Chapter 12.docx Revise 2 Boston 1

THE INFLUENCE OF ORGANIZATIONAL CULTURE ON EMPLOYEE ENGAGEMENT
OF SELECTED HOSPITALS
By
MARY CHRISTINE P. BOSTON
MAE ANNCELL C. ROA
CRISTEL MAE G. DIEL
MAICHA C. GABRIEL
JOHN DAVE I. MONES
A Research Paper Presented to the College of Business and Accountancy Faculty in Partial
Fulfillment of the Requirements for the course BA 303: Business Research
Notre Dame of Midsayap College

College of Business and Accountancy
Midsayap, Cotabato
December 2023
2
Approval Sheet
IN PARTIAL FULFILLMENT of the requirements for the degree of BACHELOR OF
SCIENCE AND BUSINESS ADMINISTRATION (BSBA), this research paper:
“THE INFLUENCE OF ORGANIZATIONAL CULTURE ON EMPLOYEE
ENGAGEMENT OF SELECTED HOSPITALS”
has been prepared and submitted by Mary Christine P. Boston, Mae Anncell C. Roa, Cristel
Mae G. Diel, Maicha C. Gabriel, and John Dave I. Mones who is hereby recommended for
the Oral Examination.
CRISTINE T. REMOT, MBA DANA A. FLORENDO, CPA, MM

Adviser Reader
ACCEPTED as PARTIAL FULFILLMENT of the requirements for the course BA 303:
BUSINESS RESEARCH
GENEVIEVE O. TORINO, DBM

Dean
APPROVED, November 2023 by the Panel of Assessors.

Panelist
JUANITO C. DACULA JR., MBA ZENIA JOY S. GECOSALA, MBA

Panelist Panelist
Certificate of Authentic Authorship
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We hereby certify that we are the authors of this research and that no part of it, nor the
entire paper, has been submitted for a degree at Notre Dame of Midsayap College or any other
university or institution.
We certify, that to the best of our understanding, our research does not infringe on
anyone's copyright or breach any proprietary rights, and that any inventions, methods,
quotations, or other content from other people's work used in our paper, whether published or
not, is completely accepted in compliance with standard referencing practices.
We also declare that this is a true copy of our practicum paper, including any final
changes, as approved by our panel of assessors.
MARY CHRISTINE P. BOSTON MAE ANNCELL C. ROA

Researcher Researcher
CRISTEL MAE G. DIEL MAICHA C. GABRIEL

JOHN DAVE I. MONES

Researcher
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Abstract
The study was conducted to provide knowledge as to the relationship between organizational
culture and employee engagement in the selected hospitals. It covered the demographic profile of
the respondents, the level of organizational culture, the frequency of employee engagement, the
significant relationship between organizational culture and employee engagement, and the
significant influence of organizational culture on employee engagement in the selected hospitals.
This study has fifty respondents composed of managerial and rank-and-file employees. It used a
purposive sampling technique in determining the population survey. Further, a descriptive-
correlational research design was applied to the study. Findings revealed that the level of
satisfaction with the organizational culture is very high; while the frequency of employee
engagement is high. Moreover, the study found that there is a significant relationship between
organizational culture and employee engagement and that organizational culture significantly
influenced employee engagement in the selected hospitals.
Keywords: organizational culture, employee engagement, hospital

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Acknowledgement
We would like to express our deep and sincere gratitude to our research adviser, Mrs.
Cristine T. Remot, MBA, for her patience, enthusiasm, and immense knowledge, and for
providing invaluable guidance throughout this research. Her dynamism, vision, sincerity, and
motivation have deeply inspired us.
We appreciate our statistician, Mr. Angelo P. Florague, LPT, for sharing his knowledge
and helping us with data analysis and statistical computation. His statistical expertise was helpful
during the analysis and interpretation of the data that has been collected.
Our sincere gratitude goes out in particular to the panelists Mrs. Genevieve O. Torino,
DBM, Mr. Juanito C. Dacula Jr., MBA, Mrs. Zenia Joy S. Gecosala, MBA, for making our
defense a pleasurable moment and for their insightful comments and recommendations.
Most importantly to our respondents, we would like to express our sincere gratitude to the
bank personnel for their time and cooperation in providing the essential data, which contributed
to fulfilling the objectives of this study.
Above all, we thank the Almighty God, whose infinite wisdom gave us the capability to
surmount difficulties in making this study successful. We experience your guidance day by day.
Glory to Him, the Most Gracious!

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Dedication
This research is utterly dedicated to our dear parents,
who have continuously provided their moral, spiritual,
emotional, and financial support, and served as our sources of inspiration
and strength to complete this research study.
The study is also dedicated to the teachers
who have assisted us in completing it and have made this research feasible.
To our, mentors, friends, and classmates
who offered their support and words of encouragement
for us to complete this research study.
Finally, we dedicated this whole study to our Almighty God
for giving us a healthy existence and for providing us with guidance,
strength, mental power, protection, and abilities.
We provide all of these to you.
The Researchers
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Table of Contents
Page
Title Page …………………………………………………………………... 1
Approval Sheet……………………………………………………………… 2
Certificate of Authentic Authorship ……………………………................... 3
Abstract…………………………………………………………………....... 4
Acknowledgement…………………………………………………...……… 5
Dedication…………………………………………………….…………...... 6
Table of Contents……………………………………………….….……...... 7
List of Tables……………………………………………………...…........... 10
List of Figure……………………………………………………….........…. 11
Chapter
1 Introduction
Background of the Study …………………….…………… 12
Statement of the Problem………………………………..… 13
Significance of the Study…………………………….…….…. 14
Scope and Limitations of the Study …………………..…... 15
Definition of Terms……………………………………..…. 15
Related Literature……………………………………...…… 16
Theoretical Framework……………………………………... 26
Conceptual Framework……………………………………... 28
Hypotheses……………………………………………….….. 30
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Table of Contents – continued
Chapter Page
2 Methods
Research Design…………...…………………………………. 31
Locale and Respondents of the Study ………………...……… 31
Sampling Technique…………………………...……………... 32
Instrumentation……………………………………...………... 32
Validity and Reliability of Instrument…………………...…… 33
Data Gathering Procedure…………………...…...………….… 33
Statistical Tools and Treatment of Data………………………. 34
3 Results
Demographic Profile of the Respondents……………….……... 35
Level of Organizational Culture …………………………...…... 36
Level of Employee Engagement…...…………………………... 39
Relationship Between Organizational Culture and
Employee Engagement………………………………… 41
Influence of Organizational Culture on
Employee Engagement ………………………………. 41
4 Discussion
Level of Organizational Culture…….………….……………. 44
Level of Employee Engagement …...………………….... 50
Relationship Between Organizational Culture and

Employee Engagement………………….……………. 53
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Table of Contents – continued
Page
Influence of Organizational Culture on the

Employee Engagement ………………………………. 53
Summary of Major Findings…………………………………... 54
Conclusion……………………………………………………. 55
Recommendations……………………………………………. 56
References ….………………………………………………………………… 57
Appendices
A. Questionnaire………………………………………………… 73
B. Letters………………………………………………………… 78
C. Validation Rating ……………………………………………… 82
D. Curriculum Vitae……………………………………………… 84
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List of Tables
Table Page
1 Demographic Profile of the Respondents……………………….…. 35
2 Level of Organizational Culture………..………………………….. 36
3 Level of Employee Engagement…………………………………… 39
4 Relationship Between Organizational Culture and

Employee Engagement…………………….……….………. 40
5 Influence of Organizational Culture on Employee

Engagement…………………………..……………………… 42
11
List of Figure
Figure Page
1 Schematic Diagram of the Conceptual Framework of

the Study…………………………...……………………… 29
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Chapter 1
Introduction
Background of the Study
The onward movement of an organization and industry relies on the engagement of its
labor and organizational culture is one of the factors that drive employee engagement. When
organizational culture and employee expectations are misaligned, it can lead to disengagement.
Poor communication within the organizational culture can hinder understanding and
engagement. Several employees struggle in maintaining a proper work-life balance due to an
intensification of work, which is affecting their psychological well-being (Prasada et al., 2020).
In the state of HR survey, they listed employee engagement as their priority and burnout as the
biggest challenge (Meglio, 2023).
The study of Gallup (2022) on the State of the Global Workplace reports that European
workers are unhappy with their workplace. The fact that only fourteen percent (14%) of Europe’s
employees are engaged while working shows the unhappiness of European workers. The
engagement level of European workers is seven points lower than the global average of twenty
one percent (21%). The biggest decline in engagement was among healthcare workers, nine
points from early 2021 to 2022. After healthcare workers came the managers with seven points
decline from the start of 2021 till the end of that year.
The importance of an effective organizational culture and in accordance with company
goals cannot be ignored. Despite the strong influence of organizational culture on employee
engagement, there may be a gap between the culture desired by the company and the culture that
is actually embraced by employees. This gap occurs when there is a discrepancy between the
values officially declared by the company and the daily practices in the workplace. This
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misalignment can result in employee dissatisfaction, frustration, and even decreased engagement
(Ekosusilo, 2020). Employee engagement and organizational culture are interrelated, and both
are critical to the success of organizations. By implementing employee engagement solutions and
improving organizational culture through employee involvement, organizations can create a
positive work environment that promotes productivity, innovation, and employee satisfaction
(Mandal, 2023).
According to the Philippine Star in 2023, sixty percent (60%) of employees in the
Philippines have engaged in quiet quitting due to the low salary they receive and the lack of
opportunities to move up in the company. Top reasons for quiet quitting in the region are to take
care of mental health forty eight percent (48%), prioritize work-life balance forty two percent
(42%), lack of opportunities to advance in the organization or to get salary increases forty
percent (40%) and low pay forty percent (40%). Moreover, Asia News Network 2022 also
added that 50 percent (50%) worker stress in the Philippines was the highest in Southeast Asia in
2021. While it was three points lower than fifty three percent (53%) in 2020, it was still higher
than the global average.
Locally, organizational culture related to employee engagement has not been
systematically analyzed. Researchers observed that it is vital to examine the organizational
culture and employee engagement in the locality. For this reason, researchers were driven to
conduct this study.
Statement of the Problem
Generally, the purpose of the study is to provide knowledge as to relationship between
organizational culture and employee engagement in the selected hospitals.

