Afolayan Samson Font Page
Afolayan Samson Font Page
ORGANIZATIONAL PERFORMANCE
BY
BA/HND/F18/4775
KWARA STATE
IN BUSINESS ADMINISTRATION
DECEMBER, 2020
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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
___________________ ___________________
___________________ ___________________
(HOD)
___________________ ___________________
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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
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ACKNOWLEDGEMENT
My sincere gratitude goes to the Almighty God, the pillar of the life, who has been there
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
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.
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ABSTRACT
Offa, kwara state. The objectives of this study are to: determine the effect of norms on
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
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.
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TABLE OF CONTENTS
Certification ii
Dedication iii
Acknowledgement iv
Abstract vi
CHAPTER ONE:
1.0 Introduction 1
2.0 Introduction 11
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2.1.5 Theories of Organizational Culture. 16
3.0 Introduction 26
4.0 Introduction 31
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4.4 Test of Hypotheses 42
5.0 Introduction 49
5.1 Summary 49
References
Appendix: Questionnaire
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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
‘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
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
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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
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.
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1.2 Statement Of The Problem.
Blunt and Jones (2003), George and Jones (2005) argued that all organizations everywhere
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
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
Another problem is delay of salary of the workers of the institution by the government, this can
Another problem is when ASUP embark on strike, this can have an effect on the culture and
Finally, another problem is environmental challenges or crisis among two communities that may
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In order to arrive at precise answers to the effect of organizational culture on
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
polytechnic Offa
polytechnic Offa
polytechnic Offa.
polytechnic Offa.
The following formulated hypotheses would be tested to help provide answer to the research
questions.
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i. There is no significant relationship between norms and organizational performance in
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
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
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organization neglects and fails to investigate the importance of the relationship between
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
polytechnic with standard of moral and academic performance in Nigeria. The research intends
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
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
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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
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
abide with.
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
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Sample: This is the part of the population under study selected by some processes for the
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
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
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
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
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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.
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
The first batch of three hundred and sixty (360) students were admitted into the initial six
programmes viz
i. Financial studies
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
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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
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
Achievements
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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,
ii. The school has achieved standard way of pasting result of students online rather than the
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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
(Conner and Douglas, 2015). One of these widely used structures is presented by Burns and
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
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on both individuals and organizations. In literature, researchers have suggested that types of
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).
component in its values, visions and goals, as well as all of its functions. It has been
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
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
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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 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
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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
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
organization facilitate and promote employees adaptive performance and job embeddedness
levels to increase. Individual adaptive performance and job embeddedness are evaluated as
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
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
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and learning organization affect individual adaptive performance and job embeddedness. In order
to test the relationships among them, the following research hypotheses are developed:
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
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
Organizational culture encompasses values and behaviors that contribute to the unique social and
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
“corporate culture” and it shows the way organization conducts its business, treats it customers,
It also deals with the extent to which freedom is allowed in decision making, developing new
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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
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.
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
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
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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
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
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.
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According to George and Jones (2007), organizational characteristics are the attributes that are
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.
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
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
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
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Aggressiveness (Competitiveness Orientation): This characteristic of organizational culture
dictates whether group members are expected to be assertive or easy going when dealing with
Companies with an aggressive culture place a high value on competitiveness and outperforming
Stability (Rule - Orientation): A organization whose culture place a high value on stability are
These types of companies typically provide consistent and predictable level of output and
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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
The notion that organizations may have specific cultures is found sprinkled in a vast array
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.
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
To pull together the insights and findings derived from this enquiry in order to propose an
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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
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
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.
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,
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organization might not clearly articulate expectations and goals, which can make staff members
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
problems
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
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
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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
Organizational performance has been defined as the ability of an organization to fulfill its
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,
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into effect. Specialist in many fields is so concerned with organizational performance including
In recent years, many organizations attempted to manage organizational performance using the
balance score card methodology where performance is tracked and measured in multiple
Performance system allow the management to categorize employees into performers and non-
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
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.
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
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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
analytical skills and other psychological traits. This method makes it easy for the
the ability of an organization to satisfy the desired expectations of three main stakeholders
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.
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
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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
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
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
GOSSIP: Research has shown that office gossips creates great loss to the organization
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
employees to enable them perform their work easily. This will help them perform to the
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best of their ability and be proud of their achievement.
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.
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
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
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
achievements, disuses issues that they believe are inhibiting them from doing their best
work and request future training and development assignments. Encourage feedback
matter what position a person holds in your organization, he wants to know that his work
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is being noticed and appreciated. A successful organization culture is one that rewards
and perks as well as compliments and good old-fashioned thank-you. Donald Kirkpatrick,
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.
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
According to Jones (2005), doubt about the reliability of any single indicator of organization
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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
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,
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. 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.
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
Marcoulides and Heck (1993) researched the Organizational Culture and Performance:
Proposing and Testing a Model concerning how an organization's culture affects organizational
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
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
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,
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
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
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
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
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
Marcoulides and Heck (2013) researched the Organizational Culture and Performance:
Proposing and Testing a Model concerning how an organization's culture affects organizational
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
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
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
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
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
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
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
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
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
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
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
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
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.
