CPU Business and Information Technology College

School of Graduate Studies MBA Program

(Department of Business Administration)

The Effect of Organizational Culture on Employees Commitment: The case

of Ethio Telecom Addis Ababa Head Office.

Author: Aregitu Biazen

Advisor: Yirgalem Gerba (Ph.D)

August 2021
Addis Ababa, Ethiopia

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Table of Contents
CHAPTER ONE: INTRODUCTION........................................................................................1
1.1. Background of the study..............................................................................................1
1.2. Statement of the problem.............................................................................................4
1.3. Basic research questions..............................................................................................5
1.4. Objective of the study..................................................................................................5
1.5. Significant of the study................................................................................................6
1.7. Scope of the study.......................................................................................................6
1.8. Organization of the study............................................................................................6
CHAPTER TWO: REVIEW OF RELATED LITERATURE...................................................7
2.1. Introduction.................................................................................................................7
2.2 The Concept of Organizational Culture......................................................................7
2.2. Types of organizational culture...................................................................................8
2.3 The importance of organizational culture....................................................................8
2.4 Models of organizational culture.................................................................................9
2.5 The concept of employee commitment.....................................................................11
2.6 Empirical Review of The Effect of Organizational Culture on Employee’s
Commitment.........................................................................................................................12
2.6.1 Involvement and employee commitment...........................................................12
2.6.2 Consistency and employee commitment............................................................13
2.6.3 Adaptability and employee commitment...........................................................13
2.6.4 Mission and employee commitment..................................................................14
Chapter Three: Research Design and Methodology................................................................15
3.1. Introduction...............................................................................................................15
3.2. Research design.........................................................................................................15
3.3. Research approach.....................................................................................................15
3.4. Population of the study..............................................................................................15
3.5. Sampling techniques..................................................................................................15
3.6. Data Type and Source of Data...................................................................................16
3.7. Method of Data Collection........................................................................................16
3.8. Method of Data Analysis...........................................................................................17
3.9. Ethical Consideration................................................................................................17

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4. WORK PLAN AND COST BREAK DOWN..................................................................18
4.1. Work plan..................................................................................................................18
4.2. Cost breakdown.........................................................................................................19
Reference..................................................................................................................................20

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 CHAPTER ONE: INTRODUCTION
1.1. Background of the study

Culture, at the workplace, is a very powerful force, which is consciously and deliberately
cultivated and is passed on to the incoming employees (Nadaraj,2008) It is the very thread
that holds the organization together. Organizational development has some features that can
increase sustainability on basis of effectiveness. The enhancement in performance
contributes to employee commitment while norms, values and objectives contribute to
enhancing the culture of an organization (Awadh & Saad, 2013).

Culture is a key advantage when it comes to attracting talent and outperforming the
competition. 77 percent of workers consider a company’s culture before applying, and almost
half of employees would leave their current job for a lower-paying opportunity at an
organization with a better culture. The culture of an organization is also one of the top
indicators of employee satisfaction and one of the main reasons that almost (65%) of
employees stay in their job.(Kellie Wong,2020).

Organizational culture is the set of important assumptions often unstated that members of an
organization share. There are two major assumptions in common: beliefs and values. Beliefs
are assumptions about reality and are derived and reinforced by experience. Values are
assumptions about ideals that are desirable and worth striving for. When beliefs and values
are shared in an organization, they create a corporate culture (Azhar, 2003). Schein (2004)
defined organizational culture as a dynamic force within the organization, which is revolving,
engaging and interactive and it shapes up by the employees and managements gestures,
behaviors, and attitudes. It is a relatively uniform perception held of the organization, it has
common characteristics, it is descriptive, it can distinguish one organization from another and
it integrates individuals, groups, and organization systems variables.

For employees, it is either the glue that bonds people to an organization or what drives them
away. Managers, today, are increasingly challenged with changing an organizations culture to
support new ways of accomplishing work. Therefore, the purpose of this study is to create a
better understanding of organizational culture and employee commitment at a selected
company. This study attempts to look at a small business enterprise and ascertain the
prevailing as well as the expected culture.

