1 Background
to the Study 1
1.2 Statement
of the Problem 3
1.3 Objective
of the Study 4
1.4 Research
Questions 4
1.5 Research
hypotheses 5
1.6 Significance
of the Study 5
1.7 Scope of the Study 6
1.8 Limitation
of the Study 6
1.9 Operational
Definition of Terms 6
CHAPTER 2: REVIEW OF
RELATED LITERATURE
2.1
Conceptual Review 8
2.2 Organisational culture 8
2.2.1 Dimension
of organizational culture 16
2.2.1 Importance of organisational culture 17
2.2.2 Ways of transmitting culture to employees 18
2.2.3 Factors affecting organization culture 20
2.3 Indicators of Organisational Culture 22
2.3.1 Attention to details 22
2.3.2 Team orientation 23
2.4 Employees Effectiveness 24
2.5 Indicators of Employees Effectiveness 26
2.5.1 Goal accomplishment 26
2.5.2 Service delivery 27
2.6 Organisational Culture and Employee
Effectiveness 27
2.7 Theoretical Framework 29
2.7.1 Cooke and Lafferty theory of organization
culture 29
2.7.2 Goal attainment theory of effectiveness 30
2.7.3 Durkheim’s theory of culture 30
2.7.4 Dynamic capabilities theory 31
2.8 Application of Theoretical Framework 32
2.9 Empirical Review 33
2.10 Gap in Literature 40
2.11 Summary 40
CHAPTER 3: RESEARCH METHODOLOGY
3.1
Research Design 42
3.2
Population of the Study 42
3.3
Sampling Technique 43
3.4 Sample size Determination 43
3.5 Sources of Data 44
3.5.1 Secondary
sources of data 44
3.5.2 Primary
sources of data 44
3.6 Sample Proportion Distribution 45
3.7
Validity of the Instrument 45
3.8 Reliability of the Instrument 46
3.9 Method of Data Analysis 46
CHAPTER 4: DATA PRESENTATION AND
ANALYSIS
4.1
Presentation of Data 48
4.2
Analysis of Hypotheses 61
4.3 Discussion of findings 68
CHAPTER 5: SUMMARY OF FINDINGS,
CONCLUSION AND RECOMMENDATIONS
5.1
Summary of Findings 70
5.2 Conclusion 70
5.3 Recommendations 71
5.4 Contribution to Knowledge 72
5.5 Need for
further Study 72
References 73
Appendices 82
LIST OF TABLES
3.1:
Staff strength 43
4.1:
Administration of questionnaire/retrieval 48
4.2:
Gender of Respondents’ 49
4.3:
Length of Years with the medical centre 51
4.4:
Designation of Respondents’ 53
4.5:
Academic qualification of respondents’ 55
4.6:
Response rate on attention to details 57
4.7:
Response rate on team orientation 58
4.8:
Response rate on goal achievement 59
4.9:
Response rate on Resource Acquisition 60
4.10:
Effect of Attention to details on goal accomplishment in
Federal
Medical Centres 62
4.11:
Effect of Attention to details on service delivery in Federal Medical Centres 64
4.12: Team orientation has no significant
relationship with goal
accomplishment in Federal Medical
Centres 66
4.13: Team orientation has no significant
relationship with service delivery
in Federal Medical Centres 67
LIST OF FIGURES
4.1: Bar chart Showing Gender of Respondents’ 50
4.2:
Bar chart showing length of years with the medical centre 52
4.3:
Bar chart showing designation of respondents’ 54
4.4: Bar chart showing academic qualification of
respondents 56
CHAPTER
1
INTRODUCTION
1.1
BACKGROUND
TO THE STUDY
A clear understanding of organizational
culture is important for all management because it influences the way their
organizations react to the changing demands of the business environment. At any
given time, the culture of an organization is strongly influenced by their
performance which is motivated by employee effectiveness (Luthans, 2011). However,
as the business environment changes, management must constantly anticipate the
necessary changes and actively monitor the relationship between the demands of
the environment and the capabilities of the organization to either adjust or continue
with initial philosophy as established by the founding fathers (McShane and Von
Glinow, 2008).
Thus, the culture of the organsation is
measured on clan culture, adhocracy culture and hierarchy culture remains the
blue print upon which the objectives and goals can be achieved (Kinicki and Kreitner, 2003). Even as
the top level managers of the organization set objectives for all the
functional areas of management, employees are the people that will ensure its compliance
and achievement (Obasanmi and Obasanmi,
2012)). In doing this, each employee is
assigned with responsibilities which they are expected to perform at the right
time as enshrined in the job description and specifications (Nwadukwe
and Court, 2012). When these tasks are
accomplished as at expected, the employees are said to be effective but if the
task is not performed at the right time even when the resources are available,
then employees are no longer effective but otherwise ineffective (Nwadukwe
and Court, 2012).
However, organisation’s success and
prosperity depends on the effectiveness of its employees; this is because, they
are the ones that virtually ensure that all the objectives of the organization are
carried out successfully. Giti and Suhaida (2012) stressed that it is true that management plays
an essential part of ensuring that a business succeed, but it is the employees
who follow through and put the strategic plan to work. On another hand, Obasanmi and Obasanmi (2012) accentuate
that without employees, chances are that business continuity would come to a
standstill. Obasanmi and Obasanmi
(2012) opined that employee effectiveness can be sustained when the
culture of the organization is shared amongst all the stakeholders. What this
implies is that; if the culture of the organization is not shared, it becomes
very difficult for employees to exercise their right to work.
