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 The Current Organizational Culture of Nigeria Aviation Handling Company

Organizational culture is often referred to as an idea in management which describes the psychology, attitudes, experiences, beliefs and values of the employees working in a given organization. It is a specific collection of values and norms that are shared by workers of specific organizations and they affect the as well as control the way in which employees interact with each other within the organization as well as with other people outside their workplace (Khan, 2005).


 Age group of the employees at Nigeria Aviation Handling Company

Quite a large percentage of the total employees at the company are young people below thirty years of age. Similarly, an equally larger following is made up of mid-age professionals who are past thirty years but barely forty. This age group is characterized by workers who are still carrying out their postgraduate studies or those who have just completed college. Thus, it is a group full of energy and vigor such that any company which is dominated with a similar age group benefits from fresh ideas and innovations. This group is always striving to make new leads in the market while at the same time applying aggressive measures on the management to come up with products and services which will sell at a better price (Parker, 2000).


 However, lack of proper motivation may dampen the spirits of these young enthusiastic employees such that they are propelled to seek for alternative employment options. This makes them spend more time seeking outside jobs rather than concentrating on the issues at hand. As the group categorizes themselves as young and with adequate time before retiring they do not tire form seeking other more appealing opportunities hence Nigeria Aviation Handling Company should take advantage of this fact and ensure that its staff are well motivated. This will prevent high staff turn-over which greatly affects the culture of any organization. Consequently, this is the best group and timing to initiate best practices such that the senior staff can pass on what they know about the industry to the young ones who will in turn pass on the information to other new employees. This allows a company to reduce costs of training new employees (Schein, 2004).


 Educational qualifications of employees

Most of the employees at Nigeria Aviation Handling Company have been through tertiary institutions such that most have theoretical and practical knowledge about the industry. The number of employees who are not been through post-primary education are relatively few and they make up a larger percentage of the casual laborers while an equally lower number have only achieved secondary education. This insinuates that the company uses fewer resources in training its staff as most are qualified for the particular jobs that are present (McNamara, 2000).


 Presence of a larger percentage of employees being quite literate makes the decision-making process at Nigeria Aviation quite easy as the number of thoughtful heads is also high. This shows that the organizational culture of the company encourages employees to academic dreams as they work to ensure that a culture of knowledgeable people is established. This increases commitment of the employees when they realize that their employer is concerned with their pursuit of academic dreams. Thus, such employees will be obliged to stick with their employer for longer even if it is only until they finish schooling. This category of employees is essential in passing on their expertise to be employees as well as the less educated as they are more knowledgeable (Lonier, 1999).


 Consequently, Nigeria Aviation should include aspects such as introduction of scholarships and grants for employees wiling to further their education. This not only increases employee commitment but it also reduces the rate of employee turn-over (Arnold, Sylvester, Paterson, Robertson and Burnes, 2005).


 Length of service of employees at Nigeria Aviation

A larger population of the entire employees has been working with Nigeria Aviation for less than three years. With quite a number having worked there for three years and an equal number has been with the company since its inception. Very few however have worked for more than five years thus making the gap between new employees and older ones very wide. It appears as though the senior employees who have seen the company grow are less reluctant to leave as compared to those who have joined the company recently. This shows that the rate of employee turn-over in the previous years has been quite high with employees leaving soon after they are hired (Cameron ad Quinn, 2006).


 Lack of commitment to an organization may be determined by several factors such as inadequate motivation especially when innovation is not encouraged. As most of the employees of Nigeria Aviation are young, they should be encouraged to come up with new creative ideas on how to improve business at the company such that they are given a chance to explore their skills. Consequently, involving employees in the decision-making process will make them more concerned with the activities of the company. Companies should strive to sustain the organizational culture by making employees more responsible of various tasks and roles outside their area of expertise. Creation of a conducive environment in which employees feel at home, they arrive early at work, leave late in the evening and spend more years stabilizing their careers may be effective in minimizing employee turn-over (Larry and Stella, 19991).


 Priority to meet the needs and demands of superiors compared to individual responsibilities

According to the research, more employees are always striving to meet the need and demands of the supervisors and seniors. This leaves little or no time for individual work and research as every spare moment is spent at working towards pleasing the bosses. Very few employees carried out their personal activities prior to meeting the deadlines set aside by their supervisors. Responsibilities and duties delegated by seniors topped the list of things that are done promptly upon arriving at the work place while the time assigned for personal research and innovation was given less priority (Tett and Meyer, 2006).


 This dominating of everyday schedule of employees with strict duties leaves very little time for innovation and creativity. Nigeria Aviation Company should always give their employees sufficient time to carry out private research regarding ways of improving business as lack of employee involvement in such crucial activities makes them less committed to their work. Overloading employees with strenuous tasks acts as a force that pushes the employees away such that they no longer get the satisfaction associated with the task. Thus, they end up performing poor and in the end they move out. This could be one of the reasons which have led to a high employee turn-over at Nigeria Aviation Handling Company (Parker, 2000).


