THE EFFECT OF ORGANIZATION CULTURE ON EMPLOYEE

JOB PERFORMANCE: IN THE CASE OF ETHIO TELECOM

EAST SHEWA REGION ADAMA CITY
Comment: Insert university logo
A Research THESIS PROPOSAL SUBMITTED TO RIFT VALLEY
UNIVERSITY, FACULTY OF BUSINESS AND SOCIAL SCIENCES
DEPARTMENT OF BUSINESS MANAGEMENT IN PARTIAL
FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF
MASTER’S DEGREE IN BUSINESS ADMINISTRATION (MBA)

BY:

BEIMNET MENGISTU

RIFT VALLEY UNIVERSITY

FACULTY OF BUSINESS AND SOCIAL SCIENCES

DEPARTMENT OF BUSINESS MANAGEMENT

POST GRADUATE PROGRAM

i
 Advisor: Dr. Assefa Balda

March, 2023
Adama, Ethiopia

Table of Contents

Contents
Abstract......................................................................................................................................................iv
CHAPTER ONE..............................................................................................................................................1
INTRODUCTION...........................................................................................................................................1
1.1 Background of the Study.......................................................................................................................1
1.2 Statement of the Problem.....................................................................................................................2
1.3 Major Research Questions.....................................................................................................................3
1.4 Objectives of the Study..........................................................................................................................4
1.4.1 General Objective of the Study.......................................................................................................4
1.4.2 Specific objective of the Study........................................................................................................4
1.5 Research hypothesis..............................................................................................................................4
1.6 Significance of the Study.......................................................................................................................4
1.7 Scope of the Study.................................................................................................................................5
CHAPTER TWO.............................................................................................................................................6
REVIEW OF THE RELATED LITERATURE........................................................................................................6
2.1Theoretical Review.................................................................................................................................6
2.2 Characteristics of Organizational Culture..............................................................................................7
2.3 Model of Organizational Culture...........................................................................................................8
2.3.1 Hofstede’s Model of Organizational Culture..................................................................................8
2.3.2 Edgar Schein Model......................................................................................................................10
2.3.3. Denison dimension......................................................................................................................11
2.4 Performance........................................................................................................................................12

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 2.4.1 Performance measurement..........................................................................................................13
2.5 Research gap.......................................................................................................................................14
2.6 Empirical Review.................................................................................................................................14
2.7 Conceptual Frame work......................................................................................................................16
CHAPTER THEREE.......................................................................................................................................18
RESERCH DESIGN AND METHODOLOGY....................................................................................................18
3.1 Research Design and Approach...........................................................................................................18
3.2 Targeted Population............................................................................................................................18
3.3 Sample and Sampling Procedures.......................................................................................................18
3.4 Data Type and Sources........................................................................................................................19
3.5 Method of Data Collection..................................................................................................................19
3.6 Method of Data Analysis.....................................................................................................................19
3.7 Reliability.............................................................................................................................................20
3.8 Validity.................................................................................................................................................20
3.9 Ethical Considerations.........................................................................................................................20
Work plan and budget breakdown...........................................................................................................21
Budget breakdown................................................................................................................................21
Table below will show estimated cost to complete the research study................................................21
Reference..................................................................................................................................................23

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 Abstract
The study aims at measuring the effects of organizational culture on employee job performance
among ethio telecom employees found in East Shewa region Adama city across the manager and
expert levels. The study will adoptuseed a quantitative research approach and the nature of
the study research design will be descriptive and explanatory. Stratified and simple random
probability sampling design techniques will be used. The target population will be those
employees and management of Ethio telecom east region Adama city. By using appropriate
sampling technique, a sample will be drawn. The primary data needed for this purpose will be
collected using structured questionnaires and secondary data will be collected from Ethio
Telecom annual report and different journajournals,l articles, and books. In this study both
descriptive and inferential statistics such as mean, standard deviation, correlation, and multiple
regression analysis was will be used through STATA Version 13 software and . To analyze the
data, the researcher used descriptive statistics and regression analysis (standard multiple
regression) and SPSS software will be used in analyzing the collected data.

Key words: Organization’s culture, Employee performance, Power distance, Feminists, Uncertainty avoidance,
Collectives.

Comment: why you planned to use both STATA Version 13 and SPSS software? Which version of SPSS?
What about your expected result?

iv
 CHAPTER ONE
INTRODUCTION
Comment: write chapter introduction

1.1 Background of the Study

Organizational culture also known as corporate culture refers to the beliefs, attitudes, and values that
the organization’s members share and the behaviors consistent with them (which they give rise to).
Corporate culture sets one organization apart from another and dictates how members of other
organization will see you, interact with you, and sometimes judge you. Often, projects too have a
specific culture, work norms, and social conventions (Adrienne, 2014). Corporate culture is based in
part on employees’ shared values, and is in part defined by management, company history, and
employees’ professional culture (Martine, 2017). Studies showed that employees’ commitments are
directly related to organizational culture.

