scholarly journals Organizational culture and its impact on the behavior and performance of employees: الثقافة التنظيمية و أثرها على سلوك و أداء الموظفين

2017 ◽  
Vol 1 (9) ◽  
Author(s):  
Iman Ahmed Bakthir
Keyword(s):  
Organizational Culture ◽  
Team Work ◽  
Working Environment ◽  
Open Door Policy ◽  
Administrative Authority ◽  
Pressure Groups ◽  
Employees Satisfaction ◽  
And Performance ◽  
High Level ◽  
High Degree

The study aimed to identify the type of organizational culture among managers and department heads of United Sugar Company in Jeddah and its impact on the performance of employees. In addition to diagnose the staff and management understanding of the organizational culture role in improving the overall performance of the company. The study sample consisted of (17) managers and (141) employees from all departments within the United Sugar Company. The researcher used the study tool represented by two questioners, one for managers and the other for staff. Answers samples were treated statistically using the statistical analysis software SPSS. Approach that the researcher used was descriptive analytical approach, which describes the nature of the theoretical and field study. The researcher was able to reach managers’ answers results, represented by the diversity of the study sample in terms of organisational rank, qualifications, experience and age. Results indicated the presence of a degree of neutrality in giving managers a mandate administrative authority over employees. It was shown in the study the presence of margin of freedom for employees to express their opinions, however it was not in the required level. The study also shown that the administration involves staff in the development of current and future plans for the company with a high degree, also managers encourage staff to propose alternatives and scientific solutions to problems they face. Awareness demonstrated by staff and managers towards work policies and regulations indicates a good organizational culture. It was found also that managers contribute to modernizing the working environment and identify their needs in modern scientific ways and they encourage team work spirit within employees to create a healthy organizational culture while not afraid of pressure groups since they have a high level of organizational culture. Interest in transferring expertise from outside the company is evidence on the capacity of their organizational culture. The high degree employees’ satisfaction represents the drive to believe in the culture of the organization. The study recommended the need to raise the degree of mangers involving staff in the authorities delegation and the need to adopt open-door policy also for staff to participate in decision-making process. Also it was recommended by the research to direct the attention towards training on the job and make it a gateway to the company's culture. It was urged on the need for transferring a lot of successful experiences to other companies in support of spreading the organization's culture. It was recommended to care about the importance of the development of policies and administrative regulations and make them more flexible to allow for a wide organizational culture. And to follow global corporate developments and investigate the reasons for its success and the role of organizational culture in it and adopt accordingly. It was pointed the need to honor the contributions of outstanding efforts to encourage science and organizational culture. It also recommended holding periodic contests where workers highlight the performance and awareness degree of organizational culture, also holding seminars, lectures and exhibitions inside and outside the company to spread the organizational culture of the company to other parties.

INFLUENCE OF ORGANIZATIONAL CULTURE ON EMPLOYER BRANDING IN THE MOBILE TELECOMMUNICATION SECTOR IN KENYA

2017 ◽  
Vol 2 (1) ◽  
pp. 13
Author(s):  
Dr. Dinah Chebet Keino ◽  
Dr. Hazel Gachunga ◽  
Dr. Kennedy Ogollah
Keyword(s):  
Organizational Culture ◽  
Data Analysis ◽  
Computer Software ◽  
Target Population ◽  
Team Work ◽  
Working Environment ◽  
Mobile Telecommunication ◽  
Employer Branding ◽  
Telecommunication Sector ◽  
Telecommunication Companies

Purpose: The purpose of the study was to establish the effect of organizational culture on employer branding in the mobile telecommunication sector in Kenya.Methodology: The study used descriptive design. The data collection instrument used was questionnaire. Census study method was used. The target population was only the top, middle and lower level managers in the mobile telecommunication sector totaling to three hundred and ninety (390). A pre-test and pilot survey was conducted. Data analysis involved statistical computations for averages, percentages, and correlation and regression analysis. Statistical computer software (SPSS) was used in data analysis. Analyzed data was presented using tables, charts and graphs.Results: Results revealed that in most telecommunication companies in Kenya employee’s work as a team, rather than hierarchy. The results also revealed that in most Mobile telecommunication companies in Kenya people are viewed as an important source of competitive advantage. The results also revealed that most telecommunication companies in Kenya have consistent core values. The results also showed that majority agreed with the statement that Work is organized so that each person can see the relationship between his or her job and the goals of the organizationUnique Contribution to Theory, Practice and Policy: The Mobile telecommunication sector in Kenya should have clear well communicated long term vision as well as formal and structured induction, orientation and familiarization process. The study also recommends that the mobile telecommunication companies in Kenya should enhance strategy fit culture, involve the employees in decision making and in addition, strive to maintain good working environment, flexible work schedule, and refreshing atmosphere which will boost employee’s morale and encourage team work. Finally, the findings should also be used in comparison with the performance of other companies like the manufacturing and academic institutions in kenya in relation to Human resource practices, organizational culture and employer branding.

