Qual Quant (2013) 47:499–513 DOI 10.1007/s11135-011-9532-z
Multi-factor of cultural values: a confirmatory factor analytic approach M. R. Ab Hamid · Z. Mustafa · F. Idris · M. Abdullah · N. R. M. Suradi · W. R. Ismail
Published online: 2 July 2011 © Springer Science+Business Media B.V. 2011
Abstract All organisations is unique and thus practise different cultural values in the context of an organisation. Determination of values that constitute to the organisation is of challenging task. Therefore, this paper expounds the value-based culture that is related to the performance of the organisation based on the literature review and expert’s view. This study aimed at testing the psychometric properties of the questionnaire of value-based culture items of performance measurement based on the value-based total performance excellence model. 400 questionnaires were distributed to the selected Institution of Higher Learning (IHL) i.e, the public university of Malaysia. The data collected was analysed using predictive analytics software and analysis of moment structures software, both version 18. Structural Equation Modeling (SEM) technique i.e., the confirmatory factor analysis (CFA) approach was employed to test the 6-factor hypothesized model of the value-based cultures which consisted values of citizenship, consultation, caring, trust, respect and quality. The result suggested that 2 core values i.e., consultation and trust that dominantly explained the university’s culture in the selected university from the proposed of 6 core values in the hypothesized model. The findings also paved the way forward for empowering value-based cultures especially at the IHL. However, future research should be conducted to reaffirm this model to represent the values embraced by the universities in Malaysia.
M. R. Ab Hamid (B) Fakulti Sains & Teknologi Industri, Universiti Malaysia Pahang, Lebuhraya Tun Razak, 26300 Kuantan, Pahang, Malaysia e-mail:
[email protected] Z. Mustafa · N. R. M. Suradi · W. R. Ismail Pusat Pengajian Sains Matematik, Fakulti Sains & Teknologi, Universiti Kebangsaan Malaysia, 43600 Bangi, Selangor, Malaysia F. Idris Graduate School of Business, Universiti Kebangsaan Malaysia, 43600 Bangi, Selangor, Malaysia M. Abdullah Universiti Pertahanan Nasional Malaysia (UPNM), Kem Sg. Besi, 57000 Kuala Lumpur, Malaysia
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Keywords Value-based cultures · Citizenship · Consultation · Caring · Trust · Respect · Quality · Value-based total performance excellence model (VBTPEM)
1 Introduction Organisational culture is very important in bringing the organisations towards success (Gregory et al. 2009); provided that all staff in the organisations is fully committed on this matter. Every organisations have set their vision and mission statement as a guideline towards achieving excellence. In order to reach the level of excellence, organisational culture is the binding glue among the staff that mirrors the image of the organisation. It is understood that different types of organisations would have different colours of cultures that they embraced with. This is added with the different cultures that the staff bring in to the organisations starting from the first day of working. However, organisations that concerns with its image and reputation would seriously take this matter into account. For example, in a particular organisation, there is common culture in the organisation that the staff already been blended with. We can easily differentiate the staff from which organisation that they represent as the organisational cultures that they practise portray the image and reputation of those entities. Therefore, this paper identified the factors i.e., the culture values that mostly affect or influencing the performance of the organisations. The organisational values are very vital to be identified as a strength for the organisation to know and strengthen their value-based cultures for achieving total performance as always stressed by Najib (2009).
2 Review of literature Most business excellence models (BEM) available do not include the intangibles aspect of performance measurement in terms of organisational core values (Abdullah et al. 2003). Value-based total performance excellence model (VBTPEM) provides the framework to gauge the organisational core values objectively (Abdullah et al. 2003). The core values are not addressed in other BEM found in the market. Proposing the VBTPEM would consolidate to the Malaysian government initiatives following the establishment of Civil Service Integrity Committe (JKTU 2009). In fact, VBTPEM would measure how far the core values influence the organisational performance. Culture is regarded as a potential (Cormican and O’Sullivan 2004) when it contributes to the organization (Idris 2004). Culture can be understood as a collection of basic values and belief systems that give meaning to the organization (Cormican and O’Sullivan 2004). Cormican and O’Sullivan (2004) summarizes the culture can be attributed to the values, norms and beliefs. Briefly, it is a function of, culture = f (values, norms, beliefs). Some researchers classified the corporate culture to reflect the organizational culture (Pratt and Kleiner 1989). Organizational culture exist if human resources in it ‘stable’ and have the same historical background (Schein 1990). The strength of a culture that exists within the organization can be measured empirically (Schein 1990), and the study of organizational culture intangibly is measured by the core values of culture within the organization. Intangibles things are the organizational culture which is difficult to clearly define (Edwards and Kleiner 2007), but can be translated to values which support organizational culture; due to cultures and values are interrelated (Youngblood 2000; Hofstede 2001). Schein (1990) classified the culture of the organization into three i.e., the artifacts that can be seen, the values and basic assumptions. Process improvement in organizations through the changes made in the organizational culture is often studied (Edwards and Kleiner 2007).
