Abstract:
Work engagement and its role in the performance of institutions of higher learning has gained significant attention, extending the debate that engaged employees impact productivity and efficiency. Previous research confirms the relationship between two variables, work engagement and institutional culture, in several developed countries. However, there is limited literature regarding this relationship in developing countries like Ghana, which is the primary motivation for this study. This research sought to examine the existence of a correlation between the two variables at selected public universities in Ghana. It aimed to determine the kind of institutional culture that exists in public universities in Ghana and to explore the parameters of institutional culture that significantly influences work engagement at the selected institutions of higher learning.
This study drew primarily on the theoretical understandings of Tierney and Bergquist theories on institutional culture and the Job demands resources model which focuses on work engagement. The study employed explanatory sequential explanatory mixed methods research informed by the pragmatist paradigm. Two hundred employees and thirty heads of department, were selected. Data were generated through a structured questionnaire and semi-structured interviews.
Descriptive standards such as frequency distribution, percentages and means were used to interpret the data. Pearson’s correlation analysis was utilised to test the hypothesis, while multiple regression was used to determine and analyse the parameters of institutional culture. The regression analysis revealed that communication makes the strongest statistically distinct contribution in predicting work engagement.
The quantitative analysis revealed that communication is a vital parameter of institutional culture and a dominant predictor of work engagement in public institutions in Ghana. Both the quantitative and qualitative data analyses revealed that employees generally experienced low engagement levels in Ghana's public universities. Pearson’s correlation analysis showed a positive relationship between institutional culture and work engagement.
This study recommends the implementation of policies that promote effective communication among staff. The study argues that when employees feel valued, they are productively engaged, drive the institutional vision, and contribute meaningfully to institutional culture and success. This study concludes that when employees are engaged, they contribute meaningfully, and institutional culture flourishes, and when they do not feel valued and are disengaged, the institutional culture is out of balance and asynchronous.
Keywords: Institutional Culture, Work Engagement, Public University, Senior Members (Teaching & Non-Teaching), Senior & Junior Staff
