A glance into organizational culture, ethical ...
|Title||A glance into organizational culture, ethical workplace climate, and employee engagement levels in a health organization unit|
|Institution||University of Prince Edward Island|
|Degree earned||Master of Business Administration|
|Place published||Charlottetown, P.E.I.|
|Abstract||Employee engagement has become an important measure of employee performance and it has been linked to higher overall firm performance outcomes. Studies have shown that employee engagement may be impacted by both organizational culture and ethical workplace climate. For example, organizational culture is deep rooted and depending on the cultural dimensions most highly emphasized within a company, may have positive or negative impacts on employee performance indicators such as employee engagement. Whereas culture is deep rooted and does not easily change, climate is more fluid and can ebb and flow with different instances on-going within the organization. In addition, researchers have come to understand that workplace climate can be impacted relating to ethical issues and a measure of ethical workplace climate (EWC) has emerged to measure perceptions of employees relating to EWC. However, most studies only look at culture or climate, but not the two together, or specifically with employee engagement. This study examines employee perceptions of culture, ethical workplace climate, and employee engagement in a case study with employees in health care. The study findings show that the positive culture type and climate type identified can be associated with positive levels of employee engagement. Specifically, employees perceived a clan culture type to have an overall positive impact employee engagement. Findings about employee perceived climate type indicate that employees perceive a social climate type is associated with a positive link to higher employee engagement levels. In addition, employee perceived engagement within the department measured moderately positive, consistent with its relationship with the perceived dominant and subordinate culture and climate type influences.|
|Use/Reproduction||In presenting this signature project report in partial fulfilment of the requirements for a Master of Business Administration degree from the University of Prince Edward Island, the author has agreed that the Robertson Library, University of Prince Edward Island, may make this signature project freely available for inspection and gives permission to add an electronic version of the signature project to the Digital Repository at the University of Prince Edward Island. Moreover the author further agrees that permission for extensive copying of this signature project report for scholarly purposes may be granted by the professor or professors who supervised the author’s project work, or, in their absence, by the Dean of the School of Business. It is understood that any copying or publication or use of this signature project report or parts thereof for financial gain shall not be allowed without the author’s written permission. It is also understood that due recognition shall be given to the author and to the University of Prince Edward Island in any scholarly use which may be made of any material in the author’s report.
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