INFLUENCE OF PERCEIVED ORGANIZATIONAL CULTURE ON EMPLOYEES PERFORMANCE
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INFLUENCE OF PERCEIVED ORGANIZATIONAL CULTURE ON EMPLOYEES PERFORMANCE
ABSTRACT
Organisational culture influenced human cognitive systems, which aid in better thinking and decision making. The complex mix of beliefs, assumptions, and values aids in presenting many levels of culture while conducting business effectively. This study attempts to analyse the relationship between organisational culture and employee performance.
This study also aims to evaluate whether organisational culture effects employee performance based on gender. The study uses a qualitative and quantitative research approach to investigate the impact of perceived organisational culture on employees.
The findings indicate that there is a considerable association between organisational culture and employee performance. Furthermore, the data show that there is no substantial difference in the impact of organisational culture on male and female employee performance.
Organisations are formed for certain purposes and aims; people join organisations to meet their own needs, and in doing so, they contribute to the organization’s performance in order to achieve its goals.
As a result, it is critical that every organisation have a specific culture that will function well, as the extent to which people perform can be determined by the organization’s culture, as indicated by the case study.
The study’s findings led to the following suggestions. Cultural studies on organisational performance in Nigeria remain mainly unknown territory. If the organization’s human and material resources are properly combined, it will be able to realise its goals.
As a result, the culture of Nestle Food Plc Sagamu should guarantee that those employees understand how the organisation is structured to run and the established objectives that it is aiming to achieve.
Chapter one
INTRODUCTION
1.1 Background of the Study
Culture is defined as a collection of values, sets, beliefs, messages, and explanations of behaviour that guide people. The primary concept of culture stems from participation in learning processes that are based on systematic resource allocation (Titiev, 2009). Organisational culture influenced human cognitive systems that aid in thinking and decision making (Pettigrew, 1999).
The complex mix of beliefs, assumptions, and values aids in presenting many levels of culture while conducting business effectively. The normative glue based on organisational culture aids in maintaining overall managerial effectiveness (Tichy 1999).
The concept of effective organisational culture aids in making better business decisions. The sustainability of a culture in an organisation is dependent on national and foreign culture distinction in culture management. (Schein, 1990).
Attitudes, practices, and beliefs that encourage strong communication among employees have had an impact on the organization’s culture.
Organisational culture suggests to employees how things should be done. Most of the time, people use word culture to indicate a pattern of personal behaviour.
Culture was considered the most essential aspect in the study of organisational behaviour before to the 1980s. Businesses are more interested in cultural elements, which were the extreme influence, rather than other aspects of organisational behaviour.
According to Peter and Waterman (1992), culture is critical to an organization’s success. Many business journals and articles published on a regular basis claimed that culture was fundamental to organisational success
and it was recommended that managers deal with their work by adhering to their organisational culture, which helps the organisation grow (Moorhead and Gryphon, 1995).
Researchers have linked an organization’s culture to a wide range of organisational behaviours. They have also recognised the relationship between organisational culture and employee job performance (Sheridan, 1992), decision making (Gamble & Gibson, 1999), and productivity (Kopelman, Brief, & Guzzo, 1990).
According to Luthans (1998), organisational culture has always existed within an organisation, but corporations have historically paid little attention to it. The organisational culture is viewed as permeating every key component of the organisation.
Understanding the relationship between employee job performance and organisational culture is an important research topic because various studies have shown that individual work performance is critical to the success of an organisation.
A strong culture will make it easier for employees to interact openly and engage in decision-making processes that allow them to develop their ideas and abilities.
The many aspects of culture have been organised around norms and attitudes that aid in distinguishing one firm from another (Forehand and von Gilmer, 2004). The process of thinking assists in distinguishing one member from another based on cognitive thinking (Hofstede, 1990).
The success advice is built on several values and norms that make culture effective (Schein, 1990). The set of beliefs, practices, norms, and values contributes to culture’s effectiveness (Kotter and Heskett, 1992).
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