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“Investigating the relationship between organizational culture and work

engagement”

Pervashnee Naidoo
AUTHORS
Nico Martins
Pervashnee Naidoo and Nico Martins (2014). Investigating the relationship between
ARTICLE INFO organizational culture and work engagement. Problems and
Perspectives in Management, 12(4)

RELEASED ON Monday, 15 December 2014

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Problems and Perspectives in Management, Volume 12, Issue 4, 2014

Pervashnee Naidoo (South Africa), Nico Martins (South Africa)

Investigating the relationship between organizational culture and


work engagement
Abstract
The aim of this study is to investigate the relationship between organizational culture and work engagement. Work
engagement is shown to be powerfully linked to a range of business success outcomes. Although a large number of
studies investigate the link between employees’ work engagement and organizational variables, there remains a dearth
of scientific research on organizational culture and its impact on work engagement. A quantitative research design is
undertaken in a South African ICT company. A total of 455 employees complete the South African Culture Instrument
and the Utrecht Work Engagement Scale.
Correlation analysis shows that all the dimensions of organizational culture correlate positively with work engagement
dimensions. Regression analysis reveals that leadership, management processes and goals, and objectives make the
strongest statistically unique contribution in predicting the dimensions of work engagement. As work engagement is
shown to relate to several positive work outcomes, it makes sense for organizations to increase their employees’ levels
of work engagement by addressing and improving organizational culture. The scientific understanding of the potential
relationship between these constructs extends organizational culture and work engagement literature by empirically
establishing an association between the two constructs.
Keywords: organizational culture, work engagement, antecedents, vigour, dedication and absorption.
JEL Classification: L2. outcomes. Therefore, the key focus of this study is to
investigate the relationship
Introduction1
For decades, researchers have determined that an ” Pervashnee Naidoo, Nico Martins, 2014.
organization’s culture leads to a significant between OC and work engagement, in an effort to
competitive advantage in the business environment determine whether employees’ perceptions of OC
(Fortado & Fadil, 2012). Organizational culture are related to their level of work engagement.
(OC) is acquiring support as a predictive and
explanatory construct in organizational studies (Liu, 1. Background to the study
Shuibo & Meiyung, 2006), and has been linked to
job satisfaction and commitment (Silverthorne, If an organization does not have employees who are
2004), and is perceived to be a central determinant committed to the organization and engaged in their
of overall organizational efficacy (Haggard & work strategy implementation and execution, as well
Lapoint, 2005). The ubiquitous and permeating as change, will be difficult, if not impossible (Saks,
nature of an organization’s culture demands that 2006). Understanding the conditions under which
organizations identify the fundamental dimensions individuals would actively engage, while others
of their OC and the effect thereof on would disengage, is highly relevant for both
employeerelated variables, such as work employees and employers (Wildermuth & Pauken,
engagement. 2008). Organizational values, along with beliefs,
assumptions, expectations, attitudes, philosophies,
Employees’ work engagement appears to be a good and norms, form the basis of OC, and are integral to
indicator of outcomes that a business values, and is the distinct identity of every organization (Schein,
thus a good barometer of organizational health 1990). Chalofsky (2003) stated that meaningfulness
(Rich, Lepine & Crawford, 2010), and been shown is more likely to be experienced at work when there
to be powerfully linked to a range of business is congruence between the values and beliefs of the
success outcomes, including commitment, employee and the organization. The more
satisfaction, productivity, innovation, and retention, meaningful individuals find their work, the higher
and, in general, positive work outcomes will be their engagement in it.
(Halbesleben, 2010). Work engagement is measured
at the individual level, however, there clearly are Thus, both the organizational culture and the work
organizational (i.e. culture, leadership, etc.) factors engagement of employees are in danger when
that will influence an employee’s work engagement employees’ personal values are incongruent with
levels (Alarcon, Lyons & Tartaglia, 2010). Creating those of the organization. The implication that OC
a culture that is conducive to work engagement may influence levels of work engagement therefore
becomes critical for optimal organizational potentially has a far-reaching impact, and the

