0% found this document useful (0 votes)
119 views82 pages

Afolayan Samson Font Page

This document is a case study on the effect of organizational culture on organizational performance at the Federal Polytechnic Offa in Kwara State. It aims to determine how norms, beliefs, values, and teamwork influence performance. The study population consists of 787 management staff and questionnaires were used to collect data, which was analyzed using chi-square. The findings show that organizational culture elements like norms and incentives significantly impact performance. It is recommended that management provide adequate incentives to motivate employees and foster a spirit of teamwork between the staff and management to improve organizational performance.
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
0% found this document useful (0 votes)
119 views82 pages

Afolayan Samson Font Page

This document is a case study on the effect of organizational culture on organizational performance at the Federal Polytechnic Offa in Kwara State. It aims to determine how norms, beliefs, values, and teamwork influence performance. The study population consists of 787 management staff and questionnaires were used to collect data, which was analyzed using chi-square. The findings show that organizational culture elements like norms and incentives significantly impact performance. It is recommended that management provide adequate incentives to motivate employees and foster a spirit of teamwork between the staff and management to improve organizational performance.
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 82

EFFECT OF ORGANIZATIONAL CULTURE ON

ORGANIZATIONAL PERFORMANCE

(A CASE STUDY OF FEDERAL POLYTECHIC OFFA, KWARA STATE)

BY

AFOLAYAN SAMSON TOSIN

BA/HND/F18/4775

BEING A PROJECT SUBMITTED TO

THE DEPARTMENT OF BUSINESS ADMINISTRATION,

SCHOOL OF BUSINESS AND MANAGEMENT STUDIES

(SBMS), FEDERAL POLYTECHNIC, OFFA

KWARA STATE

IN PARTIAL FULFILMENT OF THE REQUIREMENTS

FOR THE AWARD OF HIGHER NATIONAL DIPLOMA (HND)

IN BUSINESS ADMINISTRATION

DECEMBER, 2020

i
CERTIFICATION

This is to certify that this project has been read and approved as meeting one of the requirements,

for the award of Higher National Diploma (HND) in Business Administration, in the School of

Business and Management Studies, Federal Polytechnic Offa, Kwara State.

___________________ ___________________

PROJECT SUPERVISOR Date

Mr. Ahmed M.A

___________________ ___________________

Mrs. B.A Ajibade Date

(HOD)

___________________ ___________________

EXTERNAL EXAMINAL Date

ii
DEDICATION

This research work is dedicated to my heavenly father, king of Glory, Almighty God, the

beginning and the end of everything who make this research work out successfully. Also to my

late Mr.&Mrs Afolayan.

iii
ACKNOWLEDGEMENT

My sincere gratitude goes to the Almighty God, the pillar of the life, who has been there

for me throughout my programme to him alone be all glory.

It is also good to give honor to whom is due. My gratitude goes to my late parent, Mr.&

Mrs Afolayan for her financial support and word of encouragement towards my educational

pursuit, almighty God will be with you and let your soul rest in peace ,

I want to appreciate the effort of my supervisor, in person of Mr. Hammed M.A for his
encouragement and motivation as regard the writing of this project, thank you and God bless you
sir.

To my other lectures in the department, thank you all for the love, kindness during my

staying in the campus, big thanks to you all.

Am very glad to say thanks to my blood, like Afolayan Shina,Afolayan Emmanuel, thank

you all for blood love over me, God bless you all.

My shoutout goes to my friends of life like Amao Seyi, Abidakun Hellen.

iv
ABSTRACT

This research work, effect of organizational culture on organizational performance with a

particular reference to a reputable institution and lecturing organization, federal polytechnic

Offa, kwara state. The objectives of this study are to: determine the effect of norms on

organizational performance. To examine the effect of beliefs on organizational performance. To

evaluate the effect of values on organizational performance. To identify the effect of team work

on organizational performance. The population of this study comprises 787 management and

staff of federal polytechnic Offa, kwara state of which 96 were randomly selected. The data used

was collected through the use of questionnaires while chi-square (X 2) method was used to

analyses the data. The findings of this research work shows that Norms have a great effect on the

performance of an organization. Also, provision of incentives motivates employees to increase

organizational performance. The recommendations for this study are: that management of

federal polytechnic Offa, kwara state should give adequate incentives to the employees to induce

them to increase their performances. There should also be a spirit of teamwork. Both the

management and staff should work hand in hand in order to achieve the stated result.

v
TABLE OF CONTENTS

Certification ii

Dedication iii

Acknowledgement iv

Abstract vi

Table of contents vii

CHAPTER ONE:

1.0 Introduction 1

1.1 Background to the Study 1

1.2 Statement of the Problem 2

1.3 Research Questions 3

1.4 Objectives of the Study 4

1.5 Statement of Hypotheses 4

1.6 Significant of the Study 5

1.7 Scope of the Study 6

1.8 Definition of Terms 6

1.9 Historical background of federal polytechnic Offa, kwara state 7

CHAPTER TWO: LITERATURE REVIEW

2.0 Introduction 11

2.1.1 Meaning of Organizational Culture 11

2.1.2 Types of Organizational Culture 12

2.1.3 Characteristics of Organizational Culture 14

2.1.4 Measurement of Organizational Culture 16

vi
2.1.5 Theories of Organizational Culture. 16

2.1.6 Problems of Organizational Culture 17

2.1.7 Suggest Solutions of the Problem of Organizational Culture 18

2.2.1 Meaning of Organizational Performance 19

2.2.2 Types of Organizational Performance 20

2.2.3 Measurement of Organizational Performance 21

2.2.4 Factors that Leads to Poor Performance at the Workplace. 21

2.2.5 How to improve employee organizational performance 22

2.3.0 Organizational Culture and Organizational Performance 24

CHAPTER THREE: METHODOLOGY

3.0 Introduction 26

3.1 Research Design 26

3.2 Population of the Study 26

3.3 Sample and Sampling Design 27

3.4 Research instruments 27

3.5 Validity and Reliability 28

3.6 Data collection procedures 28

3.7 Data Analysis Techniques 29

CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND INTERPRETATION

4.0 Introduction 31

4.1 Participation or Response Rate 31

4.2 Demographic Characteristic of Respondents 32

4.3 Data presentation and analysis based on research questions 33

vii
4.4 Test of Hypotheses 42

4.5 Discussions of Findings 47

Chapter Five: Summary, Conclusion and Recommendations

5.0 Introduction 49

5.1 Summary 49

5.2 Conclusion of the Study 50

5.3 Limitations of the Study 50

5.4 Recommendations for the Study 51

References

Appendix: Questionnaire

viii
CHAPTER ONE

INTRODUCTION

1.0 Introduction:

The existence of a business organization is to achieve goals and objectives. The goals and

objectives business organizations set to achieve determine how they managers allocate tasks to

employees. The allocated job are usually grouped into departments, nelson & Quick Opine, that

department in organizations can be categorized into various units such as manufacturing, sales,

marketing, advertising, and so on . They added that departments are connected to shape the

organizational structure. Quangyen &Yezhuang argued that structure of an organization gives it

the shape to carry out its purpose in the business environment.

‘Nelson & Quick posit that the organizations structure is meaningless unless supported by

appropriate system and a well-conceived culture. “Martinelli”, argued that the type of

organizational structure adopted by a firm will depend on the nature of the particular

organization in question. In addition, the form which the organizational structure takes may be

represented periodically by an organizational chart based on the significance of the organization

structure the study investigated more on the effect of organizational.

1.1 Background To The Study

One pervasive feature that distinguishes contemporary life in the ancient times is the domination

by large formal and complex organization. Modern man is everywhere in organization, lives in

organization which makes these organizations to become inevitable feature of life.

ix
An organization is defined according to Afolabi (2006) as a group of people (large or small) who

collaborate in a structural and relatively permanent way in order to deliver one or more goals

which they shared in common and which they could not achieve by acting on their own.

An organization is a set up basically structured for carrying out a particular objective. For an

organization to achieve these goals, it has to put money things in order. One of these is to adopt a

culture in its system which is other rise known as “organizational culture”.

Under this concept, known as organizational concept, an organization develops and implements a

standard of behavior or code of conducts in its system. This code of conducts will define how the

employee will relate with each other on duty, the relationship between management and

employees, the salary scale for every level. It also defines the minimum entry qualification for

new incoming employee. The organizations culture is usually written in a organizations manual

or handbook which is usually given to every employee at the beginning of their appointment.

This will enable all the management and employees of the organization to know the do’s and

don’ts of the organization and the appropriate punishment for each offence. Also, it gives the

organization a sound public image which increases it profit on the long run. This is because the

organization will deal with its customers ethically since there is a code of conducts guiding its

operations.

Finally, all the employees would have known the managerial style being practiced in the

organization. This will allow every employee to know how to interact with his or her immediate

boss.

x
1.2 Statement Of The Problem.

Blunt and Jones (2003), George and Jones (2005) argued that all organizations everywhere

function within a specific culture and it is becoming widely recognized in contemporary

discussions of organizational performance that managers and other organizational practitioners

have to develop and understand their cultural settings if their organizations are to perform

effectively.

Despite the fact that Federal Polytechnic Offa, Kwara State implements a strategic organizational

culture, the institution is still devilled by a lot of management problems which have their root in

the culture of the environment.

This problem usually happened in the recruitment exercise where a customer of the organization

would want his/her relations to be given appointment in the organization. The management who

is also the relatives have no choice than to offer him/ her the job. This unjust and can impede the

progress towards achieving high performance.

Another problem is delay of salary of the workers of the institution by the government, this can

have an effect on the and performance of the workers.

Another problem is when ASUP embark on strike, this can have an effect on the culture and

performance of the institution.

Finally, another problem is environmental challenges or crisis among two communities that may

be disastrous; this can have an effect on the performance of the institution

1.3 Research Questions

xi
In order to arrive at precise answers to the effect of organizational culture on

organizational performance, the following research questions shall be formulated

i. Is there any significant relationship between Norms and organizational performance in

federal polytechnic Offa?

ii. Does Beliefs have any effect on organizational performance in federal polytechnic Offa?

iii. Does value have any effect on organizational performance in federal polytechnic Offa?

iv. Is there any significant relationship between employee’s orientation and organizational

performance in federal polytechnic Offa?