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Specifically, the study sought to answer the following questions:
1. What is the demographic profile of the respondents in terms of position in the hospital
and years of employment?
2. What is the level of organizational culture of employees in the selected hospitals in terms
of dominant characteristics, organizational leadership, management of employees, organization
glue, strategic emphases, and criteria of success?
3. What is the frequency of employee engagement in the selected hospitals in terms of
vigour, dedication, and absorption?
4. Is there a significant relationship between the organizational culture and employee
engagement in the selected hospitals?
5. Does organizational culture influence employee engagement in the selected hospitals?
Significance of the Study
The findings of the study may be significant to the following individuals or institutions:
Hospitals. This study may aid in improving their organizational and performance personal
qualities.
Hospital Employees. This study may motivate them to foster positive relationships and
embody the company culture.
Human Resource Managers. This study may assist them in developing and enhancing
their employee organizational culture.
Educational Institutions. Findings of this study may serve as a basis for the school to
provide studies on the factors influencing organizational culture on employee engagement
particularly in the hospital industry.

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Future Researchers. This study may use as a reference and guide for students
conducting a research study about the influence of organizational culture on employee
engagement.
Scope and Limitations of the Study
This study was focused to the organizational culture and employee engagement in
selected hospitals the Province of Cotabato. The respondents were composed of fifty (50)
hospital employees, who are currently employed in the different hospitals in the locality.
Therefore, the responses of the selected respondents may limit the findings to the general
population of the hospitals in the locality. The study was conducted last October 2023.
Definition of Terms
For better understanding, the following were defined based on their operational in the
study:
Organizational Culture. - refers to the pattern of values, norms, beliefs, attitudes, and
assumptions that may not have been articulated but shape the ways in which people behave and
get things done.
Criteria of Success. - refers to the criteria or levels used to determine if a goal,
aim, target, or outcome has been met or was successful.
Dominant Characteristics. - refers to the quality that a company consistently
demonstrates or expresses exhibits.
Management of Employees. - refers to the effort made to support employees in
doing their best work each day in order to meet the organization’s overall goals.
Organization Glue. - refers to the ties that enable two disparate parts of a number
of organizational sides to work as a single entity.

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Organizational Leadership. - a management strategy in which group members are
inspired to complete tasks successfully in support of the organizations strategic.
Strategic Emphases. - provides information on the organization’s identity, nature,
and direction.
Employee Engagement. refers to the happy, contented mental state that is associated
with labor and is marked by vigour, dedication, and absorption.
Absorption. - refers to being fully concentrated and deeply engrossed in one’s
work, whereby time passes quickly and one has difficulties with detaching oneself from
work.
Dedication. - refers to the characterized as being filled with a sense of
purpose, real, inspiration, pride, and challenge.
Vigour. - refers to the having a lot of energy and mental fortitude when
working, being willing to put effort into one’s work, and remaining persistent even when
things go tough.
Related Literature
Organizational Culture
Organizational culture is a crucial factor that shapes the values, beliefs, and behaviors of
employees within a company. It provides a framework for decision-making, communication, and
problem-solving that influences how employees interact with each other, customers, and the
wider community (Sisodia et al. 2018). Employees who fit the company culture are more likely
to be engaged in their work. When the company recognizes and rewards excellent performance
by employees, it can stimulate higher employee productivity and engagement (Williamson,
2023). A positive organizational culture promotes healthy development of the organization. It