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Problems and Perspectives in Management, Volume 12, Issue 4, 2014

implied link between these constructs makes this an variety in each method for a general comparison
important relationship to study and understand. between them to be valid, and both offer valuable
insight into OC. The present research adopted a
2. Organizational culture quantitative approach to the study of OC since this
Research by Pettigrew (1979), Deal and Kennedy approach has benefits such as the covering of large
(1982), Ouchi (1981), Peters and Waterman (1982), samples with ease, being applicable even if there
and Schein (1985) were primarily responsible for should be time constraints, having a lower level of
promoting the popularity of the concept of an OC. intrusiveness than many quantitative methods, in
This wealth of literature offers strong support for the agreement with the reasons given by Martins and
notion that OC is an important concept in business von der Ohe (2006) for making more use of
(see, for example, Deal & Kennedy, 1982; Denison, validated quantitative tools.
1990; Ouchi, 1981; Peters & Waterman, 1982; and Research has placed a great deal of emphasis on
Schein, 1985), that it may be linked to organizational whether culture and climate are different or similar,
effectiveness (Ott, 1989) and central processes, such and, more recently, looked at how and why these
as leadership and governance (Schein, 1985), and two constructs can be interrelated, to offer a more
that it is a fundamental component of the general complete and parsimonious interpretation of
performance of an organization (Martins, Martins & higherorder social structures of an organization
Terblanche, 2004). (Ostroff et al., 2013). The most accepted definition
Numerous accepted definitions of OC are used in the of climate is “the relatively enduring organizational
literature, which represent the epistemological environment that (a) is experienced by the
backgrounds of the researchers (Bellot, 2011). occupants, (b) influences their behavior, and (c) can
Schein’s (1990) definition and variations thereof be described in terms of the values or a particular set
have been used by most organizational culture of characteristics or attributes of the environment”
researchers. The present study adopted the definition (Tagiuri & Litwin, 1968, p. 25). According to
developed by Martins (which is based on Schein’s Denison (1996), climate develops from the deeper
definition (1990, p.111)) and subsequently define core of culture. The present study adopted the view
organizational culture as: taken by Denison (1996) and Schneider (2000), who
stated that culture and climate are not strongly
… an integrated pattern of human behavior which is differentiated, but are complementary constructs that
unique to a particular organization and which represent different but overlapping interpretations of
originated as a result of the organization’s survival the nuances in the psychological life of
process and interaction with its environment. organizations.
Culture directs the organization to goal attainment.
Newly appointed employees must be taught what is 3. Work engagement
regarded as the correct way of behaving (Martins, The interest in and discussion of work engagement
1989, p. 15). has been escalating in human resource development,
There also seems to be a wealth of OC models that psychology, management, and in occupational health
attempt to explain the relationships between OC and care communities (e.g., see Bakker, Schaufeli, Leiter
related constructs. Martins (1989) developed a & Taris, 2008; Luthans, Norman, Avolio & Avey,
model based on the work of Schein (1985) to 2008; Rich et al., 2010; Christian, Garza &
describe OC. The model is based on the interaction Slaughter, 2011; Shuck, Reio & Rocco, 2011), and
between three key elements: the organization’s within the context of the broader field of positive
subsystems, survival functions and the dimensions organizational behavior (Bakker & Schaufeli, 2008),
of culture (Martins, 1989). It is a comprehensive in which the concept usefully provides an emphasis
model, as it encompasses all the aspects of an on positive aspects of organizational life (Sonnetag,
organization upon which OC could have an 2011).
influence, and vice versa (Martins et al., 2004), but Kahn (1990) was the first to conceptualize
for the purposes of this study, the model is used to engagement, defining personal engagement as the
determine which dimensions of OC may influence concurrent manifestation and expression of an
work engagement in organizations. individual’s ideal self in task behaviors that
With respect to the measurement of culture, Ostroff, encourage a connection to work and to others, a
Kinicki and Muhammad (2013) indicated that it may connection to personal presence (physical, cognitive,
be senseless to debate the merits of using surveys and emotional), and a connection to active, full role
(quantitative measurement) versus case studies performance.
(qualitative measurement), as there is too much

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Problems and Perspectives in Management, Volume 12, Issue 4, 2014

