Effect of elements of organizational culture on employee performance: a case of Moran E.A. publishers
Loading...
Date
2014-08-08
Authors
Auma, Emma Claire
Journal Title
Journal ISSN
Volume Title
Publisher
Abstract
This study was on defining and measuring of organizational culture and its impact on employee
performance, through an analysis of existing empirical studies and models link with the
organizational culture and employee performance. The purpose of this project was therefore
three-fold: First, to provide a typology of schools of thought in cultural anthropology in order to
understand the diverse and complex theories of culture advanced in this field. Secondly, to relate
these different points of view to the emerging notions of organizational culture found explicitly
or implicitly in the management and organization literature, and thirdly, to pull together the
insights and findings derived from this enquiry in order. to propose an integrative concept of
organizational culture as a useful metaphor for studying the processes of decay, adaptation and
radical change in complex organizations. The objective of this article was to demonstrate
conceptualization, measurement and examine various concepts on organization culture and
employee performance. After analysis of wide literature, it was found that organizational culture
had deep impact on the variety of organizations process, employees and its performance. This
also described the different dimensions of the culture. The population of this study was the
employees of Moran E.A Publishers. This survey used descriptive research design. The research
population was 110 employees and the sample size constituted 40% the total population, which
was equivalent to 45 respondents. Data was collected through questionnaires which were
administered to the respondents through hand delivery. The questionnaires were researcher
developed. Data collected was then analyzed through the help of SPSS and was be presented by
use of bar graphs, pie charts as well as descriptive statistics. This research showed that if
employees were committed and had the same norms and values in the organization, this could
increase their performance towards achieving the overall organizational goals. Managers and
leaders were recommended to develop the strong culture in their organizations in order to
improve the overall performance of the employees and the organizations. The notion that
organizations may have specific cultures was found sprinkled in a vast array of publications on
strategy and business policy, on organizational behaviour and theory. Although the absence of a
solid theoretical grounding for the concept of organizational culture had been frequently
lamented, little effort was exerted to bring within the perimeter of the management and
organizational field the relevant concepts found in cultural anthropology. More research can be
done in this area to understand the nature and ability of the culture in manipulating performance
of the organization as a whole.
Description
Department of Business Administration, 66p.2013, HD 58.7 .A9