Once the corporate culture has been identified, members should try to adapt to the frequency,
formality, and type of communication customary in that culture. This adaptation will strongly affect
employee commitments productivity and satisfaction internally, as well as with the client
organization (Adrienne, 2014).

Culture is defined as a common perception held by the members of the organization or a sense of
shared meaning. it’s It’s how employee see their organization, the day to day routine way common
understanding healed by employees, individuals from different back ground and different class can
describe organizational culture in the same way or have similar understanding.

Performance is the measurement of ability or the degree of achieving organizational or personal goal
using different recourse effectively and efficiently, (Cascio, 2006) Planning, reviewing against the
standard, measuring and evaluating, employees’ job is how we understand how an individual perform
(Senait L, 2017).

Hakim (2015) defines employee commitment as the desire and the willingness of employees to
remain in the organization and devote themselves to the success of the organization. Similarly, Jaros
(2007) has explained the employee commitment model of Allen and Meyer. This model encompasses
three types of commitments: normative commitment is the first employee commitment type which
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can be defined as perceived obligation towards the organization.

Affective and continuance are the second and third employee commitments types that can be
explained as emotional ties the employee develops with the organization and perceived costs
(economic cost or social cost) of leaving the organization respectively.

According to Fakhar, Zahid, & Muhammed (2013), the organizational culture proposed employees
the way things should be done. It can also be the guiding tenets with which employees of an
organization are expected to abide with, without unnecessary objection. Traditions, behavioral
patterns and belief systems are the major components of organizational culture.

Therefore, studies in organizational culture in relation with employee performance will be essential
in order to know what goes in organization, how to run the organization, and how to improve the
organization (Schein, 2010).

1.2 Statement of the Problem

Globalization and alliances making organization to become efficient and effective in every
aspect telecom industry’‘s owned by government organizations needs to be the leader of these
change since ethio telecom is the only service provider of telecom service in Ethiopia but
recently some changes are witnessed, the Ethiopian government are going to allow foreign
telecom companies to join the market every bureaucratic systems have to change to fit the
dynamics new competition and culture is the important factors of change or could be a barer
for change so investigating cultural practice on performance is essential.

Culture is a collective way of thinking, behaving the acceptable way, Organizational culture is
a shared assumption value and beliefs that shows employees what is appropriate and
inappropriate as well as what is right and wrong organizational culture have strong influence
on how employees behave and perform. And also, it‘s believed that culture can be a hindrance
for change or performance

Behavioral pattern and thinking are affected by culture when we compare one organization
culture to other we will be aware of the culture of the organization (Samson, 2015). Dynamics
2
and transparent culture can be developed by the improvement of performance management,
there is a significant relationship between organizational culture and performance
management (Nwachukwu , 2016) . According to (Ahmed m & Shafiq, 2018) when there is a
power distance employee seeks their problem to be solved by the management.
In this situation employees respect their supervisors by enhancing the performance in return.
(Nazarian et al, 2017) Try to show the four cultural national dimensions with balanced
organizational culture and performance the finding suggest that masculinity/femininity have
no significant relation with performance. And the other three power distance, individualism
/collectivist and uncertainty avoidance have a positive relation with performance.

Managers that are characterized by masculinity which indicates that they are result oriented
and value the final outcome indicate that there is a positive relation with performance Ahmed
& Shafiq, (2018). Hofstede‘s four cultural dimensions power distance, individualism vs
collectivism, femininity vs masculinity, and uncertainty avoidance were thoroughly examined
for their impact on organizational learning and innovation performance. The overall result
with respect to Ethiopia indicates that its current cultural set up negatively affects the
learning, innovation, and innovation performance of the manufacturing firms operating (K.T.
Beyene et al, 2016). (Mohamed et al, 2013) demonstrates that there is a positive relationship
between masculinity and employee‘s performance there is an important relationship between
masculinity-femininity and worker‘s performance, the more masculinity is in the organization
will lead to better employee‘s performance.

Since there is a disagreement among researchers about the relationship between organizational
culture and performance and employees should have deep understanding about the
organizational culture there have been little evidence to prove the relationship of organizational
culture and performance (Salihu, 2016).

The nature and context of organizational culture are different from organization to
organization and country to country, the relationship of organizational culture and employee
performance is worth to investigate for organization like ethio telecom.
COMMENT: it is totally copy paste form: OLYAD EBBA (2020) thesis titled “THE IMPACT OF
3
ORGANIZATIONAL CULTURE ON EMPLOYEE PERFORMANCE IN THE CASE OF ETHIOPIAN ETHIO TELECOM”
which is submitted to ST.MARY’S UNIVERSITY.

1.3 Major Research Questions

1. What is the practice of organizational culture and the impact on employee ‘s

performance?
2. What cultural dimension affects organizational performance?
3. What kind of relationship is there between organizational culture and employee’s
performance?
Comment: it is copy paste from: thesis of OLYAD EBBA (2020which is titled “THE IMPACT OF
ORGANIZATIONAL CULTURE ON EMPLOYEE PERFORMANCE IN THE CASE OF ETHIOPIAN ETHIO
TELECOM” which is submitted to ST.MARY’S UNIVERSITY.

