[Managing Employee Commitment: A case study on the management cultures of employee commitment and how it may vary across cultures]

by

Acknowledgement

I would like to thank my family, friends, my colleagues and my supervisors who helped me in completing this dissertation. I would also like to thank all the participants who took part in the surveys and provided me with the authentic data.

DECLARATION

I [type your full first names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University (Adams, 2006, 23).

Signed __________________ Date _________________

Abstract

This study examines organizational culture as a factor in retention of qualified employees in the oil and gas sector in Middle East. The purpose was to examine the relationship of four dimensions of organizational culture to employee commitment to stay with an organization. Technicians, supervisors, managers and executives in the oil and gas sector in Egypt were surveyed using PIES CAT (Adams, 2006, p. 23) to measure the organizational culture and using OCQ (Lobel, 2009, p. 243) to measure the employees' commitment.

Three-hundred and eighty-nine employees received the survey. Three-hundred responses were included in the analysis. There was a positive correlation between each of the organizational culture dimensions and employees' commitment. Findings indicated that employees older in age, in experience, and those in managerial positions reported higher scores on both organizational culture and commitment. Companies should consider means to improve employees' perception of the organizational culture as part of efforts to improve their commitment to stay with the organization.

Table of Contents

Contents

CHAPTER 1: AIMS OF DISSERTATIONVI

CHAPTER 2: REVIEW OF THE LITERATUREXIII

Components of Employee Commitmentxix

1. Affective commitmentxix

2. Continuance commitmentxx

3. Normative commitmentxxi

Organizational Culturexxvi

Employee Commitment in Saudi Arabiaxxxiv

Culture & Employee Commitmentxxxv

CHAPTER 3: METHODOLOGYXLIV

Methodologyxliv

Feasibility:xlvi

Role of Researchersxlvi

Data Collection Techniquesxlvii

Sampling Strategyxlix

The Interviewsl

Data Typeli

Data Analysisli

Trustworthiness of the Methodliii

Validityliii

Reliabilityliv

Procedurelv

CHAPTER 4: PRESENTATION OF RESULTSLVI

Data Analysislvi

Demographic Datalvi

Agelvii

Genderlvii

Educational levellviii

Years of employmentlix

Years of Employment in the Companylix

Level of Worklx

Descriptive Statistics for a Survey of Organizational Commitmentlxi

Reliability Analysis of PIES CAT Instrumentlxi

Reliability Analysis of OCQ Instrumentlxii

Years of Employmentlxiii

Years of Employment in the Companylxiv

CHAPTER 5: ANALYSIS OF DATALXVI

Review of Findingslxvi

Educational Implicationslxx

Future Researchlxxi

CHAPTER 6: CONCLUSION & RECOMMENDATIONSLXXII

Recommendationslxxvi

REFERENCESLXXVIII

APPENDICESLXXXV

Chapter 1: Aims of Dissertation

The topic area chosen is employee commitment, which is often referred to as the key to motivation, workplace morale and retention. Full commitment means being emotionally connected, mentally and physically aligned and completely energized to go to work every day. Employee commitment can be said to win over the hearts and minds of employees in such a way that they will have extraordinary commitment and achieve above average results in their jobs. Some may consider it the latest “fad” or perceive it as a “silver bullet” to profits, retention and trust in MNE's and beyond. We live in a time of Blackberry's, electronic day planners, I-pad's and other digital influences that give us the ability to be constantly engaged. Combined with constant work demands that require multitasking, 24-7 attention and leading, managing, ...