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Organizational culture is the proper way to behave within the organization. This culture
consists of shared beliefs and values established by leaders and then communicated and
reinforced through various methods, ultimately shaping employee perceptions, behaviors and
understanding. Organizational culture is the collection of values, expectations, and practices
that guide and inform the actions of all team members. Organizational culture means that
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).

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).
Various studies and literatures defined organizational culture traits in different dimension.
Robbins and Judge (2013) listed the seven primary characteristics of organizational culture.
These are innovation and risk taking, attention to detail, outcome orientation, people
orientation, team orientation, aggressiveness, and stability. Moreover, Dolan and Lingham
(2012) explain Charles Handy organizational culture concepts that classify organizational
cultures as power, role, task, and person culture. Similarly, Coffey, Trew and Trigunarsyah
(2012) described the four organizational cultures (Involvement, consistency, adaptability, and
mission) depicted on Denison organizational culture model. Commitment to work is defined
as the level of enthusiasm an employee has towards his/her tasks assigned at a workplace. It
is the feeling of responsibility that a person has towards the goals, mission, and vision of the
organization he/she is associated with.

Employee commitment has been defined as the strength of an individual's identification and
involvement in a particular organization. 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. Robbins and Judge (2013) have explained that organizational
culture builds employee commitment. Besides, these authors noted that the more members accept
the core values, the greater their commitment and the greater its influence on their behavior.In
addition to (Asghar, Mojtaba & Sadeghi (2015); Hakim (2015); Azadi, Bagheri, Eslami &

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Aroufzad (2013), found out the overall organizational culture and employee commitment have
positive and significant relationship.

Background of the organization

The introduction of telecommunications services in Ethiopia date back to 1894, seventeen

years after the invention of telephone technology in the world. Because of different reason its
name changed many times. Some of them are Imperial Board of Telecommunications of
Ethiopia (IBTE), Ethiopian Telecommunication Services (ETS), Ethiopian
Telecommunications Authority (ETA), and Ethiopian Telecommunications Corporation
(ETC). Then on regulation No 197/2010 Ethio-telecom established on November 29, 2010, as
Public Enterprise (Ethio-telecom Establishment council of Ministers Regulation, 2010).
The vision of the company is to be a world-class provider of telecom services and its
missions are Connect Ethiopia through state-of-the-art telecom services, Provide high quality,
innovative and affordable telecom products and services that enhance the development of our
nation, Build reputable brand known for its customers’ consideration, build its managerial
capability and manpower’ talent that enables Ethio Telecom to operate at international level
and Support community and environmental development. Thus, Ethio telecom is born from
this ambition to bring about a paradigm shift in the development of the telecom sector to
support the steady growth of our country.
Telecommunication is one of the prime support services needed for rapid growth and
modernization of various sectors of the economy. Knowing of this fact, the Ethiopian
government has established a new telecom company known as Ethio Telecom, to replace the
long serving Ethiopian Telecommunications Corporation, with a view to enhancing the
development of the telecom sector and supporting the steady growth of the country.

The study will further engage to reveal the level of employee commitment that is prevalent
within this organization

Due to the previous researcher’s suggestion this study is conducted with the objective of
identifying which organizational culture traits has significant effect on employee commitment
in Addis Ababa Ethio Telecom head office using both descriptive and correlation analysis
techniques. The purpose of this study is to examine the impact of organizational culture on
organizational commitment in different franchises based Ethio-Telecom Companies. This
finding will be useful to Ethio- telecom companies and their managers when attempting to
understand the influence of organizational culture on employee commitment.

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 1.2. Statement of the problem
As depicted on the background of the study different authors and researchers asserted that
there
is positive and significant relationship between overall organizational culture and employee
performance (e.g., Ahmed, 2012; Anozie & Ismail, 2016). Proved that culture is important in
improving the level of employee commitment to the organization but not all cultural
measures have effect on employee commitment.

