CHAPTER ONE

1. INTRODUCTION
1.1BACKGROUND OF THE STUDY
It is widely accepted that, organizations and their employees do not live in a vacuum separated
from their cultural surroundings. To start with national culture asset of values, attitudes and
behaviors, includes also those which one relevant to work and the organization. These are carried
in to the work place, as part of the employees’ cultural baggage.

Organization culture represents a common perception held by the organization members. This
was made explicit when we defined culture as a system of shared meaning we should expect,
therefore, that individuals with different backgrounds or at different levels in the organizations
(Robbins, 2005: p. 384). Moreover, the human aspect of an individual is the primary and most
valuable asset that provides integrity and cohesion to other financial, martial and information
resources. Success and prospering of an organization can be achieved through the efficient and
effective contribution and each individual employee to the smooth running of organizational
operation.

It is probable that, no element of organization dimensions received more attention in recent that
organizations culture which relates to all the element of the dimensions directing or indirectly.
Supervisors and managers need to achieve coordinated behaviors. To achieve coordinated
behavior, managers engage in activate intended to plan organize, lead and control behavior.

Too often, organization culture of most organization and is faced with three basic problems that
is the existence of culture that doesn’t match with the changed strategies and environment of the
organization, weakness of this types of culture to more employees affectively committed to their
organization and the difficulty to change these strangely held culture by the management and old
members of the organization. In many cases, critical appraisal of organization culture will
discloses serious deficiencies. That is why the study is needed to be conduct in order to solve this
problem.

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This study tries to address important issues about organization culture, which is part of
organizations dimension. It investigates what the culture and Dire Dawa University is which is
important to the development of employees’ commitment in the organization and the impact of it
on the existing level of employee’s commitment.

The researcher motivated to study on this topic to see the gap and impact it have on the company
in the previous work of others by taking different 1.2 OR Techniques of sampling, data
analyzing and different company with different population. What makes this study different from
the previous study is the researcher select different methodology as simple random sampling
techniques, descriptive data analyzing, and different sample size.

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 1.2 STATEMENT OF THE PROBLEM

Organization culture can act as a boundary that differentiates one organization from the other.
This may encourage employee’s sense of identity. But ensuring the smooth and good functioning
of any organization in a competitive environment is highly challenging task. This task requires
good knowledge the existing values, norms, beliefs, practices and method that makes the core of
organization culture, most of employees as well as managers doesn’t give enough attention to it.
Also most of organization culture is not a written rules and regulation; rather it is mind rules,
beliefs that enforce people to behave (Robbins, 1996: p.435).

1.3 Basic research questions

More specifically, the study attempts to answer the following basic questions.
 Is organization culture having effect on the behavior and performance of employees?
 Is organization culture having relationship with employee’s commitment to their
organization?
 What is the existing culture of Dire Dawa University? Are the existing cultures suitable
to employees?
 Are the existing organizational cultures of DDU cause for the employees to be
committed?
 What solution are recommended, organization culture influence employee’s to be
committed in the organization, based on the findings?

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 1.4 OBJECTIVE OF THE STUDY
Through organization culture, the quality of the organization values, artifacts, basic assumptions
That guide the organization behavior and their acceptance to it can be seen. Hence, the purpose
of the present study is to grasp the overall situation of organizational culture of DDU It will
elaborate the major held organizational culture and their relationship with employees’
commitment.
1.4.1General objective of the study
The general objective of the study was to investigate the effect of organization’s culture on
employees’ commitment.
1.4.2Specific objective of the study
 To show how organization cultures affect and guide the behavior of employees.
 Examine the main organizational culture of DDU and its influence on employee’s
commitment.
 To investigate major held organizational culture and cheek suitability to employees
 To examine the contribution of the existing organizational culture to the employees to be
committed.
 To forward recommendation about how to make the organization culture, encourage
employees to be committed.
 To examine the main cause that lead to employee’s commitment to their organization.
1.5 SCOPE OF THE STUDY
The study focuses on only one aspect of organization dimensions, which is organization culture
and employee commitment. And it is confined only to Dire Dawa University. Starting from
October, 2013 and end on June 2014 and, only concern permanent employees of DDU.
1.6 LIMITATION OF THE STUDY
The following were some of the limitations of the study
 Some respondents were not willing to fill out the questioner, so, the researcher cannot
collect the entire questionnaire, but most of the respondents were fill the questioner.
 Also this study lacks internet based information because of there is no good internet
service in the University but, the researcher to overcome this problem, use different
books

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1.7 SIGNIFICANCE OF THE STUDY

The researcher was trying to investigate organizational culture and its relation with employee
commitment to their organization. The researcher expected to, the study helps to Dire Dawa
University to identify their major held organization culture and the influence of that culture to
their employees. Therefore, the significance of the study lies up on these fundamental reasons.
 The study will create awareness among academic staff employees, administration staff
employees and other member of the University about the need of effective and strong
organization culture.
 This study expected to be used as a tool for taking some measure of the DDU, if there is
bad culture.
 The investigators also hope that, the findings of this study will provide a support to other
researcher who is interested to conduct further study in the area as a national level.
 The study will provide information for DDU about what are the effects of organizational
culture on employee commitment.
 It will used for the employees of DDU to check their day today interaction with the
organization.
 It will used for the researcher, to get experience and used to get BA degree in
Management

1.8 ORGANIZATION OF THE STUDY

This report is organized in six parts. The first part will provide the introduction of the study. The
second part will present the literature review. The third part of will summarizes the methodology
of the study and the forth part describes about background of the organization. Fifth part deals
with data presentation and interpretation. Finally; the last part is about summary, conclusion and
recommendation of the study.