1.4 Objectives of the Study

1.4.1 General Objective of the Study

The main objective of this study is to investigate the impact of organizational culture on
employee’ ‘s performance in Ethio telecom East Shewa region Adama city.
1.4.2 Specific objective of the Study

The study will be conducted based on the following research hypothesis which will be derived from
the specific objectives and will be tested in this study.
1. To investigate the cultural dimensions based and impact on performance. Comment:
based on what? And on what performance?
2. To identify the relationship between organizational culture and performance. Comment:
what performance?
3. To assess the relationship is there between organizational culture and employee’s
performance
Comment: the third specific objective is not an objective. Because it is obvious that as there
will be organizational culture and employees performance.

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1.5 Research hypothesis
Hypothesis 1 Power distance
Ho: Power distance has a negative impact on employee’s performance
H1: Power distance has a positive impact on employee’s performance
Hypothesis 2 Feminists cultural dimension
Ho: Feminists cultural dimension have a negative impact on employees’ performance
H1: Feminists cultural dimension have a positive impact on employees’ performance
Hypothesis 3 Uncertainty avoidance
Ho: Uncertainty avoidance has a negative impact on employee’s performance
H1: Uncertainty avoidance has a positive impact on employee’s performance
Hypothesis 4 Collectivism
Ho: Collectivism has a negative impact on employee’s performance
H1: Collectivism has a positive impact on employee’s performance
Comment: 1. Why you try to use both alternative and Null hypotheses?
2. it is also copy and paste specially the alternative hypotheses are copy paste from: OLYAD EBBA (2020)
thesis titled “THE IMPACT OF ORGANIZATIONAL CULTURE ON EMPLOYEE PERFORMANCE IN THE CASE OF
ETHIOPIAN ETHIO TELECOM” which is submitted to ST.MARY’S UNIVERSITY.

1.6 Significance of the Study

The study will focus on the impact of organizational culture on employee’s job performance in ethio
telecom East region Adama city. The study may also contribute to the management of ethio
telecom to get insight and understand the culture and the impact on employee’s performance. It
will assist the researcher to acquire the theoretical and practical knowledge about the relationship
between the organizational culture and employee’s performance. The finding also serves as a spring
board for subsequent study.
Comment: what about the importance of this study for policy makers?

1.7 Scope of the Study

There are a number of ethio telecom branches in different regions and cities in Ethiopia and this
research will be conducted on East region Adama city geographical area coverage will be only
limited to, and the study will be limited to focus only on selected employees who are working at
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ethio telecom. There are different organizational models developed that are not included since
organizational culture is a broad and dynamic concept it‘s difficult to investigate all
component of organizational culture with respect to employees performance. The study will
use Hofstede model of organizational culture and will use four dimensions among the six this
are power, distance, collectivist, feminist, and uncertainty avoidance and two dimensions that
are excluded from this study is long term vs short term orientation and indulgence vs restrain.
Comment: These shaded by yellow color is copy paste from: OLYAD EBBA (2020) thesis titled “THE
IMPACT OF ORGANIZATIONAL CULTURE ON EMPLOYEE PERFORMANCE IN THE CASE OF ETHIOPIAN ETHIO
TELECOM” which is submitted to ST.MARY’S UNIVERSITY. Come with your own. Why you limit on four
dimensions? Why not six? The previous studies like OLYAD EBBA (2020) conducted on the four dimensions
you also doing the same thing. So what will make your study from OLYAD EBBA (2020) study? Copy and paste
is not a work.

Another comment: where is your limitation of the study?

Where is your definition of key terms?
Where is your organization of paper?

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 CHAPTER TWO
REVIEW OF THE RELATED LITERATURE
2.1Theoretical Review
Organization culture is what shape people how to behave in an organization it‘s a pattern of
values, norms, beliefs, attitudes and assumptions it shapes what is to be important, how to
behave, it‘s possible to say unwritten rule of behavior about how things should be done
(Armstrong , 2011).
Organization culture is written and verbal circulated rule or orientation toward employees
that guide behavior, aspect of stable beliefs, value and principles developed and shared among
the members of the organization also includes goals and philosophies, visible structures and
processes, and the assumptions that underlie the thoughts processes, feelings, beliefs, and
perceptions of individuals within Organizations (Maseko ,2017).

Edgar Schein, as mentioned by fred lauurent define culture as a pattern of basic assumptions
invented, discovered, or developed by a given group as it learns to cope with its problems of
external adaptation and internal integration that has worked well enough to be considered
valuable and, therefore, to be taught to new members as the correct way to perceive, think, and
feel in relation to those problems. Organizational culture refers to a system of shared meaning
held by the members of each organization that can distinguish the organization from other
organizations. (Robbins S & judge T, 2013)

Some manifestations of organizational culture dress norms, stories people tell about what
goes on, the organization ‘s formal rules and procedures, its formal codes of behavior,
rituals, tasks, pay systems, jargon, and jokes only understood by insiders, and so on will be
become clear as an individual start to communicate with an organization. Joanne Martin
rivewd by fred lurrent Although there are a number of problems and disagreements
associated with the conceptualization of organizational culture organizational culture is
quite complex most definitions, including the preceding, recognize the importance of shared
norms and values that guide organizational participants‘ behavior.