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also actively mobilizes the performance of the employees and makes them work with more
enthusiasm. Moreover, it improves production efficiency and the benefits of a positive
organizational culture are self-evident (Satyendra, 2023).
Engagement and productivity can be affected by social cohesion, feeling supported by
one's supervisor, information sharing, common goals and vision, communication, and trust.
Employees want to feel valued and respected; they want to know that their work is meaningful,
and their ideas are heard. Highly engaged employees are more productive and committed to the
organizations in which they work (Chicago, 2023). Worker engagement is defined as the
emotional investment employees make in their organizations. It is the passion, involvement, and
motivation they bring to work, which they use to guide their work. The culture creates the
environment in the organization and influences the nature of the long-term plans that move the
organization toward its vision. Culture also dictates the policies and processes that enable the
organization to live its mission every day (Michigan, 2023). The more conducive the culture of
an organization or company, the greater the level of engagement of the employees. The
proposition that organizational culture has a positive and significant effect on employee is
confirmed both theoretically and statistically (Narti et al., 2021).
Dominant Characteristics. To foster a healthy work environment, you’ll want to set a
positive tone, provide training and resources, set boundaries, and give dominant personalities
room to shine. American academics (Anderson & Kilduff, 2023), examine the characteristics and
behaviors of people with dominant personalities. Employees with dominant personalities are less
likely to be people pleasers and can be excellent at examining all sides of a problem or all
possible solutions. Their process doesn't have to be unpleasant or terrifying; it can be active,
enjoyable, and fruitful (Cantwell, 2021). Dominant personality types are task-oriented. They care
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about outcomes, not processes. Almost every team has at least one dominant personality type
who is motivated by winning, competition, and reaching results. While dominant personality
types are often seen as commanding and confident, their characteristics have a flip side.
Dominant personalities types operate on urgency and appreciate efficiency. They are the type of
colleagues that you should skip pleasantries with and get straight to the point (Wilding, 2023).
Taking risks is the way to create opportunity and progress. When an entrepreneur takes certain
risk, the competition is not willing to take, they can become leaders in their field. Risk-taking
shows a team that the entrepreneur is a true business visionary and leader who believes in the
potential reward on the other side. Risk-taking enables and encourages innovation, which can be
an important product/service differentiate (Zuckerberg, 2023).
Organizational Leadership. A management approach in which leaders help set strategic
goals for the organization while motivating individuals within the group to successfully carry out
assignments in service to those goal (Tokar, 2023). Organizational leaders provide employees
with much-needed direction and general counsel to help them grow in their careers while also
contributing to organizational success. It is crucial for each corporation to improve their
organizational leadership efficiency in order to bring effectiveness in the performance of an
organization as a whole directly and indirectly (Arzubiaga et al.,2018; Moslehpour et al., 2019).
Good leaders lead their employees well while good organizational leaders steer their
teams in the direction that the organization wishes to move in and focus on their team members
and help them grow for improvement. An organizational leader also does the same; however,
with the added nuance of growth that is in line with the company’s road-map and focused
heavily on the company’s vision and strategic plan (Emeritus, 2022). It also allows leaders to
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create innovative settings to encourage employees to share ideas and concepts in a confident
manner (Malibari, 2022).
Management of Employees. Employee management is one of the tactics used by firms in
the hospitality sector to enhance their performance. Management of Employees was developed to
enhance employee growth and total performance. The way management motivate and give the
opportunity to participate in decision-making processes, they become more committed to their
job (Jahmani et al., 2023). The study found that organizational performance is positively
correlated with employee management, and that organizational systems, structure, and physical
environment all have an impact on employee management. Ensuring employees perform to the
best of their ability is a priority for every organization (Danao, 2023).
Experts agree that employees who have more control over how, when, and where they do
their job will work harder and find their work more engaging. And given the chance to show off
what they can do, employees will put their best foot forward and feel more satisfied at the end of
the day (Wong, 2023). Sometimes, they provide the most valuable business lessons an
entrepreneur can learn. Failure helps shape future business strategies and can eventually lead to
business growth (Penn, 2023). Being unique is supremely important in business and why carving
out your distinctive path may be a game-changer. Embracing your distinctiveness sets your
business apart from the crowd and attracts customers, partners, and opportunities resonating with
your unique vision and values (Steidl, 2019).
Organization Glue. The work on inclusion in many businesses is underpinned by their
ethical values. With overwhelming pressure on companies to demonstrate their wider social
purpose, people are increasingly drawn to companies whose values they recognize and share.
Policies show that the organization is efficient and diligent, raising stability and ensuring
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consistency in the decision-making process and in operational procedures (Roebuck, 2023).
Policies and procedures are an essential part of any organization. They ensure compliance with
laws and regulations, give guidance for decision-making, and streamline internal processes
(Neogov, 2023). Communication is the glue that holds an organization together and is how trust,
respect and engagement are built and sustained. Communication must be bidirectional and as
transparent as possible. Organizational culture has both beneficial and unfavorable influences on
organizational sustainability between employees and leaders (Trisnawiana, 2023).
To be the “glue” in a company means to be someone that is trustworthy, respected and
unites people with a focus towards a common goal. It means someone who successfully bonds
two different pieces or several sides of an organization together to function as one unit, even
when it’s not their role. It comes naturally inspire the team to “stick together” when challenges
are present. This powerful and persuasive team member/leader demonstrates perseverance and
integrity (Hennessy, 2019).
Strategic Emphases. In light of scarce resources, firms strategically weigh off between
investments in value creation and value appropriation. They do so by placing more emphasis on
one of the two strategic orientations which defines their strategic emphasis and reported
investments in Research and Development and advertising to operationalize reported strategic
emphasis and studied its association with a firm’s financial performance (Gensler & Oehring,
2023). A firm’s strategic emphasis, provides insights on how the firm expects to position itself
for future growth (Mallapragada, 2020).
Achievement motivation may drive individuals to be high performers and excel in the
workplace (Gensler & Oehring, 2023). It can motivate them to take on tasks that they can easily
complete, decreasing their risk of failure. In addition, achieving an objective can inspire
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employees to dedicate more time and effort to completing their tasks when they understand that
working to a high standard can help them achieve their goals faster (Indeed, 2023).
Acknowledging employees and recognizing their achievements is not just a nice thing to do, it's a
crucial part of building a successful and motivated team (Dickmann, 2023). Whether through
words or actions, recognizing employees’ achievements has a profound impact on employee
motivation. Recognition affects employee motivation because acknowledging and celebrating the
hard work, achievements, and successes of employees lets them know they are valued and the
work they do has an impact. Recognition builds trust, boosts team morale, increases employee
retention and loyalty, and improves performance (Tenny, 2023).
Criteria of Success. Achieving economic development of the enterprise is enabled by the
efficient use of resources, efficient processes and, last but not least, a suitable corporate culture.
Under the influence of a dynamically changing business environment, corporate culture is
gaining in importance and justification. It needs to be monitored and evaluated together with
“hard” business indicators. Stating that organizations must also ensure that their employees are
highly satisfied with their jobs (Siddiqui, 2023). Although, there are various factors that effects
satisfaction, one of them is training. Training is basically improvement in knowledge, skills and
abilities of an employee on continual basis. This increases the competency level of employee as
well as ensures that they are highly employable. Indicators that can be used to measure training
are training materials, training method, training instructors and training personnel (Rivaldo &
Nabella, 2023).
The effectiveness or absence of a leader depends on the ability to manage and implement
their leadership patterns in accordance with the situation and conditions of the organization
(Korzynski et al., 2021). Leadership is a process of one’s activities to mobilize others by leading,
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guiding and influencing others, to do something in order to achieve the desired result is not easy
to provide a definition of leadership that is universal and accepted by all parties involved in
organizational life and including business organizations (Kim et al., 2021). The organization
explores the key values that should be applied in corporate culture at the strategic level to
support the economic development of small and medium-sized enterprises. It is the employees
who create and build values, bring new, innovative ideas, and with their abilities and skills
influence the performance, competitive advantage, economic development, and success of the
entire enterprise as well as economic development (Lorincova et al., 2022).
Employee Engagement
The emotional and professional connection that employees feel towards their
organization, colleagues and work. High engagement leads to increased job satisfaction,
performance, employee retention, and reflects a positive overall employee experience. Truly
engaged employees reflect a company's respect for its workforce, which makes it more attractive
to prospective hires and can lead to increased profitability and a return on investments (Barney,
Silverthorne, Snider, 2023). Employees with a proactive personality, hope, resilience, and self-
efficacy personal resources, have lower work stress, higher motivation, and engagement (Bakker
& deVries, 2021).
Employee engagement is a workplace approach resulting in the right conditions for all
members of an organization to give of their best each day. Organization's goals and values, that
leads to contribute to organizational success, with an enhanced sense of their own well-being.
“This is about how we create the conditions in which employees offer more of their capability
and potential” (David, 2019). The commitment and willingness of employees to go beyond their
defined tasks for ensuring the success of their organization. Prioritizing the development of
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engaged workers reaps substantial rewards for organizations in terms of productivity, efficiency,
and effectiveness (Chiwawa, 2022).
Vigour. Put simply, employee engagement occurs when people are happy with their
professional roles and passionate about what they do. Highly engaged employees tend to work
harder as they believe in the company’s mission and trust its values. Mohandas (2019) states that
when employees are motivated to work, they will generally put their best effort in the tasks that
are assigned to them. Employee engagement is incredibly important to an organization because
employees who are engaged are more likely to do their best work. Plus, employee engagement is
important because engagement will likely lead to loyalty; loyal employees are a great asset to a
company because they are likely to tell others about the fantastic place they work, making them
company advocates (Williamson, 2023).
It’s demonstrated by how employees think, feel, and act, as well as the emotional
connection employees, feel towards their organization, their work, and their team (Gallup, 2020).
Feeling valued is one of the key indicators of job performance American Psychological
Association (APA). When employees feel trusted and valued, they become more dedicated to
serving the company they work for. Staff who feel underappreciated or unhappy in their role will
often lack productivity, which can have an overall knock-on effect across a business (Uniqueiq,
2023). Workers must feel that the work they do is significant and they make a difference in their
company (Edwards, 2021).
Dedication. The need to feel effective is critical to self-worth. Feeling effective counters
another burnout characteristic, lack of efficacy. Employees who are committed to what they’re
doing will keep at it, even if it’s challenging. They have internalized the importance of the
product or service to the client or customers. As a result, they find satisfaction in handling
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difficult assignments (Robinson, 2022). This is the commitment piece of employee engagement.
Feeling effective counters another burnout characteristic, lack of efficacy.
Enthusiastic employees are more likely to take ownership of their tasks, proactively seek
solutions, and exhibit a strong work ethic. As a result, they inspire their colleagues to follow suit,
fostering a culture of excellence and continuous improvement (Zaback, 2023). It means you
demonstrate an eagerness and a joy that fills you with energy. Now, imagine employees applying
this type of energy to the workplace. Employee satisfaction might be the most important measure
of any company’s success, and an extremely important factor in increasing your practice’s
customer satisfaction (Cecchini, 2019).
It’s a decision to immerse yourself in the task for its own sake, not for any external
reward. The more attention you have on what you’re doing, the more you like it, remember it and
derive intrinsic pleasure from it (Mogale, 2022). When employees feel trusted and valued, they
become more dedicated to serving the company they work for. Staff who feel underappreciated
or unhappy in their role will often lack productivity, which can have an overall knock-on effect
across a business (Uniqueiq, 2023).
Absorption. It is the definition of optimal experience, also known as flow. When your
skills meet a challenge in the moment, there’s a sense of mastery, a loss of self-consciousness,
and a clear focus, not to mention a sense of competence and autonomy, and that satisfies two
core psychological needs. Some of these measures exhibit appreciable associations with job
performance; others do not (PsycInfo Database Record, 2022). A comprehensive measure of
individual-level happiness might include work engagement, job satisfaction, and affective
organizational commitment (Fisher, 2019). The notion of happiness at work is becoming
increasingly important for human resource management research. Despite the widespread
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existence of different constructs that capture positive attitudes, a comprehensive measure of
individual-level happiness is necessary (Vallina, 2021). Employee happiness improves
productivity in the workplace.
The Harvard Business Review investigated the ROI and impact of employee happiness and
found that happy employees are 31% more productive than their unhappy counterparts. Not only
that but accuracy on tasks is improved by 19% meaning that happy employees make fewer
mistakes. This is likely because they feel more engaged with their work and are therefore more
focused (Maggazo, 2023). It indicates that employees are goal oriented when it comes to the
tasks that they do. the goal oriented developing and excavating the creative personality traits of
employees, making full use of goal-oriented behavior to improve their own innovation
performance management path, are expected to become a new path to continuously enhance the
innovation ability of enterprises (Zhouc, 2021).
Relationship Between Organizational Culture and Employee Engagement
Numerous studies have highlighted the direct relationship between organizational culture
and employee engagement. According to (Wilson & Jones, 2018), a supportive culture that
promotes collaboration, open communication, and employee empowerment fosters higher levels
of engagement. (Abdulrahman et al., 2022) support that organizational culture influences
employee engagement, which is the desire of all employees to create an organizational culture
that is manifested in a comfortable atmosphere in the work environment, open culture, and good
communication.
Employees can be considered as an instrument for an organization in developing their job
performance and good enhancement of a cultural engagement for company success.
Organizations that are agile and have healthy cultures will be the best positioned to handle it, and
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even capitalize on it. Your mandate is to build and maintain a culture within your organization
that supports, rather than hinders, change (Larson, 2023). Organizational culture affects all
aspects of your business, from punctuality and tone to contract terms and employee benefits.
When workplace culture aligns with your employees, they’re more likely to feel more
comfortable, supported, and valued. (Wong, 2023).
According to the literature review, in summary, employees are an organization’s most
valuable asset since they promote growth and competition. Since innovative and culturally
healthy firms are better able to withstand and benefit from industry developments, it is essential
to cultivate a culture that welcomes change. Claims have stated that creating and sustaining a
positive workplace culture improves work output and increase employee engagement, which
eventually results in higher success. This study is distinct since few researchers have undertaken
research in this area and the majority of organizational culture have a employee only focus. In
addition, this study concentrated on the culture of hospital. Moreover, researches investigating
the influence of organizational culture on employee engagement of selected hospital are quite
frequent.
Theoretical Framework
The study of organizational culture was anchored to Edgar Schein Management Theory
of organizational culture in 1980. This theory introduces three levels of culture, which are
necessary to understand for effective leadership: artifacts (surface cultures, such as dress, which
are easily seen but difficult to decipher), espoused values (conscious goals, strategies, and
philosophies), and basic assumptions (unconscious beliefs and values that form the core of
culture and affect everything we do) (Schein, 2013). It states that there are different layers to the
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cultures within organizations and there are shallow layers that have some impact on an
organization's culture or which may be some indication of what a culture is actually like.
Edgar Schein’s theory of organizational culture provides valuable insights into the
relationship between culture and employee engagement. By understanding the various levels of
culture and their influence of behavior, organizations can effectively cultivate cultures that
enhance employee engagement and ultimately contribute to organizational success. He believed
culture was far more complex than the relatively superficial way employees acted in a workplace
in response to management or reward systems (Cuofano, 2024).
The study of employee engagement was anchored to Abraham Maslow Hierarchy of
Needs Theory in 1943. Maslow's hierarchy of needs is a motivational theory in psychology
comprising a five-tier model of human needs, often depicted as hierarchical levels within a
pyramid. From the bottom of the hierarchy upwards, the needs are physiological, safety, love and
belonging, esteem, and self-actualization (McLeod, 2018).
We can apply Maslow’s Hierarchy of needs to employee engagement, where at the peak
of the pyramid are highly engaged, motivated, high-performing team members. In the employee
engagement hierarchy of needs to be sure you’re giving employees to reach the top. By building
out a version of Maslow’s Hierarchy of needs specifically for the workplace, we find a roadmap
of what companies reach for and aspire to achieve. Ultimately, we see a success story bursting
with engagement. Maslow wanted to understand what motivates people, resulting in his theory of
hierarchy of needs. We can apply the same theory to understand how employees are engaged and
why it is essential to maintain hierarchy levels.