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 CHAPTER TWO
2 REVIEW OF RELATED LITERATURE
The concern of this part is to discuss the major theoretical concepts that are related to the
research topic.
2.1 Definition of Organizational Culture
Organizational culture is a term that is used to refer to a system of shared meaning held by
members that distinguishes the organization from other organization” It is concerned with “how
employees perceive the characteristics of an organization’s culture” and it” represents a common
perception held by the organization’s members”. The excitation is” that individuals with
different background or at different levels in the organization will tend to describe the
organization’s culture in similar term. This does not mean that “there can’t be subculture with in
any given culture. Most large organizations have and numerous sets of subculture”. (Robbins,
2005:pp.485-487).

It is elusive, intangible, implicit, and taken for granted but every organization develops a core set
of assumptions, and implicit rules that govern day- today behavior in the workplace”. They
explain it impact this way:” until new comer learn the rules, they are not accepted as fully
fledged members of the organization” and high light the fact that the punishment is
psychological, in that, trans cessions of the rules on the part of high-level executives or front line
employees result in universal disapproval and power full penalties, while conformity to the rules
becomes the primary basis for reward and upward mobility (Robbins, 2005: p.489).

Organizations are characterized by their goal oriented behavior, and they pursue goals and
objective that can be achieved more efficiency and effectively by the concerted action of
individual and groups. Organizations are more than means for providing goods and services.
They creates the setting in which most us spend our lives. In this respect, they have profound
influence on our behavior (Ivacevich and Matteson, 1990: p.346).

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Even though organizations are more than means for providing goods and services, but we cannot
conclude that all behavior exist in the organization are not goal oriented.
It is difficult to define organizations culture, because of its close interdependence with other
dimension. There are many definition of organizational culture that is given by different
individuals.
Organizational culture is the set of shared assumption, values and norms that identifies what the
organization considers important and how employees in judge manager should behave….(Noe,
ET AL 1996: p.182).
Yes organizational culture is the set of shard attributes that clear show the identity of the
organization that used to differentiate one organization to another.

2.2 COMPONENTS OF ORGANIZATIONS CULTURE

Many definitions of organizational culture have been proposed. Almost all of them consent that
there are different ingredients that constitute as the organization culture. Artifacts, values, and
basic assumption are major elements these levels are differs each other in terms of their visibility
and their ability to cheeped. The levels range farm visible artifacts and creation to testable values
to invisible and preconscious basic assumptions (Nelson and Quick; 1997: p.475)

2.2 .1 Artifacts and Creations (level one)

“Artifacts are the organizations visible structure and process, they are what the observer can see,
hear and feel about organization.” (Noe.et.at, 1996: p.189) this includes organization’s physical
environment, its technology and products, the way employees dress and be have toward one
another, and stories they tell about the organization and its leader (Nelson and Quick, 1997:
p.476) defines artifacts as….” Symbols of culture in the physical and social work environment,
they are the most visible and accessible level of culture”. They emphasize personal enactment,
ceremonies and rites, rituals, stories and symbols as artifacts of culture.
 Personal enactment: - is the behavior that reflects the organizations culture through the
examination of the behavior of organization’s members. It is behaviors that reflect the
organization’s value.
 Ceremonies & rites: - are relatively elaborate set of activates that are enacted time and
again on important occasions.

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  Stories: - “they are accounts of post events that illustrate and transmit deeper cultural
norm” (Singh and Chhabara, 2002: p.498).
 Rituals: - is “actions that are repeated regularly to enforce culture norms and values”
(Singh and Chhabara, 2002; p. 498).

2.2.2 Values (level two)

These are the second level of culture and reflect underling beliefs in the organization about the
things that are important to people. Values are conscious, affective desires or wants. “Values are
the things that the members of an organization collectively see as important and which
consequently tend to guide their behavior”. (Sadler, 1995: p. 43)

When we say value, there may have a difference between a company’s exposed values (what the
members say they value) and its enacted values (values reflected is the way the members actually
behave. (Nelson & Quick, 1997 p. 479).
2.2.3 Basic Underlying Assumptions or Norms (level three)
These are at the core and deepest level of an organization culture. According to (Noe. Et.AL,
1996: p. 187) basic underlying assumptions defined as “shared view that are taken for granted
and considered as a negotiable”.

These are the deeply beliefs that guide the member behavior and tell how to think and see things.
As the depots and fundamental week of an organization’s culture it is the indispensable element
of culture. Even if, employees can disagree with other values they wouldn’t violate these
assumption. (Nelson & Quick, 1997: p.480).

2.3 DIMENSIONS (CHARACTERISTICS) OF ORGANIZATION CULTURE.

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Organization culture has its characteristics or dimensions that are interdependent each other. The
presence of these dimensions used to understand the organization’s culture. There are about ten
dimensions that enable us to differentiate and measure culture.
- Individual - Management contact
- Risk tolerance - Identity
- Conflict tolerance - Communication pattern
- Performance reward -Integration
- Structure(control) - Direction

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2.3.1 The Role of Culture in the Organization
Culture can serve two critical functions in the organization. The first role is it creates internal
integration in the organization. This means that the guides the day-today work relationship in the
organization and determine how people communicate in the organization. The second role is
external adaptation this means how the organization meet is goals and response to outside. If
employees perform their work cooperatively, they can meet the goal of their organization. (Singh
and Chhabara, 2002: pp. 494).

2.4 TYPES OF ORGANIZATION CULTURES

According to (Saldler, 1995: pp.70-72) there are about four types of culture.

2.4.1 The Bureaucratic or Role Culture

These organizations have a formal structure, and operate by well- established rules and
procedures. Job dos creation establishes definite tasks for each person’s job, and procedures are
established for many work routines, communication between individuals and departments, and
the settlement, disputes and appeals. Members of the organization culture are “to do things right,
but not necessarily in during the right things”. The organization structure defines authority and
responsibility to individual mangers, which enact the role of expected their position.