1.4 Objectives Of The Study

i. To determine the effect of norms on organizational performance in federal

polytechnic Offa

ii. To examine the effect of beliefs on organization performance in federal

polytechnic Offa

iii. To evaluate the effect of values on organizational performance in federal

polytechnic Offa.

iv. To identify the effect of team work on organizational performance in federal

polytechnic Offa.

1.5 Statement Of Hypotheses

The following formulated hypotheses would be tested to help provide answer to the research

questions.

xii
i. There is no significant relationship between norms and organizational performance in

federal polytechnic Offa

ii. Belief does not have any effect on organizational performance in federal polytechnic

Offa.

iii. Values does not have any effect on organizational performance in federal polytechnic

Offa

iv. There is no significant relationship between employees’ orientation and organizational

performance in federal polytechnic Offa

1.6 Significant Of The Study

One of the significance contributions which management of an organization can add to other

activities to tackle some problems within an organization and to prevent other problems from

arising is to come up with a culture which specifies the standard of behaviour in an organization.

One way of doing this is to examine how this culture affects effective performance of an

organization.

The logical questions that may be asked is “to what extent does culture determine organizational

performance?” and again “what other variables interact between culture and organizational

performance?” The significance to this study is anchored in the answers to those and to other

related questions.

To begin with, Aldrich and Mansdeen (2006), Hofstede (2007), Tayeb (2007) and Zakaria (2008)

among others have argued that organization do not exist in a vacuum but with specific culture.

Those scholars and researchers have however argued that most of these researches into

xiii
organization neglects and fails to investigate the importance of the relationship between

organization culture and organization performance.

However, this study will reflect the importance of organization culture on the performance of an

organization.

Finally, this study will serve for future reference for research students and many other people

who will be interested in this topic.

1.7 Scope Of The Study


The scope of this research work covers federal polytechnic Offa which is one of the best

polytechnic with standard of moral and academic performance in Nigeria. The research intends

to study the effect of organizational culture on organizational performance with a particular

reference of an institution (federal polytechnic Offa, kwara state), which the main campus is

located along Ilorin road Offa, and PS is located along Ojoku road Offa, kwara state Nigeria

The entire premise on which the study is based is that organizational performance would be

greatly depended on organizational culture. It also covers how organizational cultures are

measured, the types of organization culture, organizational performance, types of performance,

and how organizational culture and organizational performance are interrelated.

1.8 Definition Of Terms


 Culture: This is the total way of life of a particular society, an organization or any social

group. Culture differs from one group to another.

Culture is arrangement of different attributes that express an organization and

differentiate the firm from other one (Forehand and von Gilmer, 1964). According to

Hofstede (1980), culture is the collective thinking of minds which create a difference between

xiv
the members of one group from another. As per Schein (1990), defines culture is set of

different values and behaviors that may considered to guide to success. According to the

Kotter and Heskett (1992), culture means fairly established set of beliefs, behaviors and

values of society contain generally. In simple words we can understand that culture is gained

knowledge, explanations, values, beliefs, communication and behaviors of large group of

 people, at the same time and same place.

 Organization: An organization exists when two or more people agree to collaborate over

a period of time in order to achieve certain goals. It consists of a group of people who

collaborate in a structural and relatively permanent way in order to achieve one or more

goals.

 Organizational Culture: This is the stipulated rules, procedures, and practices laid down

by an organization. It is the code of conducts which everybody in the organization must

abide with.

 Hypothesis: This is a tentative statement or proposition that specifies a particular

relationship between two or more variables.

 Research: This is the process of arriving at dependable solution to problems through

planned and systematic collections, analysis, and interpretation of data.

 Social: Culture does not exist in isolation, neither is it an individual phenomenon; it is a

product of society. It originates and developed through social interactions.

 Dynamics and Adaptive: Though, culture is relatively stable, it is not altogether static. It

is subject to slow but constant change. Change and growth are latent in culture.

 Population: This is the total number of conceivable elements, subject and observations

that are of primary interest to a researcher.

xv
 Sample: This is the part of the population under study selected by some processes for the

purpose of statistical analysis.

 Performance: This is the execution of accomplishment of work, tasks, or goals to a

certain level of desired satisfaction.

1.9 Historical Background Of Federal Polytechnic Offa, Kwara State

The federal polytechnic Offa, came into existence in 1992. A presidential pronouncement

for its establishment was made at the palace of His Royal Highness, Olafa of Offa, Oba

Mustapha Olawoore Olanipekun Ariwajowe11, by the then military president, Ibrahim

Babangida during a state visit in 1991.

Consequently a local task force was then constituted by His Royal Highness, the Olofa,

under the chairman of Alhaji Tiamiyu Olatinwo with six (6) other eminent indigence of offa and

chief Ayotunde Raji as secretary.

This local task force prepared the ground for easy take off of the polytechnic. It identified the

premises of Olalomi comprehensive high school as a suitable temporary site and lease with

identified landlords, whose properties could be used by staff and students

The pioneer Rector of the polytechnic, Engr (Miss) Taiwo Adeife Oseekhan, administered both

administrative and academic matters in the polytechnic from February 1992 to year 2000, under

the supervision of a federal ministry of education. The task force was responsible for working

major policy decision affecting the polytechnic and performing the functions of the governing

xvi
council, she handed over to the immediate past Rector, Dr Razaq Bello from whom the past

Rector, Dr mufftau Olatinwo, took over to pilot the affairs of the polytechnic since 2006 as Ag.

Rector, and later as the thirds substantive Rector in 2008

In February the year (2020) Dr. Lateef Ademola Olatunji took over the mantle as the new elected

Rector.

The first governing councils of the polytechnic was inaugurated alongside council of other

tertiary institution in year 2000, the second in 2005 while the third and the current council

headed by senator Engr. Onyeka Okoroafor was constituted in 2009.

The first batch of three hundred and sixty (360) students were admitted into the initial six

programmes viz

i. Financial studies

ii. Business studies

iii. Secretarial studies

iv. Science laboratory technology

v. Electrical/ electronic Engineering

vi. Computer science

From this humble beginning, the polytechnic has developed to its present state with 20

courses offered at National Diploma (ND) level, and 22 courses at higher National Diploma

(HND) level and pre-ND programmes in Arts and science

xvii
The institution is proud of over 5,000 students in its cares location. Temporarily, the polytechnic

is located at the southern ends of the town along the Offa-Oshogbo way, while its permanent site

is currently being rapidly developed along Ojoku road, Offa kwara state

Organizational structure

At the apex of the organizational structure of the polytechnic is the minister of education and

visitor of the polytechnic. Next in line is the governing council headed by senator Engr-Onyeka

Okorofor followed by the Academic Board

Staff strength and students population

The federal polytechnic Offa total population of staff is 1043, in which they have the

strength 464 academics staff and 473 of non academics staff and also have the strength of 143

junior staff. In the current academics session the polytechnic has a student population of twenty

five thousand, six hundred and forty six (25,646) students’ studying at different levels of its

various programmes of study are:

SCHOOL IN THE POLYTECHNIC

i. School of applied science and technology

ii. School of business and management studies

iii. School of communication and information technology

iv. School of Engineering technology

v. School of Environmental studies

Achievements

xviii
i. The school have successfully moved some departments to permanent site (PS). In year

2010, school of business and management studies (SBMS) was moved to the permanent

site and later other department like library and information, mass communication,

building technology, Architectural, and Estate management

ii. The school has achieved standard way of pasting result of students online rather than the

formal way of pasting it on notice board.

Organization Structure Of The Federal Polytechnic Offa, Kwara

xix
CHAPTER TWO

Literature Review

2.0 Introduction

Organizational structure can be defined as a mechanism which links and co-ordinates individuals

within the framework of their roles, authority and power. Organizational structure represents a

useful tool that directs individuals’ behaviors through shared values, norms, and goals (O'Neill et

al., 2001; Liao et al., 2019). However, it has been characterized as a technique in which the

organizations are differentiated and integrated themselves by the allocation of work roles and

activities (Tran and Tian, 2013). In recent years, researchers have sought to determine which

structure brings the most advantages for organizations and they have suggested that

organizational structures should be responsive to a variety of individual needs in businesses

(Conner and Douglas, 2015). One of these widely used structures is presented by Burns and

Stalker (2016) labelled as a mechanistic and organic. Mechanistic organization structure is

characterized by highly formalized, standardized and centralized functions. Accordingly, in

mechanistic organizations individuals have a clear understanding about their job responsibilities

and it is expected of them to follow certain guidelines specified by policies, practices, and

procedures. On the other hand, organic organizations are more flat, flexible and adaptable to

environmental conditions, so individuals’ behaviors are guided by shared values and goals.

Moreover, organic organizations have characteristics such as informal network of authority and

informal network of communication and opportunities for participating in the decision process

(Veisi et al., 2012; Danzfuss, 2012; Dust et al., 2013). Therefore, organizations need to design

their structures in accordance with the organizational strategies, internal and external working

environment conditions. Because organizational structure has numerous and significant effects

xx
on both individuals and organizations. In literature, researchers have suggested that types of

organizational structures have considerable impacts on leadership styles, organizational

performance, innovation, employees trust and job satisfaction levels, perceived fairness,

individual job performance, job involvement and learning organization (Garg and Krishnan,

2003; Campbell et al., 2004; Jiang, 2011; Hao et al., 2012; Ağar et al., 2012; Mehrabi et al.,

2013).

Learning organization can be defined as an organization that focuses on “learning” as a crucial

component in its values, visions and goals, as well as all of its functions. It has been

characterized by a type of organization which continuously and proactively emphasizes to

facilitate learning activities and to develop strategies to encourage learning. Therefore, learning

organization refers to a culture that promotes learning environment that embraces both individual

and organizational learning. The concept of learning organization has been recognized by

scholars since the early 1960s due to its vital importance for organizations to achieve and sustain

competitive edge. However, in the last two decades, learning organizations have been considered

as a key element which provides organizations with competitive advantage and make them

different from their rivals in the future. (Van Grinsven and Visser, 2011; Maniam, 2013;

Messarra and El-Kassar, 2013; Dahanayake and Gamlath, 2013). Moreover, learning

organization has some positive effects on organizational performance and individuals’ attitudes

and behaviors. For example, researches have indicated that learning organization has a

significant impact on individuals’ commitment to organization, job satisfaction, turnover

intention and work engagement levels and their innovative behaviors (Egan et al., 2004; Wang

and Ellinger, 2008; Hashim, 2013; Wahyuningsih et al., 2013; Park et al., 2014). In addition to

these, a few studies have asserted that individual performance and job involvement levels of

xxi
employees are affected by the learning organization strategies (Cho, 2007; Rose et al., 2009;

Malik and Danish, 2010). Accordingly, it isexpected that individual’s adaptive performance and

job embeddedness levels are affected by characteristics of learning organization.