28
Conceptual Framework
Figure 1 shows an illustration of the study's variables. The dependent variable is shown
as well as the independent variable. These factors are put together to create a test for this study.
The independent variable focuses on the organizational culture which includes dominant
characteristics, organizational leadership, management of employees, organization glue, strategic
emphases, and criteria of success as indicators. On the other hand, the dependent variable, which
is the employee engagement include the following indicators: vigour, dedication, and absorption.
The arrow pointing from the independent variable to the dependent variable indicates the
influence of organizational culture on the employee engagement.

29
30
Conceptual Framework
Figure 1
Schematic Diagram of the Conceptual Framework of the Study
Independent Variable Dependent Variable
Organizational Culture Employee Engagement
 Dominant  Vigour
Characteristics  Dedication
 Organizational  Absorption
Leadership
 Management of
Employees
 Organization Glue
 Strategic Emphases
 Criteria of Success
31
Hypotheses
Ho1: There is no significant relationship between organizational culture and employee
engagement in the selected hospitals.
Ho2: Organizational culture does not significantly influence employee engagement in the
selected hospitals.
32
Chapter 2
Methods
This section contains the research design, locale and respondents of the study,
sampling technique, instrumentation, validity and reliability of the instrument, data gathering
procedures, statistical tools, and treatment of the data.
Research Design
This study utilized a descriptive-correlational research design. According to Quaranta
(2017), the aim of descriptive correlational research is to describe the relationship between
variables rather than to infer cause and affect linkages. Descriptive research is a type of study
design that seeks data to systematically characterize a phenomenon and its features. This study
was more concerned with the what, when, where, and how of the research question than with the
why (Nassaji, 2015).
The study is descriptive since it described the level of organizational culture in terms
of dominant characteristics, organizational leadership, management of employees, organization
glue, strategic emphases, and criteria of success. In addition, it also described the level of
employee engagement in terms of vigour, dedication, and absorption. Furthermore, it is
correlational since it determined the relationship and influence of organizational culture and
employee engagement.
Locale and Respondents of the Study
The study was conducted at Midsayap, Cotabato, to know the organizational cultures
and how engaged the employees. The researchers chose Midsayap as the locale of this study
since there are various hospitals in this place considering as the dominant in the health care
33
sector. A total of fifty (50) respondents who are both managerial and rank and file employees in
the selected hospitals in Midsayap to participate in the study.
Sampling Technique
In this research, the sampling technique that was used is purposive sampling. The non-
probability sampling method, namely, purposive sampling, was utilized during the data
collection process. In this method, respondents are selected based on their knowledge and
expertise related to the research topic (Etikan & Bala, 2017). The purposive sampling method
helps researchers to select respondents who were able to provide desired information to meet the
current research objectives (Sekaran & Bougie, 2013). With the purposive sampling, the
researcher chose the sample that represents the population.
Instrumentation
The study used an adapted questionnaire with minor modifications from the studies of
Ali (2020) for organizational culture and Hill (2015) for the employee engagement. It is divided
into three sections. The first section was a demographic profile, which included position in the
hospital and years of employment. The second section of the questionnaire comprises the
organizational culture in terms of dominant characteristics, organizational leadership,
management of employees, organization glue, strategic emphases, and criteria of success. The
third section of the questionnaire focuses on the employee engagement in terms of vigour,
dedication, and absorption. A Likert scale was utilized to select the answers that best correlate
with the responses of the respondents. It consists of five options, and each question is a
statement. In Organizational Culture the respondent may agree or disagree with the statements
using the following scale: Strongly Agree (5), Agree (4), Moderately Agree (3), Disagree (2),
and Strongly Disagree (1). While Employee Engagement the respondents may indicate their
34
answers using the following scale: Never (5), Rarely (4), Sometimes (3), Often (2), All of the
Time (1).
Validity and Reliability of the Instrument
The researcher used an adapted questionnaire with minor modifications from the
studies of Shinshaw Ali (2020) for the organizational culture and Hill (2015) for the employee
engagement. The researcher established face validity by seeking expert judgment from the
teacher, adviser and validator, before modifying the research instrument. Furthermore, the
reliability of the original instrument was calculated and confirmed by Cronbach’s alpha test of
“0.93” for the organizational culture, this means that the instruments are reliable, while the
employee engagement was calculated and confirmed by Cronbach’s alpha test of “0.7”. This
means that the instrument is reliable.
Data Gathering Procedure
The primary data for this research study was gathered using a survey questionnaire
method. First step, the researchers started the procedure by asking permission from the dean of
the College of Business and Accountancy to conduct a study. Second step, as soon as the
approval of the dean was sought, the researchers distributed letters to the management of the
selected hospitals. Third step, the survey questionnaires were distributed to employees of the
selected hospitals. To ensure understanding and objectivity of the survey, the researchers made
an effort to explain and allowed the clarification along the way. Fourth step, questionnaires were
retrieved as soon as the respondents completed them. The researchers also reviewed the data to
see if respondents answered all of the questions on the questionnaire. Last step, data were
promptly delivered to the statistician to be tallied and analyzed using appropriate statistical tools
and analysis.
35
Statistical Tools and Treatment of Data
Descriptive statistical tools such as tables, frequency counts, standard deviations,
percentages, means, and spear man who was used in the analysis and interpretation of the study.
For the first part of the demographic profile, tables, frequency counts, and percentages
were used to represent the data. Percentage and frequency counts described the results of the
demographic profile according to the sample size. For the second problem, which determines the
level of organizational culture in the respondent's tables, the mean, standard deviation, and Likert
scale was used for the data representation of the dominant characteristics, organizational
leadership, management of employees, organization glue, strategic emphases, and criteria of
success.
Then, for the 3rd problem, which assesses the level of employee engagement, tables,
the mean, the standard deviation, and Likert scale were used for the data representation of
vigour, dedication, and absorption. Tables and Spearman's who were used to solve the fourth
problem, which determined the significant relationship between the organizational culture and
employee engagement in the selected hospitals. Lastly, the researcher employed regression
analysis to test the significant influence of organizational culture and employee engagement in
the selected hospitals.

36
Chapter 3
Results
This chapter present the result and findings of the study. The result is presented in tabular
form.
Demographic Profile of Respondent
Table 1 presents the frequency and percentage distribution of fifty respondents according
to position in the Hospital and years of employment.
Table 1.
Demographic Profile of the Respondents
Variables Frequency Percentage
Position in the Hospital

Managerial 27 54%
Rank and File 23 46%
Total 50 100%
Years of Employment
1 - 5 years 31 62%
6 - 10 years 13 26%
More than 10 years 6 12%
Total 50 100%
Table 1 shows the frequency and percentage distribution of the respondent’s
demographic profile. The position in the hospital of the respondents revealed that 54% or 27 out
of 50 of the total respondents are managerial, while 46% or 23 out of 50 of the respondents are
rank and file. As regards of the years of employment, data show that the majority (31) or 62% of
the respondents has a year of employment of those 1-5 years. This is followed of those were 6-10
years of employment representing 13 or 26% of the total respondents. The remaining percentage
were those of more than 10 years of employment representing 6 or 12% of the total respondents.
37
Level of Organizational Culture
Table 2 illustrates the level of satisfaction with the organizational culture of selected
Hospital in terms of dominant characteristics, organizational leadership, management of
employees, organizational glue, strategic emphases, and criteria of success.
Table 2.
Statements Mean Sd Description

A. Dominant Characteristics
1. The organization is a very personal place. (Like an extended, family
4.32 0.59 Strongly Agree
where people seem to share a lot of themselves.)
2. The organization is a very dynamic entrepreneurial place. (Where
4.14 0.64 Agree
people are willing to stick their necks out and take risks.)
3. The organization is very results oriented. (In which major concern
is with getting the job done and people are very competitive and 4.32 0.62 Strongly Agree
achievement oriented.)
4. The organization is a very controlled and structured place.
4.18 0.56 Agree
(Wherein formal procedures generally govern what people do.)
Overall 4.24 0.60 Strongly Agree
B. Organizational Leadership
1. The leadership in the organization is generally considered to
exemplify mentoring, facilitating or nurturing.
4.1 0.72 Agree
exemplify entrepreneurship, innovating or risk taking.
4.14 0.76 Agree
exemplify a no-nonsense, aggressive, results-oriented focus.
exemplify coordinating, organizing or smooth-running efficiency.
C. Management of Employees
1. The management style in the organization is characterized by
teamwork, consensus, and participation.
individual risk-taking, innovation, freedom and uniqueness.
3. The management style in the organization is characterized by hard-
driving competitiveness, high demands and achievement.
security of employment, conformity, predictability and stability 4.30 0.79 Strongly Agree
in relationships.
D. Organization Glue
1. The glue that holds the organization together is loyalty and
mutual trust. (Commitment to this organization runs high.)
2. The glue that holds the organization together is commitment to
innovation and development.
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Table 2.- continued…