The concept of employee effectiveness is associated with goal
accomplishment and service delivery (Kinicki and Kreitner, 2003). The focus is
on the actual attainment of organisational goals and not so much on the
means necessary to reach them or the speed at which they are reached. For
this reason, not everything that is effective is efficient; but everything
that is efficient has to be effective; because effectiveness precedes
efficiency (McShane and Von Glinow, 2008). Kinicki and Kreitner (2003)
argued that effectiveness is essential for improving results; and in order to
perform effectively, the culture of the organization must be understood by
every member of the organization.
From
the above discourse, effectiveness may not be feasible in the organization especially
in the tertiary health institutions such as federal medical centres, Umuahia
and Owerri if their philosophies do not accommodate different values of its employees’.
Thus, organization culture becomes the predictor of employee effectiveness in these
two tertiary health institutions.
1.2 STATEMENT OF THE PROBLEM
The problem that most government established organizations
is facing especially the tertiary health institutions (Federal Medical Centres)
perhaps is ineffectiveness; which is doing the right thing at the right time.
Most times, patient will not be attended to as at when due and this has portrayed
serious effect on the patients admitted in the hospitals. It is either the
medical doctor whose duty is to attend to certain health issues before stating
on what the nurse should do, has not accomplished his/her goal at the right
time or the junior health workers that issue hospital admission card is not
effective. These and many more characterized the ineffectiveness of these
employees.
However, goals of the health institutions cannot be
accomplished if the employees are not doing what they should do as at when due.
One other instruments of effectiveness is service delivery. Since the aim of
working is to render service to customers (patients), for employees to be
effective, service delivery must be the watchword of every stakeholder in the
health institutions. Thus, rendering services to patients becomes one of the
criteria for being effective in the discharge of employees’ duties in the
Federal Medical Centres.
Drawing
from the above problems, this study tend to address it by using the indicators
of employee effectiveness as advocated by Kinicki and Kreitner (2003) which are
goal accomplishment and service delivery drawn from Cameron (2002) model of
effectiveness; cited in Kinicki and
Kreitner (2003) and was empirically examined by Lejeune and Vas (2009);
Anderson (2000); Smart (2003); Kwan and Walker (2003); and Esra and Ozgur (2014). On the other
hand, the indicators of organisational culture include attention to details and
team orientation. These indicators have been empirically investigated by Robbins
and Judge (2017) Thus, the specific objectives
for this study are hereby drawn from these indicators as shown hereunder.
1.3 OBJECTIVES
OF THE STUDY
The broad objective
of this study is to examine the effect of organizational culture on employee
effectiveness in Federal Medical Centres, Umuahia and Owerri. The specific
objectives for this study are to:
i.
ascertain the effect of attention
to details on goal accomplishment in Federal Medical Centres.
ii.
examine the effect of attention
to details on service delivery in Federal Medical Centres.
iii.
investigate the relationship
between team orientation and goal accomplishment in Federal Medical Centres.
iv.
examine the relationship
between team orientation and service delivery in Federal Medical Centres.
1.4 RESEARCH
QUESTIONS
From the above specific objectives, the following research
questions were raised hereunder.
i.
What is the effect of attention
to details on goal accomplishment in Federal Medical Centres?
ii.
What is the effect of attention
to details on service delivery in Federal Medical Centres?
iii.
What is the relationship
between team orientation and goal accomplishment in Federal Medical Centre?
iv.
What is the relationship
between team orientation and service delivery in Federal Medical Centres?
1.5 RESEARCH
HYPOTHESES
Based on the above research questions, the following null
hypotheses were formulated.
HO1: Attention to details has
no significant effect on goal accomplishment in Federal Medical Centres.
HO2: Attention to details has
no significant effect on service delivery in Federal Medical Centres.
HO3: There is no significant relationship between team orientation
and goal accomplishment in Federal
Medical Centres.
HO4: There is no significant
relationship between team orientation and service delivery in Federal Medical Centres.
1.6 SIGNIFICANCE OF THE STUDY
The empirical significance for this study will enable the policy
makers in the health sector understands the factors that promote employee
effectiveness in the workplace. The findings of this study will be of great
importance to the Chief Medical Directors of Federal Medical Centres at Umuahia
and Owerri as it will give them insight on how organisational culture can
enhance employees’ effectiveness.
Theoretically,
this study will also be of benefit the scholars as it
will add to the body of knowledge on organisational culture and employees'
effectiveness.
1.7 SCOPE
OF THE STUDY
The content scope of this study covers only organizational culture
and employee effectiveness. The geographical scope covers Federal Medical
Centres, Umuhia and Owerri. The unit of analysis is on individual level of
analysis (employees).
1.8 LIMITATIONS OF THE STUDY
In
the course of carrying out this study, the researcher had to choose three
indicators out of many indicators of organisational culture as well as that of
employee effectiveness. Also the research design (cross-sectional) adopted by
the researcher is seen as a limitation of the study since it is based on short
time compared to longitudinal design. This study focused on Federal Medical Centres at Umuahia and Owerri,
which may not be generalized to cover private organizations or other government
agencies. The findings of this study cannot be applicable to other sectors of
the economy (manufacturing, telecommunication, and oil and gas).
1.9 OPERATIONAL DEFINITION OF TERMS
Attention to details: This refers to an
organisational culture which
encourages employees pay attention to details in discharging their duties.
Effectiveness: This simply means doing
the right thing at the right time.
Efficiency:
Employee effectiveness: This refers to a
measure of appropriateness of the goals that an employee is pursuing and the
degree to which he/she achieve those goals.
Goal accomplishment: This refers to when
an employee achieve his/her organizational stated goals.
Organisational culture: This is a shared
meaning held by organization members that differentiate them from other
organizations.
Service delivery: In
this study, service delivery refers
to providing service to customers (patients).
Team orientation:
This is the degree to which work activities are organized around teams rather
than individuals.
Login To Comment