scholarly journals Effect of Ouchi Theory Z on the Performance of Selected Microfinance Banks in Warri Metropolis in Delta State

2021 ◽  
Vol 4 (2) ◽  
pp. 54-59
Author(s):  
Agbele G. ◽  
Onoriode O.H.
Keyword(s):  
Leadership Style ◽  
Negative Relationship ◽  
Statistical Technique ◽  
Team Work ◽  
Chi Square ◽  
Face To Face ◽  
Employees Satisfaction ◽  
Independent Variable ◽  
And Performance ◽  
Theory Z

The study focused on the effect of Ouchi theory Z on the performance of selected Microfinance Banks in Warri Metropolis in Delta State. The hypothetical aim was to ascertain the type of relationship that exists between the variables. The population covered 50 staff (Senior and Junior) of the selected Microfinance Bank in the area under study. The instrument employed for data collection was through personal (face-to-face) discussion with the respondents. Positive and reliable results were obtained. The data was analyzed through tables and chi-square statistical technique. The findings revealed that negative correlation exists between Ouchi theory Z and performance of Microfinance Bank. Calculated value less than the critical value (0.722 < 3.84) was equally 0bserved. This connotes a negative relationship between the dependent and independent variable. Microfinance banks in the area under study have been operating independently without the application of Ouchi theory Z that encourages workers/employees satisfaction that result in an increase in productivity. The study recommended that team work should be encouraged among Microfinance Bank. There should be employee participation in decision making and strategic planning among Microfinance Banks. Again, constant and continuous communication (CCC) leadership style should be maintained between employees and employers of Microfinance Banks for maximum productivity.

scholarly journals The Effect of Leadership, Organisational Culture and Work Motivation on Job Satisfaction and Job Performance among Civil Servants in Maros District Technical Working Unit

2017 ◽  
Author(s):  
Dahlan Habba ◽  
Basri Modding ◽  
Muh. Jobhaar Bima ◽  
Jamaluddin Bijang
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Job Performance ◽  
Significant Role ◽  
Work Motivation ◽  
Organisational Culture ◽  
Civil Servants ◽  
The Creation ◽  
And Performance ◽  
High Level

This study was analyzes the effect of leadership, organizational culture and work motivation on job satisfaction and performance of employees in the Maros technical working units. 245 civil servants were included in this study sample. The results of hypothesis testing with support Analysis of Moment Structures Ver.20 provides evidence that leadership and organizational culture are well proven to increase job satisfaction, but was unable to encourage the creation of civil servants performance. Job satisfaction has no significant role in explaining the influence of leadership and organizational culture on civil servants performance. A civil servant work motivation is at a high level is proven to increase job satisfaction and create improved civil servants performance. Job satisfaction has a significant role in explaining the effect of work motivation on civil servants performance. The High level of civil servants job satisfaction is what determines the creation of civil servants performance.

scholarly journals Examining factors that affect staff performance in Lesotho Correctional Service

2021 ◽  
Vol 9 (3) ◽  
pp. 148-158
Author(s):  
Bernard Nkala ◽  
Phaello Olivia Malataliana
Keyword(s):  
Organizational Culture ◽  
Leadership Style ◽  
Employee Performance ◽  
Employee Participation ◽  
Team Work ◽  
Working Environment ◽  
Service Employees ◽  
Service Employee ◽  
Independent Variables ◽  
Staff Performance

Staff performance remains critical in every organization’s and indeed country’s’ performance hence factors critical for ensuring high performance must always be interrogated. Using conclusions from survey data from 700 Lesotho Correctional Service employees, the study sought to examine the factors that affect performance, assessing the extent to which variables; leadership style, employee participation, working environment, organizational culture and motivation impact on employee performance. The research sample consisted of Correctional Service employees picked from six departments/units out of 13 using a probability one’s stage cluster sampling design. The subjects were randomly selected from a target population of 1000 employees to understand the factors that affect employee performance. The sample included the civilian staff, senior management, middle management and subordinate level staff mainly to balance views. The use of questionnaires, semi structured interviews and researchers’ observations was utilized to collect research data for analysis. The study reviewed departmental policies and published literature on Correctional and Prison services staff performance, behavior and satisfaction as a theoretical base to endorse study independent variables. Data revealed that work environment was perceived to have the greatest influence on Lesotho Correctional Service employee performance (mean=4.88). Other factors include organizational culture (mean=4.77), employee participation (mean=4.22), leadership style (mean=3.51), employee empowerment (mean=3.67), employee motivation (mean=3.65) and employee training (mean =3.89) indicated as affecting employee performance. The study revealed that the style of management, low salaries and allowances, flawed legislation, lack of appropriate human resource policies, and limited development opportunities affect staff performance. Regression estimation using n450 responses between study dichotomous dependent variable (employee performance) and independent variables; leadership style, employee participation, working environment, organizational culture and motivation proved all the independent variables significant in explaining employee performance. The five independent variables studied explain 67.4% of the staff performance in the Lesotho Correctional Services as represented by the R2. The study recommended institutionalization of the performance reward system, incentivizing ethical conduct to enhance professional conduct amongst the officers, enhancement of team work, pioneering leadership training and revising and strengthening the current performance management system as amongst strategies that can enhance Lesotho Correctional Service employee performance.

