ORGANISATIONAL CHARACTERISTICS AS A CATALYST FOR EFFECTIVE

PERFORMANCE OF NIGERIAN CONSTRUCTION ORGANISATIONS

Olushola Ndefo Okigbo1*, Ibrahim Saidu2, Wasiu Adeniran Ola- Awo3 and Anita Dikwu
Adamu4
1
Department of Quantity Surveying, Federal Polytechnic, Bida, Niger State, Nigeria
2, 3, 4
Department of Quantity Surveying, Federal University of Technology, Minna, Nigeria
Corresponding author email: [email protected]
Co authors email: [email protected], [email protected]
3
[email protected]
Abstract
Organisational characteristics are distinctive features of an organisation that enable it to
perform its statutory roles, take strategic decisions and get recognition as a business entity
within the industry. It has a lot of influences on organisational performance but less study has
indicated the role it plays in improving the performances of organisations. The nature of the
relationship might depend upon the strategic circumstances confronting the organisation.
These are crucial organisational practice and theory issues, especially in the construction
industry. This study appraised different types of organisation characteristics in the Nigerian
construction industry and their roles in improving the performances of organisations. In
achieving the aim of the study exploration method of survey was used by the use of
questionnaires distributed purposefully to management members of construction
organisations practising in Abuja. 310 of the 366 questionnaires that were handed out and
retrieved represented an 82% response rate. The data were analysed using multiple regression
analysis. The p-values of all the models were 0.000; these indicated that these characteristics
significantly affect organisational performance improvements and concentrations on them
will significantly affect organisation performances. The study recommended that more
attention should the given to organisational characteristics models to achieve effective
performances of organisations in Nigeria.
Keywords: Characteristics, Effective, Management, Organisational, Performance

1
1.0 Introduction

Organisation characteristics are features originating from the management model adopted by
the organisation, through its structure or strategy, and from the company culture embodied in its
membership and relationships (Bartuševiciene & Šakalyte 2013). These organisational
characteristics could be broadly referred to as organisational influences (Baird, 2017).
According to Elona and Anri (2020) an organisation is more than a chart and manuals of job
descriptions; instead, it refers to the “complex pattern of communication and relationships in a
group of human beings”. The acquisition of knowledge in the organisation will significantly
depend on its structure, and Size is an important variable that affects various organisational
aspects as well as overall organisational performance. Whereas the impact of size on group
dynamics has been well explored in the social sciences literature, the discussion of
organisational size has received less attention in management (Buhumaid, 2022).
Construction organisations today, like all other organisations, are facing increasingly intense
competition in their business environment due to improved information systems, the
globalisation of the industry, and the rugged nature of the construction niche market. As a
result, considerable attention has been given to the characteristics of their organisations in
terms of managerial orientations, in the belief that management is essential in achieving the
organisation's long-term and short-term objectives (Oyewobi et al., 2017).

Organisational characteristics influence organisational performance, but the nature of the

relationship might depend upon the strategic circumstances confronting the organisation
(Ahmad 2017). These are crucial organisational practice and theory issues, especially in the
construction industry (Ahmed 2017)). This study considers organisational characteristics as
the distinctive features of an organisation that enable it to perform its statutory roles, take
strategic decisions and get recognition as a business entity within the industry.

Organisational characteristic is the least tacit of concepts in the construction business, despite
their significance in improving an organisation's performance. This study intends to analysed
another perspective on organisational characteristics in relation to organisational
performance, which has not received appreciable research attention (Kumar & Gulati 2010;
Ibrahim & Daniel, 2019; Elona & Anri, 2020; Khalid, 2020). Some studies suggested that

2
organisational effectiveness and efficiency are contingent upon three key characteristics:
decision-making style, management style, and organisational structure (Khalfan et al.,2022).
Hence, this study explored and established the significance of management style, decision-
making style, organisation effectiveness, organisation efficiency, organisation culture,
organisation behaviour and organisational structure in the construction context and their
effect on organisational performance.

For example, prior research has examined organisational size's impact on adopting information
technology innovation. Still, the results appeared to be mixed and inconsistent because of the
influence of other unaccounted variables (Lee et al.,2022). Knowledge storage on its
membership attribute, knowledge diffusion on its relationship pattern, and knowledge
implementation on its strategy were also explore but the results were not satisfactory (Moullin,
2017; Khalid, 2020).

