– Organizational Culture and Employee Performance –
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ABSTRACT
Many organizations place more resources and effort just on integral and external reward systems but give less concern to traditional cultural activities.
Organizational culture has received relatively low levels of empirical investigation among the possible antecedents of employee performance. The objective of the study is to strengthen the organization’s culture to enhance the organizational commitment to performance.
This study was centered in Anambra state, South Eastern Nigeria, selected through stratified sampling. The product of the study showed that there is existence of a significant culture-performance relationship in enhancing organizational performance through employee’s commitment with right attitude to the objective(s) of the organization.
Also the result proved that organizational culture reduces levels of ambiguity in the organization for effective performance.
The summary of this study is that organizational culture promotes the consistency to employee attitude towards performance through job satisfaction which is positively associated with the degree to which employees fit into both the overall culture and subculture in which they work.
The recommendation of the study is that transactional, transformational and effective leaders should foster, support and sustain organizational cultures that facilitate the type of managerial reforms envisioned to developed skills that enable them improve their performance in organizations efficiently.
INTRODUCTION
Although the concept of organizational culture was popularized in the early 1980s, its roots can be traced back to the early human relations view of organizations that originated in the 1940s.
Human relations theories viewed the informal, nonmaterial, interpersonal, and moral bases of cooperation and commitment as perhaps more important than the formal, material and instrumental controls stressed by the rational system theorists.
The human relations perspective drew its inspiration from even earlier anthropological and sociological work on culture associated with groups and societies (Geerts, 2000; Mead, 1998; Durkheim, 2000; Weber, 2007, 2008).
Attention to organizational culture lost ground as organizational science, and social science in general became increasingly quantitative.
To the extent that research on organizational culture survived, its focus shifted to its more measurable aspects, particularly employee attitudes and perceptions and/or observable organizational conditions thought to correspond to employee perceptions
This renewed interest in organizational culture represented a return to the early organizational literature but it went far beyond this literature in contributing important new insights and ways of thinking about the role, importance and characteristics of organizational culture.
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