The impact of organisational culture on employees motivation: Libyan case study
Bubaker, NA 2009, The impact of organisational culture on employees motivation: Libyan case study , PhD thesis, Salford : University of Salford.
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At the end of 20' Century it was being commented that companies were changing their organisational culture and placing greater emphasis on flexibility and efficiency, as they were now expected to adapt to changing conditions cut costs in order to be competitive. Organisational culture is a social control mechanism and at the same time frames people's interpretations of organisational events and basic assumptions about organisational processes. If there is widespread agreement about these basic assumptions and values, in an organisation, behavioural consistency should increase and lead to enhance organisational performance. There is movement in Libya at the moment toward improvement in organisations, the Government has introduced liberalisation^of the economy, and is creating stronger ties with the Western world now that the sanctions have been lifted. This change is exemplified by the greater scope allowed to private enterprise in the retail trade, smallscale industries and agriculture. There has been research carried out by, (Al-Nakeeb 1985); Al-Saigh 1986; Agnaia 1997; and Al-Faleh 1999),into the ways that the competitive nature of all Libyan organisations can be improved. This case study however is the first that investigates the structure, behaviour and culture of a number of Libyan organisations to discover any link with employees' motivational feelings, their level of commitment and involvement as well as their sense of responsibility to the organisations objective of increased performance. This research employed a case study investigation of the organisational culture of two public sector Libyan companies and a local private sector company, to discover any link between organisational culture, corporate governance and employee's motivation to be involved and committed to organisational objectives. The research was intended to highlight any differences that exist between the organisational culture within a typical Libyan public sector organisation, one that has, been influenced by western management practices, and another, which operates as a private company. In all of the organisations surveyed and in all of the others throughout Libya there must be a greater emphasis on allowing employees to participate fully in the operation of the organisation. Such a participative management style is the opposite of autocratic management and can be defined as a system engaging employees as willing coproducers of, valuable contributors to-, as well as co-owners of a better future. It involves much more than sharing authority and decision making, for it actively seeks employee inputs, allowing the employees to contribute to the resolution of work-related issues. The basic idea of participation represents a shift toward sharing control and power, founded on the assumptions that providing employees with more control, information, and responsibility improves worker satisfaction and increases productivity.
|Item Type:||Thesis (PhD)|
|Contributors:||Ahmed, V (Supervisor) and Aouad, G (Supervisor)|
|Schools:||Schools > School of the Built Environment|
|Depositing User:||Institutional Repository|
|Date Deposited:||03 Oct 2012 13:34|
|Last Modified:||25 Feb 2016 12:45|
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