In fact, there is research evidence that not only are these cultural values taught to
7
newcomers, but newcomers seek out and want to learn about their organization‘s culture (fred
lauurent, 2010)

2.2 Characteristics of Organizational Culture

Organization culture is a means to provide identity to employees defined shared perception and
value can help people to be familiar with their organization mission and be the part of it
(meseret, 2018) According to Robbins there are seven primary characteristics seem to capture
the essence of an organization ‘s culture

Innovation and risk taking: - The degree of encouragement that an organization appreciates
either to be innovative or risk takers.
Attention to detail: - The degree to which employees is expected to exhibit precision,
analysis, and attention to detail.
Outcome orientation: - The degree to which management focuses on results or outcomes
rather than on the techniques and processes used to achieve them.
People orientation: -The degree to which management decisions take in to consideration the
effect of outcomes on people within the organization.
Team orientation: - The degree to which work activities are organized around teams rather
than individuals.
Aggressiveness: - The degree to which people are aggressive and competitive rather than
easygoing.
Stability: - The degree to which organizational activities emphasize maintaining the status
quo in contrast to growth.
Organizational culture has a number of important characteristics. According to Fred
lauttant, some of the most readily agreed upon are the following:

Observed Behavioral Regularities: - When organizational participants interact with one

another, they use common language, terminology, and rituals related to deference and
demeanor.
Norms: - Standards of behavior exist, including guidelines on how much work to do, which
in many organizations come down to do not do too much; do not do too little.
Dominant Values: - There are major values that the organization advocates and expects the
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participants to share. Typical examples are high product quality, low absenteeism, and high
efficiency.

Philosophy: - There are policies that set forth the organization ‘s beliefs about how employees
and/or customers are to be treated.
Rules: - There are strict guidelines related to getting along in the organization. New comers
must learn those ―ropes‖ in order to be accepted as full-fledged members of the group.
Organizational Climate: - This is an overall ―feeling‖ that is conveyed by the physical layout,
the way participants interact, and the way members of the organization conduct themselves
with customers or other outsiders.

2.3 Model of Organizational Culture

There is different kind of organizational culture it can vary from one organization to
another there are different dimension developed by different researchers each of them with
different trait and different behavior some of them are discussed as follow
2.3.1 Hofstede’s Model of Organizational Culture

It is a framework for cross-cultural communication, developed by Geert Hofstede. It describes

the effects of a society's culture on the values of its members, and how these values relate to
behavior, using a structure derived from factor analysis by examining worldwide employees
there are six organizational culture dimensions.
Power Distance
Power distance can be defined as the extent to which the less powerful members of institutions
and organizations within a country expect and accept that power is distributed unequally.
Institutions are the basic elements of society, such as the family, the school, and the community;
organizations are the places where people work there could be large power distance or small
power distance

Employees in large power distance organization expect they should be told what to do,
superiors and subordinates consider each other as existentially unequal the hierarchical system
is based on this existential inequality. The Organizations is a centralize power as much as
possible. There are a large number of supervisory personnel, structured into tall hierarchies of
people reporting to each other it is believed that assigning team leaders or group leader who
9
will be responsible for their respective teams and have the challenge of extracting the best out
of the members.

In this situation power comes first and respect follow

In the small power distance situation, subordinates and superiors consider each other as
existentially equal employees think that power should be used legitimately under the same rule
and when it comes to their work employees expect to be consulted not to be told and respect
comes first every employee is accountable for his own performance.
Individualism vs collectivism
In an individualist culture employee are expected to act according to their own interests, and
work should be organized in such a way that their self-interest and the employer ‘s interest
coincide, personal achievement and individual right are appreciated, individuals are expected
to stand up for their self, managers manage individuals’ bonus and benefit packages are
according to the individual’s performance

In a collectivist culture when employees are hired it‘s according to the group that are present
either that individual can fit to the group or not is the first priority, this may not always coincide
with their individual own interest but expected to act like that of the group management manage
the group rather than individuals also benefit and packages will be determined according to the
group‘s performance.

Masculinity vs Feminine

A man can be feminine and also women can be masculine it‘s not about the gender of the
individual it‘s about emotional gender roll of individual.

When employs value competitiveness, assertiveness, materialism, ambition and power it‘s called
Masculine culture , emotional gender roles are clearly distinct men are supposed to be assertive,
tough, and focused on material success, whereas women are supposed to be more modest,
tender, and concerned with the quality of life. Work prevails over the family work is acceptable
excuse to neglect family but family is not acceptable excuse your work Focus on opposition and
computation so as to get the maximum out come out of individual

Feminine focus on a humanized job should give more opportunities for recognition,
10
advancement, and challenge. This is the principle of job when emotional gender roles overlap
both men and women are supposed to be modest, tender, and concerned with the quality of life
it‘s called feminine culture more value on relationships and quality of life gender roll separation
is not there or weaker.