3. The glue that holds the organization together is the emphasis on
achievement and goal accomplishment. (Aggressiveness and 4.32 0.74 Strongly Agree
winning are common themes.)
4. The glue that holds the organization together is formal rules and
policies. (Maintaining a smooth-running organization is 4.28 0.78 Strongly Agree
important.)
E. Strategic Emphases
1. The organization emphasizes human development. (High trust,
openness and participation persist.)
2. The organization emphasizes acquiring new resources and
creating new challenges. (Trying new things and prospecting for 4.22 0.79 Strongly Agree
opportunities are valued.)
3. The organization emphasizes competitive actions and
achievement. (Hitting stretch targets and winning in the 4.20 0.73 Strongly Agree
marketplace are dominant.)
4. The organization emphasizes permanence and stability.
(Efficiency, control and smooth operations are important.)
F. Criteria of Success
1. The organization defines success on the basis of the
development of human resources, teamwork, employee 4.30 0.76 Strongly Agree
commitment and concern for people.
2. The organization defines success on the basis of having the most
Strongly Agree
unique or newest products. (It is a product leader and 4.38 0.78
innovator.)
3. The organization defines success on the basis of winning in the
marketplace and outpacing the competition. (Competitive market 4.32 0.77 Strongly Agree
leadership is key.)
4. The organization defines success on the basis of efficiency.
(Dependable delivery, smooth scheduling and low-cost 4.34 0.77 Strongly Agree
production are critical.)
Summary:
A. Dominant Characteristics 4.24 0.60 Strongly Agree
B. Organizational Leadership 4.20 0.71 Strongly Agree
C. Management of Employees 4.30 0.78 Strongly Agree
D. Organization Glue 4.32 0.77 Strongly Agree
E. Strategic Emphases 4.25 0.75 Strongly Agree
F. Criteria of Success 4.34 0.77 Strongly Agree
Grand Mean 4.27 Strongly Agree
Average Standard Deviations 0.73
Scale Range Description Interpretation
5 5.00 – 4.20 Strongly Agree Very High
4 4.19 – 3.40 Agree High
3 3.39 – 2.60 Moderately Agree Moderately High
2 2.59 – 1.80 Disagree Low
1 1.79 – 1.00 Strongly Disagree Very Low
39
In terms of dominant characteristics, the highest mean was 4.32, with a standard
deviation of 0.59 and 0.62 are on items 1 and 3 respectively, which states that “The organization
is a very personal place. (Like an extended, family where people seem to share a lot of
themselves.) and the organization is very results oriented. (In which major concern is with
getting the job done and people are very competitive and achievement oriented.)” rated as
Strongly Agree. Moreover, item number 2, which states “The organization is a very dynamic
entrepreneurial place. (Where people are willing to stick their necks out and take risks.)”,
received the lowest mean of 4.14 with a standard deviation of 0.64, rated as Agree.
In terms of organizational leadership, the highest mean of 4.32 with standard deviation of
0.65 are on item 1, which states, “The leadership in the organization is generally considered to
exemplify mentoring, facilitating or nurturing”, rated as Strongly Agree. Moreover, item 2,
which states that “The leadership in the organization is generally considered to exemplify
entrepreneurship, innovating or risk taking”, has the lowest mean of 4.12 with a standard
deviation of 0.72 and rated as Agree.
In terms of management of employees, the highest mean of 4.34 with a standard
deviation of 0.80 are on item 1, which states, “The management style in the organization is
characterized by teamwork, consensus, and participation”, rated as Strongly Agree. In addition,
item 2, which states that “The management style in the organization is characterized by
individual risk-taking, innovation, freedom and uniqueness”, has the lowest mean of 4.22 with
standard deviation of 0.79 and rated as Strongly Agree.
In terms of Organizational Glue, the highest mean of 4.34 with a standard deviation of
0.82 are on item 1, which states, “The glue that holds the organization together is loyalty and
mutual trust. (Commitment to this organization runs high.)” rated as Strongly Agree. Moreover,
40
item 4, which states that “The glue that holds the organization together is formal rules and
policies. (Maintaining a smooth-running organization is important.)” has the lowest mean of
4.28 with a standard deviation of 0.78 and rated as Strongly Agree.
Results on the Strategic Emphases, the highest mean of 4.30 with a standard deviation of
0.76 is on item 4, which states, “The organization emphasizes permanence and stability
(Efficiency, control and smooth operations are important.)” rated as Strongly Agree.
Furthermore, item 3, which states that “The organization emphasizes competitive actions and
achievement. (Hitting stretch targets and winning in the marketplace are dominant.)”, has a
lowest mean of 4.20 with a standard deviation of 0.73 and rated as Strongly Agree.
Lastly, in criteria of success, the highest mean of 4.38 and standard deviation of 0.78 is
on item 2, which states, “The organization defines success on the basis of having the most unique
or newest products. (It is a product leader and innovator.)” rated as Strongly Agree.
Additionally, item 1, which states that “The organization defines success on the basis of the
development of human resources, teamwork, employee commitment and concern for people”, has
a lowest mean of 4.30 with a standard deviation of 0.76 and rated as Strongly Agree.
Level of Employee Engagement
Table 3 presents the data on the level of employee engagement in terms of vigour,
dedication, absorption.
Table 3.

A. Vigour
1. At work, I feel full of energy. 4.02 0.77 Often
2. At work, I always persevere even when things do not go
4.12 0.72 Often
well.
3. In my job, I feel strong and vigorous. 4.06 0.71 Often
41
Table 3. – continued…
4. In my job, I am mentally very resilient. 4.10 0.65 Often
5. When I get up in the morning, I feel like going to work. 4.00 0.70 Often
6. I can continue working for very long periods at a time. 4.10 0.65 Often
Overall 4.07 0.70 Often
B. Dedication
1. I find the work that I do full of meaning and purpose. 4.38 0.70 All of the time
2. I find my job challenging. 4.48 0.71 All of the time
3. I am enthusiastic about my job. 4.26 0.72 All of the time
4. I am proud of the work I do. 4.40 0.76 All of the time
5. My job inspires me. 4.34 0.72 All of the time
Overall 4.37 0.72 All of the time
C. Absorption
1. I forget everything else around me, when I am working. 3.74 0.69 Often
2. I feel happy when I am working intensely. 4.10 0.58 Often
3. I am immersed in my work. 4.02 0.71 Often
4. I get carried away when I am working. 3.86 0.67 Often
5. It is difficult to detach myself from my job. 3.82 0.69 Often
Overall 3.91 0.68 Often
Summary:
A. Vigour 4.07 0.70 Often
B. Dedication 4.37 0.72 All of the time
C. Absorption 4.11 0.72 Often
Grand Mean 4.11 Often
Average Standard Deviation 0.72
Scale Range Description Interpretation
5 5.00 – 4.20 All of the time Very High
4 4.19 – 3.40 Often High
3 3.39 – 2.60 Sometimes Moderately High
2 2.59 – 1.80 Rarely Low
1 1.79 – 1.00 Never Very Low
In terms of vigour, the highest mean is 4.12 with a standard deviation of 0.72, rated as
Often found in item 2, “At work, I always persevere even when things do not go well”. Item 5,
“When I get up in the morning, I feel like going to work”, gained the lowest mean of 4.00 with a
standard deviation of 0.70, rated as Often.
In terms of dedication, the highest mean of 4.48 with a standard deviation of 0.71 found
in item 2, “I find my job challenging”, rated as All of the Time. In addition, item 3, “I am
42
enthusiastic about my job”, has the lowest mean of 4.26 with a standard deviation of 0.72, rated
as All of the Time.
Lastly, data from absorption, the highest mean of 4.10 with a standard deviation of 0.58
found in item 2, “I feel happy when I am working intensely”, rated as Often. Moreover, item 1, “I
forget everything else around me, when I am working”, has the lowest mean of 3.74 with a
standard deviation of 0.69, rated as Often.
Table 4 presents the relationship between organizational culture and employee
engagement.
Table 4.
Organizational Culture
Variables N Df r-value p - value Indication Decision
Employee Reject the Null
50 49 0.711 0.000 Significant
Engagement Hypothesis
Correlation is significant at the 0.05 level (2-tailed).
Based on the table above, there is a significant relationship between Organizational
Culture and Employee Engagement. The correlation is significant at the 0.05 level (2-tailed). The
correlation coefficient is significantly different from zero. The p-value of 0.000, is lesser than the
significance of 0.05. Also, the Pearson correlation coefficient is equal to 0.711 which implies
that a high correlation exists between two variables. Therefore, the null hypothesis is rejected.
Influence of Organizational Culture on Employee Engagement
Table 5 below presents the influence of organizational culture on employee engagement.

43
Table 5.
Influence of Organizational Culture and Employee Engagement
Employee Engagement
Standardized
Variables p-value t Interpretation Decision
Coefficient B
Organizational
Culture Reject the null
0.719 0.000 7.168 Significant
Employee hypothesis
Engagement
r2 0.517
F 51.379
p-value 0.000
a. Dependent Variable: Employee Engagement
b. Predictors: (Constant), Organizational Culture
The table presents Organizational Culture significantly influence the Employee
Engagement of Hospitals. Using the linear regression, which determines the predictors,
organizational culture can influence the outcome variable, employee engagement. In the model
summary, the degree of influence of the predictor over the outcome variable is 0.517. In contrast,
the coefficient of determination means that the predictor allocated for 51.379% of the normality
of the outcome variable. Therefore, the null hypothesis is rejected.
The "t" value, which is 7.168, measures how many standard errors the coefficient
estimate is away from zero. A higher t-value is generally associated with more confidence in the
relationship's significance.
The "Interpretation" column indicates that the relationship between Organizational
Culture and Organizational Productivity is significant.
The summary statistics at the bottom of the table provide additional context for the
analysis. The "r2" value of 0.517 represents the coefficient of determination, which suggests that
Organizational Culture can explain 51.7% of the variation in Organizational Productivity. The
44
"F" statistic of 51.379 is associated with an overall test of the model's significance, and a p-value
of 0.000 indicates that the model as a whole is statistically significant.
In summary, the table suggests that Organizational Culture has a strong and statistically
significant positive relationship with Organizational Productivity, as evidenced by the high
coefficient, low p-value, and significant t-value. The model is also statistically significant in
explaining the variation in Organizational Productivity, with Organizational Culture playing a
significant role in this relationship.

