The relationship between organisational culture and cross-team collaboration at an institution of higher learning
- McGowan-Berry, Charlene Hilda
- Authors: McGowan-Berry, Charlene Hilda
- Date: 2019
- Subjects: Corporate culture , Organizational change Organizational behavior Organization -- Research Education, Higher -- South Africa
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/42628 , vital:36675
- Description: Institutions of higher learning are under constant pressure to become more effective amidst lowering subsidies and increased student intake. Bozalek, Ngambi and Dachago (2013) identify a limit of resources as one of the major challenges facing higher education. As a result, resources and talent need to be more effectively utilised. There is also a growing call for closer co-operation across disciplines, for example in terms of increased interdisciplinary teaching and research to address real life issues. The opposite, namely a silo mentality where people focus on their own tasks without interacting and solving problems collaboratively, does not lead to excellence. Silos are invisible barriers which fragment organisations and make it difficult to cross boundaries (Cilliers & Greyvenstein, 2012). The primary objective of this study was to explore the existing culture at a selected university and to determine whether a relationship between organisational culture and cross-team collaboration existed. A positivistic research approach was followed and quantitative research methods were adopted. The target population included all of the academics from one of the campuses of the selected university. A non-probability sampling technique of convenience sampling was used. The Organisational Culture Questionnaire (OCQ) developed by Harrison (1993) was administered to 120 employees at the selected university. The results suggested that a Task and Role Culture was most evident at the University, but that a Support Culture was mostly supportive of cross-team collaboration. Recommendations were made for the University and for future research.
- Full Text:
- Date Issued: 2019
- Authors: McGowan-Berry, Charlene Hilda
- Date: 2019
- Subjects: Corporate culture , Organizational change Organizational behavior Organization -- Research Education, Higher -- South Africa
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/42628 , vital:36675
- Description: Institutions of higher learning are under constant pressure to become more effective amidst lowering subsidies and increased student intake. Bozalek, Ngambi and Dachago (2013) identify a limit of resources as one of the major challenges facing higher education. As a result, resources and talent need to be more effectively utilised. There is also a growing call for closer co-operation across disciplines, for example in terms of increased interdisciplinary teaching and research to address real life issues. The opposite, namely a silo mentality where people focus on their own tasks without interacting and solving problems collaboratively, does not lead to excellence. Silos are invisible barriers which fragment organisations and make it difficult to cross boundaries (Cilliers & Greyvenstein, 2012). The primary objective of this study was to explore the existing culture at a selected university and to determine whether a relationship between organisational culture and cross-team collaboration existed. A positivistic research approach was followed and quantitative research methods were adopted. The target population included all of the academics from one of the campuses of the selected university. A non-probability sampling technique of convenience sampling was used. The Organisational Culture Questionnaire (OCQ) developed by Harrison (1993) was administered to 120 employees at the selected university. The results suggested that a Task and Role Culture was most evident at the University, but that a Support Culture was mostly supportive of cross-team collaboration. Recommendations were made for the University and for future research.
- Full Text:
- Date Issued: 2019
The relationship between employer branding and organisational commitment
- Authors: Tryfonos, Angelique
- Date: 2015
- Subjects: Corporate culture , Organizational commitment , Psychology, Industrial
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9419 , http://hdl.handle.net/10948/d1021146
- Description: The aim of this study was to determine whether a relationship exists between organisational commitment (OC) and employer branding (EB). The purpose was to Identifying whether employer branding effects organisational commitment (affective, normative and continuance commitment) and how significant that effect may be. Questionnaires were personally distributed by the researcher directly to employees under study. Non-probability sampling was used in the form of judgement sampling. The sample consisted of 124 employees from various retail outlets throughout Port Elizabeth, Eastern Cape. Five hypotheses were set for evaluation. A practically significant relationship was established between organisational commitment (OC) and employer branding (EB). A small practically significant relationship was found between gender and normative commitment. A medium practically significant relationship was found between gender and training and development as well as between gender and work/life balance. Statistically significant relationships were discovered with regards to age and leadership and also between age and rewards and recognition. A statistically significant difference was established between age and overall employer branding (EB). These findings suggest that a more positive employer brand will lead to improved organisational commitment (OC). More so, retail organisations aiming to improve on organisational commitment should incorporate those employer branding (EB) factors which employees’ place greater emphasis on, within their employer brand, which in turn will lead to greater organisational commitment.
- Full Text:
- Date Issued: 2015
- Authors: Tryfonos, Angelique
- Date: 2015
- Subjects: Corporate culture , Organizational commitment , Psychology, Industrial
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9419 , http://hdl.handle.net/10948/d1021146
- Description: The aim of this study was to determine whether a relationship exists between organisational commitment (OC) and employer branding (EB). The purpose was to Identifying whether employer branding effects organisational commitment (affective, normative and continuance commitment) and how significant that effect may be. Questionnaires were personally distributed by the researcher directly to employees under study. Non-probability sampling was used in the form of judgement sampling. The sample consisted of 124 employees from various retail outlets throughout Port Elizabeth, Eastern Cape. Five hypotheses were set for evaluation. A practically significant relationship was established between organisational commitment (OC) and employer branding (EB). A small practically significant relationship was found between gender and normative commitment. A medium practically significant relationship was found between gender and training and development as well as between gender and work/life balance. Statistically significant relationships were discovered with regards to age and leadership and also between age and rewards and recognition. A statistically significant difference was established between age and overall employer branding (EB). These findings suggest that a more positive employer brand will lead to improved organisational commitment (OC). More so, retail organisations aiming to improve on organisational commitment should incorporate those employer branding (EB) factors which employees’ place greater emphasis on, within their employer brand, which in turn will lead to greater organisational commitment.
- Full Text:
- Date Issued: 2015
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