A STUDY OF THE EFFECTS OF ORGANIZATIONAL CULTURE ON EMPLOYEE MOTIVATION AT ETHIO TELECOM

Abstract

The study aims at measuring the effects of organizational culture on employee motivation among ethio telecom employees found in Addis Ababa across the manager and expert levels. From the total population (2550) there were 255 samples selected through probability sampling techniques which were simple random sampling technique, out of which 32 were from manager and the remaining 223 were from expert respondents found in Addis Ababa. Two managers and six experts’ respondents were not returned the questionnaire. The analysis methods of the study used were descriptive statistics like Tables and Diagrams and inferential statistics like correlations and standard multiple regression. Managers were more motivated than experts by most of the motivation variables as the result indicates. The study reveals that the dominant existing culture of the corporation is hierarchy culture and the dominant preferred culture is adhocracy culture. Adhocracy culture has positive and strong relationship with company policy, recognition, advancement opportunity and achievement in both manager and expert respondents. According to expert respondents job itself and responsibility have correlated with adhocracy culture and according the managers working condition is highly correlated with adhocracy. Existing adhocracy culture has statistically significant relationship with the above motivation variables in both manager and expert respondents. The model (existing clan culture, existing adhocracy culture, existing market culture and existing hierarchy culture), explains 41.6 percent of the variance in overall motivation, and the model as a whole were statistically significant but existing adhocracy culture and existing clan culture makes the largest unique contribution (beta = 0.580, 0.499 respectively) and both of them have also made a statistically significant contribution, but the beta value for existing market culture and existing adhocracy culture were very low (0.010 and 0.004), indicating that they made very low of a unique contribution and both of them were statistically not significant.