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A study by Kleijnen et al. (2009) found that perceptions of culture required by the staff and the existing organizational culture is not fulfilling the needs of each other. However, the study found that organizational culture that is flexible is preferred by staff from a culture that is controlled. Franco and Bourne (2003) stated that as a condition for success, the importance of organizational culture that does not penalize employees should be emphasized and even turn on the conducive climate-related discussion for analysis of performance. The values that are meant here is the value of a deliberative or consultative value and be applied in the culture of performance measurement systems within an organization. Cultural criteria are the things that are important to study because it forms a total organizational culture and involve each member of organisational staff. Organizational culture is an important organizational capability to be reviewed (Idris 2004). Cultural organizations include the habits, attitudes, beliefs and values that bind together individuals and groups. Idris (2004) defines culture as a set of positive values that focus on people & participation, enjoyment of work and relationships that was developed among the workers for long-term and in the best interests of the organization. Indeed, the culture of each organization is different from one another. This is because these organizations compete among themselves to offer services that are unique and different from its competitors to continue growing and competitive. In short, culture is a major challenge to the organization in order to manage employees from diverse backgrounds (Stone et al. 2007). According to Stone et al. 2007, organizational culture consists of the dominant cultural group and the non-dominant cultural groups. These cultures influenced the process and human resource management practices within the organization. The influence of culture on organizations is important, but few studies that examined cultural differences in values and sub-culture (Stone et al. 2007); to the achievement of the organization. Abdullah et al. (2003) defines organizational culture as a set of values, beliefs, traditions, operating styles and internal working environment that is held and practiced by each individual in the organization. This culture includes the attitudes of staff, language and perception of others. The relationship between values and culture is obvious in many ways. The value can be considered as shared beliefs that influence the behavior of staff and a binder to reflect the organization and plays a major role in determining the culture. Therefore, the cultural values of the organization are embedded in every soul of employees to contribute to organizational excellence. The organisational values are very vital to be identified as a strength for the organisation to know and strengthen their value-based cultures for achieving total performance as always stressed by Najib (2009). Many studies were conducted on values on different context and separate issues. From the arbitrary findings, to the extent of the reseacher’s knowledge, we did not come across to list of the specific values that are assigned for cultures that are common for organisations. Hence, this article tried to specify the specific core values for this reason as ample of research only address the values in the specific issues and not really meant for performance measurement. We have come to arrive at 6 core values that are relevant to be embedded with the organisational cultures. As a result from a thorough discussion with expert panel in the field we specify citizenship, consultation, caring, trust, respect and quality to represent the organisational culture values. These 6 core values are deemed appropriate to represent values of culture in the organisation of the Malaysian context. Although, there might seemed some reservations to most reseachers on this specification of values, this effort is of great importance on realising value-based culture in the organisation for achieving organisational excellence. Along with this, we offer operational definition for each core values that we have specified in order to give a clear definition of what the specified core values meant to measure. In short, the following Table 1 derives the core values that are deemed
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Table 1 Core values of culture and value-based indicators Core values
Value-based indicators
Citizenship
The degree of the staff that would contribute their ideas/time/effort voluntarily and show the spirit of loyalty, involvement and togetherness at all levels in the organisation The degree of views of others that are consulted and discussed the important issues in making important decision and to reach consensus The degree to which caring culture exists and whether there are clear policies on staff welfare and human development in the organisation The degree to which mutual trust exists among the staff in delivering tasks and responsibility The degree of which people’s ideas are respected irrespective the position & rank and the existence of mutual respect among staff at all levels in the organisations The degree of the staff about understanding and internalisation of quality culture as well as supports given to quality programs and continuous quality improvement in the organisation
Consultation Caring Trust Respect
Quality
Citizenship
Consultation Caring
Trust Culture values
Respect Quality
Fig. 1 Culture values
appropriate beneath the criteria of culture with the corresponding value-based indicators or its operational definition. In summary, Fig. 1 shows the values that underpin the criteria of culture in the VBTPEM. However, the model values are not exhaustive but to the extent of this research, these culture values are considered to be the critical values of organisational culture that should be embraced in bringing the organisation towards achieving organisational excellence.