Maslach and Leiter (1997) postulated that dimensions of organizational culture and work
engagement exists on a continuum, and is the direct engagement respectively, and (2) to determine if
opposite of the three burnout dimensions, namely organizational culture is a statistically significant
exhaustion, cynicism, and a sense of inefficacy. predictor of work engagement.
However, according to Schaufeli and Salonova
(2011), burnout and engagement are exclusive of 5. Research design
one another; individuals undergoing low burnout 5.1. Research approach. A scientific
may not be undergoing high engagement, and vice quantitative survey was used to achieve the
versa, which led Schaufeli, Salanova, GonĨalez- research objectives and to test the
Romá and Bakker (2002) to operationalize work hypotheses. Correlation and regression data
engagement as distinct from burnout. analysis techniques were applied, which
Work engagement as defined by Schaufeli et al. offered plausible ex post facto explanations
(2002, p. 74) is: for the relationships between each of the
… a positive, fulfilling, work-related state of mind dimensions of OC and work engagement
that is characterized by vigour, dedication, and respectively, and the predictive value of the
absorption. Rather than a momentary and specific dimensions of OC.
state, engagement refers to a more persistent and 5.2. Research method. 5.2.1.
pervasive affective-cognitive state that is not Participants and sampling. The sample
focused on any particular object, event, individual, consisted of 3 000 permanent employees
or behavior. from middle-management levels and below
in an ICT company in South Africa (N =
The researchers agree with the argument presented 20771). Proportionate random stratified
by Bakker et al. (2008) that the field of engagement sampling was implemented, which allowed
at work is best served by a consistent definition for the researcher to sample the rare extremes of
work engagement, one that addresses employees’ the population for higher statistical
experience of work activity. Therefore the precision, compared to random sampling
researchers adopted the definition of work (Marcyzk, DeMatteo & Festinger, 2005).
engagement as postulated by Schaufeli et al. (2002).
A total of 455 usable questionnaires were received,
The strong appeal and legitimacy of work which yielded a response rate of 15.14%. As seen in
engagement can be attributed to the multitude of Table 1, most participants were male (70.8%). The
studies support the relationship between high majority of the respondents were White (39.6%),
engagement levels and the following outcomes: followed by Black (38%), Coloured (13.2%), and
commitment (Halbesleben, 2010; Saks, 2006), Indian (9.2%). This suggested an adequate
financial profit (Harter, Schmidt & Hayes, 2002), representation of the organization’s labor force. The
improved performance (Bakker & Bal, 2010) in majority of the sample comprised employees at an
terms of improved inter-role and extra-role behavior operational level (62.4%).
(Saks, 2006), enhanced job satisfaction (Saks, 2006),
managerial effectiveness (Luthans & Peterson, Table 1. Demographic profile of the respondents
2002), better individual performance (Kahn, 1990),
Item Category Frequency (f) Percentage
greater business unit performance (Harter et al., (%)
2002), and proactive behavior (Salanova &
Male 322 70.8
Schaufeli, 2008). Gender
Female 133 29.2
In the light of the literature study, the following African 173 38
hypotheses were empirically tested: Coloured 60 13.2
Race
H1: There is a statistically significant positive Indian 42 9.2
correlation between each of the dimensions of White 180 39.6
organizational culture and work engagement 20-29 38 8.4
respectively. 30-39 132 29
H2: Organizational culture is a statistically Age
signifycant predictor of work engagement. 40-49 180 39.6

4. Research objectives 50+ 105 23


Job level Management 35 7.7
The main objectives of the study were to: (1)
Operational 284 62.4
investigate the relationship between each of the
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Problems and Perspectives in Management, Volume 12, Issue 4, 2014

