Abstract:
Organisational culture plays an instrumental role in comprehending the interdependence between employer and employee. The fragility of this engagement is a function of an individual’s experienced vulnerability, and inevitably, governs how present and engaged employees are. Furthermore, at the core of engagement lies an employee’s cultural perceptions and preferences which influence behaviour and reflect the ascertained environment. Employers thus find themselves in a tensioned scenario between retaining employees and establishing a favourable organisational culture.
The objective of this research study was to statistically examine the relationship between an employee’s perceived and preferred organisational culture and how these constructs translate into employee engagement. The research intention was to determine whether an employee’s preferred view of culture moderated the relationship between their perceived cultural view and engagement levels. Data collection was from individual respondents (n = 152), via an online survey questionnaire, by means of a snowball sampling technique.
The study highlighted the key drivers and suppressors of employee engagement. Statistical evidence concluded that perceived organisational culture had a significant influence on employee engagement and predicted noteworthy variances in the employee engagement dimension. Furthermore, findings revealed that the employee preferred culture was not to have any significant moderating effect. The construct did not influence the magnitude and direction of the relationship between perceived organisational culture and overall employee engagement. Moreover, the research highlighted key employee perceived and preferred factors which significantly influence engagement levels. By implementing and grasping these factors employers might reduce friction and establish collaboration. To that degree a model was created to assist employers and managers adequately implement the identified factors.