3 Methodology In VBTPEM, it incorporates a well-defined set of organisational core values in each of the performance criteria (see Hussain et al. 2001; Idris et al. 2003). The role of the core values as the dominant belief that specify what is important to (cherished by) individual, group or organisation. In addition, core values create a cultural glue or bond within the organisation. Besides that, it forms a uniform or consistent behaviour among people as desired by the organisation and on top of that, it creates a true identity for the people in the organisation (Abdullah et al. 2003). The issue that arises here probably on the measurement aspects of core values. Core values are the abstractions whose measnings are imprecise i.e., that cannot be measured exactly and vary considerably among people (i.e., subjective). It is considered as theoretical concepts or constructs. However, in order to measure, we need some measurement process in place. Therefore, we must quantify values in such a way that it could produce some statistical indicators for analysis. Abdullah et al. (2008) defined the statistical indicators as a label,
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concept, term or name representing the set of operations defining how the measurement was or would be undertaken. It could be either quantitative or qualitative. Thus, the core values would be translated into statistical indicators and measurement via questionnaires by referring to the operational definition as in Table 1. Hence, in this part, the researcher discussed the sampling technique, instrumentation and the data screening procedure before proceeding to the confirmatory factor analysis (CFA) technique in testing the hypothesized model. 3.1 Sampling This study employed simple random sampling method to staff at the selected university which consists of academic and non-academic staff across 26 departments and faculties. This is also referred as convenient sampling procedure and in general, 400 questionnaires were distributed to about 1500 staff and the researcher managed to obtain 154 questionnaires only. This accounted for 51% of response rate which is considerably accepted for the purpose of this study. The number of questionnaires distributed was believed to be representative to the total population at the selected university as based on Krejcie and Morgan table (1970). In the questionnaire itself, demographic particulars were also asked but some respondents leave the items unanswered and therefore, the researcher did not focus on the demographic particulars and only concentrate on the core content of the questionnaire itself. 3.2 Instrument The instrument was developed in a focus group through a thorough discussion with the expert panel from ADMACS Consultancy (M) Sdn. Bhd., a prominent consultant in the field of organisational performance measurement and several lecturers who directly involved in this study from the Center of Modeling and Data Analysis, Center for Mathematical Sciences, Faculty of Science and Technology, National University of Malaysia. Several meeting had been conducted to come out with the questionnaire so as to produce a good quality items based on the framework of VBTPEM. The original instrument was written in dual languages which were Malay Language and English Language. Both languages were used in order to accommodate the respondents who were not Malaysian such as foreign lecturer that are currently working in the selected university. This instrument focused on the culture values revolved around an organisation that should be incorporated and internalised as discussed in the literature part. It consisted of 12 items from 6 core values and this means every core values consists of 2 corresponding items each. The core values of cultures which were identified were citizenship, consultation, caring, trust, respect and quality. The data obtained was keyed in the Predictive Analytics SoftWare (PASW) version 18. 3.3 Data screening and analysis The 153 dataset are coded and saved into PASW and analyzed using analysis of moment structures software (AMOS) version 18. During the process of data screening for outliers, 11 dataset are deleted due to Mahalanobis distance values more than the χ2 value (χ 2 = 42.31; n = 12, P < 0.001) leaving a final 141 dataset to be analyzed. Several statistical validity tests and analysis are then conducted such as reliability test and validity tests using CFA for construct validity and discriminant validity for multicollinearity treatment, composite reliability, and average variance extracted (AVE), testing the fit for the hypothesized CFA model and the revised model.