Job embeddedness refers to the combination of forces which keep individual from leaving their

jobs. In other words, it represents the integration of component which affects individual’s

decision to remain in or leave the organization (Halbesleben and Wheeler, 2008; Bergiel et al.,

2009). However, job embeddedness is conceptualized as a way through which employees are

attached to the workplace and community in three different forms like links, fit and sacrifice

(Dawley and Andrews, 2012). Fit refers to the match between the individual’s abilities and

organizational requirements and the compatibility between his or her skills and organization.

Links show the extent of number of connections which individuals’ posses with other people and

activities at work. Sacrifice refers to the tangible resources or psychological benefits that an

employee may lose if he or she leaves the organization (Ng and Feldman, 2010; Murphy et al.,

2013). Job embeddedness is considered as a beneficial state for both organizations and

individuals. Because individuals who are more embedded to work harder, to perform their jobs

better, not tend to absenteeism and they are prone to involved positive organizational behaviors

and have higher individual adaptive performance (Widianto and Abdullah, 2013). Individual

adaptive performance is defined as adjusting behaviors to the demands of the environment. It has

been characterized by an individual’s requirement to perform their work roles effectively and to

be responsive in the variable and new situations. However, individual adaptive performance seen

as a vital component for gaining competitive advantage and coping with changing environment

(Stokes et al., 2010; Upchurch, 2013). As the individual adaptive performance has an important

influence on the employee’s quickly responses in unknown and ambiguous situations,

xxii
researchers have begun to focus on the antecedents that underlie individual adaptive performance

(Wheeler, 2012).

Concordantly, previous studies suggested that individual factor and some organizational

components, such as innovative organizational climate, transformational leadership,

organizational policies, team learning climate, organizational structures and learning

organization affects individual adaptive performance positively. (Han and Williams, 2008: 663;

Charbonnier-Voirin et al., 2010; Schraub et al., 2011). On the other hand, job satisfaction,

organization commitment, discretionary effort, intent to stay, supervisor support and human

resource practices have positive impacts on individual adaptive performance (Bergiel et al, 2009;

Chen et al., 2010; Karatepe, 2013). Therefore, it is possible to express that some organizational

factors can be considered as antecedents of individual adaptive performance and job

embeddedness. Accordingly, it is expected that organizational structures and learning

organization facilitate and promote employees adaptive performance and job embeddedness

levels to increase. Individual adaptive performance and job embeddedness are evaluated as

crucial components to gain organizational success and competitive advantages in variable

working conditions. For this reason, to determine leading precursors of individual adaptive

performance and job embeddedness have become an important topic in recent years. In literature,

there are some studies indicating the antecedents of these variables. However, there is not any

research existing literature investigating the relationships among organizational structures,

learning organization, individual adaptive performance and job embeddedness together.

Therefore, this study aims to investigate the relationships among these variables to contribute to

the related literature. Within the scope of research, it is assumed that organizational structures

xxiii
and learning organization affect individual adaptive performance and job embeddedness. In order

to test the relationships among them, the following research hypotheses are developed:

2.1.1 Meaning Of Organizational Culture

Organizational culture is a system of shared assumptions, values, norms, beliefs and benefits

which governs how people behave in organizations. These shared values have a strong influence

on the people in the organization and dictate how they dress, act and perform their jobs.

According to Needle (2003), organizational culture represents the collective values beliefs and

principles of organizational members and it is a product of such factors as history, products,

market, type of employee, management style and national culture.

Organizational culture includes the organizations vision, value, norms, system, symbols, beliefs

and habits.

Ravasi and Schutz (2006) sees organizational culture as a set of share assumptions that guide

what happens in organizations by defining appropriate behaviour for various situations.

Organizational culture encompasses values and behaviors that contribute to the unique social and

psychological environment of an organization. Every organization develops and maintains a

unique culture which provides guidelines and boundaries for the behaviour of the member of the

organization. Every organization has it unique personally just like people do. This unique

personality of an organization is referred to as its culture. Organization culture is also known as

“corporate culture” and it shows the way organization conducts its business, treats it customers,

employees and the wider community.

It also deals with the extent to which freedom is allowed in decision making, developing new

xxiv
ideas and personal expression. Organizational culture also deals with how power and information

flow through its hierarchy and how committed employees are towards collective objectives.

Organizational culture affects the organizations productivity and performance and provide

guidelines on customers care and services, products quality and safety, attendance and

punctuality, and concern for the environment.

2.1.2 Types Of Organizational Culture.

According to Zakariya (2006), there are two models which companies fall into; Strong and Weak

culture. In a strong culture, employees have a sense of empowerment and understanding of the

company’s goals, regulation and philosophy. This type of culture allows employees to be driving

and feel respected which benefit the overall health of the organization. In a weak organizational

culture, employees are lost, unmotivated and operate under a regime of fear.

However, he identified the following types of organizational culture.

Academy Culture: This organizational culture depends on employees who are highly skilled,

studious and welcome further training and advancement. This type of work place environment

thrives of intense training for employees being brought on board and ongoing training for the

employee already there. Organization that choose to follow this culture are very particular about

who they hire, their existing skills, and their willingness to learn and grow. This format of

management in turn is rate low and the employees eager to do their jobs to the best of their

ability. Many hospitals, universities and other educational institutions rely on this type of culture

to stay up to date on the newest information and technology.

Normative Culture: Normative culture is very cut and dry, following strict regulations and

guidelines that uphold the policies of the organization. Employees rarely deviate from their

xxv
specific job role, break rule, or do anything other than what is asked of them. This type of

organization runs a tight ship and are not suited for every type of employee.

Pragmatic Culture: Here, the customer or client comes before anything or anyone else because

every customer is different. These types of workplaces are very opposite of the normative culture

environment as employee does not adhere to strict rules. Whatever the customers want, they get

it.

Process Culture: This type of office culture provides a set of regulations and procedure that the

employees follow. It is different from normative culture as the regulations are not a bullet

pointed list of do’s and don’t so much as it is an ideology that the employees adhere to.

Club Culture: This types of culture requires employees to be very skilled, competent in their

niche of work. Educational qualifications, prior work experience and even personal interest are

taken into consideration before an employee is hired.

Fortress Culture: This type of culture environment is all about the numbers. If the organization

is doing well as a result the employee’s productivity, then, the employee continues to have a job.

If the organization begins to see a down fall, in success, then, these individuals that are not

pulling their weight are terminated.

An example of a company that follows this structure are World strides and specifically their sales

department. Sales persons have a lot to do, they seek out business, secure business and retain

business. If a sale persons cannot fulfill their quota or cannot meet the demand of the department,

then, the company with replace them in hopes of a better outcome with someone else.

2.1.3 Characteristics Of Organizational Culture

xxvi
According to George and Jones (2007), organizational characteristics are the attributes that are

necessary to be found in organizational cultural environmental. However, they identified the

following features of organizational culture.

Innovation (Risk Orientation): organization with culture that places a high value on innovation

encourages their employees to take risks and innovate in the performance of their jobs.

Attention to Detail (Precision Orientation): This characteristic of organizational culture

dictates the degree to which employees are expected to be accurate in their work. A culture that

places a high value on attention to detail expects their employees to perform their work with

precision.

Emphasis on Outcome (Achievement Orientation): Organizations that focus on result, but not

on how the results are achieved, placed a high emphasis on this value of organizational culture.

A company that instructs its sales force to do whatever it takes to get sales order has a culture

that places a high value on the outcome characteristics.

Emphasis on People (Fairness Orientation): Companies that places a high value on this

characteristic of organizational culture placed a great deal of importance on how their decisions

will affect the people in their organizations. For these organizations, it is important to treat their

employees with respect and dignity.

Team Work (Collaboration Orientation): Organizations that organize work activities around

teams instead of individuals place a high value on this characteristic of organizational culture.

People who work for this type of organization tend to have a positive relationship with their

workers and management

xxvii
Aggressiveness (Competitiveness Orientation): This characteristic of organizational culture

dictates whether group members are expected to be assertive or easy going when dealing with

companies they compete with in the market place.

Companies with an aggressive culture place a high value on competitiveness and outperforming

the competition at all cost.

Stability (Rule - Orientation): A organization whose culture place a high value on stability are

rule–orientated, predictable and bureaucratic in nature.

These types of companies typically provide consistent and predictable level of output and

operate best in non–chasing market.

This can be presented in the diagram below

2.1.4 Measurement Of Organizational Culture

xxviii
According to Needle (2005), organizational culture refers to the collective values, norms, beliefs,

and principles of organizational members. Culture in this study refers to the share assumptions,

values, norms that guide the behaviour of people in an organization. It is measured in terms of

the attitudes, beliefs norms and value which govern the behaviour of individuals in a given

organization. The point at this study is on how this concept influences behaviour at work and

how this, in turn, influences organizational performance.

2.1.5 Theories Of Organizational Culture:

The notion that organizations may have specific cultures is found sprinkled in a vast array

of publications on strategy and business policy, on organizational behavior and theory.

Although the abuses of a solid theoretical grounding for concept of organizational culture has

been frequently laminated, little effort has been exerted to bring within the perimeter of the

management and organizational field the relevant concept found in cultural anthropology.

The purpose of this paper is therefore three-fold.

 To provide a typology of schools of the thought in cultural anthropology in order to

understand the diverse and complex theories of culture advanced is this field.

 To relate this different point of view to the emerging notions of organizational culture

found explicitly or implicitly in the management and organization literature.

 To pull together the insights and findings derived from this enquiry in order to propose an

integrative concept of organizational culture as useful metaphor for studying the

processes of decay, adaptation and radical change in complex organizations.