2.0 Constituents of Organisational Characteristics in The Construction Industry

The most used organisational characteristics have been grouped into one of the following
categories by some literature, organisation structure, culture, behaviour, effectiveness,
efficiency, management style, and decision-making style (Ryan, 2018 & Khalid, 2020). Elona
and Anri (2020) also found out through the construct of these variables as characteristics
exhibit links with above-average strength and high statistical significance, and this implied
that these constructs are essential determinants of organisational performance in the context
of the growth of each of the above constructs is associated with an increase in organisational
performance. Following the conclusion of Elona and Anri (2020), these seven characteristics
are adopted in this study and the assumed characteristics are further explained in the subsequent
sections.

2.1 Organisation Effectiveness

According to Hanaysha and Mehmood (2022) organisational effectiveness helps to assess
the progress towards mission fulfilment and goal achievement. To improve organisational
effectiveness, management should strive for better communication, interaction, leadership,
direction, adaptability, and a positive environment. According to Bartuševiciene and Šakalyte
(2013), effectiveness and efficiency are exclusive performance characteristics, yet, at the
same time, they influence each other. As the findings revealed, a practical yet inefficient
organisation might survive, while efficient yet ineffective ones will go bankrupt slowly. To

3
achieve excellence in competitive performance, organisations should strive to increase the
efficiency and effectiveness indicators evenly. A process characteristic indicates the degree
to which the process output (work product) conforms to requirements (Pinprayong and
Siengtai 2012). If the organisation is inefficient but effective, it might survive, but the cost of
operational management, processes and inputs will be too high.

Organisations can be managed effectively, yet, due to poor operational management, the
entity will be performing inefficiently (Khademfar & Amiri, 2013). The inefficient and
ineffective organisation is set for an expensive failure. In such a case, there is no proper
resource allocation policy and no organisational perspective of their future (Pinprayong &
Siengtai, 2012).

If the organisation can manage its resources effectively yet does not realise its long-term
goals, it will become bankrupt slowly. This strategy is cost-efficient but not innovative and
creates no value. Management has no clear customer-oriented policy set in place, which
leads to a constant focus on efficiency. Such an organisation uses all its efforts to implement
a strict resource allocation policy, which translates into strict staff cost control, training cost
reduction or even elimination. These actions lead to low morale in the organisation high
turnover rate of the employees, and low customer satisfaction. An efficient but ineffective
organisation cannot be competitive and eventually bankrupt (Sandeep et al., 2020; Lee et al.,
2022; Alkaraan et al., 2022; Hanaysha and Mehmood, 2022; Šlogar, 2022).
2.2 Organisation Efficiency
Efficiency measures the relationship between inputs and outputs or how successfully the
information has been transformed into results (Hanaysha & Mehmood, 2022; Šlogar, 2022).
To maximize the outcome, Porter’s Total Productive Maintenance system suggests
eliminating six losses: reduced yield – from start-up to stable production; process defects;
reduced speed; idling and minor stoppages; set-up and adjustment; and equipment failure.
The fewer inputs used to generate outputs, the greater the efficiency (Hanaysha & Mehmood,
2022; Šlogar, 2022). According to Pinprayong and Siengthai (2012), there is a difference
between business efficiency and organisational efficiency. Business efficiency reveals the
performance of the input and output ratio, while organisational efficiency reflects the
improvement of the organisation's internal processes, such as organisational structure, culture,
and community. Excellent organisational efficiency could improve an entity's management,
productivity, quality, and profitability (Hanaysha & Mehmood, 2022). Alkaraan et al. (2022)
concurred with Hanaysha and Mehmood's (2022); findings and went further to introduce

4
seven dimensions for measuring organisational efficiency: A process characteristic
indicating the degree to which the process produces the required output at minimum
resource cost.
Effectiveness and efficiency are exclusive, yet, at the same time, they influence each other;
therefore, it is essential for management to ensure success in both areas. As a result, overall
performance can be measured by quantifying efficiency and effectiveness. In conclusion,
efficiency measures the relationship between inputs and outputs or how successfully
effectiveness-oriented organisations are concerned with production, sales, quality, creation of
value-added, innovation, and cost reduction. It measures the degree to which a business
achieves its goals or the way outputs interact with the economic and social environment, and
it is an essential organisation characteristic (Sandeep et al., 2020; Šlogar, 2022; Hanaysha
and Mehmood, 2022; Alkaraan et al., 2022; Lee et al., 2022).