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Table 2 Internal consistency of the constructs Construct
Citizenship It is common for staff to contribute ideas/time/effort voluntarily to the University Staff show the spirit of loyalty, involvement and togetherness at all levels Consultation Views of all parties are taken into consideration in making important decision Important issues are discussed and consensus is reached on every decision made Caring Caring culture exists among staff in this university University has clear policies on staff welfare and their human development Trust There exists mutual trust among the staff Staff gain the trust in delivering tasks and responsibility Respect Staff’s ideas are respected no matter what position they hold or at which level they sit There exists mutual respect among the staff at all levels Quality Staff are concerned about understanding and internalisation of quality culture Support is given to quality programs and continuous quality improvement efforts are rewarded
Mean
SD
Cronbach’s alpha
6.82
1.355
7.01
1.579
6.00
2.289
5.94
2.021
6.34 6.41
1.550 1.442
0.717
6.07 6.86
1.393 1.327
0.703
5.84
2.187
−0.015
7.21
1.554
6.48
1.445
6.68
1.526
0.709
0.849
0.599
3.4 Assessing validity and reliability Hair et al. (2006) defined reliability as an assessment of the degree of consistency between multiple measurements of a variable. This study assesses the consistency of the entire scale with Cronbach’s alpha and its overall reliability of each factor of cultural values. All values yielded alpha coefficient exceeded the values of 0.70 suggested by (Hair et al. 2006) except for values of respect (α = −0.015) and quality (α = 0.599) (see Table 2). From this result of Cronbach’s alpha coefficient value, this questionnaire was still accepted and admissible but require the researcher to proceed cautiously and these values would be considered for deletion in the next analysis as it produced low Cronbach’s alpha coefficient. In short, it proved to be reliable. Table 2 also shows the mean and standard deviation scores of the items. Despite high standard deviation, the results show that the respondents agree that the core values are important to be embraced in the organisation. 3.5 Inter-item correlations matrix The following table revealed the inter-items correlations among items for cultural values as in the hypothesized CFA model. The correlations among the bivariate items indicated a mixture of interpretation among the items. There were also a few insignificant correlation. Most of the items were significant at the 0.01 level. It was expected that in the CFA analysis using AMOS, many constructs would have to be considered for deletion since the inter-item correlation yielded a somewhat not good correlation index as shown in Table 3.
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1 0.550** 0.404** 0.271** 0.510** 0.442** 0.533** 0.618** 0.337** 0.581** 0.574** 0.554**
Citizen1(1) Citizen2(2) Consult1(3) Consult2(4) Caring1(5) Caring2(6) Trust1(7) Trust2(8) Respect1(9) Respect2(10) Quality1(11) Quality2(12)
1 −0.072 −0.186∗ 0.236∗∗ 0.259∗∗ 0.242∗∗ 0.465∗∗ −0.152 0.554∗∗ 0.162∗ 0.428∗∗
(2)
1 0.743** 0.564** 0.496** 0.539** 0.306** 0.780** 0.052 0.620** 0.290**
(3)
1 0.558∗∗ 0.469∗∗ 0.464∗∗ 0.262∗∗ 0.756∗∗ −0.063 0.540∗∗ 0.105
(4)
1 0.561** 0.642** 0.469** 0.615** 0.263** 0.629** 0.328**
(5)
1 0.565** 0.523** 0.528** 0.205* 0.633** 0.409**
(6)
1 0.542** 0.678** 0.367** 0.691** 0.345**
(7)
* Correlation is significant at the 0.01 level (2-tailed); * Correlation is significant at the 0.05 level (2-tailed)
(1)
Items
Table 3 Correlation among items for values of organisational culture
1 0.356** 0.525** 0.456** 0.560**
(8)
1 −0.008 0.669∗∗ 0.190∗
(9)
1 0.424∗∗ 0.485∗∗
(10)
1 0.428**
(11)
1
(12)
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In order to validate the instrument, this study considers construct validation using AMOS with ML to analyse the data. This approach is called as CFA which is more advanced as the hypothesized are based on the underpinning theory (Norzaidi and Salwani 2009) as discussed in the next section. 4 Confirmatory factor analysis (CFA) In this study, CFA was used to determine the construct validity of the survey items. It means how well is the construct explained the variables under the construct (Siti Aishah and Kaseh 2008). In other words, whenever the correlation of the items within the same construct is relatively high it is said to have the construct validity. Also, the factor loading or the regression weight and the squared multiple correlations (SMC) of the items are significantly correlated to the specified construct would also contribute to the construct validity comprehension. 