Relationship between organizational culture and work motivation: a case of academic staff in jimma university

Abstract

Organizational culture and employee motivation are the two inter-related concepts which are important to the success of the organizational goal as well as group cooperation and individual achievement. The main purpose of this study is to determine the relationship between organizational culture typology and employee work motivation among academic staff in JU. In order to examine and gain a better understanding of the significant relationships between organizational typology and employee work motivation, the research also assessed academic staff perceptions of organizational culture typologies (existing and preferred) in JU and work motivation. A cross-sectional design was used as a method to conduct this research and also employed a stratified sampling approach. Using a structured questionnaire a total of 314 copies of questionnaires were distributed to selected academic staff from seven colleges of JU, but a total of 285 questionnaires were returned fully and appropriately filled. The study has reported results using descriptive and inferential statistics such as frequencies, means, and standard deviation, including Paired-test, Independent test and Analysis of Variance (ANOVA) and Pearson Correlation to obtain results. The result indicates that hierarchy is currently the most dominant culture type in JU, whereas the clan is preferred to be most dominant culture type by academic staff in JU. This indicates a misalignment between what academic staff needed and what is practiced. There is a significance difference between male and female in the perception of existing clan and adhocracy culture types and among age groups in the perception of existing hierarchy culture. And, there is significant difference between single and married and YSSGUS in the perception of preferred market and adhocracy culture types respectively. Academic staff of the JU characterized by: high extrinsic and intrinsic type of motivation: the current working conditions of JU was perceived as satisfying low to intrinsic needs and extrinsic necessities and academic staff believe that the future working conditions will satisfy high to extrinsic needs and intrinsic necessities. There is significance difference among groups of academic degree level in work motivation as regards to intrinsic type of motivation and intrinsic job instrumentality. Existing adhocracy, preferred clan and adhocracy culture types have positive association with work motivation respect to intrinsic valences, intrinsic and extrinsic job instrumentality respectively. And existing hierarchy and market culture types have negative association with work motivation respect to extrinsic valences. JU leaders and managers are required to focus more on clan and adhocracy culture types to increase or improve the academic staff motivation.