ABSTRACT
The research was
conducted to investigate the Role of Organizational Culture on Employee Job
Performance at Dangote Agro Sack Limited. The study adopted survey research
method and a sample size of 240 respondents were drawn from the population
through simple random sampling technique. Data was generated by 'questionnaire
administration and the collected data was presented and analyzed with the aid
of statistical tools. It was concluded among others that organizational culture has
positive effect on workers' performance which is based on the findings that
companies derive core values and beliefs that guide the conduct of her workers
in all spheres of business activities. The study recommends that organizational
culture and value should be reviewed at appropriate times so as to derive new
values that will conform to changes in the business environment.
TABLE OF CONTENTS
CHAPTER ONE: Introduction
1.1 Background of the Study
1.2 Statement of the Problem
1.3 Objectives of the Study
1.4 Research Questions
1.5 Research Hypotheses
1.6 Scope of the study
1.7 Significance of the study
1.8 Definition of Terms
CHAPTER TWO: Literature Review
2.1 Introduction
2.2 Organizational Culture
2.3 Internalization Process
2.4 Perception of Organizational Expectations
2.5 Simple Organizational Schema
2.6 Cultural Rewards
2.7 Model of Organizational Culture
2.8 The Significance of Organizational
Culture
2.9 Culture and Organizational Climate
2.10 Culture and Values
2.11 Relationship between Cultures, Climate and
Values
CHAPTER THREE: Research Methodology
3.0 Introduction
3.1 Research Design
3.2 Population of Study
3.3 Sample Size and Sampling Technique
3.4 Sources of Data Collection
3.5 Research Instrument
3.6 Restatement of Research Hypotheses
3.7 Method of Data Analysis
3.8 Problem Encountered on the Field
CHAPTER FOUR: Data Analysis and Presentation
4.1 Introduction
4.2 Respondents Characteristic and Classification
4.3 Data Presentation According to Respondents
View
4.4 Test of Hypotheses
CHAPTER FIVE
5.1 Summary of Findings
5.2 Conclusion
5.3 Recommendations
5.4 Suggestions for Further Studies
CHAPTER ONE
INTRODUCTION
1.1 Background
of the Study
The term culture
refers to a relatively stable set of beliefs, values and behaviors commonly
held by a society, being derived from social anthropology as a framework for understanding
"primitive" societies (Kotter and Heskett, 1992).
The term
organizational culture was used for the first time in the academic literature
by Pettigrew in 1979 in the journal "Administrative Science
Quarterly". Organizational culture was used to explain the economic
successes of Japanese firms over American firms by motivating workers who were
committed to a common set of core values, beliefs and assumptions (Denison, 1984).
One of the most important reasons that explain the interest in organizational
culture is the assumption that certain organizational cultures lead to an increase
in organizational financial performance. According to Peters and Waterman (1982)
successful organizations possess certain cultural traits of excellence. Ouchi
(1981) showed a positive relationship between organizational culture and
productivity.
The literature on
organizational culture is rich and diverse. Much of its richness is founded on
the claim that culture is linked to organizational performance. Even though
there' are some theorists that questioned the culture-performance link,
sufficient evidence exists to suggest that organizational culture is associated
with organizational performance (Ogbonna and Harris, 2000).
For this reason,
this study will examine, based on existent empirical research, the link between
culture and performance.
Organizational
culture permeates organizational life in such a way as to influence every
aspect of the organization (Scaffold, 1988).
Organizational
culture has been defined as the "normative glue" that holds an
organization together (Tichy, 1982, p. 63). Forehand and von Gilmer (1964)
suggest that culture is the set of characteristics that describe an
organization and distinguish it from others. Schein (1990), in a more
comprehensive fashion, defines culture as values and behaviors that are
believed to lead to success 'and are thus taught to new members. Central to the
culture definition is the idea that culture must be leamed and shared (Titiev,
1959). As individuals enter and become participating members of an organization,
they are exposed to beliefs and values that begin the Initial development of
cultural internalization. To understand the culture of an organization and its
development, it is important to analyses its 'birth' and history. For example:
if an organization is born out of. Protest against the existing system, the
fighting mood can be very strong. However useful that may have been in the
beginning, such a fighting mood can become a hindrance, if the organization
sticks to it, without an actual reason. This requires an attempt to understand
the organization within its history and contexts. The traumas that influence
the way they deal with external influences or change. Understanding is more
useful than getting angry. (Michael, 2000).
Organizational
culture refers to what we call the personality of an organization; if the
structure of the organization is the body; the bone
Structure, the
feeding structure of blood vessels and the communication channels of nervous
system, then the personality .or soul is the way people deal with one another,
the values and beliefs that exist within the organization. Restructuring an
organization, in order to achieve a certain goal, often fails or gets stuck
because the personality does not change. That is why we focus on the culture of
the organization when dealing with change.