Feminine culture focus on people orientation, a humanized job should give more opportunities
for mutual help and social contacts can try to balance family and work.
Uncertainty- Avoiding
Uncertainty- avoiding culture is when an organization have more formal laws and informal
rules controlling the rights and duties of employers and employees could have more
internal regulations controlling the work process.

Uncertainty avoiding culture employees feel frighten by ambiguous and unknown situation and
this kind of thing need to be fought because it believed that what is different is dangerous People
in such cultures look for structure in their organizations, institutions, and relationships that
make events clearly interpretable and predictable believe in formalization employee and
employers tend to minimize uncertainty as much as they can.

But also, there is uncertainty accepting culture which feel like ambiguity and unknown is just
the way of live and what is different is curious in this situation few rules could be there but in
case of necessity it could be broken believe in deregulation.
Long Term vs Short Term Orientation
Long term culture employee feels Pragmatic virtue to future reward perseverance persistence,
saving and adapting to changing environment, good and evil are relative it can be changed over
time application of norm depends on the situation, and look forward to learn from others.

Short term orientation is a virtue related for past and present such as national pride respect for
donation and fulfilling social obligation goods and evil is absolute and always the same fixed
norm is always applied whatever the situation.

Indulgence vs Restraint
This dimension is about how a person express or control their impulse and desire it considers
the extent for a society to full fill its desires it indicate that a society allows relatively free

11
gratification related to enjoying life and having fun. Restrain a society suppressed gratification
of need and regulate it through social norms
2.3.2 Edgar Schein Model

According to schein there are three dimensions these are artifact, value and assumption each of
them are discussed as follow

Artifacts

its physical environment, employee interactions, company policies, reward systems, and other
different observable characteristics this is easily recognizable or understandable and can be
seen an individual can perceive it easily just by looking or reading it includes the mission vision,
dress code, furniture and so on
Value
It‘s the rules of behavior, judgment on what‘s important the value of each individual can play a
great dell for what kind of organization culture there is in an organization it‘s a rule of
behavior how to behave how employees think and behave have an impact on the culture of an
organization
Assumption
There are some beliefs and facts which stay hidden but do affect the culture of the organization
this are things that are not discussed but understood it‘s hard to understand it by just
observation affect communication and the behavior of employees couldn‘t be measured but
make deference on organizational culture

2.3.3. Denison dimension

Denison describe organizational culture in four general dimensions Adaptability, Mission,

Involvement, and Consistency

Adaptability
Is the ability to cope up with the changing environment how fast to understand the change and
how to react to the competitive environment the pragmatic approach to any change and rapid
response will differentiate high performing organization with low performing organization.
Mission
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Is what show employees why they do each task the reason for each activity it‘s the overall
purpose of way the organization existed to have a clear mission and to letting employees to
understand it help an organization perform ,employees need to understand each task and
activity is related to the organizations vision.
Involvement
Organization create high sense of responsibility and commitment this help employees that what
kind of decision they are allowed to take Employees are encouraged to work in teams and they
support each other to attain their work goals.
Consistency
Set of procedure that helps to govern the system. It‘s a procedure or acceptable standard of
performing a given task in an acceptable way within a given time and standard and how well the
organization reputedly or constantly perform, each employee is aware of the fact that their
work impacts others and how the work of others impacts them.
Involvement
Involves creating responsibility by empowering employees using different techniques to make
them fit for the job training and development and employees will understand what ‘s their
responsibility on what kind of things need their decision and what is beyond their responsibility.

2.4 Performance
Different dictionaries describe performance according to Webster it‘s the execution of an
action or the ability to perform efficiently on the accomplishment of some task. Performance is
the final outcome of an individual or a group in organization achieving organizational goal by
respecting and following the rule and responsibility (meseret, 2018).
Now a day’s employees’ performance is beyond the task listed on job description employees
have to contribute for the production of goods and service by performing their duty ‘s and
responsibility also act in the manner that contribute to the psychological environment of the
organization by working to make the work place positive

Helping, respecting, complimenting coworkers at the same time they have to avoid Actions
that actively damage the organization behaviors like stilling, damaging company property,
behaving aggressively toward co-workers, and taking avoidable absences. ( Robbins, 2013 )
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As it was coated in Armstrong, (Barambah ,1988) define performance as not only about task but
also about behavior ―Performance means both behaviors and results. Behaviors emanate from
the performer and transform performance from abstraction to action. Not just the instruments
for results, behaviors are also outcomes in their own right – the product of mental and physical
effort applied to tasks – and can be judged apart from results.

Organization may have performance management system to provide guidance but this could
work only managers capable of making them work. They need the skills required to set
objectives, conduct formal performance reviews and provide feedback (Armstrong, 2011).

Performance can be measured as high, medium or low it is the ability both physical and
psychological to a specific manner also can be used to describe different aspects such as
societal organizational, employee or individual performance (meseret, 2018).

