The Impact of Organizational Culture on Organizational Performance, the Mediating Role of Employee Engagement: the Case of the Ministry of Transportation رسالة ماجستير

Abstract

This study aimed to investigate the impact of organizational culture on organizational performance and the mediating role of employee engagement in the Palestinian Ministry of Transportation (MOT). Organizational leaders and researchers have excessively focused on the pivotal role organizational culture and employee engagement play in organizational effectiveness and performance. However, research has minimally investigated the relationship between these variables in public sector contexts and in Palestinian organizations. The study collected data from secondary and primary sources. A questionnaire was used to collect the primary data from a sample of (294) MOT employees using the simple random sampling method. The questionnaire consisted of demographic data, 36 items on the four organizational culture dimensions (Involvement, Consistency, Adaptability, and Mission) as identified by Denison’s Organizational Culture Model (DOCS), 9-item Utrecht Work Engagement Survey (UWES) to assess employee engagement, and 8 items on nonfinancial measures (employee satisfaction, customer satisfaction, innovation, and efficiency) to measure organizational performance. SPSS and SMARTPLS4 were used to analyze the primary data. Results revealed that the level of organizational culture, employee engagement and organizational performance is moderate at MOT. The study found out that organizational culture has a positive impact on employee engagement and on organizational performance. Also, employee engagement has a significant positive impact on organizational performance. Results also showed that employee engagement has no mediating role in the impact of organizational culture on organizational performance. The study found that there are no statistically significant VI differences due to gender, age, education, experience, position, providing services to citizens, and number of subordinates in the mediating role of employee engagement in the relationship between organizational culture and organizational performance. The study results imply the strong and crucial impact organizational culture has on MOT performance and the unitary opinion and attitude MOT employees have towards MOT organizational culture. The study recommended that MOT leaders and managers strengthen organizational culture by involving employees, fostering consistency and identifying clear and realistic strategies and goals. It also stressed on the vitality of employee engagement to improve performance. The study suggested that future research utilize other organizational culture dimensions and measurement scales and investigate the mediating role of other attitudinal and behavioral constructs in this relationship and population