2.3 Management Style

This is how an organisation manages its employees and their work activities, and it varies
from one organisation to the other; this has been added by Abu-Allan (2018) as one of the
practical characteristics of an organisation. Human resource management is a broad concept
that has been extensively discussed in the academic literature. The term has been given many
definitions and connotations in the literature. These definitions are outlined below (Hanaysha
and Mehmood, 2022). Frederick Taylor defines management as "the art of knowing and
recognizing what one desires to achieve and seeing how something can be done effectively
and efficiently" (Longe, 2014). Taylor focused on productivity, as indicated by the above
definition, which he attached to management in general ( Ryan 2018 & Dastane, 2020).
According to Dastane (2020), in-depth knowledge of the job and choosing the most rational
alternative possible should be the foremost priority. Specifically, one of the harshest
criticisms of Taylor's philosophy was its soft focus on people's needs and the relationships
and bonds formed between them at work, whether formal or informal (Ibrahim & Daniel,
2019.).

Table 2. Below is the list of management styles available in construction organisations; the
type of management style on the list was adopted for this research.

5
Table 1. Type of Management Styles Available In Construction Organisations
s/no Type of management style Descriptions
1 Exploitative - Authoritative style responsibility at upper levels of the organisation
hierarchy
2 Benevolent – autocratic Centralised control with a single source of
authority.
3 Consultative style open level of communication throughout the
hierarchy of the organisation
4 Entrepreneur style identify crucial skills and task more accurately
than other business managers
5 Democratic style Encouragement of idea sharing and regular
employee participation
6 Participative style upper management has complete trust in their
subordinates
7 Bureaucratic style channelling of established rules, enforcing
existing structures and presiding over specific
segments of the hierarchy
8 Transformational and transactional using positive rewards such as incentives,
style bonuses, and stock options to motivate employees
to improve their performance
9 Servant Management Style focuses on supporting employees.
10 Pacesetting management style embodies leading from the front of the pack.
11 Collegial style close relationships between managers and
subordinates on a personal level
Sources: Nalwoga, and Van-Dijk (2016); Yaghoobi, and Haddadi (2016); Hamzah (2018).

2.4 Organisation Structure

Achieving the desired goals of an organisation requires a sound and effective structure
(Ryan,2018). According to AbdRahaman et al. (2014), the organisation structure is a system
of job positions and roles assigned to these positions and specifying authority, responsibility,
and the task of every situation. Maduenyi et al. (2015) attached structure to effectiveness.
Concluded that t h e performance of an organisation largely depends on its structure of the
organization, an organised structure make people perform better and increase productivity.
When a clear structure exists, people perform better, tasks are divided, and productivity is
increased. Indeed, having a suitable organisational structure that recognises and addresses
various human and business realities of the company is a prerequisite for long- term
success.
2.5 Decision making style

6
Scott and Bruce (2016) defined decision-making style as a habitual pattern individuals use in
decision-making or individuals' characteristics mode of perceiving and responding to
decision-making tasks. AbdRahaman et al., ( 2014) posited that the decision-making style is
defined by the amount of information gathered and the number of alternatives considered.
Others also said that decision-making style refers to differences in the way individuals make
sense of the data collected.

2.6 Organisation Culture

Organisational culture as a social construct reflects the peculiarities of the environment where
the construct of the culture is assessed (Longe 2014). These environments could be seen from
different perspectives, such as; leadership or individual perspective, organisational and
national perspectives. Saunila (2016) argued that the core content of OC covers beliefs,
values and assumptions held by individuals within organisations. In contrast, Ahmad (2017)
opined organisational culture is behaviour that determines how an organisation grasps and
reacts to the external and internal environments, thus embedding the reaction to the
organisational environment in the definition of OC.