Furthermore, a study by Fakhar, Rana and Ayesha (2012) proved that if employees are
committed and having the same norms and value as per their organizations, they can increase
the performance toward achieving the overall organization goals. Organizational culture has a
significant impact on the performance of employees that can cause to improve in the
productivity and enhance the performance of organization. Every society is an assortment of
organizations such as educational institutions, religious organizations, business organizations,
and so on. Ethio-telecom is a business organization that focuses on telecom service
deliveries. It is a merger of internal and external customers and stakeholders, solely the
government of Ethiopia. In this case, effective employee commitment among such crucial
entities is paramount for organizational success. Some researcher’s studies were conducted
the effect of organizational culture on employee commitment in the business and service-
oriented organization across the world. A study by Nongo and Ikyanyon (2012) proved that
corporate culture is important in improving the level of employee commitment to the
organization but not all corporate cultural measures have effect on employee commitment.
Accordingly, these researchers conclude that, consistency & Mission; two of the corporate
culture traits on Dension Model, are not significantly correlated with employee commitment.
There are a few researchers in Ethiopia studied on the effect of organizational culture
dimensions Abraham Warga (2019) study on the effect of organizational culture on employee
commitment: in case of Commercial Bank of Ethiopia. The result shows involvement,
adaptability, mission have positive and significance effect on employee commitment.

So that the result of their finding all organizational culture components are significantly
correlated with employees’ commitment. Therefore, this study will be conducted to identify
effect of each selected organizational culture (Involvement, consistency, adaptability, and
mission) on employee commitment.

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The main objective of this study will be investigating the effect of organizational culture on
its commitment and answers the important questions that how an organization can sustain and
build strong culture and make relationship to employee commitment.

1.3. Basic research questions

1. What is the relationship between organizational culture and employee commitment in

ethio telecom head office?

2. What is the effect of organizational culture dimensions (Involvement, Consistency,

Adaptability and Mission) on employees’ commitment?

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

commitment?

4. What the factors that influence of organizational culture on employee commitment?

5. Which type of selected organizational culture has significant effect on employee

commitment?

1.4. Objective of the study

General objective

The overall objective of this study will be investigating the effect of organizational culture on
employee’s commitment and relationship the case of ethio telecom in Addis Abeba head
office.

Specific objective

The specific objective of this study will be:

 To investigate the relationship between organizational culture and employee’s

commitment in ethio telecom Addis Ababa head office.
 To identify the effect of involvement, adaptability, mission, and consistency on
employee’s commitment in ethio telecom Addis Ababa head office.
 To investigate the practice of organizational culture and the impact on employee ‘s
commitment?
 The influence of organizational culture on employee’s commitment.
 To investigate the selected organizational culture dimension has significant effect on
employee’s commitment.

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 1.5. Significant of the study
Organizational culture is important to a public and private organization employee
commitment, motivation, productivity, goal success and so on. Therefore, ethio telecom
company is a monopoly service provider company in Ethiopia so that the main purpose of
this study will be assess the relationship between organizational culture trait and employee’s
commitment in ethio telecom head office. The employee of the organization also benefited to
improve the individual performance, commitment, success, knowledge, and the organization
to identify the dominant cultural trait in the organization of this study and it is important for
other related business organization.

1.7. Scope of the study

There are a number of ethio telecom branches in different regions and cities in Ethiopia this
research was conducted on Addis Ababa and one of the selected ethio telecom branch, post
office or head quarter geographical area coverage was only limited to Addis Ababa, and the
study will be limited to focus only on selected employees who are working at ethio
telecom head office. 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 employee’s commitment.

This study will be focused only on ethio telecom Addis Ababa head office customer service
division billing and customer care department employees. The researchers developed some of
the important organizational culture models are Deal and Kennedy Model; Charles Handy
Concept Model; Edgar Schein Model and Denison Model but this research will be used only
one organizational culture model (Denison model.

1.8. Organization of the study

The study will consist of five chapters. The first chapter involves the background of the
study, statement of the problems, basic research question, and objective of the study,
significance of the study, scope of the study or limitation of the study. Chapter two deals with
the literature review. Chapter three deals with the research design and methods, chapter four
also involves presentation, analysis, and interpretation of the data. Finally, chapter five
involves summary of the findings, conclusion, and recommendations.

