THE ROLE OF ORGANIZATIONAL CULTURE ON EMPLOYEE PERFORMANCE in the NATIONAL AGENCY FOR FOOD AND DRUGS ADMINISTRATION AND CONTROL (NAFDAC)
The present study explored the role of organizational culture on employee performance. Organizational culture is simply the manner in which things are done in an organization. It is also known as the personality of the organization. The culture of the organization develops overtime, and employees are often not even aware of its existence. Organizational culture is, however, of particular importance to management because it helps them understand how employees feel about their work. Culture involves general assumptions about the manner in which work should be done, appropriate goals for the organization as a whole and for departments within the organization, and personal goals for employees. Primary data was gathered from thirty (30) respondents (employees) through structured administered questionnaires. The research study revealed that, a large number of respondents 16 or (64%) strongly agree that corporate culture have effect on employee job performance. The current culture of NAFDAC centres on warmth, love and employees come to work in the morning, not only because they like their work but because they care for their colleagues and work. Employees feel a sense of belongingness and that they have a personal stake in the organization. Important values and norms in the company were openness, friendship, to have fun, informality, communicative and social orientations and skills, a downplayed sense of hierarchy, personal support, working hard for the company, being prepared to spend some leisure time taking part in activities orchestrated by the company among others.
Background of the Study
Organizational culture has been perceived to have greater impact on a range of organizationally and individually desired outcomes (Jill L. Mckinnon, et all, 2003). Culture, at the workplace, is a very powerful force, which is consciously and deliberately cultivated and is passed on to the incoming employees. It is the very thread that holds the organization together. The importance of corporate culture is emphasized by Peters and Waterman (1999), who state that, without exception, the dominance and coherence of culture proved to be an essential quality of the excellent companies.
Research scholars have considered from earlier period onwards that organizational culture affects such outcomes as productivity, performance, commitment, self confidence, and ethical behavior (Ritchie 2000). More recent writers have reaffirmed that organizational culture does affect significantly an organization – employees’ behavior and motivation and its financial performance (Holmes and Marsden, 1996).
Organizational culture is pervasive and powerful. For business, it is either a force for change or a definite barrier to it. For employees, it is either the glue that bonds people to an organization or what drives them away. Managers, today, are increasingly challenged with changing an organization’s culture to support new ways of accomplishing work. Organizations do not exist in a vacuum but in a specific culture or socio-cultural environment. Organizational culture is a concept rooted in anthropology and sociology, where it is a key term in explaining the existence and nature of social order. The role of organizational culture is crucial to understanding organizational behavior. According to Wagner (1995), organizational culture has a strong influence on employees’ performance and attitudes. Organizational culture involves standards and norms that prescribe how employees should behave in any given organization (Martins & Martins 2003). Managers and employees do not therefore behave in a value-free vacuum; they are governed, directed and tempered by the organization’s culture (Brown 1998). Employees’ behavior and performance includes their commitment to...
References: Aswathappa, K. (2003). Organizational Behaviour. Bangalore: Publishing House.
Brightman, H. J. and Sayeed, L. (1990). The Pervasiveness of Senior Managements View of the Cultural Gaps within a division. Group Organizational Studies. Vol. 15. Pp. 226-278. Sage Publications, Inc.
Calori, R. and Sarnin, P. (1991). Corporate Culture and economic Performance: A French Study. Organizational Culture. Vol.12. Pp 49-74.
Collins, J.C. and Porras, J.I. (1994). Built to Last: Successful Habits of Visionary Companies, Harper Business, New York, NY.
Denison, D.R. and A.K. Mishra (1995). Toward a Theory of Organizational Culture and Effectiveness, Organization Science, 6 (2), pp. 204-223
Deshpande, R., Farley, J.U
Gordon, G. G. and E. Christensen. (1993). Industry Influences on the Relationships between Management Culture and Performance. Paper presented at the National Meeting of the Academy of Management, Atlanta, GA.
Handy, C. (1993). Understanding Organizations. London. Penguin Books.
Harrison, R. & Stokes, H. (1992). Diagnosing Organizational Culture. Amsterdam: Pfeiffer & Company.
Harrison, R. (1993). Diagnosing Organizational Culture. A Trainers Manual. Amsterdam: Pfeiffer & Company.
Hellriegel, D. Slocum, Jr. J. W. & Woodman, R.W. (2001). Organizational Behaviour. 9th Edition. Sydney: Thomson Learners.
Hofstede, G. (1990). Cultures Consequences: International Differences in work related Values. Beverley Hills California: Sage.
Madigan, M., Norton, J. & Testa, I. (1999). The Quest for Work Life Balance. [online]. Rogers Media.
Available from: http://www.benefitscanada.com/content/legacy/content/1999/html
Mcewan, T. (2001). Managing Values and Beliefs in Organizations. New York: Prentice Hall.
Please join StudyMode to read the full document