Managers have the responsibility to ensure that members of their team achieve high level of
performance and Know how to agree and set expectation with employees what ‘s expected from
each of them and review the outcome against the expectation and Managers have the
responsibility to decide that their employee needs development of skill and knowledge to
enhance their performance (Armstrong, 2011).

Performance management is about creating a culture which make employees and team to
responsible how things should be done and improve way of performing a task and developing
skills behavior and their contribution to goal of the organization,

It‘s about shared assumption that what is expected from the employees and how to be managed
it‘s a joint process and quality of interrelationship between managers and employees (lauriej.
mullins, 2010).

2.4.1 Performance measurement

There is different variable ‘s that can influence performance (Armstrong, 2011) summarized
different scholars’ formula as follow
Performance is a multiplicative function of both ability and motivation is needed to perform
well
(Ability × Motivation) (Vroom, 1964). (Blumberg and Pringle, 1982) their equation will be
14
Performance = Individual Attributes × Work Effort × Organizational Support (Bailey et al, 2001)
they noted that ‗organizing the work process so that non-managerial employees have the
opportunity to contribute discretionary effort is the central feature of a high-performance work
system ‘.
(Boxall and Purcell, 2003) combined the above three formula together. This model posits that
performance is a function of Ability + Motivation+ Opportunity to Participate (note that the
relationship is additive, not multiplicative).

Traditionally agency ‘s as well as business organization focus on internal process of

performance size of the budget number of program controlled financial measures of their
bottom line: return- on-investment, market share, and earnings-per-share but these approach
couldn ‘t provide full perspective on organizations performance for the a manager to manage
effectively

Balancing internal and process measures with results and financial measures, managers can
have a more complete picture and will know where to make improvements.

Kaplan and Norton developed a set of measures that they refer to as ―a balanced scorecard.
They recommend that managers gather information from four important perspectives These
measures give top managers a fast but comprehensive view of the organization ‘s performance
and include both process and results measures. The customer ‘s, internal business, innovation
and learning and financial perspective

It tries to address questions like How do customers see us? What must we excel at? Can we
continue to create and improve the value of our services? How do we look at the profit and
market share, and other stakeholders?

2.5 Research gap

There are different studies conducted to identify the relationship between organizational culture
and performance in different geographical locations such as (Owino O. J & Francis K, 2019)
(Owino O. J & Francis K, 2019) microfinance institution in Kenya,( Mohammad J ,2013)
telecommunication sector in Bangladesh ,(Ibrahim M & Irfan M ,2016) in sir lanka, ( Paschal A
& Nizam I, 2016) in telecommunication industry in Singapore, (Jiddah s et al ,2016) in Nigeria
15
and others each of this studies try to identify and used different cultural dimension and present
their evidence also in Ethiopia( Betelham H, 2017) ,(Samson t, 2015) ,(Meseret N,2018) ,(Senait
L,2017) as the researcher knowledge there is no study conducted on ethio telecom regarding the
impact of organizational culture on employees performance there for this study try to narrow
the gap by investigating the relationship between organizational culture and employees
performance in Ethiopian telecommunication.

2.6 Empirical Review

Different scholars believe that strong organizational culture can influence employee ‘s
performance towards achieving the organizational goal but also could be a barrier to change
Different cultural dimensions are used to investigate the relationship between organization
culture and performance.

It is not possible to say that one culture is better than another, only that a culture is to a greater
or lesser extent appropriate, in the sense of being relevant to the needs and circumstances of the
organization and helping rather than hindering its performance. However, embedded cultures
exert considerable influence on organizational behavior and therefore performance.

If there is an appropriate and effective culture it is therefore desirable to take steps to support
or reinforce it. If the culture is inappropriate, attempts should be made to determine what needs
to be changed, and to develop and implement plans for change. (Armstrong, 2011)

According to (Betelham, 2017) organizational culture has a positive relationship with

performance the researcher used the Danielson‘s organizational model the researcher choose
three dimensions involvement ,consistency and mission as per her finding this dimensions have a
positive impact on performance each dimensions with their own sub division significantly and
highly practiced in jone snow incorporated research and training institute they influence
employee job performance( Betelehaim,2017).

A qualitative research with robust and in-depth observation explained how employs belief, norm
gesture and all relevant aspect of organizational culture impacted on firm’s performance this
paper try to pin point both positive and negative aspect of culture which have major impact on
employees and the organizations performance the paper provided a qualitative perception on
16
how culture have interdependent and interactive association with performance (Uddin et al,
2013).

A descriptive survey that was undertaken in Kenya focusing on micro finance industry the
research came to conclusion that strong market culture provide internally generated financial
solution by increasing long term financial sustainability of the organization, culture
management could be a significant game changer in performance management the finding
suggest that the promotion of market culture could improve internal generation of fund and
create more sustainable institution results demonstrate that market culture is a good statistical
predictor of both market performance and financial leverage (Owino & Francis, 2019).