4.1 The hypothesized model and modeling strategy The CFA model of culture values hypothesizes a priori that the responses to the items in the questionnaire can be explained by 6 factors, in this case values i.e., citizenship, consultation, caring, trust, respect and quality. Secondly, each item has a nonzero loading on the culture values it was designed to measure and zero loadings on all other factors (values). Thirdly, all 6 values are correlated and the error/uniqueness terms associated with the item measurements are uncorrelated. A schematics representation of this model is shown in Fig. 2. Hair et al. (2010) stressed 3 distinct types of modeling strategy i.e., confirmatory modeling strategy, competing models strategy and model development strategy. Each of these three represents a bit different approach in modeling. The confirmatory approach is the most straightforward strategy as the name implies the confirmatory approach that the researcher specifies a single model composed of a set of relationships and apply SEM to assess the model adequacy. In other words, to find support whether the model fits the data. Secondly, competing models strategy revolves around testing several models i.e., the alternative models through overall model comparisons. The assessment of all models would yield the best model that could represent the data collected which is much stronger than a test of a single model alone. The last one is the model development strategy that begins with the basic model framework and following the adequacy and reasonableness of improving the framework through modifications of the structural or the measurement models. It starts with model that is built based on theoretical judgement that will be empirically tested using SEM. Following this, the model can be modified based on the reseacher’s judgement or suggestion given by the modeling software used and this re-specification must also be theoretically viable. In this study, the model development strategy was employed.
5 Analysis and interpretation of data From the initial findings of CFA in Fig. 2, the hypothesized model yielded many offending estimates. The offending estimates occur for the inter-factor correlation and the regression weight which should be in the range of 0 and 1. This resulted in a non-fit model of single order measurement model of culture values. Therefore, careful checking is done to the model by deleting the values that are of insignificant in the model. It is probably due to the low reliability coefficients that contribute to the offending estimates for certain values that were
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Fig. 2 Hypothesized model of factorial structure for organisational culture values Table 4 Final confirmatory factor analysis (CFA) results of construct variables Construct
Code
Attributes/items
Factor
Consultation
Consult1
Views of all parties are taken into consideration in making important decision Important issues are discussed and consensus is reached on every decision made Caring culture exists among staff in this university University has clear policies on staff welfare and their human development There exists mutual trust among the staff Staff gain the trust in delivering tasks and responsibility
0.884
Consult2 Caring
Caring1 Caring2
Trust
Trust1 Trust2
0.841 0.786 0.713 0.836 0.649
mentioned previously. Therefore, the following is the re-specified model after the estimation using ML is conducted. From the CFA result in Table 4, we observed that the factor loadings of all observed variables or items are adequate ranging from 0.65 to 0.88. The factor loadings or regression weight estimates of latent to observed variable should be above 0.50 (Hair et al. 2006; Byrne 2010). This indicates that all of the constructs conform to the construct validity test which means that all items belonged to the specified core values (Fig. 3). In addition to this, the item that best explained the construct is the items that have higher loadings on the same construct and this can be referred to Table 4. Next, in order to
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Fig. 3 Respecified model 1 of culture values
Table 5 Variance extracted of variables Latent construct
Observed variable
Std loading
SMC = R 2
Error
CR
VE
Consultation
Consult1 Consult2 Caring1 Caring2 Trust1 Trust2
0.884 0.841 0.786 0.713 0.836 0.649
0.781 0.707 0.618 0.508 0.699 0.421
0.219 0.293 0.382 0.492 0.301 0.579
0.853
0.744
0.720
0.563
0.715
0.560
Caring Trust
CR composite reliability, VE variance extracted
differentiate between the constructs, further test is conducted i.e., the discriminant validity as discussed in the next section. 5.1 Discriminant validity of constructs Table 5 shows the result of the calculated variance extracted (VE) to support discriminant validity of constructs. AVE is the average VE values of two constructs (Table 6). According to Fornell and Larcker (1981), AVE should be more than the correlation squared of two constructs to support discriminant validity (compare Tables 6, 7). Each AVE value is found to be more than the correlation square except for the correlation square of caring and trust which is higher than the AVE value and the difference is 0.389. Therefore, upon reseacher’s discretion the one construct has to be deleted from the analysis. Checking on the correlation between the 3 constructs, it is therefore decided that caring would be deleted from the next round of analysis leaving culture values of consultation and trust
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Multi-factor of cultural values Table 6 Average variance extracted (AVE) matrix of variables
509 Construct
1
2
3
Consultation (1) Caring (2) Trust (3)
1.00 0.654 0.652
1.00 0.562
1.00
Table 7 Correlation and correlation square matrix among constructs Construct
1
2
3
Consultation (1) Caring (2) Trust (3)
1.00 0.809 (0.654) 0.657 (0.432)
1.00 0.975 (0.951)
1.00
Note: Correlation is significant at 0.01 level (2-tailed), values in brackets indicate correlation squared
Fig. 4 Respecified model 2 of culture values