Organisational culture is one of the most relevant components of an organisation, despite the
ownership status of an organisation (i.e., whether it is publicly, privately, or co-owned).
Organisational culture and its constituent dimensions are issues that occupy a central role in
the field’s academic debate (Sumner et al., 2021). Some scholars suggest that organisations
that have developed a culture with attributes appropriate to their operational context generate
higher financial performance (Yaghoobi & Haddadi, 2016; Sandeep et al., 2020; Sumner et al.,
2021). Data on the relationship between organisational culture and performance at the
individual and organisational level within public institution units are limited (Irfan & Marzuki
2018). Only a few empirical studies have been conducted to identify a link between
organisational culture and its performance (Irfan & Marzuki, 2018). Morcos, (2018) related
organisational performance to organisational effectiveness, the findings suggest that
organisational effectiveness is also influenced by organisational culture, this was also has a
direct positive impact on organisational performance, as well as indirectly through its
influence on employees' level of commitment, the indirect effect is greater than the direct
impact (Irfan & Marzuki, 2018). Including these variables in a construct will affect
organisational performance positively.

7
2.7 Organisation Behaviour

Khalid (2020) states Organisational behaviour (OB) studies how people interact within
groups. Organisational behaviour theories are used for human resource purposes to maximize
output. In general, it is well known that there is a strong relationship between OB and
organisational performance (Sumner et al., 2021). Khalid (2020) identified organisation
behaviour as one of the silent organisations characteristics that play an essential role in
organisation performance. But the challenge is that it can only be effective if it is identified,
interpreted, and used correctly by an organisation. Numerous studies have shown that
correctly using any of the OB factors can dramatically positively influence the performance
of an organisation. Whilst the incorrect implementation of OB factors will create an
unpleasant organisational environment that employees will be dissatisfied with, decreasing
organisation performance (Aldiabat et al.,2022; Lee et al.,2022).

3.0 Effect of Organisation Characteristics On Performance

Construction organisations today, like all other organisations, are facing increasingly intense
competition in their business environment due to improved information systems, the
globalisation of the industry, and the rugged nature of the construction niche market (Ahmad
2017). As a result, considerable attention has been given to the characteristics of their
organisations in terms of managerial orientations, in the belief that management is essential in
achieving the organisation's long-term and short-term objectives (Sumner et al., 2021).

Organisational characteristics influence organisational performance, but the nature of the

relationship might depend upon the strategic circumstances confronting the organisation.
These are crucial organisational practice and theory issues, especially in the construction
industry (Munir and Baird 2016). This study considers organisational characteristics as the
distinctive features of an organisation that enable it to perform its statutory roles, take
strategic decisions and get recognition as a business entity within the industry. Organisational
characteristics are the minor tacit concepts in the construction business, despite their
significance in improving organisations' performance (Oyewobi et al., 2017).

This study intends to employ another perspective on organisational characteristics other than
culture or leadership style in construction, which has received appreciable research attention
(Oyewobi et al., 2017). Some studies suggested that organisational effectiveness and
efficiency are contingent upon three key characteristics: decision-making style, management
style, and organisational structure (Ahmed, 2017). Organisational characteristics do indeed

8
influence the performance of organisations and can moderate the relationship between
strategies used by the organisations and their performance (Sumner et al., 2021).

Directive and analytic decision-making styles impact organisations’ performance, as do

participative and authoritative management styles. The study concluded that these styles are
neither good nor bad. Instead, their success depends on the quality of implementation and the
organisations’ ability to identify which type is appropriate for a particular context or
environmental situation (Moullin, 2017). Organisational structure, management style and
decision-making styles enhance organisational performance when combined with cost
leadership or differentiation strategies (Oyewobi et al., 2017).

4.0 Methodology

The study employed exploratory research and quantitative research, the is because the study
was only interested in determine the organisational variables as a means of improvement to
organisational performance. The population consists of all the management member of
Federation of Construction Industry in Nigeria FOCI. The purposive sampling techniques was
adopted and

Eighty-five (85) organisations practising in Nigeria were sampled with the population of 625
management staff ; the sampling size was calculated using the formula suggested by
Yamane, 1973 sighted in Taherdoost (2017).
N
n¿ 2 1
1+ Ne
Where; N is population size = 625; e = error 0.05; level of reliability level 0f 95% or level of
precision. Using the above formula, a sample size of 244 was obtained. 50% of the value
was added following the recommendation of Taherdoost (2017) to cover the non-response
number; therefore, the new adjusted sample size used for the research was 366 for the
questionnaires.

