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dc.contributor.advisorBett, S. K.
dc.contributor.authorAuma, Emma Claire
dc.date.accessioned2014-08-08T13:20:20Z
dc.date.available2014-08-08T13:20:20Z
dc.date.issued2014-08-08
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/10869
dc.descriptionDepartment of Business Administration, 66p.2013, HD 58.7 .A9en_US
dc.description.abstractThis 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.en_US
dc.description.sponsorshipKenyatta Universityen_US
dc.language.isoenen_US
dc.titleEffect of elements of organizational culture on employee performance: a case of Moran E.A. publishersen_US
dc.typeThesisen_US


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