2.1.6 Problems Of Organizational Culture:

xxix
Common Organizational Culture Problems Can Include Ambiguity

Communication and inconsistency. These can contribute to the experience of a hostel and

unpleasant workplace, which can make workers less loyal and may contribute to issues like

 Harassment, bullying and high turnover. Organization with concern about their structure

and organization can use outside consultants to get a fresh look at their culture and may

also want to consider the use of employee evaluations to get feedback

 Personnel: This tools can help organization identify and address problems with

organizational culture

 Ambiguity is a common issues, employees may not understand what is excepted to them,

or could feel as though stated policies are in conflict with actual practices. For example,

workplace policies may state that management supports healthy work-life balance, but

the organization may only promote single people who are willing to work long hours

without complaint

Inconsistency: can be another contributor to organizational culture problems. Employee may

feel like policies are not applied evenly and fairly; management may not be penalized for activity

employees would except to see punished, for example. Employees. Organization may also be

inconsistent across department of resentments, people in human resource, for example, might

want to know why the information technology department has better office or always seems to

be vacation.

Poor communication: is another common problem with organizational culture at organization

of all sizes. Employee may not communicate well with each other and would feel uncomfortable

about approaching supervisors with ideals, suggestions, and concerns, from top to down,

xxx
organization might not clearly articulate expectations and goals, which can make staff members

confused about what they are supposed to be doing

Poor leadership: can be another issue, Employees may have trouble following people they do

not respect, or taking order from supervisors who do not appear to know what they are doing. If

leadership is weak, inconsistent, or disreputable, it can contribute to organizational culture

problems

2.1.7 Suggest Solution Of The Problem Of Organizational Culture

While hiring based on culture fit is still open to interpretation, there are some things that

can be done to guide the debate in the right direction. Here are some of our recommendations.

 Define your culture: let’s be honest, first and foremost, organization need to have a clear

understand on what constitutes their organization culture and have a set of defined

metrics that determine whethere is not a potential hire will mesh will with the team and

the rest of the organization. Measuring a candidate against these metric vs. leaving the

hiring decision up to personal interpretation is the first step in the bright direction

 Determine your strategy: once the organization culture is defined and everyone agrees

on its main elements. The next logical step is to set a strategy. How open is your

organization to different styles, values, and approaches? If your employees are expected

to be available 24/7, then it will be hard for someone who is used to a strict work-life

balance to perform their duties.

 Give power to the people: After an extensive probationary period, employees get to vote

on whether or not a new hire should, come on board full-time. This type of consensus-

building process results in collective buy-in and team camaraclerie. It attempts to prevent

xxxi
personal judgment and unilateral decision making by the management. Its promotes

mutual accountability and expect. Not only feel empowered and will ultimately enjoy

working with their teammates. This approach fosters a positive attitude and attracts

employees who are likely to do whatever it takes to demonstrate how valuable they are to

the employer.

 Let candidates decide on their own: using tools and questionnaires that help people

determine the own suitability for the job is also a great way to weed out those who may

not fit the organization culture. For example, Zappos, an organization that prides itself on

creating the ‘happiness culture’ bask candidates to determine how weirs they are on a

scale from 1 to 10. Southwest, on the other hand, uses scenario-simulation exercise to

estimate a candidate’s problem-solving and critical thinking abilities. The results are

monitored and reviewed by a group of experienced employees. These tactics not only

help eliminate bias in hiring decision but also provide are excellent opportunity for

candidate to understand what is expected of them and help them to determine whether

they can make it in the organization or not.

2.2.1 MEANING OF ORGANIZATIONAL PERFORMANCE:

Organizational performance has been defined as the ability of an organization to fulfill its

mission through sound management. Strong governance and a persistent rededication to

achieving results.

The Oxford Dictionary defines performance as the action or process of performing a task or

function seen in term of how successfully it is performed. However, for the purpose of this study,

organization performance is how successfully an organization is after putting different strategies

xxxii
into effect. Specialist in many fields is so concerned with organizational performance including

strategic planners, operations, and finance, legal and organizational development.

In recent years, many organizations attempted to manage organizational performance using the

balance score card methodology where performance is tracked and measured in multiple

dimension such as financial performance (shareholders return), social responsibility, corporate

citizenship, community outreach.

2.6 Type Of Organizational Performance

Performance system allow the management to categorize employees into performers and non-

performers, it is primarily done to estimate the employees worth.

There are different variations of performance appraisal system.

 Behavioural Checklist: Behavioural checklist has a list of criteria that an employee

should work up to be a diligent worker the behaviour differs according to the type of job

been assessed. This method is considered favourable as the evaluation is done on the

basis of individual employee performance without comparison.

 360-Degree Appraisal: 360-degree appraisal involves feedback of the manager,

supervisor, team members and any direct reports. In this method of appraisal, employees’

complete profile has to be collected and assessed. In addition to evaluating the employees

work, performance and technical skills set, an appraisal collects an in-depth feedback of

the employee.

 Management by Objective (MBO): According to Afolaranmi (2015), management by

objective is a process whereby a subordinate and his superior set a mutually agreed upon

goal for the subordinate to achieve within a given period of time at the end of which the

xxxiii
subordinate performance is appraised. This is an objective type of evaluation which falls

under modern approach of performance appraisal. Manager and employee agreed upon a

specific and obtainable goal with a set deadline.

 Psychological: This method evaluates the employees intellects, emotional stability,

analytical skills and other psychological traits. This method makes it easy for the

manager in placing the employee in appropriate teams.

2.2.3 Measurement Of Organizational Performance

Performance is the execution or accomplishment of works, tasks or goals to a certain level of

desired satisfactions. In this study, however, organizational performance is defined in terms of

the ability of an organization to satisfy the desired expectations of three main stakeholders

comprising of owners, employees and customers.

This is measured in terms of the following parameters

 Owner satisfaction with financial return or profit from organization.

 Employees satisfaction with the conditions of work, such as wages and salaries, style of

supervision, rapid promotion and the ability of the organizational to guarantee job

securities, employee express a desire to stay with the organization. i.e. retain its workers;

and finally,

 Customers express satisfaction with the quality of the products of the organization.

2.2.4 Factors That Lead To Poor Performance At The Workplace.

Employees differ in their personalities and these difference influence the way react to the

external and internal pressures that exist in any organization. It is important for an organization

xxxiv
to identify the factors that have a crippling effect on the performance of an employee at the

workplace and make suitable correction. The following are the factors that lead to poor

performance of employees at the workplace.

 Poor leadership from the top management: A supervisor motivates his subordinates,

instills confidence, and evokes enthusiasm with regard to their work. But if the same

supervisor engages in aggressive and punitive behavior, it results in harassment at the

workplace.

 Lack of role clarity: This happen when two different workers are given incompatible

roles at the same time this lack of clarity the employees and result in conflicts

 Lack of transparency: when employee is not informed about decisions, they will make

own assumptions which can spread rumors, this can hurt the image of the organization

and destroy trust in the management.

 GOSSIP: Research has shown that office gossips creates great loss to the organization

and also affect the individual productivity of employees at work.

 Outdated Technology: To make an employee productive and efficient, it is important to

equip them with the right tools. Ignoring the potential benefit of technology up gradation

in the workplace may diminish the productivity and performance of the employee

 Poor Selection or pairing of term members: Employee tied with a wrong partner prove

detrimental to the overall health of the organization. A lion’s share of their time will be

consumed jostling against each other without any improvement in their overall

performance

 Inadequate Resource: Adequate time and material resources should be available to

employees to enable them perform their work easily. This will help them perform to the

xxxv
best of their ability and be proud of their achievement.

2.2.5 How To Improve Employee Organizational Performance:

There is always room for improvement, especially in a organization that want to stay

visible, and maintain its competitive edge. The following will improve employee organization

performance.

 Communicate your expectations and emphasize personal accountability: No matter

what type of business you run or how many employees you have, it is essential that every

employee understands how he respective contribution towards a common goal define the

organization’s value, success and longevity. Hold regular staff meetings to track the

status of pending projects, make new assignment and encourage brainstorming on

existing or potential problems. Hold your workers accountable for the responsibilities

they assume, the choice they make and the deadlines they have agreed to meet

 Monitor and evaluate job performance through annual or twice-yearly written

appraisal: These provide workers with the functional equivalent of a report card to

identify what they are doing well, what areas need improvement and weather training

classes would benefit an existing job or assist in the transition to a new one. Invite

employees to prepare self-evaluations, which allow them to highlight recent

achievements, disuses issues that they believe are inhibiting them from doing their best

work and request future training and development assignments. Encourage feedback

throughout the year, not just during the review period.

 Create and administer a fair and consistent system of acknowledging merit: No

matter what position a person holds in your organization, he wants to know that his work

xxxvi
is being noticed and appreciated. A successful organization culture is one that rewards

initiative, performance and dedication through bonuses, promotions, merit certificates

and perks as well as compliments and good old-fashioned thank-you. Donald Kirkpatrick,

author of ‘improving employee performance through appraisal and coaching’’ also

emphasizes the importance of monitoring and coaching as a way to demonstrate that

management is committed to helping workers achieve their highest potential by providing

them access to the best advice on how to advance their careers.

 Lead by setting a positive example: Ways great leaders inspire results, emphasizes that

managers who engage in active listening, respect the unique talent of their staff, instill

confidence in others and know both when and how to delegate responsibilities achieve

better results than egotistical leaders who believe that there is the only ‘right’ way to get

anything done. The first step in improving any organization is establishing and enforcing

the concept that there aren’t different sets of rules that govern the activities of supervisor

and subordinates. Managers must be held just as accountable for their own mistakes and

shortcoming as anyone who works for them in order to foster a healthy and truthful

workplace.

2.3.0 Relationship Between Organizational Culture And Organizational Performance.

This study was specifically carried out to examine the extent to which organizational culture

influences organizational performance. To this end, organization culture was used as the

independent variable while performance serves as the dependent variable.

According to Jones (2005), doubt about the reliability of any single indicator of organization

xxxvii
culture and organizational performance encourage the identification of substitutes for those fund

wanting or alternative measure. As it is likely what any single indicator may measure a concept

implicitly, as in the case of organizational culture and performance.

The error may be minimized by using multiple measure of each concept. In compliance with the

strategy, multiple indicators were used to assess the impact of organizational culture on

organizational performance.

Zakaria (2006) has contended that one of the relevant determinants of organizational

performance is employee behaviour. To this end, questions were asked on the factors that

determine employee’s behaviour such as the family background, beliefs and religion, value,

attitude and perception of work, commitment to work, and norms.