The questionnaire was closed-ended and structured that was based on the questions
generated from the literature; these questions were scaled using the 5 – point Likert scale of 1 –
5(where: 1 Not Significant, 2 Low Significant, 3 Significant, 4 High Significant and 5 Very High
Significant) this is concerning the research hypothesis.

Three hundred and sixty – six (366) questionnaires were distributed among the management
members of eighty-five (85) construction organisational in the study area and 301 was retrieved

9
making 82% of response. The questionnaire was structured into 2 sections: section A covered
respondents' profiles and questions related to the respondents' backgrounds and organisations
while section B covered queries drawn out for the objective using the findings from the
literature.

Section A of the questionnaire was analysed using percentiles while section B was analysed
using Multiple Regression Analysis MRA, the existing literature provided strong evidence
that certain variables could be expected to be strong predictors of organisational
performance, the data analysis for regression was conducted using IBM SPSS statistics 26
and Microsoft excel.

5.0 Results and Discussion

The response rate is shown in figure 1. three hundred and sixty – six (366) questionnaires
were distributed based on the sample size calculated. Out of this number, three hundred
and one (301) questionnaires were retrieved. This showed an 82% response rate which is
high and adequate for the research.
400

350 366

300
301
250

200

150

100
100
82
50

0
No Distributed % Distributed No Retrieved % Retrieved
Figure 1. Response Rate
Source: Researcher’s Analysis of Data (2021)
Table 2 shows the presentation and analysis of Section A of the questionnaire; this was the
profile of the respondents and some basic questions concerning the organisations
practising performance measurement. The use of frequency distributions and percentile
analysed this.

Table 1 shows that most of the respondents work in an organisation involved in contracting
and consulting; the figure was as high as 66%, while those who are either for contracting and
consulting were 28% and 5%, respectively. These findings are in line with Ibidunni et al.
(2022), which found that most of the construction organisations practising in Nigeria are into

10
both contracting and consulting. The respondents used for this research were of great
experience; this is shown in table 5.1; the respondents with twenty years above have a high
percentage of 62%. This gave them confidence that most of the respondents were eligible
because it was delivered from their wealth of experience of over 20 years.

hpTable 2. Demography of Respondents and Organisations

Frequency Percentage

Type of the Organisation of the Respondents

Contracting 85 28

Consulting 16 5

Both 200 66

Total 301 100

Years of Organisation Existence

1-5
15 5
6 - 10
17 6
11 - 15
15 5
16 - 20
20 7
Above 20
234 78
Total
301 100
Staff Strength of the Organisation

≤ 50 0 0

51 - 100 0 0

101 - 200 0 0

201 - 500 52 17

≥ 500 249 83

Total 301 100

Position of the Respondents in the Organisation

11
 Director 86 29

Ass Director 24 8

Head Of Dept/Unit 191 63

Total 301 100

Academic Qualification the Respondents

HND/B.SC/B.TECH
198 66
M.SC/M.TECH/M.BA
98 33
PhD
5 2
Total
301 100
Professional Qualification of the Respondents

QSRBN 23 8

CORBON 27 9

ARCON 43 14

CORREN 55 18

ICA/ANA 55 18

NIM 52 17

Others 46 15

Total 301 100

Respondents' Years of Experience in the Construction Industry

≤ 5 Years
10 3
6 - 10 Years
53 18
11 - 15 Years
134 45
16 - 20 Years
42 14
Above 20 Years
62 21
Total
301 100
Respondents' Years of Experience in the Present Organisation

≤ 5 Years 9 3
6 - 10 Years 51 17
11 - 15 Years 97 32
16 - 20 Years 96 32
Above 20 Years 48 16
Total 301 100
Source: Researcher’s Analysis of Data (2021)

12
H1: there is no significant relationship between organisational characteristics and
organisational performance.

Table 2 show a multiple regression analysis outputs that test hypothesis H1 1, which states that
management style as one of the variables of organisation characteristics has a significant
effect on organisational performance. Using the equation below;

(OP) ( OP ) ( OP ) OP
Y (OP) = β 0 + β MGST 1 (MGST ) + β MGST 3 (MGST )+ β MGST 4 ( MGST ) + ε

(OP) ( OP ) OP ( OP ) ( OP )
Y (OP) = β 0 + β DCMST 1 (DCMST ) + β MGST 2 ( DCMST ) + β MGST 3 (DCMST ) + β MGST 4 ( DCMST )+ ε

