In Libya today, there is a movement towards improvement in organizations and to achieve this goal the Government has introduced liberalization of the economy. It is also creating stronger ties with the Western world, now that sanctions have been lifted. There is now greater scope to allow to private enterprise. Although there has been previous research carried out, into the ways that the competitive nature of all Libyan organizations can be improved, this thesis however, is the first that compares the governance structure, management style and culture of organizations in both the Public and Private sectors of Libya and the UK and focuses on employee involvement participation (EIP). Previous studies suggest that organizational culture is significantly influenced by the national culture in which the organization is located. The influence of culture in general, and more specifically in the sub-divisions of national, organizational, and occupational culture, has been the subject of much discussion over the last few decades. However the debate on whether national culture has an impact on organizations and their human resource management practices remains unresolved. The main aim of this study is to compare two very different cultures to discover any significant differences that exist between the two countries and between organizations in the two sectors particularly with regard to EIP. Therefore this research entailed a survey of the organizational culture, and structure as well as the EIP apparent in a sample of Public and Private sector companies in Libya and the UK. The research was carried by questioning a purposive sample of managers and employees, by distributing a self-completion questionnaire and conducting interviews in these companies, to provide both quantitative and qualitative data, which could then be analysed to discover any link between national and organizational culture, corporate governance, management style, the employment relationship and the implementation of EIP. The literature reviewed for this research- generated a number of research questions and allowed hypotheses to be generated. These were then tested to investigate the differences in national and organizational culture between organizations with different organizational structures in capitalist or state-owned enterprises. Also considered were their implementation of employee involvement and participation practices (EIP), to allow workers greater participation in the decision making process. This research concludes that there are significant differences between UK and Libyan public and private sector employees with regard to the national culture in their country. However, there appears to be areas in the organizational culture of the companies sampled that indicate some level of convergence, in their use of HRM practices, management style and preferred forms of EIP. The specific conclusions drawn from this study contribute to our knowledge and understanding in a number of areas, including, national as well as organizational culture, the apparent transfer of Western management techniques and practices, and their effect on the direct or indirect nature of communication with employees. Furthermore this research contributes to our understanding of the degree of autonomy offered to employees, within different organizational cultures, which although they exist in dissimilar economies and are operating different methods of corporate governance in either publicly or privately owned enterprises, now appear to be implementing EIP practices which are converging on the Anglo-Saxon model of HRM.
| Identifer | oai:union.ndltd.org:bl.uk/oai:ethos.bl.uk:542605 |
| Date | January 2011 |
| Creators | Gtansh, Abdussalam |
| Publisher | University of Gloucestershire |
| Source Sets | Ethos UK |
| Detected Language | English |
| Type | Electronic Thesis or Dissertation |
| Source | http://eprints.glos.ac.uk/3281/ |
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