Specialist 99 21.8 objectives is: “Conflict between divisions/functions


Supervisor 37 8.1 in the company does not cause a waste of resources.”
5.2.2. Measuring instruments. The Utrecht Work All factors are scored such that a low score indicates
Engagement Scale (UWES) was developed by non-acceptance of the cultural dimension, while a
high score indicates acceptance (Martins & Coetzee,
Schaufeli et al. (2002), and is aimed at measuring the 2007).
participants’ work engagement. The instrument
consists of 17 items, which are scored on a 7-point 5.2.3. Research procedure. Permission to conduct
frequency scale, ranging from Never (0) to Daily (6). the study was obtained from the management of the
The measure has three sub-scales, namely Vigour, organization within which the study was conducted.
Dedication, and Absorption (Schaufeli et al., 2002). The survey was conducted with a web-based
A typical item for Vigour is: “When I get up in the questionnaire application. Survey questionnaires
morning, I feel like going to work.” A typical item were sent electronically via the company’s electronic
for Dedication is: “My job inspires me.” A typical communication system to the sample of 3 000
item for Absorption is: “I am immersed in my permanent employees, requesting them to participate
work.” A high score indicates high levels of in the survey. In the invitation e-mail, it was clearly
engagement. The internal consistency of the measure stated that participation was voluntary, and that no
ranges from a Cronbach alpha coefficient of 0.68 to information provided would be linked to the identity
one of 0.91 of a specific person (i.e. anonymity would not be
(Schaufeli et al., 2002). In the South African context, compromised).
Storm and Rothmann (2003) confirmed a three-
factor structure for the UWES, reporting Cronbach 6. Results
alpha coefficients of 0.78 for Vigour, 0.89 for The purpose of the research study was to investigate
Dedication, and 0.78 for Absorption, for a sample of the relationship between each of the dimensions of
2 398 South African police officers. OC and work engagement respectively, and to
The South African Culture Instrument (SACI) was determine if the dimensions of OC are able to predict
locally developed for the South African context, and the dimensions of work engagement. The SACI,
measures the extent to which employees identify
Table 2. Descriptive statistics and reliabilities for the SACI
N Mean Std. Skewness Kurtosis Cronbach’s
Deviation alphas
Leadership 455 3.54 0.85 -0.65 -0.04 0.94
Strategy and change management 455 3.06 0.81 -0.36 -0.41 0.91
Employee needs and objectives 455 2.83 0.87 -0.11 -0.81 0.89
Means to achieve objectives 455 3.02 0.77 -0.25 -0.51 0.86
Management processes 455 3.30 0.71 -0.39 -0.20 0.86
Goals and objectives 455 3.99 0.66 -0.70 1.36 0.73
External and internal environment 455 3.61 0.75 -0.44 0.18 0.79
with the various elements of the organization’s developed by Martins (1989, 2014), was used to
existing and ideal culture (Martins & Coetzee, 2007; measure OC. The revised version of the instrument,
Martins, 2014). The overall reliability (Cronbach consisting of 60 items, were used in the present
alpha coefficient) of the SACI was measured at study. These 60 items were categorized into seven
0.933, and the internal consistency of the dimensions dimensions in the questionnaire.
ranged from 0.655 to 0.932 (Martins, Martins &
Terblanche, 2004). Respondents make use of a 5- 6.1. Descriptive statistics. The descriptive statistics
point Likert scale to rate each statement. A low of the dimensions of the SACI appears in Table 2.
rating (1) indicates that the respondent strongly All dimensions had a negative skewness, suggesting
disagrees, and a high rating (5) indicates strong an overall positive tendency towards Organizational
agreement. A typical question for the Leadership culture. This finding is supported by the fact that a
dimension is: “My immediate manager sets an slight majority of dimensions had a mean value
example everyone can follow – he/she walks the greater than the middle category (3.2), with an
talk.” A typical question for Means to achieve overall mean score of 3.27 across all dimensions (on
a scale of 1-5, Strongly disagree to Strongly agree).
Mean scores were used to summarize the culture of 3.2 indicating a positive perception and scores below
the organization, and to distinguish between possible 3.2 indicating a negative perception of that
positive and negative perceptions, with scores above dimension. According to the Human Sciences

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Problems and Perspectives in Management, Volume 12, Issue 4, 2014

Research Council (1994, as cited in Odendaal & objectives (3.02) and Strategy and change
Roodt, 1998), research shows that an average of 3.20 management (3.06).
can be seen as a reasonable cut-off point to
differentiate between positive and negative The descriptive statistics of the sub-dimensions of
perceptions. the UWES appears in Table 3. Table 3 illustrates
that all sub-dimensions had a strongly negative
Goals and objectives (3.99), followed by External skewness, suggesting a positive tendency towards
and internal environment (3.60), Leadership (3.54), work engagement. This outcome was to be expected,
and Management processes (3.30) were positively as the tool was developed to give negatively skewed
perceived by employees, meaning that the majority results (Schaufeli et al., 2002).
of the OC dimensions were positively viewed by
employees. Among those dimensions that were The alpha coefficients of all three sub-dimensions
perceived negatively was Employee needs and ranged from 0.85 to 0.87, indicating internal
objectives, which scored the lowest, with a mean consistencies within the recommended range (Tab-
score of 2.83, followed by Means to achieve le 3). The overall reliability of the UWES was 0.949.
Table 3. Descriptive statistics and reliabilities for the UWES
N Mean SD Skewness Kurtosis Cronbach’s Alphas