(OP) ( OP ) ( OP ) OP OP
Y (OP) = β 0 + β OGCU 1 (OGCU ) + β OGCU 3 (OGCU )+ βOGCU 4 (OGCU ) + β OGCU 5 (OGCU ) + ε

(OP) ( OP ) (OP) ( OP )
Y (OP) = β 0 + β OGEC 1 (OGEC )+ β OGEC 2 ( OGEC )+ β OGEFC 3 (OGEC) + ε

(OP) ( OP ) (OP) ( OP )
Y (OP) = β 0 + β OGEF 1 (OGEF)+ β OGEF 2 ( OGEF )+ β OGEF 3 (OGEF )+ ε

(OP) ( OP ) (OP)
Y (OP) = β 0 + β OGBR 1(OGBR) + β OGBR 2 ( OGBR ) + ε

(OP) OP() (OP) ( OP )

Y (OP) = β 0 + β OGSTR 1 (OGSTR)+ β OGSTR 2 ( OGSTR )+ β OGSTR 3 (OGSTR ) + ε

Deduced model 1, the degree to which the management style (organisation characteristics)
factors predicted the organisational performance in table 2; the model had a moderate
predictive power of 26% (R2 = 0.267; F change = 13.706 with a P-value of 0.000). The result
of the model showed that management style as one of the variables of organisational
characteristics had a significant effect on organisational performance. Also, in model 2, It was
deduced that the degree to which the decision-making style (organisation characteristics)
factors predicted the organisational performance in table 5.7 the model had a predictive
power of 45% (R2 = 0.450; F change = 15.439 with a P-value of 0.000). The result of the
model showed that decision-making style as one of the variables of organisational
characteristics had a significant effect on organisational performance. Deduced model 3, the
degree to which the organisation culture (organisation characteristics) predicted the
organisational performance in table 5.9; the model had a predictive power of 21% (R 2 =
0.209; F change = 12.001 with a P-value of 0.000). The model's result showed that
organisational culture significantly affected organisational performance. In models 4, 5, 6,
and 7, organisation effectiveness, organisation efficiency, behaviour and structure have a
predictive value of 34%, 14%, 54%, and 44%, respectively. The P-values of all the models

13
were 0.000; these indicated that these characteristics significantly affect organisational
performance.

Table 3. Regression result on the effect of organisational characteristics on

organisational performance

MODEL REGRESSION BETA R2 F T VALUE P VALUE COMMENT

WEIGHT COEFFICIENT
H11 MGST ↔ OP
MGST1 ↔ OP 0.082 0.267 13.706 1.112 0.000 SSE
MGST 2↔ OP 0.193 0.267 13.706 2.710 0.000 SSE
MGST 3↔ OP 0.093 0.267 13.706 1.090 0.000 SSE
H12 DCMS ↔ OP
DCMS 1 ↔ OP 0.182 0.450 15.439 2.302 0.000 SSE
DCMS 2↔ OP 0.123 0.450 15.439 1.620 0.000 SSE
DCMS 3↔ OP 0.049 0.450 15.439 -.597 0.000 SSE
H13 OGCU ↔ OP
OGCU 1↔ OP 0.396 0.209 12.001 5.763 0.000 SSE
OGCU 2↔ OP 0.017 0.209 12.001 0.192 0.000 SSE
OGCU 3↔ OP 0.263 0.209 12.001 3.174 0.000 SSE
OGCU 4↔ OP 0.089 0.209 12.001 1.143 0.000 SSE
OGCU 5↔ OP 0.136 0.209 12.001 1.893 0.000 SSE
H14 OGEC ↔ OP
OGEC1 ↔ OP 0.032 0.340 18.231 0.399 0.000 SSE
OGEC 2↔ OP 0.025 0.340 18.231 0.281 0.000 SSE
OGEC 3↔ OP 0.193 0.340 18.231 2.396 0.000 SSE
H15 OGEF ↔ OP
OGEF1 ↔ OP 0.032 0.140 8.221 0.399 0.000 SSE
OGEF 2↔ OP 0.025 0.140 8.221 0.281 0.000 SSE
OGEF 3↔ OP 0.193 0.140 8.221 2.396 0.000 SSE
H16 OGBR ↔ OP
OGBR 2↔ OP 0.199 0.540 28.421 2.476 0.000 SSE
OGBR 5↔ OP 0.245 0.540 28.421 2.923 0.000 SSE
H17 OGST ↔ OP
OGST1 ↔ OP 0.206 0.444 22.001 2.751 0.000 SSE
OGST2↔ OP 0.131 0.444 22.001 1.618 0.000 SSE
OGST 3↔ OP 0.012 0.444 22.001 0.166 0.000 SSE
Source: Researcher’s Analysis of Data (2021)

