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|Title:||Fostering the Commitment of the Employees to their Corporations through the Corporate Culture: A Case Study of a Telecom Corporation|
|Authors:||Lootah, Mohamed Saeed|
|Publisher:||British University in Dubai|
|Abstract:||By studying a case of a telecom corporation, the research investigates the ability to foster the commitment of the employees to their corporations through the corporate culture. Particularly, the research is developed by the presumption that changing the dominance extents of the elementary cultures in the composite corporate culture, the corporate culture profile, impacts on the commitment of the employees to their corporations. The research hypotheses and conceptual framework are derived from the literature review which presents the scholars’ perceptions and findings in the areas of corporate culture, employees’ commitment and the relationship between them. To adopt the research propositions, the literature review presents 4 elementary cultures, which constitute the profile of the corporate culture; they are the role, power, achievement and support cultures. Moreover, the literature presents 3 elementary types of commitments, which make up the profile of the employees’ commitment to their corporations; these types are the affective, continuance and normative commitments. The research propositions are quantitatively tested by distributing a research questionnaire to 350 employees in the telecom corporation by the principles of the stratified sampling. The distributed questionnaire figures out the dominance extents of the elementary cultures in the corporate culture profile and the dominance extents of the elementary commitments in the employees’ commitment profile of the corporation. In an intermediate stage of the study, the research hypotheses are statistically tested by investigating the significance of the relationship between the 4 elementary cultures of the corporate culture profile and the 3 elementary commitments of the employees’ commitment profile in the telecom corporation. The research propositions emphasize the ability of the elementary cultures to foster or hinder the commitment of the employees to their corporations. The research concludes that while the role culture dominates the culture profile of the telecom corporation, it hinders the commitment of the employees to their organization. The power culture, however, deteriorates the affective and normative types of employees’ commitment while it follows the role culture in its dominance at the telecom corporation. The achievement culture, on the other hand, is capable to foster the affective, continuance and normative types of employees’ commitment significantly in spite of being minor in the culture profile of the telecom corporation. Similarly, the support culture does not dominate the culture profile of the telecom corporation while it is capable to significantly foster the affective and normative types of employees’ commitment. To foster the dominance of the affective and normative types of employees’ commitment, which are the pillars of the effective and desired commitment, the research recommends configuring a corporate culture which dominates the characteristics of the achievement and support cultures and inhibits the traits of the power culture. Moreover, the research emphasizes the role of the artifacts, espoused values, top management, and the appropriate staffing in sustaining the desired corporate culture that would, eventually, foster the commitment of the employees to their corporations.|
|Description:||DISSERTATION WITH DISTINCTION|
|Appears in Collections:||Dissertations for Project Management (PM)|
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