scholarly journals The Effect of Leadership, Organisational Culture and Work Motivation on Job Satisfaction and Job Performance among Civil Servants in Maros District Technical Working Unit

2017 ◽  
Vol 7 (1) ◽  
pp. 52
Author(s):  
Dahlan Habba ◽  
Basri Modding ◽  
Muh. Jobhaar Bima ◽  
Jamaluddin Bijang
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Job Performance ◽  
Significant Role ◽  
Work Motivation ◽  
Organisational Culture ◽  
Civil Servants ◽  
The Creation ◽  
And Performance ◽  
High Level

<div><p class="normal"><em>This study</em><em> was</em><em> analyzes the </em><em>effect</em><em> of leadership, organizational culture and work motivation on job satisfaction and performance of employees in the </em><em>Maros technical working units</em><em>. 245 civil servants were included in this study sample. The results of hypothesis testing with support Analysis of Moment Structures Ver.20 provides evidence that leadership and organizational culture are well proven to increase job satisfaction, but was unable to encourage the creation of </em><em>civil servants</em><em> performance. Job satisfaction has no significant role in explaining the influence of leadership and organizational culture on </em><em>civil servants</em><em> performance.</em><em> </em><em>A civil servant</em><em> work motivation is at a high level is proven to increase job satisfaction and create improved </em><em>civil servants</em><em> performance. Job satisfaction has a significant role in explaining the effect of work motivation on </em><em>civil servants</em><em> performance. The High level of </em><em>civil servants</em><em> job satisfaction is what determines the creation of </em><em>civil servants</em><em> performance. </em><em></em></p></div>

scholarly journals ANALYSIS OF THE RELATIONSHIP THAT EXISTS BETWEEN ORGANISATIONAL CULTURE, MOTIVATION AND PERFORMANCE

2012 ◽  
Vol 3 (1) ◽  
pp. 106-119
Author(s):  
Evans Sokro
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Employee Motivation ◽  
Organisational Culture ◽  
Working Environment ◽  
Data Collection And Analysis ◽  
Employee Relationships ◽  
And Performance ◽  
The Relationship ◽  
Strong Culture

This research aimed at investigating the relationship that exists between organizational culture, employee motivation and performance. The domains of organizational culture (organizational values, individual beliefs, working environment, and employee relationships) and employee motivation and performance were investigated. In order to find the culture and motivation link, mixed method approach for data collection and analysis has been used. By using Pearson’s and Spearman’s Correlation methods, a positive correlation has been found between the two variables. The study revealed that organizational culture has a direct impact on employee motivation and indirectly on organizational performance as well. The better the organizational culture, the higher the motivational level of employees. It was observed that if organizations develop a strong culture of rewarding and acknowledging employees’ effort, it leads to increase motivation and their performance would be significantly enhanced. Key words: employee, motivation, organisational culture, performance.

scholarly journals Pengaruh Budaya Organisasi, Lingkungan Kerja dan Kompetensi Terhadap Kinerja Pegawai Dinas Pertanian dan Perkebunan Kabupaten Bima

2020 ◽  
Vol 9 (4) ◽  
pp. 356
Author(s):  
Fauzi Muhammad Nur ◽  
Siti Nurmayanti ◽  
Sri Tatminingsih
Keyword(s):  
Organizational Culture ◽  
Data Processing ◽  
Quantitative Method ◽  
T Test ◽  
Working Environment ◽  
Test Results ◽  
Data Processing Tool ◽  
Working Performance ◽  
And Performance ◽  
Simultaneous Influence

This research is aimed to find out a partial and/or simultaneous influence of organizational culture, working environment, and competence of employees toward their working performance. The method used is a descriptive quantitative method using a questionnaire technique. Data were gained and collected since June to September 2019 by questionnaires distributed to 119 civil servants working in Agriculture and Plantation Services of Bima Regency. Furthermore, data were analyzed and processed using SPSSver.22 data processing tool for windows. Results of the analysis then interpreted and narrated descriptively. The results indicated that organizational culture (X1), working environment (X2), and competence (X3) as partially effect very much employees working performance (Y)  in Agriculture and Plantation Services of Bima Regency. It shows the value of the t-test results for each variable, namely X1: 4.779> t table 1.98; X2: 3,327> t table 1,98; and X3: 6,207> table 1.98.Keywords: organizational culture, working environment, competence, and performance

scholarly journals Effect of Ouchi Theory Z on the Performance of Selected Microfinance Banks in Warri Metropolis in Delta State