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 CHAPTER TWO: REVIEW OF RELATED LITERATURE

2.1. Introduction
The various published and unpublished literatures had been studied and presented as
substantiation for the study related to organizational culture, employee commitment and their
components on the effect of organizational culture on employee commitment. The chapter
will be present a conceptual framework in the bright of the empirical literature reviewed to
define and investigate the relationship between the organization culture and the employee
commitment.
2.2 The Concept of Organizational Culture
The culture is one of the widely studied phenomena in an organization. According to Robbins
& Judge (2013) was explained that the culture as a system of shared meaning held by
members that distinguishes from one organization to another organization. The culture is a set
of values and commonly held beliefs that determine the acceptable behaviors and expected
from a given group, countries, religion, ethnic groups, and organizations, Dolan & Lingham
(2012).
Organizational culture is a system of shared values, norms, attitudes, and assumptions that
can be influenced the people to act and get things done by its members. This organizational
culture distinguishes from one institution to another, Robbins & Judge, (2013). The
organizational culture has a positive attitude and behavior on employee’s commitment, and it
tends to develop commitments towards their organization, Asghar, Mojtaba & Sadeghi,
(2015).

According to Schein (2010), define organizational culture as “A pattern of shared basic

assumptions learned by a group as it solved its problem of external adaptation and internal
integration, which has worked well enough to be considered valid, and therefore to be taught
to new members as the correct way to perceive, think, and feel in relation to this problem”.

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In different researchers use seven primary characteristics seem to capture the means of an
organization’s culture: Innovative and Risk Taking; Attention to Detail; Out Come
Orientation; Team Orientation; People Orientation; Aggressiveness and Stability (Stephen,
2013).
In general, most authors agreed with the definition and concept of organizational culture as
the norms, values, beliefs, and underlying assumptions, that members share with the
organization. Not only this, but also organizational culture encompasses management
practices and behavior that encourage an organization’s basic principles, management system,
organization strategies, image, and services.
2.2. Types of organizational culture
There are four major types of organizational culture: market culture; hierarchy culture; clan
culture and adhocracy culture, Cameron, and Quinn (2006).
Market culture: The basic assumptions in a market culture are that the external environment
is not benign but hostile, consumers are choosy and interested in value, the organization is in
the business of in- creasing its competitive position, and the major task of management is to
drive the organization toward productivity, results, and profits.
Hierarchy culture: large organizations and government agencies are generally dominated by
a hierarchy culture, as evidenced by large numbers of standardized procedures, multiple
hierarchical levels.
Clan Culture: The characteristics of clan-type firms were teamwork, employee involvement
programs, and corporate commitment to employees. Some basic assumptions in a clan culture
are that the environment can best be managed through teamwork and employee development,
customers are best thought of as partners, the organization is in the business of developing a
humane work environment, and the major task of management is to empower employees and
facilitate their participation, commitment, and loyalty.
Adhocracy Culture: These assumptions were that innovative and pioneering initiatives are
what leads to success, that organizations are mainly in the business of developing new
products and services and preparing for the future, and that the major task of management is
to foster entrepreneurship, creativity, and activity on the cutting edge.

2.3 The importance of organizational culture

According to Wagner and Hollenbeck (2010) identify four basic functions of culture.

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  It gives members an organizational identity – means that organizational members
share norms, values, and perception provide them with the sense of togetherness that
promotes a feeling of common purpose.
 It facilitates collective commitment
 It promotes organizational stability
 It shapes behavior by helping members make sense of their surroundings.

The Kondalkar, (2007), exposed about the organizational culture and its benefits for
employees in the organization. The organizational culture offered an institutional identity to
the members like sharing norms, values and good perceptions, a sense of togetherness,
integration and cooperation, shapes behavior, facilitates a collective and strong commitment.

2.4 Models of organizational culture

Several scholars have been developed different models till to this time express the
organization culture and some researchers describe different indicators and dimensions of
organizational cultures. The prominent scholars exploring organizations culture are as follow:
Edgar Schein Model, Deal and Kennedy Model and Charles Handy Model and Denison
model organization culture. Common to all models of culture and the linkages to
organizational success assert that values of employees need to be aligned with vision and
mission of the company.

Edgar Schein Model: Dolan and Lingham (2012) tried to summarize Edgar Schein Model as
it is described by three cognitive levels of organizational culture.

The first and most cursory level of Schein's model is organizational attributes that can be
seen, felt, and heard by the uninitiated observer.