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
measurement; it is defined as anything that may be trusted and dependable. It is the stability,
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.
xlvii
for the purpose of testing hypotheses or answering research questions. This is an instrument used
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
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
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
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
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
Formula δ =√ X −X ∨
√ X −X
n
n = number of sample
X = mean of X
In calculating the population standard deviation form, from a given sample, the denominator in
√
2
( X− X )
Formula Z=
n−1
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
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
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
out testing of hypothesis depends on raw data collected for the purpose of this study the chi-
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
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
li
Table 4.1.1: Gender Distribution of Respondents
It c can be seen from the above figure 4.1.1 that 72 respondents representing 75% are male.
This shows that there are more male respondents than their female counterpart in the
organization.
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
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
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
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
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.
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
strong agreed. While 20 respondents representing 20.83% agreed. It is therefore concluded that
Table 4.2.2: Beliefs does not affect organizational performances of your organization.
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
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.
Tables 4.2.4 reveal that 7 respondents representing 7.29% strongly disagreed, 9 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.
lvi
Table 4.2.5: The effectiveness of employees’ orientation has made your organization to
Disagreed 20 20.83
Undecided 6 6.25
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.
lvii
The table 4.2.6 above shows that 34 respondents representing 35.45%choose strongly disagree
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
Disagreed 30 31.25
Undecided 8 8.33
Agreed 5 5.21
Total 96 100
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.
lviii
Strongly disagreed 10 10.43
Disagreed 8 8.33
Undecided 2 2.08
Agreed 26 27.08
Total 96 100
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
Table 4.2.9: Outcome orientation has contributed immensely in achieving the desired
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
which form 5.21% are undecided, 15 respondents which takes 15.63% strongly agreed. While 13
Table 4.2.10: The level of stability of the organizational culture of your organization is
very high.
From the above table 4.2.10, it can be seen that 10 respondents representing 10.41% choose
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.
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
representing 17.71% are agreed. Since the majority of the33 respondents disagree the response
Table 4.2.12: Environmental force has effect on the organizational performance of your
organization.
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.
Table 4.2.13: Provision of incentives motivates you to put in your best performance in
The above table 4.2.13 show that 10 respondents representing 10.42% choose strongly disagree,
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
lxii
Alternatives Respondents Percentages (%)
disagreed 31 32.29
Undecided 5 5.21
Agreed 18 18.75
Total 96 100
The above table 4.2.14 reveals that 22 respondents representing 22.92% strongly disagreed, 31
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.
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
Table 4.2.16: Prompt payments of wages and salaries induces you to perform better
Table 4.2.16 reveals that5 respondents representing 5.20 % choose strongly disagree, 15
agreed. The number of strongly agree option is more which means that the prompt payment of
1.5 of this study. The statistical method used is chi-square method (X2). The hypothesis is
lxiv
The decision is that if the x2 computed value is greater than the x2 table, the null (H0)
On the other hand, if the x2 computed is less than the x2 table value , the null ( H0 ) hypothesis
The chi- squared is the appropriate inferential test for the distribution of subject across a minimal
generated by a sample.
Where
X2=chi-square computed
(01- E1)2
Test of Hypotheses I:
The extent to which norms affect the performance of your organization is very high
lxv
Agreed 20 19.2 0.8 0.64 0.03
Total 96 66.67
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
lxvi
Strongly agreed 19 19.2 -0.2 0.04 0.02
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
E1
lxvii
Total 96 55.41
X2table = 26.296
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
Test of Hypotheses IV
Team work has helped your company to attain the desired level of organizational
performance.
E1
lxviii
Agreed 7 19.2 -17.2 -148.8 7.75
Total 96 121.31
X2 table = 26.296
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
Test of Hypotheses V
The effectiveness of employee orientation has made your organization to maintain it desired
E1
lxix
Total 96 36.03
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.
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
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
lxx
To identify the effect of teamwork on organizational performance.
CHAPTER FIVE
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
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
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
- The study also revealed that most of the respondents agreed that outcome orientation cannot
- It was also found out that majority of employees strongly agreed that prompt payment of
- The study also reveals that most of the respondents are of the opinion that aggressive
- Finally, the study revealed that norms, values, beliefs and all the dimensions of
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
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.
performance. For the study to be relevant, some recommendations on the possible means of
Also, federal polytechnic Offa, kwara state should pay prompt and adequate wages and
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.
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
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
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
REFERENCES
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
Needle (2005), Organizational Behaviors; Integrated Readings London Prentice Hall Inc
Osuola (2006), Textile Testing and Quality Control; Nigerian Chritom Press Lagos
Ravassi And Schutz (2006) Human Resource Management 3rd Edition; Irwin, McGraw-Hill
Company
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
Yours faithfully
lxxvi
QUESTIONNAIRE
lxxvii
Management staff ( )
Senior staff ( )
Junior staff ( )
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 ( )
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 ( )
Strongly disagreed ( )
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )
Strongly disagreed ( )
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )
Strongly disagreed ( )
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )
lxxix
Strongly disagreed ( )
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )
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.
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 ( )
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 ( )
Strongly disagreed ( )
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )
lxxxii