2021 ◽  
Vol 4 (2) ◽  
pp. 54-59
Author(s):  
Agbele G. ◽  
Onoriode O.H.
Keyword(s):  
Leadership Style ◽  
Negative Relationship ◽  
Statistical Technique ◽  
Team Work ◽  
Chi Square ◽  
Face To Face ◽  
Employees Satisfaction ◽  
Independent Variable ◽  
And Performance ◽  
Theory Z

The study focused on the effect of Ouchi theory Z on the performance of selected Microfinance Banks in Warri Metropolis in Delta State. The hypothetical aim was to ascertain the type of relationship that exists between the variables. The population covered 50 staff (Senior and Junior) of the selected Microfinance Bank in the area under study. The instrument employed for data collection was through personal (face-to-face) discussion with the respondents. Positive and reliable results were obtained. The data was analyzed through tables and chi-square statistical technique. The findings revealed that negative correlation exists between Ouchi theory Z and performance of Microfinance Bank. Calculated value less than the critical value (0.722 < 3.84) was equally 0bserved. This connotes a negative relationship between the dependent and independent variable. Microfinance banks in the area under study have been operating independently without the application of Ouchi theory Z that encourages workers/employees satisfaction that result in an increase in productivity. The study recommended that team work should be encouraged among Microfinance Bank. There should be employee participation in decision making and strategic planning among Microfinance Banks. Again, constant and continuous communication (CCC) leadership style should be maintained between employees and employers of Microfinance Banks for maximum productivity.

scholarly journals Administrative Empowerment and its Relation with Organizational Commitment of School Principals in Mafraq Governorate from their Point of View: التمكين الإداري وعلاقته بالالتزام التنظيمي لدى مديري المدارس في محافظة المفرق بالأردن من وجهة نظرهم

2020 ◽  
Vol 4 (10) ◽  
Author(s):  
Eman Ahmad Mutleq
Keyword(s):  
Organizational Commitment ◽  
School Principals ◽  
Strong Relationship ◽  
Point Of View ◽  
Team Work ◽  
Delegation Of Authority ◽  
Commitment Level ◽  
High Level ◽  
High Degree ◽  
Descriptive Survey

This study aims to identify the level of administrative empowerment and its relation with organizational commitment of the school principals in Mafraq governorate from their point of view. The researcher used the descriptive survey, the study consisted tool in the questionnaire was distributed to a total random simple sample of (150) male and female directors. For the purposes of the study, a questionnaire consisting of (30) paragraph was used: the results of the study reveal that empowerment has an overall average (3.75 out of 5) with a (high) degree, on the themes levels, the delegation of authority received the highest average (3.89), followed by the team work with an average of (3.85) both of them (with high level) and the third theme self-motivation with an average (3.50) (with medium) degree. While the overall average of the organizational commitment was (3.83 out of 5) with a commitment level (high), the normative commitment level received the highest average (3.92), followed by sensation commitment with an average of (3.84) and finally, the continuity commitment (3.73), all of which were rated (high). The presence of a positive and statistically significant relationship between administrative empowerment and organizational commitment amounted (0.899) which indicates a (very strong) relationship. Based on the results of the study. Based on the results of the study, the researcher recommended the need to promote the culture of administrative empowerment in educational institutions, and to strengthen the organizational commitment and awareness of its importance.

The Balanced Scorecard beyond Adoption

2018 ◽  
Vol 17 (3) ◽  
pp. 115-134 ◽  
Author(s):  
Gaurav Gupta ◽  
Stephen B. Salter
Keyword(s):  
Organizational Culture ◽  
Balanced Scorecard ◽  
Network Theory ◽  
Actor Network Theory ◽  
Primary Data ◽  
Manufacturing Companies ◽  
The Balanced Scorecard ◽  
And Performance ◽  
High Level ◽  
The Relationship

ABSTRACT Utilizing the theoretical underpinnings of the actor-network theory (ANT) and neo-institutional theory, we develop and test a model of the relationship between organizational culture and the use of the balanced scorecard (BSC). The data are collected from 1,126 top management and other employees in 48 manufacturing companies in India. After primary data collection and using path analysis, we find that the usage of the BSC is dependent on organizational culture. Organizations that are future and performance oriented with a high level of power distance have higher levels of BSC usage. This usage is found to be lower in organizations that are collectivist and uncertainty avoidant.

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