2.4.2 The Power Culture

A powerful individual at the center who controls all resources and makes all decision dominates
the members of this culture. Organization with such culture can achieve outstanding performance
for a time, as long as the source of power has a strong sense of direction, exercise sound
judgment, makes the right decisions, behaves with integrity and wins loyalty from others.
2.4.3 Task or Matrix or Achievement Culture
In this culture there is no dominant or clear leader. The particular concern in this culture is to get
the job done; therefore the individual who are paramount are the experts with ability to
accomplish a particular aspect of the task organizational power is distributed to employees based
up on competence and expertise rather than charisma or the holding of a particular office so,

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there will be high job satisfaction. The values will include achievement, teamwork, openness and
trust, autonomy, personal growth and development organizations with culture are flexible and
constantly changing.
2.4.4 Person or Support Culture
These types of culture are formed in the organization whose purpose is to save the interest of the
person or the individual within it. The individual is very important and the organization structure
and system are designed to facilitate and support the work of the key individual wealth earners.
Such types of culture exist in partnership of a few individuals who do all the work of the
organization themselves.

2.5 EMPLOYEE COMMITMENT

The approach that organization theories frequently employed to understand employee behavior
in their or organization is to study “employee commitment” (organizational commitment). It is
the relative strength of an individual’s identification and involvement in a particular
organization. Also it can be defined by the following three factors.
 An acceptance of the organizations goods and value.
 A willingness to work hard for the organization
 The desire to stay with the organization.
Again as an attitude, commitment is distinctly different from the concept of job satisfaction is
commitment reflect a general affective response to the organization as a whole and the other
hand, job satisfaction reflects “ a pleasure or positive emotional state resulting from the appraisal
of one’s job or job experience” commitment is more stable than job satisfaction. Commitment
attitudes develop slowly over time, were as job satisfaction attitudes are viewed immediate
reaction to work, pay promotion opportunities, supervision and ex-workers same employees
strongly identify with the organization and feel attached to it attitude of an employee
commitment is linked to overlooking minor sources of dissatisfaction and effecting to be a
member of the organization. Strongly commitment employees also are likely to view themselves
as truly member of the organization. In contrast: low employee
Commitment is associated with dissatisfaction and an expectation to leave the organization.
People who lack commitment to their organization are likely to be absent from work and quit
their job they want to view the organization as same thing apart from themselves (Spectors;
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2000: PP.217-18) an the other hand, employee commitment is not only the function of the above
things that described by the specters, but also employee comment is a function of employee
beliefs in future payoffs, fulfillments of a debt to the organization, strong identification with the
employees., and lack of job alternatives resulting in a limited mobility.

2.5.1 Commitment Typologies

Although several conceptualization of employee commitment have appeared in organizational
literature they can be categorized under any one of the three categories.

2.5.2 Affective Commitment

It occurs when the employees’’ wishes to remain with the organization because of an emotional
attachment. Employees who are committed affectively accept organizations goals and values,
willingness to work hard, desire to stay with the organization. It encompass locality, but it is also
a deep concern for the organization welfare. Also if viewed as a three component on emotion
comprising identification with the goals an devalues of organization, high involvement in work
activities, and loyal attachment to the organization (Nelson & Quick, 1997: p.109)., but better
definition is given by another, affective commitment is defined as in terms of internalization of
the organization’s values, willingness to put in strong effort towards helping the organization to
achieve its goals and a strong desire to keep membership of organization (Spector, 2000: P.
218). It is better definition in terms of broad coverage.

2.5.3. Continuance Commitment

It is employees’ tendency to remain in an organization because of the person cannot afford to
leave. That means same employees stay in the organization, if they leave; they will lose a great
of their investment in time, effort, and benefits. And they cannot replace this investment. The
individual believes that he has invested as a great deal of effort or time and to remain in the
organization. (IBID).

2.5.4 Normative Commitment or Obligation

These types of commitment come from the value of the employee. The person believes that he or
she owes it to the organization to remain out of a sense that this is the right things to do. Because

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of the obligation he or she has. Example of an organization is layout to the employee or has
supported his/her educational efforts the employee may report higher digress of normative
commitment. Affective commitment tends to be most highly related to these outcomes. A review
of the research supports that researchers have typically focused on organizational outcomes and
correlated of commitment. However, more recently, researchers are beginning to examine more
individual level correctives of affective commitment like steers, week beings & work formally
conflict. (Meyer et AL 2002; p.421).

CHAPTER THREE
3. METHODOLOGY OF THE STUDY
3.1 RESEARCH DESIGN
The research was descriptive type of research because the major purpose of descriptive type of
research is to describe one of the states of affairs as exist as. The research was used quantitative
approach to generate much more data from the participants.
3.2 TYPES OF DATA AND SOURCE
3.2.1 Primary Data

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The researcher used primary data in order to obtain up-to-date information from the concerned
body by using questionnaires.

3.2.2 Secondary Data

The researcher also used secondary data in order to determine the conceptual framework of the
study like books, internet and record files.