being evaluated for discriminant validity that yielded the remaining core values as shown in Fig. 4. 5.2 Bayesian confirmatory factor analysis (CFA) Byrne (2010) argued that ML estimation of Likert-scale items produces negligible effects of non-normal non-continuous data whenever each variable/item has at least 5 categories of response and large sample size. However, severe effects of non-normal non-continuous data occur whenever each variable has 4 or less categories of responses and small sample size which is less than 200. Under this condition, this study could only use 147 questionnaire for analysis and therefore, Bayesian estimation is recommended for re-affirming the previously conducted CFA in Sect. 5.1. The Bayesian CFA analysis was conducted in AMOS software to estimate the unstandardised weights produced by this analysis with the unstandardised
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M. R. Ab Hamid et al. Loading
ML
Bayesian
Consult. > Consult1 Consult. > Consult2 Trust > Trust 1 Trust > Trust 2
1.000 0.759 1.000 0.541
– 0.752 – 0.508
loading obtained in the CFA using ML procedure. The results of the comparative analysis is shown in Table 8. From the results, we can see only a small difference exist between the loadings generated from ML estimation and Bayesian estimation. This gives evidence that the CFA using ML estimation in this study is acceptable and re-specified model fits the data. 5.3 Assessment of model adequacy The re-specified CFA model as in Fig. 4 showed the results of the two factor CFA model of culture values. The fit indices yielded a p-value = 0.981, normed χ 2 = 0.001, CFI = 1.000 and RMSEA = 0.000. All fit indices are more than adequate to conclude that there is no proof to say that this re-specified CFA model is incorrect. In other words, it indicated that the model fits the data or there was no significant difference between the revised model and the observed model after re-specification or adjustment on the initial hypothesized CFA model after taking into consideration of the modification indices (MI) and several rules of thumbs in CFA approach. The interfactor correlations between the remaining 2 factor, r = 0.59 showed that those factors are quite distinct and hence, multicollinearity is not present. The loadings range was from 0.55 to 0.98 and succinctly the convergent validity for culture values is also supported. The results of CFA analysis is also further substantiated with the Bayesian estimation that produced almost similar unstandardised results of the factor loadings. This is another proof that the model is adequate and further conclusions could be derived for culture values in the selected university in this study.
6 Discussions As a result of discussion, the insignificant Chi-square goodness of fit result suggests that the proposed model did generate the observed covariance matrix. Simply said, the two-dimension culture values fit the university value-based culture of CFA model. From the overall re-specified model, we can simply say that the university culture must promote these core values in order to bring the organisation especially the university for accelerated excellence. Similarly, the value of RMSEA marks insignificant discrepancies between the observed covariance and implied matrices and thereby supporting the degree of fit. One purpose of the study was to validate the values for culture criteria as in VBTPEM framework as suggested by Abdullah et al. (2003). This study offered evidence to those two-dimensions of CFA model that did generate the data collected from the university’s staff in one of the university in east coast of Malaysia. Implicitly, this study hinted at earlier works that the values are important in driving the organisation towards excellence (Abdullah et al. 2003; Abdullah et al. 2008) as the strength of a culture that exists within the organization can be measured empirically (Schein 1990), and the study of organizational culture intangibly is measured by the core values of culture within the organization. Intangibles thing is the organizational culture is
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difficult to clearly define it (Edwards and Kleiner 2007), but can be translated to the values which support organizational culture. These two-dimensions of CFA model match the culture values in the university environment. The resultant of 2 values indicated that most university staff realised the value of consultation culture that exist in the selected university. This university is still can be considered at the baby age of 9 years of operation. It is expected that most of them require guidance to run their duty especially when it comes for decision-making process. Hence, consultation among subordinates with the superior is heavily occurred in the university. Furthermore, almost 85% of the university staff are young graduates who just finished the university education and employed by this university. This also contributed to the mostly needed values of consultation in the university as the newly employed staff are still learning to be a good lecturer or administrative staff. In addition to that, the consultation not only focused on the decision-making process but also in terms of research consultation and policy-making effort. In most instances, views from all persons in the organisation were taken into consideration when making the decision. This is obviously seen before the management embarking on any policy that affect the staff, it is being displayed in the electronic management system so that the staff are