Background and Problem Statement
Corporate culture entails the prevailing norms, values, practices, beliefs as well as behaviors associated with a given organization, and it is an essential factor contributing to the success of that particular entity. The concept has sparked off the interest of contemporary researchers such as Vu (2017), who posits that approximately 55% of the FTSE 350 companies recorded a 10% growth in their operating profits, and it is attributable to their sheer investment in organizational culture. Researchers have established that corporate culture strongly correlates with employee engagement, and opine that employee engagement is synonymous with optimized productivity and profits, a positive relationship to the satisfaction of clients as well as the retention of employees (Al Shehri et al., 2017, p.2; Jiony et al., 2015, p.129; Inanlou and Ahn, 2017, p.87; Solow et al., 2015). Jiony et al. (2015, p.128) suggest that employees who are engaged are equally highly involved in the sense that they are somewhat attached to their jobs and exhibit heightened levels of enthusiasm, willing to go an extra mile to achieve the respective goals and objectives of their employers, which often go beyond the stipulated contractual agreement of employment.
Purpose of the Study
This paper seeks to conduct in-depth and holistic research covering the most intimate issues of the subject at hand with the sole aim of establishing the impact of corporate culture on the level of engagement of employees in international businesses.
Research Question
The main question this study seeks to address is:
‘What is the impact of organizational culture on employee engagement in international business?’