6.0 Conclusion
All regression analysis model constructs significantly affected organisational performance
this finding indicated that organisational characteristics play important roles in the
measurement of organisational performance. It has a positive effect and relationship with
the performance of organisations this finding is in line with finding of AbdRahaman et al.,
(2014), Maduenyi et al. (2015), Ibrahim and Daniel, 2019, Elona and Anri (2020) and
Weatherly, (2021). These authors specifically agreed that all the seven constructs
organisational performance significantly.
7.0 Recommendation

14
Based on the above findings the seven variables used in this study should be concentrated on
in order to achieve effective performance in an organisation.

References
Abd Rahman S. Haslinda A., Jegak U. , Zainal A. M. ( 2014 ). Relationship between
Organizational Characteristics and Information Security Knowledge Management
Implementation. Procedia - Social and Behavioral Sciences (123) 433 – 443
Published by Elsevier Ltd. doi: 10.1016/j.sbspro.2014.01.1442

Abu-Allan, A. J. (2018). Perceived Environmental Uncertainty, Business Strategy, Balanced

Scorecard and Organisational Performance in Selected Manufacturing Companies In
Jordan.

Ahmad, A. A. (2017). Factors affecting the organizational performance of manufacturing

firms International Journal of Engineering Business Management 9: 1–9
DOI:10.1177/1847979017712628.

Ahmed, O. (2017). Integrated Performance Measurement System. Trakia Journal of

Sciences, 15(1),145-151, Trakia University http://www.uni-sz.bg ISSN 1313-3551
doi:10.15547/tjs.2017.s.01.026

Aldiabat, B. F., Aityassine, F. L., & Al-rjoub, S. R. (2022). Organizational Development and
Effectiveness: Testing The Mediating Role of Resistance To Change. Polish Journal
of Management Studies, 25(1).

Alkaraan, F., Albitar, K., Hussainey, K., & Venkatesh, V. G. (2022). Corporate
transformation toward Industry 4.0 and financial performance: The influence of
environmental, social, and governance (ESG). Technological Forecasting and Social
Change, 175, 121423.

Andersson, I. & Zbirenko, A. (2014). Effect of organisational structure, leadership and

communication on efficiency and productivity- A qualitative study of public health-
care organisation. Umea Universität, 1-71,

Baird, K. (2017). The effectiveness of strategic performance measurement systems,

International Journal of Productivity & Performance Management, 66(1), 3- 21.

Bartuševiciene, I. & Šakalyte, E.(2013). Organizational Assessment: Effectiveness Vs.

Efficiency ‘‘Social Transformations in Contemporary Society’’, 2013 (1)ISSN 2345-
0126 retreived on 4/3/2022

Buhumaid, M. (2022). Approaching the impact of organisational culture on quality

management practices using the competing values framework: the case study of
Dubai government organisations. International Journal of Productivity and
Quality Management, 37(2), 284-304.

15
 Dastane, O. (2020). Impact of leadership styles on employee performance: A moderating
role of gender. Australian Journal of Business and Management
Research, 5(12), 27-52.

Elona C. & Anri K. (2020). Factors Influencing Organizational Performance: Work

Environment, Training-Development, Management and Organizational Culture
European Journal of Economics and Business Studies 6, (1) ISSN 2411-4073.

Hanaysha, J. R., & Mehmood, K. K. (2022). An Exploration of the Effect of Customer

Relationship Management on Organizational Performance in the Banking
Sector. International Journal of Customer Relationship Marketing and
Management (IJCRMM), 13(1), 1-16.

Ibidunni, A. S., Mbamali, W., & Olaniyi, K. (2022). Knowledge Management and the
Performance of Small and Medium Enterprises in Nigeria. Covenant Journal of
Entrepreneurship, 5(2).