aware of those policies and make suggestions/comments/feedbacks. The constructive ideas were analysed and further enhanced the policies to be implemented so that it satisfied the organisational well-being. This kind of discussion platform trigger more in terms of consultative value in the university environment in the selected university. Another value that is found to be vital as in the final model is value of trust culture. In most research, trust culture is important in organisation in order to succeed. If there is no trust in the organisation, everybody would be sceptical to each other that would lead the organisation to be unproductive and less competent. As a new university, all human resources in the organisation are not exposed to ‘university politics’ and hence trust among them is high and should be maintained at all times. Trust culture creates a conducive environment for staff to work as the superior and subordinates are believing each other in rendering the works. This is also evident when the staff gained the trust whenever the subordinates are in full control in delivering the tasks and responsibility. Value of trust is very critical in ensuring organisational goals to be achieved. Trust culture must be instilled at the early stage whenever a new staff is employed and the senior staff must also practise and embrace this value for the sake of university’s success. The value of citizenship, caring, respect and quality still not being absorbed by the respondents in the selected organisation. There were probably few reasons why the original 6 core values were not included as in the final model. Perhaps, Malaysian university practised a top-down approach that hinder the culture values to grow etc in such a way that the university should be given an autonomy to create its own culture values that make it the university distinct and special to outsiders. Therefore, through this research, further action could be taken to fuel these remaining 4 core values in the university environment. It did not mean that these core values are not meaningful and affect the organisational core values but the embracement are still not encouraging. Henceforth, these findings could be the basis for university management to embark on a programme that would enhance the staff and organisational values at the same time. The assimilation of values are of great importance; as if the organisation want to be institutionalised it must be infused with values (Selznick 1957). The first step as in this research is the baseline assessment as suggested by Abdullah et al. (2003) and Abdullah et al. (2008). Study by Kleijnen et al. (2009) on organisational values in Dutch universities of applied science revealed that there were significant differences between the desired and present situation of cultures occurred. They also found that the staff were more inclined towards flexibility-oriented culture rather than on control-oriented culture.
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These findings also gave support to this research of value-based cultures that are dynamic and applicable at all times and in all organisations as values affect everyone; and this is the input that VBTPEM has to offer (Abdullah et al. 2003). Result of this study expands the body of knowledge in terms of internalising the core values in the university cultures itself.
7 Conclusions Clearly, the results of this study are relevant to theorists and practitioners such as university management to embrace the culture values in the organisation. In addition, the instrument developed in this study can be used to measure the intangibles aspects of culture values since the instrument is proven to be psychometrically sound against the 2 values of consultancy and trust. The results did not establish doubts to claim that this culture values model is incorrect even in a different university. However, there were limitations that should be cautioned in conducting this research. The study only used one organisation, i.e., one university in east coast of Malaysia. Thus, generalisation could not be done and future research could expand this to a few universities in Malaysia to make it generalisable. Besides that, it could also concentrate on a second order model of culture values by using CFA analysis. Also, future researcher may also retest the culture values as suggested by the hypothesized model as in Fig. 1 that originally consists of core values of organisational cultures in other sector such as in business organisation etc. Future research could also use partial least squares (PLS) for this purpose besides using structural equation modeling (SEM) procedure. In a nutshell, the survey items is beneficial in measuring the culture values for university performance based on the VBTPEM framework as the endeavour for achieving success is greatly encouraged. That is why cultures are very important as this would shape and portrays overall organisations to the outside people. This is also important in maintaining the positive work cultures that would lead the organisations towards competitive advantage. Acknowledgements The authors gratefully acknowledged the expertise and assistance rendered by Prof. Dr. Mokhtar Abdullah from Universiti Pertahanan Nasional Malaysia and the financial support received in the form of a research grant (UKM-GPP-PPKK-27-2009) from Universiti Kebangsaan Malaysia (UKM).
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