The influence of a changed organisational culture on employee well-being at an NGO shifting to a hybrid working model
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Date
2024
Authors
Makhubu, Palesa
Journal Title
Journal ISSN
Volume Title
Publisher
University of the Free State
Abstract
This study explores how the changes in the organisational culture at the participating NGO influenced the employees’ well-being when implementing a hybrid working model post-COVID-19. In addressing the aim, the following objectives were formulated: to identify and explore the fundamental constructs that underlie organisational culture; to provide an overview of how organisational culture can influence employee well-being, to explore the experiences of the NGO employees on the effect of the changes in the organisational culture on their well-being when shifting to a hybrid working model post-COVID-19; and to gain insight into the implications that the changes in the organisational culture may hold for management in ensuring the well-being of their employees resulting from the implementation of a hybrid working model at the NGO. Following the COVID-19 pandemic, organisations adopted hybrid working strategies, which arguably made it necessary to explore the organisational culture change and its effects on employee mental health. This study was intended to explore employees’ well-being when an NGO shifted to a hybrid working model due to a changed organisational culture.
This study used a qualitative case study approach to examine the effect of the hybrid model on organisational culture changes and how such changes impact employee well-being. Purposive sampling identified ten managerial employees from ORG A in the Free State who were subjected to the changes. Data were collected through semi-structured interviews on Zoom, allowing participants to share in-depth experiences, and were transcribed via TranscribeMe. Thematic Analysis (TA) was used to analyse the data, enabling the researcher to identify and interpret themes from participants’ responses, providing a nuanced understanding of the topic. Ethical considerations, including privacy, confidentiality, and informed consent, were upheld throughout the study, in compliance with POPIA.
The findings of the study showed the importance of an enabling organisational culture for the employee’s well-being, especially when the employees are transitioning to hybrid work after the COVID-19 pandemic. Employees shared that feeling part of a positive, engaged culture gave them a sense of belonging that boosted their mental and physical health. While many enjoyed the flexibility of working remotely, they also spoke about challenges like loneliness and the struggle to keep work and home life separate -showing a need for balance. A vital takeaway was the importance of clear communication and digital tools in smoothing the hybrid shift. Employees felt more at ease and capable when they had the skills and tech needed to work well remotely. For organisations, this means that investing in both resources and training helps employees feel confident and supported. Organisations can cultivate a culture that supports their employees by building routines, encouraging healthy work-life boundaries, and creating spaces for genuine connections. In a world where hybrid work is here to stay, prioritising these aspects will keep employees engaged, resilient, and ready for the future. This study highlights how influential a supportive organisational culture is for maintaining employee well-being as organisations move to hybrid work setups. For NGOs to make the most of this new way of working, they should focus on clear communication, supportive leadership, and initiatives that prioritise mental health and inclusivity. This balanced approach helps create a positive work environment where employees feel valued, which, in turn, strengthens the organisation as a whole. Future research could further explore how different cultural factors influence how teams adapt to hybrid work across various sectors.