3.3 Method of Data Collection

In the data collection process, different data collection methods are used on the study.
These methods are varying according to the sources of data that were collected. To
collect primary data, the researcher used self-administers questionnaires because the
respondents are educated so, easy to write down the answer. In Addition to primary data,
secondary data were collected from some written materials such as books, company’s
recorder files, internet etc.
3.4 The Sampling Design
The target population of the study was both academic and administrative staff employees
of DDU. To select the participants the researcher was used simple random sampling
technique. Random sampling from a finite population refers to that, that method of
sample selection which gives each possible sample, population have an equal probability
of being pick up and each item in entire population have equal chance of being in
including the sample.
3.4.1 Sample size determination
The study was used random sampling techniques. Therefore from the total employees of
1394 only 4.66% of the employees of the University were selected 65 individuals as a
sample by using the following sample size determination formula.
n=z2xpxqxN
E2(N-1) +z2pxq
Where
N= is the population size

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n= required sample size
z= Confidence level at 90% (Standard value of 1.65)
E=Margin of error at 10% (Standard value of 0.1)
P=Population proportion at which the sample size is maximum (at p=0.5 & q=0.5) q=1-p.
n= (1.65)2x0.5x0.5x1394
(0.1)2 (1394-1)+(1.65)2x0.5x0.5
= 948.79125
14.610625
n= 64.9384  65
(Kothari, 2004)
3.5 Method of Data Analysis
The collected data was analyzed quantitatively by using simple descriptive statistics like
table, percentage, and chart and followed by qualitative method of analysis.

Also the data must be classified in terms of different criteria and error were omit, explain and
correct by using descriptive analysis so as to facilitate the interpretation of the raw data. Finally,
the data was effectively processed, analyzed and interpreted. In order to show the results of the
study easily this lead to conclusion and recommendation of the whole study.

CHAPTER FOUR
4 BACKGROUND OF THE ORGANIZATIONAN
Dire Dawa University is a young public institution which was established and started its
academic activities in 2006_07academic year. The establishment of the University is in line with
the government policy of expanding quality higher education and insuring it equitable
distribution across the country.
Dire Dawa University is located in the industrial and commercial city celled Dire Dawa located
about 115 km east of Addis Ababa the capital city of Ethiopia.

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The city was founded in 1902 after the Addis Ababa Djibouti railway construction reached the
area. Dire Dawa built in low lying land scape which make it ideal for construction of the railway
and settlement, and its soon become vibrant urban center.
Dire Dawa is one of the two chartered city in Ethiopia the other being Ethiopians capital Addis
Ababa. Dire Dawa is Cosmo politician city with mosaic culture and its population is known for
its mutual respect, tolerance and most of its hospitality. Everybody feels at home in Dire Dawa,
and this together with industry and commerce dominated economic setting makes it very suitable
place for a University and university community.

Vision –is to establish itself amongst the world’s top Universities as a center of academic and
research excellence in science and technology whereby it provides internationally competitive
man power and technological support to the development program of the nation.

CHAPTER FIVE
5 DATA ANALYSIS AND INTERPRETATION
This part deals with the analysis of the data collected during the process of the research. Sixty
five (65) copies of questionnaires were distributed to employees of DDU who are working in
academic and administration staff employees, 30 and 35 copies of questionnaires respectively.
Thirty or (100%) of distributed questionnaires in academic staff employees and thirty (85.72%)
in administration staff employees were filled in and returned. The questionnaire has two parts.
The first part tries to investigate about organization culture in DDU and the next part is about
degree of employee’s commitment in DDU.

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 As shown in the literature part of the study, understanding dimensions of culture means almost
understanding of the organization culture. Therefore, to make the data analysis easy, the analysis
was made by categorizing items of the questionnaires based on dimension of culture. This will
help to understand what the DDU’s culture is and to make suggestion based on the findings.

Table 5.1 Characteristics of respondents

No Items Respondents
Academic staff Administration staff
Employees employees

No % No %

1 Sex Male 21 70 20 66.66

Female 9 30 10 33.33
Total 30 100 30 100
2 Age (in years) 18-25 18 60 6 20
26-33 6 20 15 50
34-42 3 10 3 10
43-50 3 10 3 10
Above 50 3 10

Total 30 100 30 100

3 Educational Twelve completed - - 3 10
Qualification Diploma - - 9 30
Degree 12 40 12 40
MBA 15 50 3 10
PHD 3 10 3 10
Above PHD - - - -
Total 30 100 30 100

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No Items Academic staff
employees Administration
staffemployees
No % No %

5 Total service year in 1-3 18 60 6 20

present organization 3-5 9 30 21 70
Above 5 3 10 3 10

Total 30 100 30 100

6 Total service year in 1-3 21 70 18 60
parent position 3-5 9 30 6 20
Above 5 - - 6 20

Total 30 100 30 100

Source: primary data
According to the information in item 1 of table 1, when we see the sex distribution 70% and
66.66% of the respondents in academic and administration staff employees were males
respectively and 30% of academic and 33.33% of administration staff employees were females.
This implies that majority of respondents in both staff were males. Also this shows that there is
gender inequality in DDU when hiring employees. Regarding age of respondents, about 60% and
20% of the respondents were between 18-25 in academic and administration staff employees
respectively. But 20% and 50% of respondents in in academic and administration staff
employees respectively were between 26 up to 33. According to item 2 of table one implies that
the majority of employees in both staff were young and this lead to the DDU successful in its
operation. But there is difference in the staff of the employees, the majority of the employees in
administration staff were between 26-33; this also implies that in order to took administration
position in DDU you should matured in your age.

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 Regarding to item-3, 40% of employees in both staff were BA/BSC of degree holder and 10%
and 30% of administration staff employees were twelve completed and diploma holder
respectively. This implies that majority of the respondents in DDU were more literate and they
have good knowledge about what they do.

According item -4 of table one, about 60% and 20% of both staff employees have 1-3years total
work experience and 30% and 70%of the respondents of both staff employees have 3-5years
work experience and 10% of both staff employees have above 5years work experience. This
implies that majority of the respondent were less work experience this make difficult to the
employees to internalize the whole culture of DDU. This finding were highly deviate with
concept about when we gave longer time service in an organization there was a chance to
actualize the day to day activity of the organizations.

