The Impact of Organizational Culture on Effective Employee’s Performance Towards the Attainment of the Organizational Goals
CHAPTER ONE
OBJECTIVE OF THE STUDY
The objectives of the study are;
- To ascertain the relationship between organizational culture and organizational outcome
- To ascertain whether organizational culture influence employee’s performance
- To analyze the impact of organizational culture on organizational performance
CHAPTER TWO
REVIEW OF RELATED LITERATURE
INTRODUCTION
Organizational culture has been an important theme in the business and management literature for some two decades. One reason for this is that organizational culture has consistently been seen as having the potential to affect a range of organizationally and individually desired outcomes. Ritchie (2000, p. 1) notes that, from the time of the earliest writers on organizational culture (including, for example, Deal and Kennedy, 1982, and Ouchi, 1981), “it has been suggested that organizational culture affects such outcomes as productivity, performance, commitment, self confidence, and ethical behavior”. Schein (2004) defines organizational culture as a pattern of shared basic assumptions that the group learned as it solved problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems. Kotter and Heskett (1992) used the same definition of organizational culture, but eliminated the distinction between beliefs and values. There is broad agreement, however, that organizational culture provides the ‘social glue’ that gives organizations coherence, identity, and direction. It is most frequently conceived of as a set of shared values and symbolic elements that provide a common meaning frame by which organizational members interpret and make sense of the organizational world they occupy and that this guides their thinking, feelings and behaviors (see Schein 1985). Wallach (1983) has identified three separate organizational cultures he labels as bureaucratic, innovative, and supportive cultures. Bureaucratic culture is hierarchical and compartmentalized. There are clear lines of responsibility and authority. Innovativeness refers to a creative, results-oriented, challenging work environment. A supportive culture exhibits teamwork and a people-oriented, friendly, encouraging, trusting work environment. All three types of culture are considered in this study. Deshpande and Webster (1989) defined it as “the pattern of shared values and beliefs that help individuals understand organizational functioning and thus provide them with norms for behavior in the organization”, by dividing it into four types of organizational culture: clan, adhocracy, hierarchy, and market. Their definition of organizational culture was easily classified into types of organizations theoretically. It, however, was difficult to measure the types of organization practically. Since one organization may have two or more types of organizational culture. Another approach of defining organizational culture is based on traits: involvement, consistency, mission, and adaptability, developed by Denison (2000).
CHAPTER THREE
RESEARCH METHODOLOGY
.Research design
The researcher used descriptive research survey design in building up this project work the choice of this research design was considered appropriate because of its advantages of identifying attributes of a large population from a group of individuals. The design was suitable for the study as the study sought The impact of organizational culture on effective employee’s performance towards the attainment of the organization goals.
CHAPTER FOUR
PRESENTATION ANALYSIS INTERPRETATION OF DATA
Introduction
Efforts will be made at this stage to present, analyze and interpret the data collected during the field survey. This presentation will be based on the responses from the completed questionnaires. The result of this exercise will be summarized in tabular forms for easy references and analysis. It will also show answers to questions relating to the research questions for this research study. The researcher employed simple percentage in the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was on The impact of organizational culture on effective employee’s performance towards the attainment of the organization goals. In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the challenges of organizational culture on effective employee’s performance towards the attainment of the organization goals
Summary
This study was on The impact of organizational culture on effective employee’s performance towards the attainment of the organization goals. Three objectives were raised which included: To ascertain the relationship between organizational culture and organizational outcome, to ascertain whether organizational culture influence employee’s performance, to analyze the impact of organizational culture on organizational performance. In line with these objectives, two research hypotheses were formulated and two null hypotheses were posited. The total population for the study is 200 staff of Dangote group of company, Lagos. The researcher used questionnaires as the instrument for the data collection. Descriptive Survey research design was adopted for this study. A total of 133 respondents made managers, secretaries, human resource managers and junior staff was used for the study. The data collected were presented in tables and analyzed using simple percentages and frequencies
Conclusion
There several factors which influence the organizational performance but this research consider the Hofstede culture dimensions only. Organizational culture plays an important role in achieving the organizational objective. Result show that there is high uncertainty avoidance in the organization, higher the uncertainty avoidance better will be organizational performance. Results also indicate that is a difference between the power of the manager and the employees. When there is a power distance employee seeks their problem solved by the management. In this situation employees respect their supervisors by enhancing the performance in return. Result shows that these companies are inclined toward collectivism but there is also some element of competition which is in individualism. Collectivist workers are more satisfied with their work and supervisor. Organization can provide reward to motivate employees, which increase the performance of employees and also the performance of the organization. It is also revealed from the result that managers are characteristised by masculinity which indicates that they are result oriented and value the final outcome. The result indicates that these companies have faith in their financial performance means they believe that their financial performance is enhancing day by day.
Recommendation
There is need therefore for organizations in Nigeria to work towards harnessing those strong and positive cultural elements in the civil servants with a view to achieving high employee performance. To achieve this, the top bureaucrats should consider it a point of duty to sanction employees with negative cultural elements; at to reward those elements that are inclined to realizing higher performance in the public organizations.
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