ORGANIZATIONAL CULTURE AS A PREDICTOR OF ORGANIZATIONAL OUTCOMES
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ORGANIZATIONAL CULTURE AS A PREDICTOR OF ORGANIZATIONAL OUTCOMES
ABSTRACT
The study looked attentively at the relationship between organisational culture and organisational outcomes. To reach the study’s goal, a descriptive research approach was used. A total of one hundred and ten (105) copies of the questionnaire were distributed to respondents picked from Guaranty Trust Bank Nigeria PLC, with ninety-nine (99) copies properly completed and returned for analysis.
The data was analysed at a significance threshold of 5% (0.05). To determine the relationship between the dependent and independent variables in each stated hypothesis, the frequency count, simple percentage, and inferential statistics of the Spearman’s Rank Correlations test were used, along with the Statistical Package for Social Sciences (SPSS 20.0) for data analysis.
Two (2) hypotheses were investigated, and all alternative hypotheses were accepted; the findings revealed that organisational culture is positively associated to organisational outcomes.
The study suggested that organisations with strong cultures allow for limited flexibility in order to handle changes that may arise in response to environmental changes and technology improvements.
Chapter one
INTRODUCTION
1.1 Background of the Study:
Organisational culture plays a critical influence in defining organisational outcomes, which cannot be overstated. There have been growing worries about the ways many organisations have decided to do business in recent years. Organisational culture has been highlighted as one of the numerous leadership concepts that leaders may employ to build a dynamic organisation.
It’s worth noting that organisational culture does not appear out of thin air. Leadership in organisations begins the culture creation process by pushing their assumptions and expectations on their followers.
In line with this, Schein (2004) believes that as an organisation stabilises due to success in completing its primary duties, the leader’s assumptions become shared, and embedding those beliefs can then be viewed as a process of socialising new members.
Organisational leaders accomplish success by being consistent and communicating clearly about their priorities, attitudes, and beliefs. Once culture is created and accepted, it becomes an effective leadership tool for communicating the leader’s beliefs and values to organisational members, particularly newcomers.
According to recent research, human resource management in the workplace is becoming increasingly vital for firm success and achieving corporate goals. Employees are seen as significant assets to a corporation, necessitating good employee management inside the organisation (Yilmaz 2008).
Organisational culture has been defined as long-term patterns of shared values and ideas that result in behavioural norms used to solve challenges (Owens 1987; Schein 1990). Organisational culture is manifested in its members’ beliefs and assumptions, values, attitudes
and behaviours because it shapes organisational procedures, unifies organisational capabilities into a cohesive whole, provides solutions to the organization’s problems, and, as a result, hinders or facilitates the organization’s achievement of its goals (Yilmaz 2008).
As a result, the research will determine if organisational culture is a predictor of organisational outcomes, with a focus on GTBank Nig. PLC.
1.2 Statement of Problem:
Maintaining an organisational culture may be difficult given the different socio-cultural backgrounds of the people that comprise an organization’s workforce in Nigeria.
Their differences can make it difficult to maintain corporate culture and principles when they collide with their personal convictions. This study will therefore aim to evaluate the relationship between organisational culture and employee performance.
Despite the extremely dynamic environment, 95 percent of research in organisational management has focused on developed countries, with just 5 percent of studies testing organisational theories conducted in developing countries (Farashahi et al., 2005).
A number of scholars have questioned the applicability of western management approaches in developing nations, and it has long been acknowledged that culture is a major source of variation in performance management practices (Daniels et al., 2004; Piercy et al., 2004).
Many researchers (e.g., Denison, Haaland, & Goelzer in Yilmaz, 2008) have urged for an investigation into the phenomena of organisational culture in various cultural contexts, notably in non-Western nations, like Nigeria.
As a result, the need to explore the impact of organisational culture on Nigerian business is timely, and it should be viewed as filling a vacuum in the literature and studies that address this relevant topic or relationship.
1.3 Study Objectives:
The primary goal of this study is to evaluate whether organisational culture predicts organisational results. Other specific objectives are as follows.
1.To investigate the influence of organisational culture on business performance.
2. To investigate the impact of corporate value on firm profitability.
3.To determine the relationship between business culture and employee productivity.
4. Examine the impact of company philosophy on market share.
1.4 Research Questions:
To meet the study’s objectives, it will attempt to address the following research questions.
1.How does organisational culture affect employee performance?
2.To what extent does company culture impact profitability?
3.What is the impact of company value on employee productivity?
4.Does organisational philosophy have an impact on sales?
1.5 Research Hypotheses:
Throughout the investigation, the following hypotheses will be examined at the 0.05 level of significance. The alternative hypotheses are denoted by “H1” and the null hypothesis by “Ho”.
Hypothesis number one:
Ho: There is no substantial correlation between corporate culture and employee performance.
H1: There is a considerable correlation between organisational culture and employee performance.
Hypothesis two:
Ho: The presence of a strong corporate value has no substantial impact on firm profitability.
H1: The presence of high corporate value has a substantial impact on firm profitability.
Hypothesis number three:
Ho: Corporate philosophy has no bearing on staff productivity.
H1: Corporate philosophy affects staff productivity.
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