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dc.contributor.authorShologu, Anita
dc.date.accessioned2019-08-16T07:31:05Z
dc.date.available2019-08-16T07:31:05Z
dc.date.issued2019
dc.identifier.urihttp://hdl.handle.net/20.500.11838/2876
dc.descriptionThesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2019.en_US
dc.description.abstractNon-governmental organisations (NGOs) are perceived to be poorly performing partly due to their culture; the constructs of NGOs’ culture usually affect employees’ commitment and performance negatively, leading employees to leave the organisation. This discourages and demoralises employees’ mind sets to perform as expected which affects NGOs’ productivity, goals and competitiveness in a negative way. The study investigated employee perceptions in organisational culture constructs to selected NGOs in Cape Town in order to generate valuable information in understanding the role of organisational culture in the achievement of organisational objectives in NGOs. Mixed methods approach was used in this study as it allowed collecting of qualitative and quantitative data simultaneously and assessing different facets of complex outcomes in a richer way than one method alone. The study found that culture is set to boost employees’ and organisations’ performance, and that managers and owners in NGOs have knowledge of this. The study revealed that some criteria such as openness and the creativity view of the organisational culture are only considered positive to managers and owners of NGOs. This study found that managers and owners in NGOs believe the implemented organisational culture is very effective, positively affects and boosts employees’ performance. The employees, however, had a different perception; they feel excluded from the development of the organisational culture which in turn affects their commitment and performance in a negative manner. This study found that employees’ commitment towards organisational culture derives from the way it is designed and how it suits employees’ expectations. Aspects such as remuneration, a safe work environment and sustainability, were found to be important for employees’ performance and commitment. Therefore, it is evident that directing or developing NGOs’ organisational culture that focus on employees’ expectation such as remuneration and sustainable employees’ innovation and practice will receive more support from employees. Furthermore, the criteria are keen to improve the way employees perform and commit to the organisation. It was recommended that NGOs involve employees in the design or development of its organisational culture in order to have more information on employees regarding what to expect from them. Another major implication is that the issue of employee benefit or remuneration have to be addressed in order to maintain employees’ performance.en_US
dc.language.isoenen_US
dc.publisherCape Peninsula University of Technologyen_US
dc.subjectCorporate cultureen_US
dc.subjectOrganizational behavioren_US
dc.subjectNon-governmental organizations -- Managementen_US
dc.subjectOrganizational effectivenessen_US
dc.subjectEmployees -- Performanceen_US
dc.subjectOrganizational commitmenten_US
dc.titleEmployee perceptions of organisational culture constructs in selected non-governmental organisations (NGOs) in Cape Town, Western Cape Provinceen_US
dc.typeThesisen_US


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