Vigour 455 4.56 1.16 -1.04 0.70 0.87


Dedication 455 4.63 1.27 -1.16 0.93 0.89
Absorption 455 4.44 1.19 -1.01 0.55 0.85

6.2. Inter-correlations between dimensions. dimensions of work engagement. Thus there is a


Intercorrelations between the dimensions were statistically significant relationship between each
calculated using Pearson’s product-moment of the dimensions of OC and work engagement
correlation coefficient to measure the nature and
the strength of the relationship between the respectively. The OC variable Leadership
variables. correlated significantly and positively with
Vigour (r = .378; medium effect; p ” 0.01),
The inter-correlation matrix, reflected in Table 4,
Dedication (r = .316; medium effect; p ” 0.01),
was used for testing H1. It was found that all the
and Absorption (r = .316; medium effect; p ”
dimensions of OC were positively related to all
0.01).
the
Table 4. Inter-correlations matrix of constructs
1 2 3 4 5 6 7 8 9 10

1 Leadership 1

Strategy & change


2 .477** 1
management
Employee needs and
3 .489** .727** 1
objectives
4 Means to achieve .522** .712** .593** 1
objectives
5 Management processes .568** .752** .665** .712** 1

6 Goals and objectives .277** .500** .376** .347** .405** 1

External and internal


7 .272** .552** .550** .409** .479** .436** 1
environment
8 Vigour .378** .358** .306** .322** .409** .360** .260** 1

9 Dedication .316 **
.354 **
.294 **
.310 **
.392 **
.326 **
.242 **
.861** 1

10 Absorption .316** .312** .278** .254** .332** .265** .220** .808** .812** 1
Note: ** Correlation is significant at the 0.01 level (2-tailed). r = • 0.1 • 0 .3- small practical effect; r = • 0.30 ” 0.49 – medium
practical effect; r • 0.50 – large practical effect (Cohen, 1988).

The OC dimension Strategy and change Vigour. According to Table 5, the dimensions of OC

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Problems and Perspectives in Management, Volume 12, Issue 4, 2014

management correlated significantly and positively explained 22.8% of the variance in Vigour (F-
with Vigour (r = .358; medium effect; p ” 0.01), value : p ” 0.000). Goals and objectives made the
Dedication
strongest statistically unique contribution in
(r = .354; medium effect; p ” 0.01), and Absorption
predicting Vigour (ȕ = 0.218; p ” 0.000). This was
(r = .312; medium effect; p ” 0.01). The OC
dimension Management processes correlated followed by Management processes (ȕ = 0.216; p ”
signifycantly and positively with Vigour (r = .409; 0.01) and Leadership (ȕ = 0.207; p ” 0.000),
medium effect; p ” 0.01), Dedication (r = .392; indicating that these OC dimensions made a slightly
medium effect; p ” 0.01), and Absorption (r = .332; less but nonetheless statistically unique contribution
medium effect; p ” 0.01).
in predicting Vigour. The association between the
Based on the above, H1: There is a significant OC variables of Strategy & change management,
positive relationship between each of the dimensions Employee needs and objectives, Means to achieve
of OC and work engagement respectively, is
accepted. objectives, and External and internal environment
with Vigour was insignificant, suggesting that these
6.3. Inferential statistics: multiple regression. 6.3.1.
variables did not make a significant contribution to
Regression analysis for dependent variable:
the prediction of Vigour.
Table 5. Multiple regression analysis – dimensions of the SACI predicting vigour
Model summary A NO VA

Adjusted Std. error of Sum of Mean


R R-square R-square the Vigour squares df Square F Sig.
estimate
Regression 145.981 7 20.854 20.181 .000a

