The relationship between organisational culture and employee engagement in private hospitals

Abstract

This study investigates the relationship between organisational culture and employee engagement in private hospitals in Ghana, thus creating a culture of perceptions that are favorable to increasing employee engagement. The construct of organisational culture has received extensive recognition as a way to apprehend human systems (Zhong et al., 2016). The study adopted a mixed-method approach using both qualitative and quantitative data. This study was carried out on a sample of 155 respondents using a simple random sampling approach and 15 respondents were selected using a purposive sampling approach from selected private hospitals located in Accra, a region in Ghana. Data were collected electronically (closed-ended questionnaires and semi-structured interviews). The psychometric properties (validity and reliability) of the measuring instrument that was used to collect the quantitative data were statistically assessed using factor analysis and Cronbach’s coefficient alpha respectively. The quantitative data was examined using both descriptive and inferential statistics and the qualitative data was evaluated using thematic analyses. Employees held positive perceptions of the organisational culture (involvement, consistency, adaptability, mission) and employee engagement (vigour, absorption, dedication). This study specifies that there is a significant relationship between organisational culture and employee engagement. It also revealed that there exist significant intercorrelations between organisational culture (involvement, consistency, adaptability, mission) and employee engagement (vigour, absorption, dedication) respectively.