The result obtained from the analysis of data collected shows that workers exhibited positive

work value and attitudes, the incident of lateness to work, absenteeism, and labour turn-over are

very low. Also, the level of commitment to work is relatively high and finally, the premium and

emphasis placed on the achievement of power, wealth and prestige made the workers made more

effort at work. The result of the logistics chi-square shows that the concern which workers show

about the problem of fellow worker has a significant relationship with organizational

performance. This indicates that collectivism is significantly related to organizational

performance. The empirical evidenced in this study shows that all the indices of organizational

culture used, exhibit a correlation, positive and significant relationship with organizational

performance.

This information can be presented in the table below

xxxviii
c
m
f
P
e
u
lC
to
iz
n
a
g
r
O Source: Aluko Muheedeen Ajayi (2010)

Lunenburg (2011) also investigated the relationship between organizational culture and

performance and stated that organizational culture is the set of shared values, beliefs, and norms

that influence the way employees think, feel, and behave in the workplace. An organization’s

culture can have an impact on organizational effectiveness. And the author adopted Peters and

Waterman generalized concept of excellence. They identified several attributes that characterize

excellent organizations: a bias toward action; close to the customer; autonomy and

entrepreneurship; productivity through people; hands-on, value driven effort; sticking to the

knitting; simple form, lean staff; and simultaneous loose-tight properties. And also, the author

adopted Theory Z which was developed by Ouchi as an approach to excellence. And the features

of Theory Z which apply to schools include the following: trust, subtlety, and intimacy; shared

control and decision making; skills training; motivation through self-interest; equitable reward

system; and quality education. And the researcher recommended the following suggestions. First,

knowing the culture of an organization allows employees to understand both the organization’s

history and current methods of operation. Second, organizational culture can foster commitment

to the organization’s philosophy and values. Third, organizational culture, through its norms,

xxxix
serves as a control mechanism to channel behaviors toward desired behaviors and away from

undesired behaviors. Finally, certain types of organizational cultures may be related directly to

greater effectiveness and productivity than others (Lunenburg, 2011).

Marcoulides and Heck (1993) researched the Organizational Culture and Performance:

Proposing and Testing a Model concerning how an organization's culture affects organizational

performance. And demonstrate the application of LISREL modeling methodology to estimate

and test this model. And hypothesized three interrelated dimensions: a socio-cultural system of

the perceived functioning of the organization's strategies and practices, an organizational value

system, and the collective beliefs of the individuals working within the organization. The

researcher measured organizational culture by several latent variables which are: organizational

structure and purpose, organizational values, task organization, climate, and individual values

and beliefs.

Ojo (2008) examined various concepts on organizational culture and strives to ascertain the

importance of relationship between organizational culture and corporate performance in business

context. The study adopted survey research design. The researcher chose Nigerian employees in

commercial banking industry as population of his study. The researcher’s findings drawn that

organizational culture plays a vital role in an organization’s general performance.

2.4 Theoretical Framework

xl
According to the consistency theory, organizations tend to be effective because they have strong

cultures that are highly consistent, well-coordinated and well integrated. Employee behavior is

rooted in a set of core values and leaders and followers are skilled at reaching an agreement even

when they have differing views. This type of consistency is a powerful source of stability and

internal integration that results from a common mindset and a high degree of conformity (Salihu,

Rayyan and Umar 2016).

2.4.1 Involvement Theory:

This theory is based on the idea that involvement and participation will contribute to a sense of

responsibility and ownership and hence organizational performance and loyalty (Baker, 2002).

Effective organizations empower their people, build their organizations around teams, and

develop human capability at all levels (Beker 2004). Executives, managers and employees are

committed to their work and feel that they own a piece of the organization. People at all levels

feel that they have at least some input into decisions that will affect their work and that their

work is directly connected to the goals of the organization.

2.4.2 Adaptability Theory:

This theory is based on the idea that norms and beliefs that enhance an organization’s ability to

receive, interpret and translate signals from the environment into internal organizational and

behavioral changes will promote its survival, growth and development. Ironically, organizations

that are well integrated are often the most difficult ones to change due to the deep levels of

adaptability acquired over. Adaptable organizations are driven by their customers, take risks and

learn from their mistakes and have the capability and experience at creating change. Such

organizations are continuously changing their systems to promote improvements and provide

value for their customers (Salihu, Rayyan and Umar 2016).

xli
2.4.3 Mission Theory:

A shared sense of purpose, direction and strategy can coordinate and galvanize organizational

members toward collective goals (Baker, 2004). Successful organizations have a clear sense of

purpose and direction that defines organizational goals and strategic objectives and expresses a

vision of how the organization will look in the future. When an organization‘s underlying

mission changes, changes also occur in other aspects of the organization‘s culture. These theories

focus on different aspects of culture but more importantly, they stress different functions of

culture. Consistency theory and mission theory tend to promote stability whereas involvement

theory and adaptability theory allow for change and adaptability. Consistency theory and

involvement theory see culture as focusing on internal organizational dynamics while mission

theory and adaptability theory see culture as addressing the relation of the organization to its

external environment (Baker, 2004).

2.5 Empirical Review

Lunenburg (2011) investigated the relationship between organizational culture and performance

and stated that organizational culture is the set of shared values, beliefs, and norms that influence

the way employees think, feel, and behave in the workplace. An organization‘s culture can have

an impact on organizational effectiveness. And the author adopted Peters and Waterman

generalized concept of excellence. They identified several attributes that characterize excellent

organizations: a bias toward action; close to the customer; autonomy and entrepreneurship;

productivity through people; hands-on, value driven effort; sticking to the knitting; simple form,

lean staff; and simultaneous loose-tight properties. And also, the author adopted Theory Z which

was developed by William Ouchi (1980) as an approach to excellence. And the features of

Theory Z which apply to schools include the following: trust, subtlety, and intimacy; shared

xlii
control and decision making; skills training; motivation through self-interest; equitable reward

system; and quality education. And the researcher recommended the following suggestions. First,

knowing the culture of an organization allows employees to understand both the organization‘s

history and current methods of operation. Second, organizational culture can foster commitment

to the organization‘s philosophy and values.

Third, organizational culture, through its norms, serves as a control mechanism to channel

behaviors toward desired behaviors and away from undesired behaviors. Finally, certain types of

organizational cultures may be related directly to greater effectiveness and productivity than

others (Lunenburg, 2011).

Marcoulides and Heck (2013) researched the Organizational Culture and Performance:

Proposing and Testing a Model concerning how an organization's culture affects organizational

performance. And demonstrate the application of LISREL modeling methodology to estimate

and test this model. And hypothesized three interrelated dimensions: a socio-cultural system of

the perceived functioning of the organization's strategies and practices, an organizational value

system, and the collective beliefs of the individuals working within the organization. The

researcher measured organizational culture by several latent variables which are: organizational

structure and purpose, organizational values, task organization, climate, and individual values

and beliefs.

Ojo (2008) examined various concepts on organizational culture and strives to ascertain the

importance of relationship between organizational culture and corporate performance in business

context. The study adopted survey research design. The researcher chose Nigerian employees in

xliii
commercial banking industry as population of his study. The researcher‘s findings drawn that

organizational culture plays a vital role in an organization‘s general performance.

Aluko (2013) examined that there a significantly positive relationship between organizational

culture and employee‘s performance, and found that an organizations and its employees were not

performing and working together very well because of weak culture. The organization‘s weak

culture may cause lack of involvement, consistency, adaptability, and mission.

xliv
CHAPTER THREE

METHODOLOGY

3.0 Introduction

Methodology is a programme that guides the researchers in the process of collecting, analysis

and interpretation data. It is a model of proves that allows the researchers to draw valid

conclusion concerning casual relationship among the variable under investigation.

3.1 Research Design


According to Ibrahim (2012) research design is the master plan upon which a research is based.

Research design can take several forms and there is no best research design. The type of research

design to be used in a particular research depends on the nature of the researchable problems.

Research design can also be described as the act of identifying and explaining the techniques and

procedures of acquiring information to solve a specific problem.

However, for the purpose of this study a descriptive research design was employed because it is

the design that is appropriate for this nature of researchable problem. This will ensure that

required data are collected at a very accurate and economically rate

3.2 Population Of The Study

According to Aboaba, Oyerinde and Yusuf (2012), population is described as all conceivable

element, subjects or observations that are of primary interest to a study. It is the total number of

inhabitant that share common characteristics in a particular place.

However, what constitute the population in this research work is the management and staff of

Federal Polytechnic Offa, kwara state. The total population of the staff is 1043 in which they

xlv
have 463 Academics staff and 473 non Academics staff and 143 Junior staff

3.3 Sampling And Sampling Design

According to Aboaba, Oyerinde and Yusuf (2012), a sample is the part or portion of the

population under study choosing or selected by some process for the propose of statistical

analysis

According to Ibrahim (2012), sampling is a process used in statistical analysis in which a

predetermined number of a large number or population and the result obtained would be

generalized on others. It is also a method of studying from a few selected items instead of the

entered big number of unit, the small selected is called “population”

In this study, the researcher employed a simple random sampling technique. This is a method of

sampling in which each possible sampling combination has an equal chance of being included in

the sampling process. The researcher chooses a sample size of 100.

3.4 Research Instrument:

According to Aboaba (2012), data collection instruments are those which are used to collect data

for the purpose of testing hypotheses or answering research questions. This is an instrument used

by a researcher to carry out a research on a particular problem in order to arrive at a conclusion.

In this study, questionnaire was used to collect information from the sampled population of

(100).

According to Aboaba, Oyerinde & Yusuf (2010), a questionnaire is an instrument for collection

information or data beyond the ordinary reach of the researcher. It contains a set of questions

designed to get the model information or data for analysis where the result so reach is used to

xlvi
answer questions and test the relevant hypotheses.

In this study, 100 questionnaires were distributed to the sample population of federal polytechnic

offa, kwara state to collect the needed information on effect of organizational culture on the

organizational performance.

3.5 Validity And Reliability

Validity: According to Handy (2006) Validity is the characteristics used to describe

research which quality what is claims to measure. It is the characteristics of research

methodology which allow researcher to the be repeated by the same and even different research

but always come out with the same results, for the sake to validity of this study, the researcher

used questionnaire to collect information from the sample population and also consulted text

books and journal of previous authors.