The next level deals with the perceived culture of an organization's members. At this level,
company slogans, mission statements and other operational belief are often expressed, and
local and personal values are widely expressed within the organization. The third and
deepest level depicts the organization's tacit assumptions.

Deal and Kennedy Model: according to Dolan and Lingham (2012) suggest that Deal and
Kennedy Model is measured organization in terms of feedback or instant response. There are
four type of organizational culture which are Tough-Guy Macho Culture, Work Hard Culture,
bet your Company Culture & Process Culture were developed.

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Charles Handy Model: according to Dolan and Lingham (2012) discussed that Charles
Handy Model is the base of Organizational structure and to classify organizational culture in
to four: Power Culture, Role Culture, Task Culture and Person Culture.

Denison model this model is different from the above three models because the above three
models indicate organizational culture dimensions from psychological or personality
perspective and mainly the first is designed and created within the academic environment
which uses non-business language. Denison’s organizational culture model to identify the
behaviorally designed and created within the business environment.

Denison organization cultural trait dimension

According to Denison and Neale (2011) identifies four cultural dimensions: involvement,
consistency, adaptability, and mission. These underlying dimensions were expressed in terms
of a set of managerial practices and measured using the twelve indices that make up the
model.

For this organizational culture traits (involvement, consistency, adaptability, and mission) are
integrated with its organizational performance and effectiveness that achieve their setting
objective in the organization.

Involvement

Involvement is the first organizational culture trait. It ensures the active participation of
employees in decision-making, team effort and the development of their necessary skills.
Organizational cultures characterized as highly involved strongly encourage employee
involvement and create a sense of ownership and responsibility. They rely on informal,
voluntary, and implied control systems, rather than formal, explicit, bureaucratic control
systems. Fey & Denison, (2006), stated that involvement represents the most significant
dimension of organizational culture for organizations whose primary goal is workers
satisfaction. There are three indices used to measure the involvement trait, they are
Empowerment: Team Orientation and Capability Development.

Consistency

According to Denison (2000), consistency is another organizational culture trait dimension,

and it is a fundamental source for integration, coordination, and control. Consistent
organizations develop a mindset and a set of organizational systems that create an internal

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system of governance based on consensual support. Consistency creates a strong culture
based on a shared system of beliefs, values and symbols that are widely understood by
members of an organization. There are three significant indicators consisting in this trait they
represent core values, agreement, and coordination and integration used to measure the
consistency.

Adaptability:

Adaptability is the third organizational culture trait, and it typically represents the ability of
an organization in translating the environment into affirmative action through creating
change, customer focus and organizational learning. Adaptability impacts an organization's
effectiveness by three aspects: The ability to perceive and respond to the external
environment. Successful organizations are very focused on their customers and their
competitors; The ability to respond to internal customers, regardless of level, department, or
function and the last is the capacity to restructure and re-institutionalize a set of behaviors
and processes that allow the organization to adapt. Without this ability to implement adaptive
response, an organization cannot be effective.

Mission

According to Denison et al, (2006), statement, the mission represents the final trait, and it
involves in defining a meaningful long-term direction for the organization. A mission
provides the purpose and meaning by defining a social role and external goals of the
organization. It provides an explicit direction and goals to serve in an appropriate course of
action for the organization and its members and shape current behavior by envisioning a
desired future state.

2.5 The concept of employee commitment

During the 1990s, commitment continued to be a major focus of researchers. It is a
psychological state that characterizes the employee’s relationship with the organization. This
has implications in terms of continuing his or her membership in the organization. A
committed employee is one who stays with the organization under any favorable or
unfavorable circumstances affecting the organization (Meyer and Allen, 1997).

According to Abebe & Markos (2016) suggest that the commitment relates to an individual’s
attraction and attachment to the work and the organization. The commitment represents a
socio-psychological bonding of an individual and to his groups, organization, goals and

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values, occupation, and profession. According to Herscovitch and Meyer (2002) Employee’s
commitment can also be deemed as the degree to which an employee identifies with the goals
and values of the organization and is willing to put in efforts to help the organization to
achieve these goals.