.490a 0.24 0.228 1.01655 Residual 461.921 447 1.033

Total 607.903 454

Table 5 (cont.). Multiple regression analysis – dimensions of the SACI predicting vigour
Coefficients
Model Unstandardized coefficients Standardized
coefficients t p
(a) Predictors B Std. Error Beta
(Constant) 0.88 0.348 2.53 0.012

Leadership 0.284 0.071 0.207 3.996 0.000


Strategy and change 0.005 0.112 0.003 0.044 0.965
Management
Employee needs and objectives -0.042 0.087 -0.031 -0.483 0.629
Means to achieve objectives -0.015 0.097 -0.01 -0.15 0.881
Management processes 0.35 0.116 0.216 3.007 0.003
Goals and objectives 0.385 0.087 0.218 4.446 0.000
External and internal environment 0.037 0.081 0.024 0.463 0.643

6.4. Dependent variable: vigour. According to = 0.125; p ” 0.01), indicating that these OC
Table 6, the dimensions of OC explained 14.2% of dimensions made a slightly less but nonetheless
the variance in Absorption (F-value: p ” 0.000). statistically unique contribution in predicting
Leadership made the strongest statistically unique Absorption. The association between the
contribution in predicting Absorption (ȕ = 0.181; remaining OC variables with Absorption was
p ” 0.001). This was followed by Management insignificant suggesting that these variables did
processes (ȕ = = 0.143; p ” 0.05) and Goals and not make a significant contribution to the
objectives (ȕ = prediction of Absorption.
Table 6. Multiple regression analysis – dimensions of the SACI predicting absorption

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Problems and Perspectives in Management, Volume 12, Issue 4, 2014

Model summary ANOVA

R R- Adjusted R- Std. error of the Absorption Sum of df Mean F Sig.


square square estimate squares square
Regression 99.692 7 14.242 11.76 .000b
4
Residual 541.164 44 1.211
0.394a 0.156 0.142 1.1003
7
Total 640.856 45
4
Co efficients

Unstandardized Standardized coefficients


coefficients

Model t p
B Std. err or Beta

(Constant) 1.594 0.376 4.237 0

Leadership 0.254 0.077 0.181 3.308 0.001

Strategy & change Management 0.102 0.121 0.07 0.842 0.4

Employee needs and objectives 0.022 0.094 0.016 0.239 0.811

Means to achieve objectives -0.082 0.105 -0.054 -0.788 0.431

Management processes 0.239 0.126 0.143 1.892 0.059

Goals and objectives 0.227 0.094 0.125 2.426 0.016

External and internal environment 0.034 0.088 0.022 0.387 0.699

6.5. Dependent variable: Absorption. As can be Leadership (ȕ = 0.126; p ” 0.05), indicating that
seen in Table 7, the dimensions of OC explained these OC dimensions made a slightly less but
18.6% of the variance in Dedication (F-value: p ” nonetheless statistically unique contribution in
0.000) Management processes made the strongest predicting Dedication. The association between the
statistically unique contribution in predicting remaining OC variables with Dedication was
Dedication (ȕ = 0.223; p ” 0.01). This was suggesting that these variables did not make a
followed by Goals and objectives (ȕ = 0.183; p ” significant contribution to the prediction of
0.000) and Dedication.
Table 7. Multiple regression analysis – dimensions of the SACI predicting dedication
Model summary ANOVA

Adjusted Std. error


R- Sum of
R R-square of the Dedication df Mean square F Sig.
square squares
estimate
Regression 145.759 7 20.823 15.812 .000b

.445a 0.198 0.186 1.14757 Residual 588.666 447 1.317

Total 734.425 454

Table 7 (cont.). Multiple regression analysis – dimensions of the SACI predicting dedication
Coefficients
Unstandardized coefficients Standardized
coefficients

Model t p
B Std. error Beta

(Constant) 1.056 0.393 2.69 0.007

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Problems and Perspectives in Management, Volume 12, Issue 4, 2014

Leadership 0.189 0.08 0.126 2.357 0.019


Strategy and change management 0.076 0.126 0.049 0.603 0.547
Employee needs and objectives -0.034 0.098 -0.023 -0.345 0.73
Means to achieve objectives -0.002 0.109 -0.001 -0.022 0.983
Management processes 0.397 0.131 0.223 3.017 0.003
Goals and objectives 0.355 0.098 0.183 3.631 0
External and internal environment 0.013 0.091 0.008 0.143 0.886