Finally, regarding total service year exist in their respective position, 70% of academic staff and
60% of administration staff employees were exist in their present position for 1-3 years and 30%
and 20% of the respondents were waiting for 4-6 years in the present position respectively and
small portion of administration staff employees were exist for above 5years. This implies that
there is a frequent change of their position. This finding also implies that if there is no stability at
their position it is very difficult to perform organizational work as a whole. When we compare
both staffs administration staff employees were exists more years in their position than academic
staff employees.

Part –one Organization culture

Table-5.2 Employee’s Autonomy toward doing their job
No Items Respondents
Academic staff employees Administration staff
employees

No percentage No %

1 My initiative to do the Strongly disagree 12 40% 12 40

work in my own are not Disagree 12 40% 12 40
accepted here Neutral 3 10% - -

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 Agree 3 10% 6 20
Strongly agree - - -
Total 30 100 30 100
2 Here every body works Strongly disagree 15 50 12 40
his or her own job, no Disagree 9 30 12 40
body cars about other job Neutral 3 10 6 20
Agree 3 10 - -
Strongly agree - - - -
Total 30 100 30 100
Source: primary data

As item 1 of table-2, show that about 80% of both staff employees agree that their initiative to do
their job by themselves were encouraged, almost without their difference in their position in the
organization. And about 20%of both staff of employees rated as neutral. But item 2 of the same
table shows that, about 80% of respondents in in both staff said that there is high
interdependence of work and 10% and 20% of respondents in academic and administration staff
employees respectively, rated as natural.
One can infer simply from the above paragraph is that even though there is high degree of
employee autonomy in the job related areas, but the practice of this autonomy can be influenced
by the high interdependence of job to be performed by different individuals. Also it is difficult to
separately know their specific objective and job. If there is discretion and control of employees
over job related decisions and it appears to be fundamental in building a feeling of responsibility.
Other finding said that if there is employee’s autonomy to doing their job but influenced by high
interdependence of job to be performed is very difficult to manage the work at every day to say
activities. Therefore, this finding is not much deviation with other theory in terms of the above
issue.

5.3 Conflict tolerance behavior among employees

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 Academic staff employees Administration staff
employees

ey
Key

20% Agree
disagree
Strorgly
neutral disagree
agree Disagree
disagree
20% 60%

Source: primary data

As indicated from the response most of the employees about 90% and 40% of academic and
administration staff employees respectively agree that, even if there is individual or intergroup
conflict; the initiative to announce it to the authorized party is less.

Generally we can implied that there is high problem in DDU on the issue of announcing problem
at the appropriate time this lead to the organization to the situation which is difficult to control
the problem effectively and highly affect the overall achievement of the goal. Other findings
shows that, functional conflicts are very good for organization and better to announce at the time
when happen, because functional conflicts used to a means by which to bring about radical
charges facilitate group cohesiveness etc. (E. van de vliert; 1985, PP:19-20) There is a gap
between the two staffs of employees to bring out conflict issues without fear of disciplinary
measure. As result administration staff employees are more of confident to bring out this issue
than academic staff employees in DDU.

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 Table 5.3 the existence of clear objective and performance expectation.
No Items Respondents
Academic staff employees Administration staff
employees

No % No %

1 The duties and Strongly disagree 15 50 12 40

responsibilities attached to Disagree 9 30 6 20
our job are not clearly Neutral 3 10 6 20
informed to us Agree 3 10 6 20
Strongly agree - - - -
Total 30 100 30 100
2 I try my best to make a Strongly disagree - - - -
mean full contribution to Disagree - - - -
my organization Neutral 1 3.33 6 20
throughout my job. Agree 9 30 12 40
Strongly agree 20 66.66 12 40
Total 30 100 30 100
Source: primary data

Item 1 of table-3 shows that about 80% and 70% of academic and administration staff employees
respectively said that the duties and responsibilities attached to their job are clearly informed to
them and the rest 20% and 30% of academic and administration staff employees respectively
said that the duties and responsibilities attached to their job are not clearly informed to them.
This finding is also supported by other writer, clear objectives and specific goal of the
organization should know the employees of that organization in order to use their maximum
effort to accomplish the organizations goal (Robbins: 2001; p.188). Item 2 of the same table
shows that 96.66% in academic staff employees and 80% of respondent in administration staff
employees agreed on they use their effort to make meaningful contribution to DDU throughout
their job.
Table5.4, Communications pattern in organization.

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No Items Respondents
Academic staff employees Administration staff
employees

No % No %

1 We must communicate in the Strongly disagree - - - -

organization according to Disagree 2 6.66 - -
specified formal hierarchy Neutral 4 13.33 6 20
Agree 17 56.66 12 40
Strongly agree 7 23.33 12 40
Total 30 100 30 100

2 We can go to our supervisors or Strongly disagree -

any colleagues at any time Disagree 3 10
Neutral 4 13.33 6 20
Agree 20 66.66 12 40
Strongly agree 3 10 12 40
Total 30 100 30 100

Source: primary data

As indicated item 1 of table 4, about 80% the respondent in both staff disclosed that the
organization use formal hierarchy for communication and 13.33% and 20% of respondents in
both staff respectively rated these subjects as natural. This implies that there were use strict
communication through formal hierarchy even through formal communication is used when
some problems or rumors are happened but highly strict communication is not good for
flexibility. Also other finding shows that if there is strict communication pattern, employees
can’t feel freedom. (Robbins: 2001; p.283)