In addition to Meyer and Allen (1997), suggest that a committed employee is the one who
stays with the organization through thick and thin, attends work regularly, puts in a full day
(and may be more), protects company’s assets, shares company goals and others. Thus,
having a committed workforce would be an added advantage to an organization. Moreover,
they said that commitment is a psychological state that characterizes the employee’s
relationship with the organization and has implication for the decision to continue
membership in the organization.

Allen and Meyer (1990) also proposed a three-component model of commitment, which
integrated Affective Commitment, Continuance Commitment and Normative Commitment.
Affective Commitment refers to employee’s emotional attachment to, identification with,
and involvement in the organization. This attachment could be one’s role in relation to the
organizational goals and values, or to the organization for its own sake.

Continuance commitment mentioned to commitment based on the costs the employees

associate with leaving the organization. As such, in this type of commitment, the fewer viable
alternatives employees have, the stronger will be their continuance commitment to their
current employer.

Normative commitment refers to employees’ feelings of obligation to remain with the

organization. This type of commitment will be influenced by an individual’s experience both
prior to cultural socialization and following organizational socialization entry into the
organization.

2.6 Empirical Review of The Effect of Organizational Culture on Employee’s

Commitment

This study will be shown the research finding of several researchers tried to identify the
effect of organizational culture (Involvement, consistency, adaptability, and mission) on
employee’s commitment.

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2.6.1 Involvement and employee commitment
According to Asghar, Mojtaba and Sadeghi (2015) Involvement is one of the most important
dimensions of organizational culture and it has great role in fulfillment of employee commitment
of teachers. This shows that people participation in work helps their intention to stay in
workspace. The employees‟ Involvement means using them in decision making and this leads to
the stability of their commitment.

Mersen B. (2016) finding shows that involvement has moderate level of correlation with
employee commitment, which means that employees are committed to their organizations when
they are involved in decision making and sense of ownership result a greater commitment to the
organization. Teamwork, investment to develop the skills of employees, room to receive inputs
from organizational members enhances both implementation process and employee commitment.

Abreham W. (2019) study concludes that Involvement Culture traits had positive influence
employee’s commitment and employees are committed to their work and feel that they own a
piece of the organization. Meseret G, (2020) the research finding shows that involvement have
positive but statistically insignificant influential relationship (contribution) to employees‟
commitment.
Mahlet K. (2020) studies result indicates that involvement had positive and statistically
significant contribution towards employee’s commitment. This also implies that, the
availability of information to employees, the participation of employees on decision making
and continual investments on skill development have significant contribution towards
employees’’ commitment. In general, based on the pervious researchers’ finding result
involvement is appositive and statistically significant contribution towards employees’
commitment.

2.6.2 Consistency and employee commitment

According to (Mersen B.2016). Consistency doesn’t have significant effect on employee
commitment. Hence, as much as organizations try to maintain a strong culture by being highly
consistent, well-coordinated, and well-integrated; this does not have significant contribution to
the level of employee commitment. On the other side research finding by Mousa M. (2017)
consistency tends to be the most influential trait in terms of normative commitment.
Abreham W. (2019) the studies result indicates that consistency Culture construct is remained
marginally insignificant in predicting employees‟ commitment.it implies that employees not
being entirely accustomed with how corporate culture facilitates consistency of work and
approach in line with the organizational core values.

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Meseret G, (2020) the research finding shows that consistency have positive but statistically
insignificant influential relationship (contribution) to employees‟ commitment. Mahlet K. (2020)
the finding results shows that consistency culture is negative and statistically not significant on
employees’ commitment. This indicates organizations try to maintain a strong culture by being
highly well-coordinated, well integrated, and consistent set of values, a clear agreement regarding
the right way and the wrong way to do things; this does not have significant effect to improve the
level of employee commitment. Generally, as per the above researchers’ studies result of
consistency is a negative and statistically in significant influential relationship with employee’s
commitment.
2.6.3 Adaptability and employee commitment
Adaptability predicts employee commitment more than any other corporate cultural variables.
Employees are more committed to organizations that adapt to changing circumstances.
Companies should encourage innovation and teamwork among employees. This will enable
employees adapt in an environment of change, thereby improving their level of commitment.
(Nongo & Ikyanyon, 2012).