The finding of a study on hospitality industry in united kingdom suggest that among the four
hofsteades cultural dimension ,masculinity/feminist ,collectivism/individualism ,uncertainty
avoidance power distance Except one dimension which is masculinity all have a positive impact
on employs performance Involving employees in decision making by empowering them, which
is consistent with UK national culture characterized by high individualism, low uncertainly
avoidance and low power distance, could be the major factor for successfully enhancing
organizational performance. (Nazarian, 2017)

Hofsteades each dimension was interpreted and generalizations to the performance impact in
Sri Lankan organizations. Organizational culture is predictive of organizational performance as
well employee performance. The findings of this study suggest that the cultural dimensions of
collectivism and femininity are positively associated with employee performance than power
distance and uncertainty avoidance in Sri Lanka (Ibrahim M & Irfan M, 2016).

Different organizational dimensions or models are investigated against performance different

scholars tried to come up with their own models through time each of them are tested or
investigated, different findings are published since organizational culture is what hold together
the organization the group , team, individuals for a purpose of achieving a goal by performing
activities ,duties and responsibility it‘s important to come up with or to finding homogenous
approach or cultural practice. The impact of organizational culture on employees and on
organizational performance s h o w s positive relation according to different scholars but there
is a lot of models each dimensions and component have different outcomes the result varies from
17
time to time or from organization to organization to come up with homogeneity conclusion more
study and investigation is vital to narrow the knowledge gap.

2.7 Conceptual Frame work

In order to develop a conceptual framework independent variables and dependent variable are
used. This conceptual framework was logically developed and designed. Based on the
objective of this study, to identify the impact of organizational culture on employee
performance in case of ethio telecom, organizational culture is the independent variable and
employee performance is the dependent variable. Base on the difference literature review
carry out on this study and the different frame work that has been analyzed for this research
the researcher will use Hofstede national cultural dimension which is the researcher believed
to be suitable for this study.

Among the six Hofstede national dimension this study choose four of them which is l power
distance, feminist, uncertainty avoidance and collectivism among this dimensions when we look
at hofsteades research Arab and African country‘s large power distance feminism, large
uncertainty avoidance and collectivism ranked high scores compared to small power distance
masculine small uncertainty avoidance and individualism therefore this research adopted this
dimension and will investigate there relation with employees performance.

Organizational Culture Employee Performance

Independent Variables Dependent Variable

Power H1
Distance

H2
Feminist
Employee

H3 Performance
Collectivism
18
 H4
Uncertainty
Avoidance

Fig. Conceptual Framework

Major comment: 100% plagiarism from the work of: OLYAD EBBA (2020) thesis titled “THE
IMPACT OF ORGANIZATIONAL CULTURE ON EMPLOYEE PERFORMANCE IN THE CASE OF ETHIOPIAN ETHIO
TELECOM” which is submitted to ST.MARY’S UNIVERSITY. This is totally rejected:

CHAPTER THEREE
RESERCH DESIGN AND METHODOLOGY

3.1 Research Design and Approach

This paper is concerned with the impact of organizational culture on employee’s performance.
In order to meet the objective of the paper this research will adopt qualitative and quantitative
(mixed) type of research approach. It‘s appropriate to examine the relationship between two and
more variables in the study, and is mainly relevant for theory testing design to judge the impact
of organizational culture on employee‘s performance in ethio telecom. For this purpose, culture
is supposed as independent variables while employee performance will be taken as dependent
variable.
Self-administered questioner from Hofstede dimension of culture and from different literatures
about employee’s performance will be used to measure how organizational culture and
employee performance are related. A Likert scale questioner to identify the agreement level of
the respondent will be used.

19
3.2 Targeted Population
Population for the study w i l l involve employees at ethio telecom east region Adama city. The
research excludes all other branch offices in east region. The target population for this study will
be 364 who work at Ethio telecom east region Adama city.

3.3 Sample and Sampling Procedures

Simple random sampling and purposive sampling techniques will be used to decide the
participant. Purposive sampling will be used to exclude employees like security and technical
staff that may not be familiar with the subject under the study. A sample size of 191
participants is drawn from the total population of 364. The study will use a sample size
determination formula to decide the sample size of the population. Respondents will be drawn
randomly from different departments and job categories to ensure reasonable representation.

According to (Yamane,1967) for any sample given the estimated population proportion of 0.05 and
95% confidence level, the sample size is given by

2
n=N / [1+N (e) ]
Where
n= is the sample size
N= is the total population size, and
e= is the level of precision or sampling error = (0.05) Taro Yamane (1973)
Therefore
n = N/ 1+ N (e2)
= 364/ 1 + 364(0.05)2
191 respondents as a sample size will be taken
Major comment: all those statements shaded by yellow color are copy paste from: OLYAD EBBA (2020)
thesis titled “THE IMPACT OF ORGANIZATIONAL CULTURE ON EMPLOYEE PERFORMANCE IN THE CASE OF
ETHIOPIAN ETHIO TELECOM” which is submitted to ST.MARY’S UNIVERSITY. Which is unacceptable and it
is plagiarism.
Second comment:
How many Etio-Telecom branches are there at Adama region: and how many employees are there at each
branch or center? And how many employees will you select as a sample from each center or branch?