45
46
Chapter 4
Discussion
This chapter discusses the findings of the study. It concludes and gives recommendations
as deemed fit on the results shown in the study.
Dominant Characteristics
In terms of dominant characteristics, results found that the organization are very
personal place and very results oriented as the highest finding. Whereas, employees tend to
accept and adopt the practices and behaviors in the organizations. It signifies that the
organization are determined to achieved their goals. This coincide with (Wilding, 2023),
dominant personality types are task-oriented. They care about outcomes, not processes. Almost
every team has at least one dominant personality type who is motivated by winning, competition,
and reaching results.
Dominant personality types are often seen as commanding and confident; their
characteristics have a flip side. Dominant personalities types operate on urgency and appreciate
efficiency. They are the type of colleagues that you should skip pleasantries with and get straight
to the point. According to Anderson and Kilduff (2023) to foster a healthy work environment,
you’ll want to set a positive tone, provide training and resources, set boundaries, and give
dominant personalities room to shine. American academics examine the characteristics and
behaviors of people with dominant personalities.
On the other hand, findings revealed that the organization is very dynamic
entrepreneurial place as the lowest. This means that a lack of dynamism in an organization can
hinder its ability to adapt to changing environments. There are employees that are not willing to
47
take risks thus result contradicts to the study of (Zuckerberg, 2023) taking risks is the way to
create opportunity and progress. When an entrepreneur takes certain risks, the competition is not
willing to take, they can become leaders in their own field. Risk-taking shows a team that the
entrepreneur is a true business visionary and leader who believes in the potential reward on the
other side.
Organizational Leadership
In terms of organizational leadership, findings revealed that the organizations are
generally considered to exemplify mentoring, facilitating or nurturing as the highest. This means
employees in organization trained to become a leader to help them in their careers while also
contributing to organizational success. The results support the study of (Emeritus, 2022), good
leaders lead their employees well while good organizational leaders steer their teams in the
direction that the organization wishes to move in and focus on their team members and help them
grow for improvement.
In addition, an organizational leader also does the same; however, with the added nuance
of growth that is in line with the company’s road-map and focused heavily on the company’s
vision and strategic plan. It also allows leaders to create innovative settings to encourage
employees to share ideas and concepts in a confident manner (Malibari, 2022).
Conversely, findings revealed that the leadership in the organization is generally
considered to exemplify entrepreneurship, innovating or risk taking as the lowest. A lack of
emphasis on entrepreneurship and innovation may result in a less motivating work environment,
potentially leading to lower employee morale and engagement. This study relates to (Arzubiaga
et al., 2018; Moslehpour et al., 2019), it is crucial for each corporation to improve organizational
48
leadership efficiency in order to bring effectiveness in the performance of an organization as a
whole directly and indirectly.
Management of Employees
In terms of management of employees, findings revealed that the management style in the
organization is characterized by teamwork, consensus, and participation as the highest.
Teamwork, consensus and participation can build a strong relationship of an employees. They
have their connection towards each other to properly work as one. This study coincides with
(Danao, 2023), where ensuring employees perform to the best of their ability is a priority for
every organization. Empowering employees through greater autonomy has been directly linked
to increased employee motivation.
Experts agree that employees who have more control over how, when, and where they do
their job will work harder and find their work more engaging. And given the chance to show off
what they can do, employees will put their best foot forward and feel more satisfied at the end of
the day (Wong, 2023). The way management motivate and give the opportunity to participate in
decision-making processes, they become more committed to their job (Jahmani et al., 2023). The
study found that organizational performance is positively correlated with employee management,
and that organizational systems, structure, and physical environment all have an impact on
employee management.
Furthermore, findings revealed that the management style in the organization is
characterized by individual risk taking, innovation, freedom and uniqueness as the lowest. This
means that organization should willing to take a risk and have a uniqueness in management style.
Failed risks aren’t always negative. This study relates to (Penn, 2023), sometimes, they provide
the most valuable business lessons an entrepreneur can learn. Failure helps shape future business
49
strategies and can eventually lead to business growth. In addition, being unique is supremely
important in business and why carving out your distinctive path may be a game-changer.
Embracing your distinctiveness sets your business apart from the crowd and attracts customers,
partners, and opportunities resonating with your unique vision and values (Steidl, 2019).
Organization Glue
In terms of organization glue, findings revealed that the glue that holds the organization
together is loyalty and mutual trust as the highest. Commitment to the organization runs high.
This means employee’s commitment binds an organization together, build strong relationship.
Company culture influences the perspectives, attitudes, and behaviors of employees that are
relied on and used in everyday tasks, such as getting work done. This study relates to (Hennessy,
2019) To be the “glue” in a company means to be someone that is trustworthy, respected and
unites people with a focus towards a common goal. It means someone who successfully bonds
two different pieces or several sides of an organization together to function as one unit, even
when it’s not their role. It comes naturally inspire the team to “stick together” when challenges
are present. This powerful and persuasive team member/leader demonstrates perseverance and
integrity.
In addition, Communication is the glue that holds an organization together and is how
trust, respect and engagement are built and sustained. Communication must be bidirectional and
as transparent as possible. Organizational culture has both beneficial and unfavorable influences
on organizational sustainability between employees and leaders (Trisnawiana, 2023).
Conversely, findings revealed that the glue that holds the organization together is formal
rules and policies as the lowest. Maintaining a high smooth-running organization is important.
This means organizations should be organized when it comes to their rules and policies. A well-
50
written company policy and rules can help a business in many ways. This study contradicts to
(Roebuck, 2023), policies show that the organization is efficient and diligent, raising stability
and ensuring consistency in the decision-making process and in operational procedures.
According to (Neogov, 2023), policies and procedures are an essential part of any organization.
In addition, policies and procedures provide a road map for day-to-day operations. They ensure
compliance with laws and regulations, give guidance for decision-making, and streamline
internal processes.
Strategic Emphases
In terms of strategic emphases, findings revealed that the organization emphasizes
permanence and stability as the highest. Efficiency, control and smooth operations are important.
This means emphasizing permanence and stability can provide a sense of security and continuity
for the organization. It may foster employee loyalty, attract long-term investors, and enhance the
organization’s reputation. This study relates to (Gensler, & Oehring, 2023) In light of scarce
resources, firms strategically weigh off between investments in value creation and value
appropriation. They do so by placing more emphasis on one of the two strategic orientations
which defines their strategic emphasis and reported investments in Research and Development
and advertising to operationalize reported strategic emphasis and studied its association with a
firm’s financial performance.
In addition, A firm’s strategic emphasis, provides insights on how the firm expects to
position itself for future growth (Mallapragada, 2020). Acknowledging employees and
recognizing their achievements is not just a nice thing to do, it's a crucial part of building a
successful and motivated team (Dickmann, 2023).

51
On the other hand, findings revealed that the organization emphasizes competitive actions
and achievement as the lowest. Hitting stretch targets and winning in the marketplace are
dominant. This means that organization should emphasize the competitive targets. The study
contradicts to (Gensler & Oehring, 2023) Achievement motivation may drive individuals to be
high performers and excel in the workplace. It can motivate them to take on tasks that they can
easily complete, decreasing their risk of failure. In addition, achieving an objective can inspire
employees to dedicate more time and effort to completing their tasks when they understand that
working to a high standard can help them achieve their goals faster (Indeed, 2023).
Criteria of Success
In terms of criteria of success, findings revealed that the organization defines success on
the basis of having the most unique or newest product as the highest. It is a product leader and
motivator. This means that employees are the key to success in every organization, by having
great leader and motivator. The study relates to (Korzynski et al., 2021), the effectiveness or
absence of a leader depends on how he or she is ability to manage their leadership patterns in
accordance with the situation and conditions of the organization.
In addition, Leadership is a process of one's activities to mobilize others by leading,
guiding and influencing others, to do something in order to achieve the desired results is not easy
to provide a definition of leadership that is universal and accepted by all parties involved in
organizational life and including business organizations (Kim et al., 2021).
Furthermore, findings revealed that organization defines success on the basis of the
development of human resources, teamwork, employee commitment and concern for people as
the lowest. This means it could lead to low employee morale, decreased productivity, and high
turnover rates. A lack of emphasis on human capital development may result in a workforce that
52
lacks the skills needed to adapt to evolving challenges. This study contradicts to (Lorincova et
al., 2022), It is the employees who create and build values, bring new, innovative ideas, and with
their abilities and skills influence the performance, competitive advantage, economic
development, and success of the entire organization as well as economic development. In
addition, achieving economic development of the enterprise is enabled by the efficient use of
resources, efficient processes and, last but not least, a suitable corporate culture. Under the
influence of a dynamically changing business environment, corporate culture is gaining in
importance and justification. It needs to be monitored and evaluated together with “hard”
business indicators. Stating that organizations must also ensure that their employees’ are highly
satisfied with their jobs (Siddiqui, 2023).
Vigour
In terms of vigour, findings revealed that at work hospital employees always feel
persevere even when things do not go well as the highest. This means that employees are more
likely to stay motivated, maintain high morale, and contribute to a positive workplace culture.
This can be seen in the high energy level of employees in doing their tasks and the willingness to
put effort into their work. The study supports to (Mohandas, 2019) when employees are
motivated to work, they will generally put their best effort in the tasks that are assigned to them.
In addition, it’s demonstrated by how employees think, feel, and act, as well as the
emotional connection employees, feel towards their organization, their work, and their team
(Gallup, 2020). Feeling valued is one of the key indicators of job performance American
Psychological Association (APA).