Reliability: According to Osuola (2006) Reliabilty refers to the consistency of a

measurement; it is defined as anything that may be trusted and dependable. It is the stability,

dependability, and practicability of a measurement instruments, that is to say, reliability is any

method of data collection that is trusted to be accurate and dependable.

Nevertheless, the best techniques is the practical approach. In this research work, to establish the

reliability of the questionnaire, this is done by asking the respondents to cooperate and complete

the question with the primary choice for consistency, reliability and standardization of the design

of the questionnaire.

3.6 Data Collection Procedure:


According to Aboaba (2012), data collection instruments are those which are used to collect data

xlvii
for the purpose of testing hypotheses or answering research questions. This is an instrument used

by a researcher to carry out a research on a particular problem in order to arrive at a conclusion.

In this study, questionnaire was used to collect information from the sampled population of

(100).

According to Aboaba, Oyerinde & Yusuf (2010), a questionnaire is an instrument for collection

information or data beyond the ordinary reach of the researcher. It contains a set of questions

designed to get the model information or data for analysis where the result so reach is used to

answer questions and test the relevant hypotheses.

In this study, 100 questionnaires were distributed to the sample population of federal polytechnic

offa, kwara state, out of which 96 were filled and returned to collect the needed information on

effect of organizational culture on the organizational performance.

3.7 Data Analysis Techniques


In order to ensure the simplicity and clarity to the research work. The researcher used the sample

percentage as a statistical technique to analyze and interpret the data collected. However, the

reason for the use of this kind of techniques was as a result of the types of questionnaire used

that called for complex questions.

For the purpose of simplicity and clarity of the research work, each question will be analyzed in

statistical form, the analytical procedure deal with the population of statistical formula. These

formulas are as follows:

Mean: This is a measure of central tendency and it is obtained by adding the

scores of all subjects together and divide it by the number of subject.

xlviii
Formula X=
∑ fx
n

Where X = Mean

f = frequency

x = value

Σ = Summation

Standard Deviation: This tells as how widely the score in distribution are spread out and the

mean of the score.

Formula δ =√ X −X ∨
√ X −X
n

where δ = Standard Deviation

n = number of sample

X = mean of X

In calculating the population standard deviation form, from a given sample, the denominator in

above formula is replaced by (n-1) and (f-1).


2
( X− X )
Formula Z=
n−1

Where Z = Statistical Score

X = Population Mean

X = Sample Mean

n = sample size

The hypotheses would be tested under the level of confidence of 95% and significant level of

xlix
5%.

l
CHAPTER FOUR

DATA PRESENTATION, INTERPRETATION AND ANALYSIS

4.0 Introduction:

This chapter amid to present the data collected making appropriate interpretation of the

analysis with view to ensure that the research objective are achieved. This analysis of the data in

this chapter is detail of data collected through the use of questionnaire.

Research investigation are not computed until the finding has been made available to the

people concerned with them for the purpose of the study, a total of 100 questionnaire were

administered, and only 96 were filled and returned.

The 96 questionnaire collected serve as basis of statistical analysis to be used in carrying

out testing of hypothesis depends on raw data collected for the purpose of this study the chi-

sqaure and sample percentage method will be used

4.1 Participation Or Response Rate

For the purpose of this study, respondents refer to the people that completed the questionnaires

and at the same time, return such questionnaires. The question were processed normally and data

were reported inform of tables which show responses in percentages (%).

The questions were divided into three parts (section A, B and C). Section A deals with personal

information about that respondents while section B and C deals with the subject matter, that is,

purpose of the questionnaires. The question were show processed normally and data were

reported inform of table which show responses in percentage%

li
Table 4.1.1: Gender Distribution of Respondents

Alternatives Respondents Percentages (%)


Male 72 75
Female 24 25
Total 96 100
Source: Field Survey, 2020

It c can be seen from the above figure 4.1.1 that 72 respondents representing 75% are male.

while 24 respondents representing 25% are female.

This shows that there are more male respondents than their female counterpart in the

organization.

Table 4.1.2 Age Distribution of Respondents

Alternatives Respondents Percentages (%)


Less than 30years 5 5.20
35-40years 16 16.67
41-45years 15 15.62
46-50years 40 41.67
51years and above 20 20.84
Total 96 100
Source: Field Survey, 2020

Figure 4.1.2 reveals that 5 respondents representing 5.2% are less than 30 years, 16 respondents

representing 16.67% fall within the age bracket of 35-40 years. 15 respondent representing

15.62% are between the age of 41-45years, 40 respondents representing 41.67% fall within the

lii
age bracket of 46-50years.While 20 respondents which represents 20.85% are 51 years and

above. The majority of respondents fall within the age bracket of 46-50 years

Table 4.1.3: Marital Status of Respondents

Alternatives Respondents Percentages (%)


Married 60 62.5
Single 36 37.5
Others -
Total 96 100
Source: Field Survey, 2020

It can be seen from the above figure 4.1.3 that 60 respondents representing 62.5% are married,

36 respondents representing 37.5% are single. While there were no others respondents. The

numbers of married are more in the organization.

Table 4.1.4: Educational Qualification

Alternatives Respondents Percentages (%)

SSCE 3 3.13

ND/NCE 18 18.75

HND/BSC 50 52.1

MBA/MSC/MA 17 17.7

PHD 8 8.3

Total 96 100

Source: Field Survey, 2020

liii
From the above figure 4.1.4, it can be seen that 3 respondents representing 3.13% have SSCE, 18

respondents representing 18.75% are ND/NCE holder, 50 respondents representing 52.1% have

HND/BSC while 17 respondents which represent 17.5% are MBA/MSC/MA holder and 8

respondent represent 8.3 are PHD holder, It can be seen that the number of MBA/MSC/MA is

more in the organization.

Table 4.1.5: Position in the Organization

Alternatives Respondents Percentages (%)


Management staff 17 17.70
Senior staff 58 60.42
Junior staff 21 21.58
Total 96 100
Source: Field Survey, 2020

Figure 4.1.5 above reveals that 17 respondents representing 17.70% are management staff, 58

respondents representing 60.42% are senior staff, while 21 respondents which represents 21.88%

are junior staff. It can be seen that the majority of the respondents are senior staff.

SECTION B

Table 4.2.1: The extent to which Norms affect the performance of your organization is

very high.

Alternatives Respondents Percentages (%)


Strongly disagreed 10 10.42
Disagreed 12 12.5
Undecided 4 4.17

liv
Strongly agreed 50 52.08
Agreed 20 20.83
Total 96 100
Source: Field Survey, 2020

Table 4.2.1 reveals that10 respondent representing 10.42% strongly disagreed, 12 respondents

agreed, 4 respondents are indifferent in their responses, 50 respondents representing 52.08%

strong agreed. While 20 respondents representing 20.83% agreed. It is therefore concluded that

strongly agreed option will be preferred.

Table 4.2.2: Beliefs does not affect organizational performances of your organization.

Alternatives Respondents Percentages (%)


Strongly disagreed 50 52.08
Disagreed 19 19.79
Undecided 2 20.08
Strong agreed 15 15.63
Agreed 10 10.42
Total 96 100
Source: Field Survey, 2020

It can be seen from the above table 4.2.2 that 50 respondents representing52.08% strongly

disagree that beliefs does not affect organizational performance of their organization, 19

respondents representing 19.79% disagree, only 2 respondents representing 2.08% are indecision

in their responses. 15 respondents representing 15.63% strong agreed while 10 respondents

representing 10.45% agreed.

Table 4.2.3: Values have effect on the performance of your organization.

lv
Alternatives Respondents Percentages (%)
Strongly disagreed 10 10.42
Disagreed 12 12.5
Undecided 4 4.17
Strongly agreed 45 46.88
Agreed 25 26.02
Total 96 100
Source: Field Survey, 2020

Table 4.2.3 reveals that majority of the respondents fall within the strongly agree and agree

options which means that values have effect on the performance of their organization.

Table 4.2.4: Teamwork has helped your organization to attain the desired level of

organizational performance.

Alternatives Respondents Percentages (%)


Strongly disagreed 7 7.29
Disagree 9 9.38
Undecided 2 2.08
Strongly agree 61 63.54
Agree 20 20.83
Total 96 100
Source: Field Survey, 2020

Tables 4.2.4 reveal that 7 respondents representing 7.29% strongly disagreed, 9 respondents

representing 9.38% disagree, 2 respondents are indecision in their responses, 20 respondents

representing 20.83% strong agreed. While 61 respondents which represent 63.54% agree. That

teamwork has helped their organization to attain the desired level of organizational performance.

The number of strongly agree is more and it will be preferred.

lvi
Table 4.2.5: The effectiveness of employees’ orientation has made your organization to

maintain it desired level of organization performance.

Alternatives Respondents Percentages (%)

Strongly disagreed 10 10.42

Disagreed 20 20.83

Undecided 6 6.25

Strongly agreed 40 41.67

Agreed 20 20.83

Total 96 100
Source: Field Survey, 2020

From the above table 4.2.5 it can be seen that majority of the respondent chose agree and

strongly agree options which shows positive responses. It is therefore concluded that the

effectiveness of employees’ orientation has made their company to achieve the desired level of

organizational performance.

Table 4.2.6: Attitudes affect organizational performance in your organization

Alternatives Respondents Percentages (%)


Strongly disagreed 34 35.42
Disagreed 25 26.04
Undecided 5 5.20
Strongly agreed 17 17.71
Agreed 15 15.63
Total 96 100
Source: Field Survey, 2020

lvii
The table 4.2.6 above shows that 34 respondents representing 35.45%choose strongly disagree

that attitudes affect organizational performance in their organization, 25 which represent26.04%

disagree, 5 respondent are indifferent in their responses, 17 respondents representing17.71%

strongly agree while 15 respondents which represents 15.63% agree., Majority of the

respondents choose disagree and strongly disagree option which shows a negative response.