20
3.4 Data Type and Sources
The sources of data will be obtained from primary and secondary sources. The primary data
will be collected from ethio telecom east region Adama city using structured questionnaire 5-
point Likert scale level of variables was used when designing questions questioners are developed
from different literatures. Secondary data will be collected from journals, procedures, and
manual, internal memo, communication and written materials and reliable internet sources and
websites.

3.5 Method of Data Collection

In this research, a survey design research methodology will be applied to obtain responses from
the respondents on a questionnaire, which has two main parts. The first part includes the
general information about the respondents such as, gender, age, and level of education year of
service at ethio telecom east region Adama city; whereas the second part includes questions
about the research variables such as organization culture the model used for this study is
hofsteades cultural dimension and questions about employee’s performance.

3.6 Method of Data Analysis

Data will be collected through questioners and analyzed and interpreted quantitatively which
will be organized with different statistical techniques like descriptive statistic, such as mean and
standard deviation is calculated to determine which organizational cultural dimension is
practiced at ethio telecom and measure performance rate of employees based on the percentage
of respondent. The data was entered in to SPSS in order to draw simple tabulations to describe
the demographic characteristics of the respondent.

Pearson ‘s correlation also used in order to explain the relationship between the variables,
dependent (employee performance) and the independent (organizational culture). Pearson ‘s
correlation will provide a result of how well variables are related; their strength of the linear
relationship in addition multiple regression analysis will be conducted to examine the impact of
organizational culture on performance.

21
3.7 Reliability
Reliability is when a measure gives the same outcome, under the same circumstances even when
it is measured at different points in time. For this paper measure of reliability will be used the
Cronbach alpha. Cronbach alpha is a test of reliability technique that requires only a single test
administration to provide a unique estimate of the reliability for a given test. Cronbach alpha
reliability coefficient normally ranges between 0 and 1.

3.8 Validity
Validity can be thought of as utility. Furthermore, validity is the extent to which differences
finding with a measuring instrument reflect true differences among these being tested. And the
questionnaire should is line with the definition will be used in the research. The measure is
reliable and validate results can be correctly utilized and understood.

3.9 Ethical Considerations

In this study the study will be consciously consider ethical issues in seeking consent, avoiding
deceptions, maintaining the confidentiality, respecting the privacy and protecting the anonymity
of respondents that was participated in the study.

MAJOR COMMENT: The above all shaded works are copy paste from: OLYAD EBBA (2020) thesis
titled “THE IMPACT OF ORGANIZATIONAL CULTURE ON EMPLOYEE PERFORMANCE IN THE CASE OF
ETHIOPIAN ETHIO TELECOM” which is submitted to ST.MARY’S UNIVERSITY. Which is unacceptable and it is
plagiarism.

Finally: DEAR BEIMNET MENGISTU, don’t try to come up with some ones work.
I politely advise you don’t come up with such work. You should have to come with
your own work. You are a master student. Really it is disappointed me. Because, I
didn’t expect such type of copy paste work at this level. Almost 96” of your work is
copy paste.

22
Work plan and budget breakdown
Work plan
Activities Duration Final Date
Selection of research title. February, 2023 February, 2023
Preparation for proposal work and February, 2023 February, 2023
gathering information used.
Contact with advisor and working of February, 2023 June, 2023
proposal.
Doing and research proposal February, 2023 February, 2023
submission.
Gathering data for research paper and March,2023 June, 2023
contact with advisor and completion
Finalize research paper and submission June, 2023 June, 2023
Budget breakdown

Table below will show estimated cost to complete the research study

1 Stationery Items
1 Material expected for work. Unit Quantity Unit Price Total cost
Printing paper Pkt 4 120 480
Photo copy paper Pkt 2 120 240
Toner Cartridge Pcs 1 1400 1400.00
CD (CR-RW) Pcs 10 25 250.00
Flash Disc (USB) Pcs 1 400 400.00
CDMA(USB) Pcs 1 1400 1400.00
Pen Pcs 5 10 50.00
Pencil Pcs 8 5 40
Marker Pkt 2 75 150.00
Note Book No 1 150 150.00
Sub- total 4585
2 Transport
Category Unit Quantity Unit price Total cost
1 Home to various banks Trip 10 100 1000.00

23
2 From various banks back tp home Trip 10 100 1000.00
Sub –total 2,000.00

3 Miscellaneous Expenses
1 Photo copy Pages 32 2 64
2 Binding 500
3 Communication (Telephone, internet, etc.) 500
4 Sub total 1064

Total budget summary

No Category Total expenses (Birr)

1 Stationery 4585
2 Transport 2000
3 Miscellaneous expenses 3,150
4 Total 9,735
4 Contingence expenses (10%) ( 9,735*0.1) = 973.5
5 Total Budget 10,708.50

Another comment: put your budget breakdown in one table. No need of separate table for each cost
categories.

24
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