53
Conversely, findings revealed that hospital employees get up in the morning, feel like
going to work as the lowest. This means that employees consistently experience low motivation
and reluctant to go to work in the morning. This study contradicts to (Uniqueiq, 2023), when
employees feel trusted and valued, they become more dedicated to serving the company they
work for. In addition, staff who feel underappreciated or unhappy in their role will often lack
productivity, which can have an overall knock-on effect across a business. Workers must feel
that the work they do is significant and they make a difference in their company (Edwards,
2021).
Dedication
In terms of dedication, findings revealed that hospital employees find their job
challenging as the highest. This means that keeping the employees challenged on their job it can
make them engaged and interested in their role. When employees are genuinely passionate about
their work, they become more engaged, focused, and committed. This heightened level of
dedication fuels their drive to go above and beyond, resulting in higher quality outputs and
greater efficiency. This study relates to (Robinson, 2022), employees who are committed to what
they’re doing will keep at it, even if it’s challenging. They have internalized the importance of
the product or service to the client or customers. As a result, they find satisfaction in handling
difficult assignments.
In addition, it’s a decision to immerse yourself in the task for its own sake, not for any
external reward. The more attention you have on what you’re doing, the more you like it,
remember it, and derive intrinsic pleasure from it, say researchers (Mogale, 2022).
On the other hand, findings revealed that hospital employees are enthusiastic about their
job as the lowest. This means that the organization wants their employees to have an interest in
54
doing their work. Employees are somehow enthusiast while working. This study relates to
(Cecchini, 2019), employee satisfaction might be the most important measure of any company’s
success, and an extremely important factor in increasing your practice’s customer satisfaction. In
addition, Feeling effective counters another burnout characteristic, lack of efficacy. Enthusiastic
employees are more likely to take ownership of their tasks, proactively seek solutions, and
exhibit a strong work ethic. As a result, they inspire their colleagues to follow suit, fostering a
culture of excellence and continuous improvement (Zaback, 2023).
Absorption
In terms of absorption, findings revealed that hospital employees are happy when they are
working intensely as the highest. This means a positive and a happy work environment during
intense periods can contribute to a thriving and successful organization. The study supports to
(Fisher, 2019), A comprehensive measure of individual-level happiness might include work
engagement, job satisfaction, and affective organizational commitment.
In addition, the notion of happiness at work is becoming increasingly important for
human resource management research. Despite the widespread existence of different constructs
that capture positive attitudes, a comprehensive measure of individual-level happiness is
necessary (Vallina, 2021).
On the other hand, findings revealed that hospital employees forget everything else
around them, when they are working as the lowest. This means excessive focus may hinder
communication and collaboration with colleagues, impacting teamwork and overall
organizational dynamics. This study relates to (PsycInfo Database Record, 2022), When your
skills meet a challenge in the moment, there’s a sense of mastery, a loss of self-consciousness,
and a clear focus, not to mention a sense of competence and autonomy, and that satisfies two
55
core psychological needs. Some of these measures exhibit appreciable associations with job
performance; others do not.
The research reveals that there is a significant relationship between organizational culture
and the employee engagement in the selected hospitals. Thus, the null hypothesis is rejected.
This means if organizational culture is observed and practiced, employee engagement in the
hospital is satisfied.
Culture of an organization is one of the factors that influence the employee engagement.
The results support the findings of (Ali, S. 2020), who discovered that organizational culture is
important in improving the level of employee engagement which is assert by the positive
contribution to employee engagement. Moreover, Sarala, and Vaara, (2020) who explained that a
positive organizational culture can lead to increased employee engagement, productivity, and
satisfaction, resulting in reduced turnover rates, increased innovation, and better financial
performance. In addition (Cameron, et al. 2020) the culture of a company can have a significant
impact on its well-being in various ways, including its ability to attract and retain talented
employees, its capacity to innovate and adapt to changes, and its overall financial performance.
Influence of Organizational Culture on the Employee Engagement of Selected Hospital
The findings indicated that organizational culture significantly influenced the employee
engagement in the selected hospitals. The null hypothesis was rejected, resulting in
organizational culture influencing employee engagement in the hospital. This means that the
higher that the higher the frequency of applying organizational culture, the higher possibility of
employee engagement.
56
Wilson and Jones, (2018) supported these findings by suggesting organizations should
have a supportive culture that promotes collaboration, open communication, and employee
empowerment fosters higher levels of engagement. Conversely, a toxic culture characterized by
negativity, micromanagement, and lack of trust undermines engagement (Peterson et al., 2019).
These studies suggest that a positive organizational culture can significantly enhance employee
engagement, leading the organization to improved. Moreover, the study by Mitchell and Turner
(2021) suggests that a positive culture that aligns with employees' values and provides a sense of
purpose and fulfillment contributes to higher employee retention rates. Furthermore, in the study
conducted by Robinson and Young, (2019) organizations with a strong communication culture
have higher levels of engagement among employees. These findings emphasize the need for
organizations to prioritize effective communication practices to positively influence
organizational culture and ultimately enhance employee outcomes.
Summary of Major Findings
The major findings of the study are summarized as follows:
The majority of respondents are those who have 1 to 5 years of work experience, and a
significant proportion of the respondents have managerial job positions according to the
frequency of responses and percentage that were calculated.
In addition, the level of organizational culture in terms of dominant characteristics is very
high. The respondents strongly agreed that the hospitals is very result-oriented. In terms of
organizational leadership, the research revealed that the respondents strongly agreed that the
leadership is generally considered to exemplify mentoring, facilitating or nurturing. Moreover, in
management of employees, the respondents strongly agreed that the management style in the
organization is characterized by teamwork, consensus, and participation to maintain relationship.

57
Furthermore, they also strongly agreed that organizations should holds the loyalty and mutual
trust for organization glue. As for strategic emphases, the respondents strongly agreed that the
organization emphasizes permanence and stability. Efficiency, control and smooth operations are
important. While, in criteria of success, the respondents strongly agreed that the organization
defines success on the basis of having the most unique or newest products. It is a product leader
and innovator.
The level of employee engagement in terms of vigour is high, wherein the respondents
often felt persevere even when things do not go well. For dedication, all of the time the
respondents find their job challenging. For absorption, the respondents often felt happy when
they are working intensely.
Based on the results, it was revealed that there is a significant relationship between
organizational culture and the employee engagement while the organizational culture
significantly influences employee engagement in the selected hospitals.
Conclusion
It is therefore concluded that the vast majority of respondents are managerial where 1 to 5
years of employment. It was also revealed that the level of satisfaction on the organizational
culture is high. Additionally, the frequency of employee engagement in the selected hospitals is
very high. Moreover, the findings revealed that there is a significant relationship between the
organizational culture and employee engagement. Therefore, the null hypothesis stating that
there is no significant relationship between organizational culture and employee engagement of
is rejected. Finally, result revealed that organizational culture significantly influences the
employee engagement. Thus, the null hypothesis stating that an organizational culture does not
significantly influence the employee engagement of selected hospital is also rejected.

58
Recommendations
A. For A Possible Action
1. The management of the organization should improve its culture in providing significance
in their workplace.
2. The management should ensure that organizational culture align with those hospital staff
that amend vision, mission and goal of the organization as one.
3. The management should establish more enhance culture of retaining their employees.
This can be achieved by providing better organizational culture.
4. The management should empathize the organizational culture significantly prior to their
belief for that organization management practices with the desired cultural attributes.
B. For Further Studies
1. The future searchers may study a broader scope of organizational culture on employee
engagement by increasing the number of participant since the study is limited to selected
Hospital on Midsayap, North Cotabato.
2. The future researchers should consider the changing of organizational culture into a more
engaging and accessible structure in order to further understand the cultural diversity and
how it influences the engagement of the employees.
3. The future researchers may look into adaptive strategies to align organizational culture
with evolving regulatory requirements.

59
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76
Appendix A. Questionnaire
SURVEY QUESTIONNAIRE
Title: The Influence of Organizational Culture on Employee Engagement: The Case of

Selected Hospitals
Dear Respondent:
We are the Bachelor of Science in Business Administration students of the Notre Dame
of Midsayap College. We are currently conducting a research study on “The Influence of
Organizational Culture on Employee Engagement” The study intends to provide knowledge
as to the relationship between organizational culture and employee engagement of the staff in the
selected hospital.
With this, we are humbly asking your help and support by answering the questionnaire
attached herewith. Rest assured that the information gathered will be handled with utmost
confidentiality so as to follow the ethical standards in the conduct of the research. Your role in
our study’s success will always be appreciated.
Thank you very much for any help you could extend. May God bless you always.
The Researchers
PART I. DEMOGRAPHIC PROFILE
Position in the Hospital:
Managerial
Rank & File
Years of Employment:
1 - 5 years
6 - 10 years
More than 10 years

77
PART II. ORGANIZATIONAL CULTURE
Directions: Please rate the following statements by ticking (√) in the appropriate box
to indicate how much you agree or disagree with each statement.
5- Strongly Agree
4- Agree
3- Moderately Agree
2- Disagree
1- Strongly Disagree
Organizational Culture 5 4 3 2 1
Dominant Characteristics 78
1. The organization is a very personal place. (Like an extended,

family where people seem to share a lot of themselves.)
2. The organization is a very dynamic entrepreneurial place.
(Where people are willing to stick their necks out and take
risks.)
3. The organization is very results oriented. (In which major
concern is with getting the job done and people are very
competitive and achievement oriented.)
4. The organization is a very controlled and structured place.
(Wherein formal procedures generally govern what people do.)
Organizational Leadership 5 4 3 2 1

exemplify mentoring, facilitating or nurturing.
exemplify entrepreneurship, innovating or risk taking.
exemplify a no-nonsense, aggressive, results-oriented focus.
exemplify coordinating, organizing or smooth-running
efficiency.
Management of Employees 5 4 3 2 1

teamwork, consensus, and participation.
individual risk-taking, innovation, freedom and uniqueness.
hard-driving competitiveness, high demands and achievement.
security of employment, conformity, predictability and stability
in relationships.
Organization Glue 5 4 3 2 1
1. The glue that holds the organization together is loyalty and

mutual trust. (Commitment to this organization runs high.)
2. The glue that holds the organization together is commitment to
innovation and development.
3. The glue that holds the organization together is the emphasis on
achievement and goal accomplishment. (Aggressiveness and
winning are common themes.)
4. The glue that holds the organization together is formal rules and
policies. (Maintaining a smooth-running organization is
important.)
Strategic Emphases 5 4 3 2 1
1. The organization emphasizes human development. (High trust,

79
PART III: EMPLOYEE ENGAGEMENT

Directions: Please rate the following statements by ticking (√) in the appropriate box to indicate
opinion with each statement.
5-Never
4- Rarely
3- Sometimes
2- Often
1- All of the time
80
Employee Engagement 5 4 3 2 1
Vigour
1. At work, I feel full of energy.
2. At work, I always persevere even when things do not go well.
3. In my job, I feel strong and vigorous.
4. In my job, I am mentally very resilient.
5. When I get up in the morning, I feel like going to work.
6. I can continue working for very long periods at a time.
Dedication 5 4 3 2 1
1. I find the work that I do full of meaning and purpose.
2. I find my job challenging.
3. I am enthusiastic about my job.
4. I am proud of the work I do.
5. My job inspires me.
Absorption 5 4 3 2 1
1. I forget everything else around me, when I am working.
2. I feel happy when I am working intensely.
3. I am immersed in my work.
4. I get carried away when I am working.
5. It is difficult to detach myself from my job.
Thank you very much!