Abreham W. (2019) his finding result shows that Adaptability culture trait can also enable the
organization take risks and learn from their mistakes, and have capability and experience at
creating change, when customer focus is higher than creating change and organizational learning.
It indicates that risk monitoring; creating change and customer focus has a positive impact on
employees’ commitment.

Meseret G. (2020) her finding result shows that adaptability have statistically significant
influential relationship (contribution) to employees‟ commitment. Mahlet K, (2020) the finding
result indicates that Adaptability culture is positive and strong correlation with employee
commitment. The regression results also showed that, the most contributing organizational
culture traits, more effectible culture, and the first highest predictor of employee commitment has
been well established in Ethio Telecom. Hence, employees are less committed to organizations
that adapt to changing circumstances.
Generally, the previous studies result it indicates that adaptability culture is positive and strong
correlation with employee’s commitment.

2.6.4 Mission and employee commitment

According to Mersen B. (2016) to internalize and identify with an organizational mission
contributes to both short- and long-term commitment of employees to the organization. Similarly,
found of that mission and employees commitments significantly relationship like: (Saadat,

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Marjani& Momeni(2012), (Ghorbanhosseini 2013) and (Nikpour A. 2017). Meresen B, (2016)
concluded that the more the organization adapt to changing circumstances the more employees
are committed to organization. Thus, employees believe that the organization ability to respond to
internal customers regardless of department has effect on their commitment.

To the other side, Nongo and Ikyanyon (2012) found no significant relationship between mission
and commitment. This means that employees‟ identification with the purpose, mission, and goals
of the organization does not bring commitment to the organization. But companies should define
the mission of their organization clearly and always communicate same to employees.

Abreham W. (2019) the finding results shows that mission culture trait had a positive impact
employee‟ commitment. This concluded that when an organization underlying mission changes,
changes also occur in other aspects of the organizations culture.
Meseret G. (2020) the studies result indicates that mission have statistically significant influential
relationship (contribution) to employees‟ commitment.
According to Mahlet K. (2020) the finding results shows that organizational mission culture
significantly contributes commitment of employees to the organization. Mission is another
highest predictor of employee commitment in which employees’’ identify the long-term purpose
and direction, mission, strategy, and goals of the organization elicit commitment to the
organization.

In general mission is a positive and statistically significant influential relationship to employee’s

commitment.

Chapter Three: Research Design and Methodology

3.1. Introduction
Method is the techniques and procedures used to find and analyze research data it is including
questionnaires, observations, interviews, and statistical and non-statistical techniques (Saunders,

Lewis, and Thornhill, 2009). This chapter will be covers area of the study, research design and
approach, population of the study and sampling techniques, data source, data collection and data
analysis method, validity and reliability test and ethical considerations are included.

3.2. Research design

Research design is the blueprint for fulfilling research objectives and answering questions.
Research design categorized in two three, explanatory; exploratory and descriptive. This study
will be used explanatory and descriptive research design because explanatory research design
research design emphasizes on studying a problem to explain the relationship between variables

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(dependent and independent). The descriptive research designs studies are concerned with
describing the characteristics of a particular individual, or of a group.

3.3. Research approach

There are two basic approaches to research are quantitative approach and qualitative
approach. For this research will be used quantitative research approach because the study to
investigate the effect organizational culture on employee’s commitment and to explore,
present, describe and examine relationships and trends within data and as it also helps to
collect results in numerical and standardized data.
3.4. Population of the study
Ethio telecom is a monopoly service provider company in Ethiopia but also this study target
population limited ethio telecom in Addis Ababa head office customer service division billing
and customer care department employees.
3.5. Sampling techniques
Sampling techniques is a vital role of any research. For this study will be used stratified and
simple random probability sampling design. Stratified sampling will be considered to ensure
the sample includes representative study units from each stratum. Therefore, stratified
sampling is used to distribute the survey questionnaires to acquire employee insight towards
Addis Ababa Ethio Telecom organizational culture and their employee commitment. After
stratified the sample, simple random sampling technique will be used to select the sample
respondents from the sample population as this technique allows sample research respondents
to be selected based on equal chance and less bias.

3.6. Data Type and Source of Data

This study will be used to both data types (primary and secondary) to obtain clear and precise
information on the topic being explained.