Organizational
culture is not the result of just a decision, but the outcome of a lasting
process, in which the attitude, beliefs and behaviour of people are gradually
shaped. Organizational culture, even if not objectively effective, is always a
logical adaptation to a changed environment. Organizational culture may be
compared to coping mechanisms: once effective in one specific situation, but
internalized, unconscious familiar, and hardly noticeable for the owner.
1.2 Statement of the
Problems
Organizational
culture is a problem when the way in which the organization usually operates
puts obstacles in the way towards achievement. The same problem is applicable
to many companies in Nigeria irrespective of whether big or small. More specifically,
the following problems can limit workers performance; the .goals of the organization
demand an external orientation of the members, but the organizational culture
is characterized by internal orientation. Therefore, the gap between the
external and internal orientations may constitute a hindrance to workers
performance in necessary steps are not taken.
Transparency' is
needed to be accountable and' to function democratically, but the tradition to
involve family members and to favour them, may makes transparency cloudy ~ The
not-outspoken rule not to intervene in each other's work (the non-intervention principle)
may hinder the ideal working method of sharing ideas, innovations, solutions
and problems.
Because of the
one-sided fixation on ideology, satisfaction of personal needs may be
considered as' forbidden therefore, organization culture is seen as a treat by
worker rather than business ideology.
1.3 Objectives
of, the Study
The primary objective
pf the study is to examine the role of
Organizational culture
on Employee Job Performance. However, the specific objectives of the study are;
i.
To examine the relationship between organizational
culture and workers performance
ii. To examine
the effect of both external .and internal orientations on organization culture.
iii. To discover how
the goals of an organization influences both the internal and external
orientations of the organization.
iv. To highlight the
challenges of organization culture in Nigeria companies.
1.4 Research
Questions
In the light of
the above objectives, the following are the research Questions for the study;
i. What
is the relationship between organizational culture and workers performance?
ii. What are the effects of both external and internal
orientations on organization culture?
iii. In
what way does organization goals influences both the Internal and external
orientations of the organization?
iv. To highlight the challenges of organization
culture in Nigeria Companies?
1.5 Research
Hypotheses
Stated below are
the research hypothesis for the study;
(1)
Ho: Organization culture do not have
significant relationship with Workers
performance
Hi: Organization
culture has significant relationship with workers Performance
(2)
Ho: Organization goals does not have significant affect
organization culture in Nigeria
Hi: Organization goals have
significant effect on organization culture
1.6 Scope of the Study
The. Study covers organizational
culture in the manufacturing. Represented by corporate symbol, internal orientation
of the staff and the influence 'of the corporate. Goals on the norms and values
of the organization. Specifically, the scope cover workers of Dangote Agro Sack
Ltd.
1.7 Significance of the Study
It has been suggested
that organizational culture affects such outcomes as productivity, performance,
commitment, self-confidence, and ethical behavior (Deal & Kennedy, 1982;
Denison, 1984; Ouchi,
1981; Posner,
Kouzes, & Schmidt, 1985; Pritchard & Karasick, 1973; Sathe, 1985). However,
little has been done to develop theory that attempts to explain the process
through which individuals are affected by the organization's culture. Instead,
a large portion of the research has concentrated on the "strong vs. weak"
culture dichotomy (Deal &Kennedy, 1982), suggesting that culture manifests
varying degrees of influence over the members of an organization. While there
have been attempts to examine culture's influence over the cognitive process
through which individuals interpret their environment (Denison, 1990; Harris,
.1989), further work in this area is needed. However, research into the
transmission ·of cultural values and norms remains as a neglected area in the
study of organizational culture (Shroff &. 'Kozlowski, 1992). It is the
object of this research to present a model of organizational culture that
examines the effect on the cognitive Process is and helps
explain the influence that organizations may have in creating and maintaining a
distinct and recognizable culture.
1.8 Definition or Terms.
The following are
the definition of terminologies used in the course of this study;
Organizational culture: is the set of
characteristics that describe an organization and distinguish it from, others.
Organizational Value: Organizational
values define the acceptable standards that govern the behaviour of individuals
within the organization. Without such values, individuals will pursue behaviours
that are in line with their own individual value systems, which may lead to
behaviours that the organization doesn't wish to encourage.
Personal Value: Personal values are
the beliefs, values, and philosophies that someone holds about life, its
purpose, and our own purpose own purpose.
Value: Important and
enduring beliefs or ideals shared by the members of a culture about what is
good or desirable and what is not.
Click “DOWNLOAD NOW” below to get the complete Projects
FOR QUICK HELP CHAT WITH US NOW!
+(234) 0814 780 1594
Login To Comment