According to item 2 of the some table, 76.66% and 80% of respondents in academic and
administration staff employees, even if there is formal communication throughout the
organization they communicate each other in contrast with the line of hierarchy and the rest of
both staff employees rated as neutral. The result of the above two items implies that even if
formal communication is mandatory, communication is take place informally between whose
relation to one another, simply we can conclude that management of DDU cannot avoid
communication that are held informally; also this implies that in DDU there is a week policy
implementation because the management want to communicate informal way but the employees

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 are communicate contrast to the formal way. Other finding shows that if there is higher
percentage of communication informally it is difficult to control when at the time of problem.
(R.L Ronsaw: 1994; pp.47-48)

Table 5.5 Degree of employees’ behavior control through rules and regulations.
N Items Respondents
o Academic staff employees Administration staff
employees

No % No %
1 Many rules and regulation are Strongly disagree - - - -
there to guide our activities Disagree 3 10 - -
(what are have to dress, talk Neutral 4 13.33 6 20
etc) Agree 18 60 12 40
Strongly agree 5 16.66 12 40
Total 30 100 30 100
2 We are told in what way we Strongly disagree 1 3.33 -
have to be behave in the Disagree 2 6.66 6 20
organization Neutral 1 3.33 6 20
Agree 17 56.66 12 40
Strongly agree 9 30 6 20
Total 30 100 30 100

Source: primary data

As observed from item 1 of table-5 76.66% and 80% of respondents in academic and
administration staff respectively disclosed the existence of many rules and regulation in order to
guide the action and behavior of employees. This implies that even though there are so many
rules and regulation is there in order to guide day today activities of the employees, but there was
less accepted by the worker of DDU. Also this infer that if any rule and regulation that difficult
to in practical world that rule and regulation has some problem from the beginning. Item -2 of
the some table shows that 86.66% and 60% of respondent in academic and administration staff
employees respectively agree on we are told in what way to behave, on what to do and not to do,
3.33% of academic and 20% administration staff employees lies to this subject as neutral. From
item two we can conclude that, in DDU there is strict rule and regulation in order to guide the

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 way what to behaves. These rule and regulation create a sense of commonality among employees
but difficult to practice at each staff of the campus.

Table 5.6 Attitude of employees toward promotion and reward system of DDU.
No Items Respondents
Academic staff employees Administration staff
employees

No % No %

1 In this organization Strongly disagree 3 10 - -

promotion are given Disagree 4 13.33 6 20
according to seniority rather Neutral 3 10 6 20
than merit and ability of Agree 10 33.33 8 20
employees. Strongly agree 10 33.33 12 40
Total 30 100 30 100
2 Sometimes we do not know Strongly disagree 18 60 12 40
why we have been Disagree 9 30 12 40
rewarded. Neutral - - - -
Agree 3 10 6 20
Strongly agree - - - -
Total 30 100 30 100
Source: primary data

According to item 1 of table-6 shows that about 66.66% of employees in academic and 60% of
employees in administration staff believe that, reward or promotion that are given to employees
are mainly based on seniority than an employee’s performance, merit and ability, and 23.33%
and 20% of academic and staff employees respectively disagree by which reward and
promotions are given by seniority rather than ability.

This implies that most of the case in DDU reward and promotion are given according to
seniority. So this lead to backward in competitive world because has even though promotion in
are given accordance to seniority are some advantage, but these employees’ performance and

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 potential of an employees are not recognized and it kills ambition and zeal to improve
performance and addition to that young and competent people get frustrated so all these are
disadvantage of the rewarding system. But this finding deviate from other work by, in order to
compete in competitive world the promotion and reward should in both seniority and merit as a
basis. (L. Byars and w. Rue: 1997; p.314)

As item -2 of the same table, about 90% of the respondents in academic and 80% in
administration staff employees respond that they know why they have been rewarded and 10%
and 20% of respondents in both staffs respectively, they haven’t know why they have been
rewarded. This implies that even though most of the respondents know why they have been
rewarded but some are completely don’t know why they have been rewarded this shows that
there is miss management in DDU and rewards are not given according to their ability. Other
finding shows that if the employees of an organization don’t know why they have been
rewarded, then there is no standard for promoting employees or do make demotion. (L. Byars &
W.Rue: 1997: pp. 315-16)

Part –Two Employee Commitment

Table-5.7 Degree of employee’s commitment to their organization.
No Items Respondents
Academic staff employees Administration staff
employees

No % No %

1 I would be very happy to Strongly disagree 6 20 - -

speed the rest of my life Disagree 2 6.66 - -
career with this organization Neutral 4 13.33 6 20
Agree 8 26.66 12 40

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 Strongly agree 10 33.33 12 40
Total 30 100 30 100
2 I really feel that this Strongly disagree 5 16.66 - -
organizations’ problems are Disagree 3 10 6 20
my own Neutral 1 3.33 6 20
Agree 15 50 12 40
Strongly agree 6 20 6 20
Total 30 100 30 100
3 One of the cause of living in Strongly disagree 12 40 12 40
this organization is not Disagree 15 50 12 40
scarcity of other job Neutral 1 3.33 6 20
alternatives elsewhere. Agree 1 3.33 - -
Strongly agree 1 3.33 - -
Total 30 100 30 100
Source: primary data

As indicated it item 1 of table-7, about 60% and 80% of academic and administration staff
employees agree that they would happy to spend the rest of their life career with this
organization and 26.66% of academic staff employees completely disagree to spend their life
career with this organization. And 20% of both level employees rated as neutral, and 25% of
operational level employees completely disagree by spending their life career with this
organization. This implies that, there were a big doubt on employees to accept organizations goal
and value, they don’t want to work hard to their organization, and they don’t want to stay within
the organization.
Item-2 indicate that, 70% and 60% of respondents in academic and administration staff
employees respectively disclosed that they really feel that DDU’s problems are considered as
their own. But 26.66% and 20% of respondents in both staff respectively disclosed that they
never considered DDU’s problems as their own. This implies that even though majority of the
respondent disclosed that DDU’s problems are considered as their own and use their effort to
fulfill their respective responsibilities. The rest implies that they are not committed to their
organization. Finally, item 3 indicates that 90% and 80% of respondents in academic and

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administration staff employees respectively disclosed that, they stay in DDU because of absence
of other alternative job elsewhere and 6.66% of academic staff employees are stay in DDU not
for the absence of other job alternatives. All the above three items data result implies that even if
employees of DDU, academic as well as administration staff seems committed for the item
being, they tend to leave the organization when they get any job better than the present. Also
some one can infer from this there is problem in DDU that lead to the employees not to be
committed.