Primary data

Are generally information gather or generate by the researcher for the purpose of study
immediately at hand. Even if collecting primary data is expensive in terms of both time and
money it provides a first-hand account of situation, the information is more reliable and it is
the only way of finding out opinions, personal qualities, and attitudes and so on. In the case
of this study primary data will be collected by questionnaires from Addis Ababa ethio
telecom head office customer service division billing and customer care department
employees.

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 Secondary data
Refer to information that has been collected by someone other than a researcher for purposes
of other than those involved in the research project at hand. Books, journals, manuscripts,
diaries, letters and so on are all secondary sources of data as they are written or compiled for
separate purposes (Donald, William, 1995). In this case will be collected information from
Addis Ababa ethio telecom head office customer service division billing and customer care
department Moreover, secondary data was also used to understand the literatures produced in
the area. In addition, publications and reports produced by Ethio-Telecom will be also used to
conduct this research.

3.7. Method of Data Collection

In this study the researcher will be collect data form both primary and secondary data
sources. Secondary data will be collected and used from archival records, organizations
information. Primary data will be collected via interviews and questionnaires. Whereas a lot
of necessary data will collect through structured interview conducted with customer service
division billing and customer care department employees. In this study, the questionnaire will
be designed in the form of five-point Likert Scale. For this study will be used both open and
close ended questionnaire, and interview to collect primary data. The secondary data will be
gathered through referring different textbooks, internet and published and unpublished data of
the corporation; related with the subject matter.

3.8. Method of Data Analysis

Data analysis will be done the respondent demographic variable analyses. Descriptive statistics
were employed to describe the characteristics of the sample respondents and other given data.
Inferential statistics such as Pearson Correlation analysis were employed and determine whether
significant relationships between organizational culture and employee commitment and the effect
of involvement, adaptability, consistency, and mission on employee commitment by using
statistical package for social sciences (SPSS 24). After collecting the data, the numerical result
of question is survey, and the interview will be processed and analyzed by using tabulation
and it is interpreted by using descriptive percentage value by relating the percentage and table
of the respondent’s answers. Generally, the researcher will be interpreted and analyzed the
data in quantitative and qualitative measurement.

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 3.9. Ethical Consideration

The researcher conducts this study will be considered ethically because it is one of the main
issues for every research. So ethical consideration before collection of data to understand the
respondent’s willingness without forced and harmfully to answer the given questionnaire, clearly
explain the purpose of the study, there would be not express their personal information in the
answers of questionnaire, keep the time when the respondents interest, keep confidentially for any
things and the researcher would be appreciated and thanks their collaboration of the respondents.

4. WORK PLAN AND COST BREAK DOWN

4.1. Work plan
S.No. Activities Time to finish the activities

August Sep. October

W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4

1. Research title submission to the

college Dean

2. 1st draft proposal submission to

Advisor

3. 2nd draft proposal submission to

Advisor

4. Research fund and support letter

collection to the college Dean

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5. Questionnaire Distribution to
targeted groups and Interviews
concluded

6. Questionnaire (Data) collection

7. Data quality management and

entry

8. Advisor’s Comment Receiving

9. Data analysis

10. Advisor’s Comment Receiving

11. Final research submits to Advisor

12. Final research submission

13. Final research defense

N.B. This work schedule is subject to change depending on the feedback from the
advisor and the timetable of the university.

4.2. Cost breakdown

N unit of Unit cost in Total cost in

Item description qty
O measurement ETB ETB

1 paper package 2 330.00 660.00

2 Flash disk 4 GB Piece 1 400 400.00
3 Transportation cost
(Questionnaire distribution, Trip - - 1,000.00
Collection, and interview
purpose)
4 Refreshment Cost During Birr - - 5,000.00
Focus Group Discussion
5 Typing Per page 100 10.00 1,000.00
6 Printing Per page 1000 1.00 1,000.00

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 7 Photocopy
(Various sources like, related Per page 1000 1.50 1,500.00
lite.)
8 Binding Birr 3 300.00 900.00
12 Cost for phone service 1,000.00
13 Cost for internet service 1,000.00
14 Cost for email service 300.00

Total 13,760.00

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