Table 4.2.7: Aggressive orientation has helped your organization to perform up to the
expectation

Alternatives Respondents Percentages (%)

Strongly disagreed 43 44.79

Disagreed 30 31.25

Undecided 8 8.33

Strongly agreed 10 10.42

Agreed 5 5.21

Total 96 100

Source: Field Survey, 2020

The above table 4.2.7 revealed that 43 respondents which represent 44.79% strongly disagree, 30

respondents with 31.25% choose disagree option, 8 respondents which form 8.33% are

undecided,10 respondents which represents 10.42% strongly agree while 5 respondents which

represent5..21% are agree that aggressive orientation has helped their organization to perform up

to the expectation.

Table 4.2.8: Fairness orientation influences fairness orientation influence organizational


performance in your organization.

Alternatives Respondents Percentages (%)

lviii
Strongly disagreed 10 10.43

Disagreed 8 8.33

Undecided 2 2.08

Strongly agreed 50 52.08

Agreed 26 27.08

Total 96 100

Source: Field Survey, 2020

It can be seen from the above table 4.2.8 that the larger number of respondents choose strongly

agree and agree options. This shows positive responses, that is, fairness orientation influences

organizational performance in their organization.

Table 4.2.9: Outcome orientation has contributed immensely in achieving the desired

level of organizational performance in your organization.

Alternatives Respondents Percentages (%)


Strongly disagreed 38 39.58
Disagreed 25 26.04
Undecided 5 5.21
Strongly agreed 15 15..63
Agreed 13 13.54
Total 96 100
Source: Field Survey, 2020

lix
The above table 4.2.9 shows that 38 respondents representing 39.58% choose strongly disagree

option that outcome orientation has contributed in achieving the desired level of organizational

performance of their organization, 25 respondents representing 26.04% agree. 5 respondents

which form 5.21% are undecided, 15 respondents which takes 15.63% strongly agreed. While 13

respondents which is 13.54% are agreed.

Table 4.2.10: The level of stability of the organizational culture of your organization is

very high.

Alternatives Respondents Percentages (%)


Strongly disagreed 10 10.41
Disagreed 12 12.5
Undecided 4 4.17
Strongly agreed 40 41.67
Agreed 30 31.25
Total 96 100
Source: Field Survey, 2020

From the above table 4.2.10, it can be seen that 10 respondents representing 10.41% choose

strongly disagree. 12 respondents representing 12.5% choose disagree option. Only 4

respondents representing 4.17% are undecided. 40 respondents representing 41.67% disagreed.

While 30 respondents representing 31.25 % strongly agreed that the level of stability of the

organizational culture of federal polytechnic Offa, kwara state, is not stable. Since the majority

of the respondents choose agree and strongly agree, it has a positive respondent.

Table 4.2.11: The extents of innovation and risk an organization can take determine the
performance standard of the organization.

Alternatives Respondents Percentages (%)

lx
Strongly disagreed 20 20.83
Disagreed 33 34.35
Undecided 6 6.25
Strongly agreed 20 20.83
Agreed 17 17.71
Total 96 100
Source: Field Survey, 2020

The tables 4.2.11 shows that 20 respondents representing 20.83 % choose strongly disagree, 33

respondents representing 34.35% choose disagree, 6 respondents representing 6.25% are

undecided. 20 respondents representing 20.83% strongly agreed While 17 respondent

representing 17.71% are agreed. Since the majority of the33 respondents disagree the response

show a negative response.

Table 4.2.12: Environmental force has effect on the organizational performance of your

organization.

Alternatives Respondents Percentages (%)


Strongly disagreed 7 7.29
Disagreed 9 9.38
Undecided 4 4.17
Strongly agreed 48 50
Agreed5 28 29.16
Total 96 100
Source: Field Survey, 2020

Table 4.2.12 above reveals that 7 respondents which represent 7.29% chose strongly disagree, 9

respondents which represent 9.38 disagreed, 4 respondent representing 4.17% are undecided, 48

lxi
respondents representing 50% strongly agreed that environmental force have impact on

organizational performance.

. While 28 respondents which represent 29.16 % agreed

Table 4.2.13: Provision of incentives motivates you to put in your best performance in

order to achieve the desired level of organizational performance

Alternatives Respondents Percentages (%)


Strongly disagreed 10 10.42
Disagreed 13 13.54
Undecided 5 5.21
Strongly agreed 48 50
Agreed 20 20.83
Total 96 100
Source: Field Survey, 2020

The above table 4.2.13 show that 10 respondents representing 10.42% choose strongly disagree,

13 respondents representing 13.54% disagreed, 5 respondents representing 5.21% are undecided,

48 respondents which represent 13.54% strongly agreed that provision of incentives motivates

them to put in their best performance in order to achieve the desired level of organizational

performance, While 20 respondents which represents 20.83% agreed

Table 4.2.14: Employee personality determines organizational performance in your


organization.

lxii
Alternatives Respondents Percentages (%)

Strongly disagreed 22 22.92

disagreed 31 32.29

Undecided 5 5.21

Strongly agreed 20 20.83

Agreed 18 18.75

Total 96 100

Source: Field Survey, 2020

The above table 4.2.14 reveals that 22 respondents representing 22.92% strongly disagreed, 31

respondents representing 32.29% disagreed, only 5 respondents representing 5.21% are

undecided in their responses.20 respondents representing 20..83% strongly agreed. While 18

respondent representing 18.75% are agreed

Table 4.2.15: The degree to which job satisfaction encourages you to put in your best
performance to achieve the desired level of organizational performance is very high.

Alternatives Respondents Percentages (%)


Strongly disagreed 7 7.29
Disagreed 10 10.42
Undecided 7 7.29
Strongly agreed 42 43.75
Agreed 30 31.25
Total 96 100
Source: Field Survey, 2020

The above table 4.2.15 reveals that 7 respondents representing 7.29% strongly disagreed 10

respondents which represents 10.42% disagree, 7 respondents which represents 7.29% are

lxiii
indifference in their responses, 42 respondents representing 43.75% disagreed that the extent to

which job satisfaction encourage them to put in their best performances to achieve the desired

level of performance is high,. While 30 respondents which represent 31.25% of the respondents

chose strongly disagree option.

Table 4.2.16: Prompt payments of wages and salaries induces you to perform better

Alternatives Respondents Percentages (%)


Strongly disagreed 5 5.20
Disagreed 15 15.63
Undecided 3 3.13
Strongly agreed 45 46.88
Agreed 28 29.15
Total 96 100
Source: Field Survey, 2020

Table 4.2.16 reveals that5 respondents representing 5.20 % choose strongly disagree, 15

respondents representing 15.63% disagree, 3 respondents representing 3.13 are undecided.45

respondents representing 46.88% strongly agreed. While 28 respondents representing 29.15%

agreed. The number of strongly agree option is more which means that the prompt payment of

wages and salaries induce them to perform better.

4.4 Test Of Hypotheses.


This section deals with how to test and validate the hypotheses formulated in chapter one, section

1.5 of this study. The statistical method used is chi-square method (X2). The hypothesis is

measured at 5% or 0.05%level of significant.

lxiv
The decision is that if the x2 computed value is greater than the x2 table, the null (H0)

hypotheses should be rejected.

On the other hand, if the x2 computed is less than the x2 table value , the null ( H0 ) hypothesis

should be accepted and reject the alternative (H1) hypotheses.

The chi- squared is the appropriate inferential test for the distribution of subject across a minimal

variable. In this test, an hypothesized population distribution is prepared with a distribution

generated by a sample.

Where

O1=observed number of cases (respondents)

E1= expected number of cases (respondents)

X2=chi-square computed

O1-E1= different between observed and expected value

(01- E1)2

Test of Hypotheses I:

The extent to which norms affect the performance of your organization is very high

Expected frequency =Total number of respondent


Number of alternative proved

E1= 96/5 =19.2

Alternatives 01 E1 0-E1 (O-E1)2 (0-E1)2

Strongly agreed 50 19.2 30.8 912.04 47.5

lxv
Agreed 20 19.2 0.8 0.64 0.03

Undecided 4 19.2 15.2 231.04 12.03

Disagreed 12 19.2 -7.2 51.84 2.7

Strongly Disagreed 10 19.2 -9.2 84.64 4.41

Total 96 66.67

X2Computed Value = 66.67

X2= Table value = 26.269

Level of significant = 5% or 0.05

DF = 16 (-1) (r-1) = (5 -1) (5-1) = 4 x 4 = 16

Decision rule:Reject the null (H0) hypotheses if the X2Computed value is greater than the

X2table value.

Conclusion: Since theX2computed value (66.67) is greater than theX2table value (26.269), the

null (H0) hypotheses, should be rejected which otherwise means that the extent to

which norms affect organizational performance is Unilever Nigeria Plc is very

high. Test of hypotheses

Test of Hypotheses II:


Beliefs does not have any influence on organizational performance

Alternatives 01 E1 0-E1 (O-E1)2 (0-E1)2

Strongly disagreed 15 19.2 -4.2 17.64 0.92

disagreed 10 19.2 -9.2 84.64 4.41

Undecided 2 19.2 -17.2 295.8 15.41

lxvi
Strongly agreed 19 19.2 -0.2 0.04 0.02

agreed 50 19.2 30.8 948.6 49.41

Total 96 70.17

X2computed = 70.17

X2table = 26.296

Df = 16 (c-1)(r-1) = (5-1)(5-1)=4x4=16

Decision rule:Reject null (HO) hypothesis if theX2 computed value is greater than theX2table

value.

Conclusion: Since the x2 computed value (70.17) is greater than x2 table value (22.296), the

null (ho) hypothesis should be rejected which otherwise means that beliefs have

influence on the organizational performance.

Test of Hypotheses III:


Values have influence on the performance of your organization

Alternatives 01 E1 0-E1 (O-E1)2 (0-E1)2

E1

Strongly disagreed 45 19.2 25.8 665.64 34.67

disagreed 25 19.2 5.8 33.64 1.75

Undecided 4 19.2 -15.2 231.04 12.03

Strongly agreed 12 19.2 -7.2 51.84 2.55

Agreed 10 19.2 -9.2 84.64 4.41

lxvii
Total 96 55.41

X2computed value = 55.41

X2table = 26.296

Df=16 (c-1)(r-1) = (5-1)(5-1)=4x4=16

Decision rule: Rejected the null (ho) hypotheses if the X2computed value is greater than the

X2tabulated.

Conclusion: Since theX2computed value (55.41) is greater than the X2table value (26.296), the

null (ho) hypotheses would be rejected which means that values have influence on

the performance of an organization.