 Priority in meeting challenges at work 

Majority of the employees usually encounter challenges at work which are directly related to the assigned task or duty and they dedicate more time to solving the problems. This could be attributed to poor delegation or inappropriate description of the task at hand. This makes each task more demanding hence more efforts are dedicated to it thus, leaving no time for employees to rest or hone their skills (Khan, 2005).Although, challenging tasks are quite exciting the nature of working environment may deprive the challenge off the excitement and in its place am oppressing obstacle is encountered. This reduces the morale to carry out an assignment hence leading to a decline in productivity of the employees (Khan, 2005).


 Priority to cooperate with other employees

Very few employees are willing to engage in tasks which have not been allocated to them or else help their colleagues who may be stuck at some point. Cooperation is not highly valued by quite a good number of employees such that most of them are only interested with their own issues. An equally similar number of employees are willing to cooperate with other colleagues at work as well as in other non-related activities (McNamara, 2000).


 Companies which encourage employee cooperation in official as well as other activities such as participation in social responsibility activities makes the employees feel at home in the workplace. Employers who value strong relationships among their workers are promote a sense of belonging which is exemplified by increased participation of employees in activities which involve their colleagues such as bereavement in a family. Cooperation of employees on day-to-day issues affecting coach and everyone enable them to view their work place as one large family such that it becomes a second home. Such a culture when nurtured leaves very little room for discontent in addition to any idea of moving out of the company. The realization that there are people who are wiling to support you through the tribulations and joys encountered at home and in the work place make employees keener as well as more wiling to help each other (Lonier, 1999).


 Willingness of employees to remain in the organization

Most of the employees of Nigeria Aviation Handling Company are willing to remain at the company for as long as they are productive while quiet a good number are not really sure they would like to stick around for a longer period. A significant number of employees would not comment on their situation due to fear of being branded traitors. This category is composed of individuals who are not sure whether the grass is greener or dry on the other side they prefer staying in a place which is familiar rather than move on to a strange place (Schein, 2004.


 Job satisfaction is one aspect of organization culture which significantly affects the willingness of employees to remain with an organization. Employees who derive the appropriate contentment from their jabs and responsibilities at work rarely entertain thoughts about walking out on a company even if they are promised higher salaries on the other side (Larry, 1991).


 Difficulty in leaving the organization

Most of the employees of Nigeria Aviation Handling Company disagree with the fact that they find it being difficult to leave the company. Most admitted that they have never encouraged thoughts of leaving Nigeria Aviation and they prefer working there for as long as the company needs their services. A smaller population of employees is not sure whether given the chance they would leave the institution. This difficulty in leaving is attributed to several factors among them adequate motivation by the employer and at times appreciating the presence of employees in an organization. Employers who involve all employees in decision-making and in delegation of duties dependent on area of specialization increase the commitment of employees (Tett, 2006).Similarly, failure to provide the necessary environment reduces the difficulty of moving on such that employees will use this feature as an excuse of leaving the company (Parker, 2000).


 Loyalty of employees to Nigeria Aviation Handling Company

Despite the fact that most employees of the company if given a chance can move on to another business environment, a large percentage of the employees at Nigeria Aviation alleged their loyalty to the company. A significant number of these employees would stand by the company at all times in defending its image and reputation. Alternatively, only a small number of employees would not stand by the company in terms of loyalty to its services and workplace conditions. A very small percentage is not sure whether they should allege loyalty to the company or not maybe due to mixed feelings and conflicting experiences which have been presented by the company (Parker, 2000).


 References

Arnold, J., Silvester, J., Patterson, F., Robertson, I., Cooper, C., Burnes, B. (2005), Work Psychology: Understanding Human Behaviour in the Workplace, FT/Prentice Hall, London, .

Cameron, K.S. and Quinn, R.E. (2006), Diagnosing and changing organizational culture: based on the competing. San Francisco; John Wiley and Sons

Khan, A. (2005), “Matching people with organizational culture”, New Port Beach; Business Management Group, Inc.

Larry, W. J. and Stella, E. A. (1991), job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management. Vol, 17)3). Pp. 601-617

Lonier, T. (1999), Smart strategies for growing your business. 1st ed San Francisco; John Wiley and Sons

McNamara, C. (2000), Field guide to consulting and organizational development. Authenticity consulting.

Paker, M. (2000), Organizational culture and identity. California; Sage Publications Limited

Schein, E.H. (2004), organizational culture and leadership. 3rd ed. San Francisco; John Wiley and Sons

Tett, P.R. and Meyer, J.P. (2006), Job Satisfaction, Organizational Commitment, Turnover Intention, and Turnover: Path Analyses Based On Meta-Analytic Findings. Personnel psychology journal. Vol,46. iss. 2. pp, 259-293


 

 
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