CHAPTER SIX
6. SUMMEMARY, CONCLUSIONS AND RECOMMENDATIONS
This part presents the general picture of the study. Deals with summary, conclusions and
recommendations are forwarded on the basis of the findings.
6.1 SUMMARY OF THE STUDY
Identifying the effect of organizational culture on employee’s commitment is
essential for the objective attainment. The overall objective of this study is

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identifying those organizational cultures that have influence on employees’
commitment. The significance of this study was for the management information
to check the existing culture. The study was utilized primary and secondary data.
The researcher used self-administered questionnaires. The researcher used simple
random sampling technique to select participants from employees of DDU. Finally,
the collected data were processed, analyzed and interpreted by using tables and
chart, and the researcher identified that DDU has highly bureaucratic structure,
conflicts are highly discouraged, and problems in promotion, reward system and
employees are not affectively committed. The researcher recommended that, the
DDU has better to encourage functional conflict, balance both seniority and ability
as a base for rewarding system, give full responsibility for the employees and
provide sound working environment.

SUMMARY OF THE FINDINGS

-The study reveals that the employees in DDU have authonomy in work area.
-As shown in the study conflicts are highly discouraged.
-As a finding employees are communicated in specific line pf hierarchy.
-The finding shows that there is problem on promotion and reward systems in DDU. Seniority is
criteria rather than merit and performance.
-The finding shows that there is problem on dressing, talking and in what way to act.
-Generally the finding shows that employees of DDU are not effectively committed.
-Based on the above all problems the researcher was trying to conclude and recommend as
follows to concerned body.

6.2 CONCLUSION
On the basis of the major findings, the following conclusions are made. As the finding reveals,
employees in DDU have autonomy in the work area. But even if they have autonomy, the
existence of high interdependence between jobs hindered employees to practice their autonomy.
So this makes difficult to accomplish their specific job effectively. On the other hand, the

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existence of autonomy give employees’ discretions and control over job related decision they
made.

As shown from the findings, conflicts are highly discouraged in DDU. This resulted from fear of
disciplinary measure taken on the participants. This increase stress and moral disasters among
employees. Total absence of conflict in the organization reflected that employees are
complacent. That means, they don’t participate or that the organization suppresses their creative
thinking. However, if people handle a conflict with mutual respect and these it can achieve an
out came that is favorable to the organization’s short term and long term objectives. Addition to
that, organization like DDU, makes their future difficult in taking competitive advantage over
others. Because, if there is discouragement of functional conflict among members of the
organization, then less in developing new way of delivering service for the customer.

As indicated in the findings, DDU has a highly bureaucratic structure and employees have to
follow and communicate according to the specified line of hierarchy even if, formal
communication is used to control problems easy for the management. But this creates big gap
between the subordinate employees and the management, when the organization is large like
DDU.

As indicted in the findings, there is problem in promotion and reward system of DDU. The
criterion used to reward and promote employees is seniority rather than merit and ability of
employees. So this lead to back ward in competitive world, because if promotion are given only
on the basis of seniority, it will kill ambitions and zeal to improve performance and young and
competent people get frustrated. That means the chance of creating new way and delivering
services are less. Criteria for allocating rewards provide information about the organization
culture. Reward always has to be linked with behaviors. Therefore, DDU has to reward that
behavior they wish to obtain.

The finding also shows that norms that exist in DDU about what do dress, talk and in what way
to act in the organization surrounding has own its problems what the reality is that, not all rule
and regulation or norms are correct. That means some are not compatible with the current

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situation. Therefore, it has to be changed otherwise, employees who are member of DDU and
seems accepted the norms and value, they tend to leave the organization when they get better
chance, this is because of the discomfort that resulted from these rules and regulation.
The finding also indicated that, employees are communicated about organization’s mission,
vision goals and objectives. The knowledge about why the company exists, what needs to
achieve in the future, the duties and responsibilities of each specific position will have effect on
employees feeling of belongingness to the organization but, the main problem is that the time of
communicating these thing, because communicating organization’s mission, objective and goals
are not one time task rather continuous task until all members of DDU understand the reason
why DDU exist.

The finding also indicates that, most of the employees in CDDU are not affectively committed.
Because affectively committed employees will stay in their organization irrespective of anything
they get in response for their organization. Also most of employees disclosed that, they have
stayed in this organization because of obscene of other better job alternatives else were.

Based on the above, all problems and findings, the researcher concludes that there is strong
relationship between organization culture and employee commitment in DDU. The culture of
DDU is highly influence employee’s commitment in DDU

6.3 RECOMMENDATIONS

On the basis of the findings made and conclusions drawn with regard to organization culture and
employees commitment a case study of DDU the following recommendations are given.
As inferred from the data that the researcher was collected, DDU has both good and supportive
culture, that leads to the employees to be committed and has culture that hinder employees
efficient operation in the organization work life. It also has its own effect on employees’ feeling
of commitment to their organization.