Test of Hypotheses IV

Team work has helped your company to attain the desired level of organizational

performance.

Alternatives 01 E1 0-E1 (O-E1)2 (0-E1)2

E1

Strongly disagreed 61 19.2 41.8 1747.2 91

disagreed 20 19.2 0.8 0.64 0.64

Undecided 2 19.2 -17.8 -316.84 16.50

Strongly agreed 9 19.2 -10.2 -104.04 5.42

lxviii
Agreed 7 19.2 -17.2 -148.8 7.75

Total 96 121.31

X2computed value = 121.31

X2 table = 26.296

Df=16 (c-1)(r-1) = (5-1)(5-1)=4x4=16

Decision rule:Rejected the null (ho) hypotheses if the x 2 computed value is greater than the X 2

tabulated value.

Conclusion: Since the x2 computed value (121.31) is greater than the X2 table value (26.296),

the null (H0) hypotheses would be rejected which otherwise means that teamwork

has helped them to attain the desired level of organizational performance.

Test of Hypotheses V

The effectiveness of employee orientation has made your organization to maintain it desired

level of organizational performance

Alternatives 01 E1 0-E1 (O-E1)2 (0-E1)2

E1

Strongly disagreed 40 19.2 20.8 432.6 22.5

disagreed 20 19.2 0.2 0.04 0.02

Undecided 6 19.2 -13.2 174.2 9.07

Strongly agreed 20 19.2 0.8 0.64 0.03

Agreed 10 19.2 -9.2 84.64 4.41

lxix
Total 96 36.03

X2computed value = 36.03

X2 table value = 26.296

Df=16 (c-1)(r-1) = (5-1)(5-1)=4x4=16

Level of significant = 5%

Decision rule: Reject the null (H0) hypotheses of the x2 computed value is greater than the x2

table value.

Conclusion: since x2 computed value (36.03) is greater than the x2 table value (26.296), the null

(H0) hypotheses should be rejected which means that the effectiveness of employee orientation

has made Unilever Nigeria Plc, Lagos to maintain it desire level of organizational performance.

4.5 Discussion Of Finding


Questionnaire, which were the main source of data collection instruments, were obtained from

the respondents and questions that were not answered properly, all the mistakes were analyzed

and poorly answered questionnaire exampled from the analyses process. The increased accuracy

consistency and reliability of the gathered facts.

Data completeness and uniformly was maintained and this facilities application of other

data analysis techniques such as data organization, data classification and tabulation. As such at

course of the study it was notice that:-

 Organization must determine the effect of norms on organizational performance

 To examine the effect of belief on organizational performance.

 To evaluate the effect of value on organizational performance

 To investigate the effect of employee’s orientation on organizational performance.

lxx
 To identify the effect of teamwork on organizational performance.

CHAPTER FIVE

Summary, Conclusion And Recommendations

5.0 Introduction:

The summary of the research work based on major findings of the study’s objection is

presented in this chapter, conclusions was dram from questionnaire administered, on effect of

organizational culture and organizational performance.

5.1 Summary Of Findings

The primary aim of this chapter is to bring together the empirical findings which have been

presented in the preceding chapter. The study set out to establish the relationship between

organizational culture and organizational performance.

lxxi
The study made some specific relations.

- Firstly, it was found out that the respondents say that by fairness orientation, that is when

they are treated justly and equally, their performance will be enhanced.

- Also many respondents agreed that provision of incentives by the management has a

significant effect on their organizational performance.

- The study also revealed that most of the respondents agreed that outcome orientation cannot

get them to give their best performance in achieving organizational performance.

- It was also found out that majority of employees strongly agreed that prompt payment of

wages and salaries induces them to put in their best.

- The study also reveals that most of the respondents are of the opinion that aggressive

orientation will not enable them to achieve high organizational performance.

- The effectiveness of employee orientation has contributed immensely in achieving the

organizational performance of Unilever Nigeria Plc, Lagos.

- Finally, the study revealed that norms, values, beliefs and all the dimensions of

organizational culture has a great impact on organizational performance of federal

polytechnic Offa, kwara state.

5.2 Conclusion
Employees in an organization increase their performance due to the incentives they get

from the management, beliefs do not have any influences on the perform of the organization.

When the management of the organization pay the employees promptly, it also makes the worker

lxxii
improve in their performance. The environmental forces will have a great influence on the

performance of the organization.

Workers do not also like to work under pressure. So by engaging in outcome orientation, worker
can overuse themselves order to achieve the aim and goals of the organization.

And finally, workers and management of federal polytechnic Offa, kwara state like to be treated
justly without any prejudice.

5.3 Recommendations For The Study


The study established the relationship between organization culture and organizational

performance. For the study to be relevant, some recommendations on the possible means of

increasing organizational performance by practicing effective organizational culture.

In course of this study, the following recommendations are made.


 Firstly, management should give adequate incentives to the employees to induce them to

put in their best performance.

 Also outcome orientation policy should be drastically discouraged in the organization.

 Fairness orientation should be included in the culture of the organization.

 Also, federal polytechnic Offa, kwara state should pay prompt and adequate wages and

salaries to his workers so as to perform better.

 Also, aggressive orientation should be embarked upon in order to achieve the best

organizational performance.

Finally, federal polytechnic Offa, kwara state should work and be able to build the spirit of

oneness among themselves. That is, there should be a high spirit to achieve its desired goals and

objectives.

5.4 Limitation Of The Study

lxxiii
In carrying out a research of this magnitude, obviously, a lot of problems must be

encountered. The quality of data collected depends largely on the level of qualifications and

experience of both the managers and subordinates to whom the questionnaires were distributed

and their personal views. To this end, the data has some subjectivity.

Also, most of the respondents showed bad attitude to the researcher. Most of them have a lot of

commitment as at the time being contacted while those who did not are biased in answering the

question. This makes the research work to be quite difficult.

Financial constraint is another problem, limitation encountered by the researcher. The finance to

cover up the scope of the study is huge. These include the cost of collecting relevance

information, gathering information and printing the information needed.

Another limitation to this study is time constrain. There was delay in answering the questions on

time as was expected from the respondents. Despite a lot of persuasions, at times, the researcher

had to wait for them to finish attending to their customers before he is attended to. All these

constitute constraints or limitations in carrying out this research work.

REFERENCES

Aboada K.O. (2012), Foundation of Behaloural Research Offa

Afolabi Y.A. (2008), Organization Behavior Mokola Printers’ Ibadan

Aluko M.A. (2010), Applied Management Principles; 2nd Edition

Blunt and Jones (2003), Modern Business Management; 3rd Edition London

Gearge and Jones (2005), Fundamental of Modern Marketing; 6th Edition London

lxxiv
Hoftede G. (2007), Principles of Management; 5th Edition New York

Ibrahim B.G, (2012), Scientific Research Method; Kola Salau, Offa

Needle (2005), Organizational Behaviors; Integrated Readings London Prentice Hall Inc

Osuola (2006), Textile Testing and Quality Control; Nigerian Chritom Press Lagos

Richard et al (2009), Fundamental Marketing Concept (6th Edition); New York

Ravassi And Schutz (2006) Human Resource Management 3rd Edition; Irwin, McGraw-Hill

Company

Zakariyah (2008), Entrepreneurship and Small business management, London

lxxv
APPENDIX

Department of Business
Administration,
Federal Polytechnic, Offa
Kwara State, Ilorin.
The Respondent,

I humbly request for your kind assistance and concern in completing this questionnaire.

I am a final year student in the above named institution. This questionnaire is desired

toward effect of organizational culture on organizational performance. And am assuring you that

any information provided would be treated with strict confidence and shall be used for the

purpose of this research only.

Thanks for your mature cooperation

Yours faithfully

Afolayan Samsonn Tosin.


BA/HND/F18/4775

lxxvi
QUESTIONNAIRE

Section A: Personal Information


Please ticks the appropriate options by marking “X” in the boxes provided ( ).
Sex
Male ( )
Female ( )
Age
Less than 25years ( )
35 - 40years ( )
41- 45years ( )
46 - 50years ( )
51years and above ( )
Marital Status
Married ( )
Single ( )
Others ( )
Academic Qualification
SSCE ( )
ND/NCE ( )
HND/BSC ( )
MA/MSC/MBA ( )
PHD ( )
Position Held in the Organization

lxxvii
Management staff ( )
Senior staff ( )
Junior staff ( )

Section B: Organizational Culture.

The extent to which Norms affect the performance of your organization is high.

Strongly disagree ( )
Disagree ( )
Undecided ( )
Strong agreed ( )
Agree ( )

Beliefs does not affect organizational performance of federal polytechnic offa kwara
state.

Strongly disagreed ( )
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )

Values have effect on the performance of your organization

Strongly disagreed ( )
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )

Team work has helped your organization to attain the desired level of organizational
performance.

Strongly disagreed ( )

lxxviii
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )

The effectiveness of employee’s orientation has made your organization to maintain it


desired level of organizational performance.

Strongly disagreed ( )
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )

Attitudes affect organizational performance in your organization.

Strongly disagreed ( )
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )

Aggressive orientation has helped your organization to performance up to the


expectation.

Strongly disagreed ( )
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )

Fairness orientation influences organizational performance of your organization.

lxxix
Strongly disagreed ( )
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )

Outcome orientation has contributed immensely in achieving the desired level of


performance in your organization.

Strongly disagreed ( )
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )

The level of stability of the organizational culture of your organization is very high.

Strongly disagreed ( )
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )

The extent of innovation and risk an organization can take determines the performance
standard of the organization.

Strongly disagreed ( )
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )

lxxx
Section C: Organizational Performance.

An environmental force has effect on the organizational performance of your


organization.

Strongly disagreed ( )
Disagreed ( )
Undecided ( )
Strong agree ( )
Agreed ( )

Provision of incentives motivates you to put in your best performance in order to achieve
the desired level of organizational performance.

Strongly disagreed ( )
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )

Employee’s personality determines organizational performance in your organization.

Strongly disagreed ( )
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )

The degree to which job satisfaction encourages you to put in your best to achieve the
desired organizational performance is very high.

Strongly disagreed ( )
Disagreed ( )
Undecided ( )

lxxxi
Disagreed ( )
Strongly disagreed ( )

Prompt payment of wages and salaries includes you to perform better.

Strongly disagreed ( )
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )

lxxxii

You might also like