81
Appendix B. Letters
B1. Letter to the Dean for Approval
October 11, 2023

Dean- College of Business and Accountancy
Notre Dame of Midsayap College
Midsayap, Cotabato
Dear Dr. Torino:
Good day!
In partial fulfillment of the course BA 303 Business Research, we, the Bachelor of Science in
Business Administration students are required to conduct business related research study. Hence,
we would like to conduct a research study entitled “The Influence of Organizational Culture
on Employee Engagement: The Case of Selected Hospitals”. The study intends to provide
knowledge as to the relationship between organizational culture and employee engagement of the
staff in the selected hospital.
82
With this, we are humbly asking permission to allow us to conduct the said study.
Rest assured that the information gathered will be handled with utmost confidentiality so as to
follow the ethical standards in the conduct of the research. Your role in our study’s success will
always be appreciated.
Thank you very much. May God bless you always.
Very truly yours,

MAICHA C. GABRIEL JOHN DAVE I. MONES. CRISTEL MAE G. DIEL

Researcher Researcher Researcher
Noted by: Approved by:
CRISTINE T. REMOT, MBA GENEVIEVE O. TORINO, DBM

Research Adviser Dean- CBA
83
Appendix B2. Letter to the Respondents
October 11, 2023
Dear Sir/ Madam:
Good day!
In partial fulfillment of the course BA 303 Business Research, we, the Bachelor of Science in
Business Administration students are required to conduct business related research study. Hence,
we would like to conduct a research study entitled “The Influence of Organizational Culture
on Employee Engagement: The Case of Selected Hospitals”. The study intends to provide
knowledge as to the relationship between organizational culture and employee engagement of the
staff in the selected hospital.
With this, we are humbly asking for your help and support by allowing us to conduct survey to
your employees in the attached questionnaire. The survey will only take 5 to 10 minutes to be
accomplished so that we could not hamper their duties and task.
Rest assured that the information gathered will be handled with utmost confidentiality so as to
follow the ethical standards in the conduct of the research. Your role in our study’s success will
always be appreciated.
Thank you very much. May God bless you always.

84
Very truly yours,

MAICHA C. GABRIEL JOHN DAVE I. MONES. CRISTEL MAE G. DIEL

Researcher Researcher Researcher
Noted by:
CRISTINE T. REMOT, MBA

Research Adviser
85
Appendix C. Validation Rating

86
Appendix C. Curriculum Vitae
MARY CHRISTINE P. BOSTON

Central Bulanan, Midsayap, North Cotabato
Mobile No: 0965 889 6887
Email Address: mariacristinaboston5@gmail.com
PERSONAL INFORMATION
Civil status : Single

Date of Birth : May 7, 2002
Nationality : Filipino
Religious Affiliation : Roman Catholic
Skills: Leadeship Skills, Active Listening, Computer Skills

Affiliation: SAO Officer, Church Lector,Technical Working Group Member, CYF
Officer
Seminars & Trainings: Youth and Local Governance: Inspiring youth to be leaders,
JPMAP Seminar
Character References: Hardworking, Generous, Athletic, Trustworthy, Responsible,
Kind, Goal Oriented
EDUCATIONAL ATTAINMENT
College Notre Dame of Midsayap College

Poblacion 5, Midsayap, Cotabato
Bachelor of Science in Business Administration – HRM
Senior High School Dilangalen National, High School

Technical Vocational Livelihood - Cookery
2020-2021
Junior High School Dilangalen National, High School

2018-2019
Elementary Central Bulanan, Elementary School

87
Central Bulanan, Midsayap, Cotabato

2014-2015
MAE ANNCELL C. ROA

Abaga, Libungan, North Cotabato
Mobile No: 0905 665 8893
Email Address: maeroa031417@gmail.com

Date of Birth : August 11, 2002
Skills: Active Listening, Computer Literacy, Memorizing

Affiliation: JPMAP Member
Seminars & Trainings: NDEP Webinar on life skills, Career Orientation, JMAP Seminar
Character References: Creative, Resourceful, Passionate, Kind, Friendly

Senior High School Kidapawan City, National High School

Roxas St, Kidapawan City, Cotabato
Accountancy, Business and Management
2020-2021
Junior High School Villarica High School

Villarica, Midsayap,Cotabato
2018-2019
Elementary Abaga, Elementary School

Abaga, Libungan, Cotabato
88
2014-2015
MAICHA C. GABRIEL
Kimagango, Midsayap, North Cotabato
Mobile No: 0963 918 571
Email Address: gabrielmaicha@gmail.com

Date of Birth : May 9, 2002
Skills: Singing, Cooking

Affiliation: Youth Volunteer
Seminars & Training: Community Development and Project Planning
Character Reference: Multitask

Senior High School Kimagango High School

Kimagango, Midsayap, Cotabato
Humanities and Social Sciences
2019-2020
Junior High School Kimagango High School

2017-2018
Elementary Kimagango Central Elementary School

89

2013-2014
CRISTEL MAE G. DIEL

Lucilla Village, Poblacion, Libungan, Cotabato
Mobile No: 09816213093
Email Address: cristelmaediel@gmail.com

Date of Birth : September 13, 2002
Skills: Dancing, Memorizing, Public Speaking, Designing, Beauty Consultant,

Modelling
Affiliation: JPMAP Member,CBA Student, Church Officer, CBA Student Coach
Seminars & Trainings: Youth Campus, Youth Gathering, Student Coaching
Character References: Hardworking, Friendly, Optimistic, Thoughtful, Way Maker,
Caring, Lovable, Loves Talking, Wise.

Senior High School Notre Dame of Midsayap College

Accountancy Business and Management
2020-2021
Junior High School Libungan National High School

Poblacion, Libungan, Cotabato
2018-2019
Elementary Cabpangi Elementary School

Cabpangi, Libungan, North Cotabato
90
2014-2015
John Dave I Mones

Poblacion 8, Midsayap, North Cotabato
Mobile No: 09706759740
Email Address: jdxenom@gmail.com

Date of Birth : June 03, 2003
Religious Affiliation : Born Again Christian
Skills: Problem Solving Skills, Leadership Skills, Active Listening, Computer skills,
Critical Thinking skills
Seminars & Trainings: Zero Gravity Training, Financial Literacy
Character References: Intelligent, Generous, Kind
EDUCATION

Senior High School Dilangalen National High School

Humanities and Social Sciencies
2020-2021
Junior High School Dilangalen National High School

2018-2019
Elementary Dilangalen Central Elementary School

2013-2014
91

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THE INFLUENCE OF ORGANIZATIONAL CULTURE ON EMPLOYEE ENGAGEMENT

MARY CHRISTINE P. BOSTON

MAE ANNCELL C. ROA

CRISTEL MAE G. DIEL

JOHN DAVE I. MONES

Fulfillment of the Requirements for the course BA 303: Business Research

Notre Dame of Midsayap College

IN PARTIAL FULFILLMENT of the requirements for the degree of BACHELOR OF

SCIENCE AND BUSINESS ADMINISTRATION (BSBA), this research paper:

“THE INFLUENCE OF ORGANIZATIONAL CULTURE ON EMPLOYEE

ENGAGEMENT OF SELECTED HOSPITALS”

the Oral Examination.

CRISTINE T. REMOT, MBA DANA A. FLORENDO, CPA, MM

ACCEPTED as PARTIAL FULFILLMENT of the requirements for the course BA 303:

GENEVIEVE O. TORINO, DBM

APPROVED, November 2023 by the Panel of Assessors.

GENEVIEVE O. TORINO, DBM

JUANITO C. DACULA JR., MBA ZENIA JOY S. GECOSALA, MBA

not, is completely accepted in compliance with standard referencing practices.

changes, as approved by our panel of assessors.

MARY CHRISTINE P. BOSTON MAE ANNCELL C. ROA

CRISTEL MAE G. DIEL MAICHA C. GABRIEL

JOHN DAVE I. MONES

significant influence of organizational culture on employee engagement in the selected hospitals.

purposive sampling technique in determining the population survey. Further, a descriptive-

influenced employee engagement in the selected hospitals.

Keywords: organizational culture, employee engagement, hospital

motivation have deeply inspired us.

to fulfilling the objectives of this study.

Glory to Him, the Most Gracious!

This research is utterly dedicated to our dear parents,

who have continuously provided their moral, spiritual,

emotional, and financial support, and served as our sources of inspiration

and strength to complete this research study.

The study is also dedicated to the teachers

To our, mentors, friends, and classmates

who offered their support and words of encouragement

for us to complete this research study.

Finally, we dedicated this whole study to our Almighty God

for giving us a healthy existence and for providing us with guidance,

strength, mental power, protection, and abilities.

We provide all of these to you.

Title Page …………………………………………………………………... 1

Certificate of Authentic Authorship ……………………………................... 3

Background of the Study …………………….…………… 12

Statement of the Problem………………………………..… 13

Significance of the Study…………………………….…….…. 14

Scope and Limitations of the Study …………………..…... 15

Table of Contents – continued

Locale and Respondents of the Study ………………...……… 31

Validity and Reliability of Instrument…………………...…… 33

Data Gathering Procedure…………………...…...………….… 33

Statistical Tools and Treatment of Data………………………. 34

Demographic Profile of the Respondents……………….……... 35

Level of Organizational Culture …………………………...…... 36

Level of Employee Engagement…...…………………………... 39

Relationship Between Organizational Culture and

Influence of Organizational Culture on

Employee Engagement ………………………………. 41

Level of Organizational Culture…….………….……………. 44

Level of Employee Engagement …...………………….... 50

Relationship Between Organizational Culture and

Table of Contents – continued