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ORGANISATIONAL CULTURE AND EMPLOYEE EFFECTIVENESS: A STUDY OF FEDERAL MEDICAL CENTRES, UMUAHIA AND OWERRI

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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.


 

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