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Any organization has to sustain and transform supportive culture. Among the supportive culture
in DDU, communicating to the employees’ about organization mission, vision, goal and
objectives. There are number of ways that support to sustain and maintain its present culture
including the following activities; providing written statement about the organization mission
and philosophy in continuous manner, Practicing good leadership style, Participating of the
employees in decision making process, Rewarding those employees, who understand well about
the existence of the DDU, in terms and performance.

But, the researcher has focuses on those problems which are founded by the research finding.
Autonomy of the employees are hindered by high interdependence between jobs. To overcome
this problem the researcher recommended that, DDU should practice management by objective,
Giving specific responsibility to each employees.
Conflicts are highly discouraged in DDU. To overcome this problem, DDU has better to:
Encourage functional conflict among employees as well as the management, of DDU, better to
follow participatory kind of decision making, Provides continuous ethics course. When
employees participate in decision making process, a must for rising conflicting idea and this pave
for creativity and innovation.
Also DDU, has problem on communication pattern. To overcome this problem the researcher
suggested that: Balancing formal and informal communication because formal communication
consume more time for decision making, DDU, has to permits the establishment of good labor
association, By preparing get together program. Also DDU has problem on promotion and
rewarding system. to overcome this problem by: Balancing both seniority and ability as a base
for rewarding employees based on the situation, Rewarding employees who perform better than
other, because, it lead to encouraging creativity in the organization.

Addition to that also DDU has problem on the general rule and regulation to overcome this
problem the researcher suggests that: DDU should change its strict rule and regulation about how
to talk, dress by flexible rule according to interest of employees.

Other problem in DDU is that most of employees are not affectively committed to DDU. To
overcome this problem, DDU have better to practice the following activities. Provide sound

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working environment, Give full responsibility to their own specific job, Creates a sense of
belongingness by paying their salary match with their effort, Providing some financial and non-
financial benefit, Make clear about their job and objective on times

Reference

1. CR Kothari, (2004), Research Methodology, 2nd ed, New age, International publisher, India.
2. Debral L. Nelson, James compnell Quick, (1997), Organizational Behavior, Foundations,
Realities and Challenges” 2nded, west publishing company.
3. John. M. Invancevich and Michael T. Matteson, (1990) Organizational Behavior and
Management, 2nd ed. BPI.
4. Lioyd L. Byars and leslie W. Rue (1997), Human Resource Management, 5th ed USA.

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5. Monir H.Tayeb, (1998), The Management & A Multicultural work force, John wiley and
sons Ltd, USA.
6. Philip Sadler (1995), Managing Change, clays Ltd England.
7. Singh and T.N Chhabra, (2002), Organi
zation Theory and Behavior, DHANPATRAS and co. (p) LTD, Delhi.
8. Stephan P. Robbins, (2005), Fundamentals of Management Essential Concepts and
Application, 5th ed, prentice hall, USA.
9. Stephen P. Robbins, (1987) Organization Behavior “ Concepts, controversies, and
Applications” 3rd ed. Englewood cliffs, USA.
10. Wright Neo.et AL, (1996) Management of organizations, von Hoffman press, Inc, USA.

APPENDIX
DIRE DAWA UNIVERSITY
SCHOOL OF BUSINESS AND ECONOMICS
DEPARTMENT OF MANAGEMENT
Dear respondents
This is organization study conducting for supporting the researchers senior essay paper. This
study is aims to get information about your work life in the organization. The gathered
information will be kept secret and be used mainly for the researcher academic purpose not

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evaluating your commitment and take same measure. I hope you will extract your kind
cooperation lies with frankly responding to this questionnaire.

Instruction
Please
 To maintain confidentiality, please do not write your name or sign anywhere in the
questionnaire
 Give your response to all the statement found in the questionnaire.
 Kindly do not consult others while responding
 Please choose among the alternative and make “x” sign on it. Like this, if you select B.
A B x C D
Part I
Background information
1. Sex: A. Male  B. Female 
2. Age A. 18-25 C. 34-41  E. Above 50
B. 26-33  D. 42- 50
3. Education A. Twelve completed  B. Diploma. C. Degree  D.
MBA Degree E. PhD 
4. How many years you are working in the Dire Dawa University?
A. 1-3 C. above 5  B. 3-5 

5. How many years in the present position?

A. 1-3 C. above 5  B. 3-5


Part II

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 Below are some statements, which describe the possible feelings and beliefs you may have about
your organization. Please indicate your response by ticking only one of the five alternatives.

Strongly Disagree Neutral Agree Strongly

disagree agree
1. I would be very happy to spend the rest of
my life career with this organization.
2. I really feel that this organization’s
problems are my own
3. If I leave this organization, I will lose so
many good friends with whom I have
created stable and good relationship
4. I try my best to make a meaningful
contribution to my organization throughout
my job
5. My initiative to do the work in my own are
not accepted here
6. When I face problem no body
help me
7. Sometimes we do not know why we have
rewarded
8. Promotions are given according to seniority
rather than merit and ability of employees.
9. We communicate in the organization
according to specified formal hierarchy
10. People bring out the conflict issues in to the
open without fear of punishment
11. Many rules and regulation to what we have
and to dress, talk, etc.
12. We are told in what way we have to behave
and not behave.

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13. The duties and responsibilities attached to
our job are not informed to us.
14. We can go to our supervisor or any
colleagues at any time.
15. Were everybody works his or her own job,
nobody care about others work.
16. One of the result of living this organization
would be not scarcity of other job
alternative else where

17. What is the main organizational culture of Dire Dawa University?

18. How the existing culture of DDU is affect and guide your behavior

19. Is the existing culture cause for employees to be committed

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