6.6. Dependent variable: Dedication. As can be = 0.126; p ” 0.01) indicating that these OC
seen in Table 8 the dimensions of OC explained dimensions made a slightly less but nonetheless
20.7% of the variance in the total UWES (F- statistically unique contribution in predicting
value: p ” 0.000). Management processes made Work Engagement. The association between the
the strongest statistically unique contribution in organizational remaining culture variables was
predicting Work engagement (ȕ = 0.205; p ” insignificant suggesting that these variables do
0.01). This was followed by Goals and objectives not make a significant contribution to the
(ȕ = 0.183; p ” 0.000) and Leadership (ȕ = prediction of Work engagement.
Table 8. Multiple regression analysis – dimensions of the SACI predicting work engagement
Model summary ANOVA

R R-square Adjusted R- Std. error of the Dedication Sum of squares df Mean square F Sig.
square estimate
Regression 127.38 7 18.197 17.98 .000b

.469a 0.22 0.207 1.00603 Residual 452.405 447 1.012

Total 579.785 454

Coefficients

Unstandardized soefficients Standardized


soefficients

Model t p
B Std. Error Beta

(Constant) 1.184 0.344 2.69 0.007

Leadership 0.245 0.07 0.126 2.35 7 0.019

Strategy and change management 0.06 0.111 0.049 0.60 3 0.547

Employee needs and objectives -0.017 0.086 -0.023 -0.34 5 0.73

Means to achieve objectives -0.035 0.096 -0.001 -0.02 2 0.983

Management processes 0.324 0.115 0.223 3.01 7 0.003

Goals and objectives 0.32 0.086 0.183 3.63 1 0

External and internal environment 0.029 0.08 0.008 0.14 3 0.886

6.7. Dependent variable: Work engagement. respectively, and (2) to determine if OC is a


Based on the above analysis, H2: The dimensions of statistically significant predictor of work
OC are statistically significant predictors of the engagement.
dimensions of work engagement, are partially
accepted. Correlation analysis indicated a statistically positive
relationship between each of the variables of OC and
7. Discussion work engagement respectively. The findings of the
study therefore support Hypothesis 1, which
The main objectives of the study were to: (1) postulated a positive relationship between each of
investigate the relationship between each of the the dimensions of OC with work engagement
dimensions of OC and work engagement respectively. This suggests that positive perceptions

440
Problems and Perspectives in Management, Volume 12, Issue 4, 2014

of OC are likely to be related to higher levels of and work engagement was confirmed (Alarcon,
work engagement. These results are consistent with 2010; Greenidge, 2010; Shuck et al., 2011). Several
those of previous studies that investigated the lines of research evidence indicate that engaged
culture-work engagement relationship (Greenidge, employees outperform their disengaged counterparts
2010; and Alarcon et al., 2010). The present study on a number of organizational metrics (Shuck et al.,
provides evidence that OC is a key consideration in 2011). As work engagement has been shown to
understanding work engagement. relate to several positive work outcomes, the results
of the present study suggest that it makes sense for
Regression analysis indicated that only three of the organizations to foster a positive culture, and to
seven culture dimensions make a statistically unique
contribution in predicting the dimensions of work References
engagement. The findings of the study therefore ensure that employees remain engaged in their work,
provide partial support for Hypothesis 2, which in order to retain workers longer than organizations
postulated that all the dimensions of OC would that fail to promote engagement (Alarcon et al.,
significantly predict work engagement. 2010).
Overall, the OC dimensions of leadership, goals and This study did not look into the effect of subgroup
objectives, and management processes seem to have differences related to age, gender, seniority, or
a greater influence on the work engagement service units. Identifying aspects of OC that have the
variables of vigour, dedication, and absorption, strongest impact on work engagement for specific
suggesting a greater effect on work engagement. occupational groups in areas where there is high
turnover, resignations, and burnout can be highly
Conclusion valuable in future research. Along with
The findings of this study are in line with previous organizational cultural antecedents, the
research where the strong relationship between OC consequences of work engagement can also be
included in future studies.
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