Ibrahim, A. U., & Daniel, C. O. (2019). Impact of leadership on organisational

performance. International Journal of Business, Management and Social
Research, 6(2), 367-374
Irfan, S., & Marzuki, N. A. 2018. The moderating effects of organisational culture on the
relationship between work motivation and work commitment of university academic
staff. International Journal of Learning and Development, 8(1), 137-155.

Khademfar M. and Amiri S. A., (2013). The Relationship between Ethical Leadership and
Organizational Performance; Small Review on Malaysian Studies. International
Journal of Business and Social Science. http://www.ijbssnet. com/journals/4(1)
retrieved on 3/2/22

Khalfan, I., Jamaluddin, Z., & Widyarto, S. (2022). Effect of leadership and quality
culture on quality management practices and operational performance of
construction companies in Oman. International Journal of Quality & Reliability
Management, (ahead- of-print).

Khalid A. (2020). Relationship between Organizational Behaviour and Organizational

Performance retrieved on 5/03/2022 from http://dx.doi. org/10.2139/ssrn.3661369

Kumar S., & Gulati R., (2010). Measuring efficiency, effectiveness and performance of
Indian public sector banks. International Journal of Productivity and Performance
Management. 59 (1) 51 –74 http://dx.doi.org/10.1108/ 17410401011006112

Lee, K., Azmi, N., Hanaysha, J., Alzoubi, H., & Alshurideh, M. (2022). The effect of
digital supply chain on organizational performance: An empirical study in Malaysia
manufacturing industry. Uncertain Supply Chain Management, 10(2), 495-510.

Longe, O. J. (2014). Leadership style paradigm shift and organisational performance: A

case of the Nigerian Cement Industry. African Research Review, 8(4), 68-83.

Maduenyi S., Oke A. O., Fadeyi O., Ajagbe M. A. (2015). Impact Of Organizational
Structure on Organizational Performance. Conference on African Development
Issues (CUICAD). Social and Models for Development Track. 352 – 358.

16
Morcos. M. 2018. Organisational culture: Definitions and trends. Retrieved from
https://www.researchgate.net 3291 on 18/01/2023.

Moullin, M. (2017). Improving and evaluating performance with the Public Sector
Scorecard, International Journal of Productivity & Performance Management,
66(4), 442-458.

Oyewobi, L. O., Windapo, A. O., Rotimi, J. O. B., & Jimoh, R. A. (2017). Determining
strategic clusters and performance of construction organisations in South
Africa. International Journal of Construction Management, 1-11.

Pinprayong B. and Siengtai S. (2012). Restructuring for organizational efficiency in the

banking sector in Thailand: a case study of siam commercial bank. Far East
Journal of Psychology and Business. 8 (2) 29-42. http://www.fareastjournals.com/
files/ FEJPBV8N2P2.

Ryan, A. (2018). Critical Realism, Performance Measurement and Management:

Addressing Challenges for Knowledge Creation. Management Research
Review, 14(3): 78-89. http://doi.org/10.1108/MRR-05-2018-0202.

Sandeep K. G., Marta I. K., Marta,O. D, Valentyna A. T. & Rabi K. (2020). Effectiveness
Vs Efficiency For Organisational Development A Study Journal Of Talent
Development And Excellence 12(3s), 2478 – 2486.

Saunila, M. (2016). Performance measurement approach for innovation capability in

SMEs. International Journal of Productivity & Performance Management, 65(2),
162-176.

Šlogar, H. (2022). Learning orientation impact, innovativeness and business performance

in Croatian companies. Strategic Management-International Journal of
Strategic Management and Decision Support Systems in Strategic Management.

Sumner, M., & Slattery, D. (2010). The Impact of Leadership Effectiveness and
Team Processes On Team Performance in Construction. International Journal of
Construction Education and Research, 6(3), 179-201.

Taherdoost, H. (2017). Determining Sample Size; How to Calculate Survey Sample Size.
International Journal of Economics and Management Systems
http://www.iaras.org/iaras/journals/ijems

Weatherly, N. L. (2021). The ethics of organizational behaviour management. Journal of

Organizational Behaviour Management, 41(3), 197 214.

Yaghoobi, T. & Haddadi, F. (2016). Organisational performance measurement by a

framework integrating BSC and AHP, International Journal of Productivity &
Performance Management, 65(7), 959-976.

17
18