Organisational Culture and Employee Engagement within the Ghanaian Public Sector

Abstract

The paper examines the relationship between corporate culture and employee engagement among employees in public sector organisations of Ghana. A review of the relevant literature indicates that corporate culture as a measure of employee engagement especially in the public sector of a developing country in Africa such as Ghana has been given limited research efforts. To address this, the study adopted Handy's cultural framework as limited efforts have been geared toward investigating the effect each of Handy's four pillars of culture has on employee engagement. The multiple regression technique was used to test the hypothesised relationships between the variables in the study. A sample of two hundred and sixty-seven (267) employees was randomly drawn from selected public-sector organisations in Ghana. Findings from the study established that, achievement and support cultures significantly cause employees to be engaged in the public sector of Ghana whilst power culture has a significant, but negative relationship with employee engagement. The relationship between role culture and employee engagement is not significant. The study recommends that, in order for the skilled employees in the Ghanaian public sector organisations to be highly engaged, management of such organisations should increase the extent of achievement and support cultures and minimize the extent of power culture while paying only a little attention to role culture.

Determining the Impact of Supervisory Support on Employee Engagement in the Telecommunication Sector of Ghana: The Role of Supportive Organizational Culture

“…The study findings again revealed that supportive organizational culture significantly and positively influences employee engagement. This result falls in line with previous studies where supportive organizational culture greatly impacted employee engagement (Brenyah & Darko, 2017;Njuguna, 2016). Moreover, the study findings revealed that supportive organizational culture positively moderates the relationship between supervisory support and employee engagement.…”

“…According to Brenyah & Darko (2017), supportive organizational culture involves relationships described by trust and mutuality. They further asserted that organizations with supportive cultures exist primarily to attend to the needs of their members.…”

The impact of organizational culture archetypes on quality performance and total quality management: the role of employee engagement and individual values

“…On the basis of the attribution theory (locus, controllability and stability) proposed by Weiner (1986), it can be argued that employee engagement may well enfold the concept of organizational culture in a sense that individuals' attitudes, disposition and perceptions are Impact of organizational culture archetypes influenced by the organization's sets of values, norms and patterns (Brenyah and Darko, 2017;Jung and Hong, 2008;Langford, 2009). The literature related to employee engagement indicates that this construct encompasses cognitive, emotional and behavioral components Ababneh and Macky, 2015;Wollard and Shuck, 2011).…”

“…Organizational culture refers to different practices, values, assumptions and symbols shared by the members of the organization, which lead to the development of appropriate employee behavior (Brenyah and Darko, 2017;Jung and Hong, 2008). The engagement construct comprehensively embraces three key dimensions (cognitive, emotional and behavioral).…”

Corporate Culture and Internal Communication Influence on Millenial Employee Engagement

“…The definition of internal communication that becomes the theoretical basis of this research is communication as a process of delivering or exchanging information that occurs within an organization (Ardana, 2004;Bovee & Thill, 2002;Jacobs, Yu, & Chavez, 2016) that occurs vertically or horizontally (Welch, 2012;Cornelissen, 2008) that lead to the goals of an organization.…”