ORGANIZATIONAL CULTURE AND EMPLOYEES
PERFORMANCE; EVIDENCE FROM LAGOS STATE
UNIVERSITY, OJO
BY
JULIUS, Edekin Agbonluai
Vantage Integrated Data Analytics(VIDA Research),
Lagos State University, Ojo
Email: justedekin@gmail.com
Phone: 08032445885
Abstract
The purpose of every business is to make profit and with the right management, the goal
becomes realizable, depending on the culture of the organization. Organizational culture
defines the values, norms, beliefs, attitudes and assumptions that may not have been articulated
but shape the ways in which people in organizations behaves affect the performance of the
employees. This study therefore examined organizational culture and employees performance;
evidence from Lagos State university, Ojo.Using simple random sampling technique, primary data
of 100 respondents were obtained from a sample survey method and analysed using descriptive and
inferential Statistics while the Hypotheses were tested using regression estimation technique. The
results showed that power culture has significant but negative effect on employees performance.
Meanwhile, role culture was also found to have significant and negative effect of employees’
performance. However, supportive culture was found to have significant and positive effect on
employees’ performance in public organization. It is therefore recommended that organization should
imbibe ideas that help their employees to improve and pay attention to role and supportive culture that
create the needed work place environment that can foster improved performance.
Key Words: Organizational Culture, Power Culture, Role Culture Supportive Culture
I.
Introduction
Organization culture is the pattern of values, norms, beliefs, attitudes and assumptions that may
not have been articulated but shape the ways in which people in organizations behave and get
things done (Armstrong, 2011 cited in Mohammed, 2017). It also connotes the combination of
expectations of organization, experiences, and values while providing guidelines for quality
of product in case of production organization (Aluko, 2003). Meanwhile, organizational culture
improves punctuality, safety and other factors affecting the work environment (Denison,
Haaland & Goelzer, 2004). The values, norms and objectives motivate the employees; this in
turn improves their commitment thereby leading to higher performance (Awadh & Saad, 2013).
Organizational culture has been historically defined by various researchers as comprising a
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number of features, including a shared pattern of basic assumptions that group members have
acquired over time as they learn to successfully cope with internal and external organizationally
relevant problems.
The culture of an organization affects the way in which people behave and has to be taken into
account as a contingency factor in any programme for developing organization and policies
development to effect employees behavior . Organizational development has certain factors
that improve sustain ability on basis of effectiveness. The improvement in productivity leads
to employee commitment as norms, values and objectives helps in improving culture of an
organization. The system was based upon effective establishment of culture that keep learning
environment strong. The performance of employees improves by establishment of strong
culture of an organization (Awad & Saad, 2013).
Organizational culture is one of the essential tools in understanding the behavior of people in
organizations. It is a persuasive force that controls an employee’s work life; the thread that
binds the entire organization together. In the other hand, organizational performance involves
engaging in recurring activities aimed at establishing organizational goals, monitoring progress
toward the goals, and making adjustments to achieve those goals more effectively and
efficiently (Omoregbe and Umemezia, 2017). It also means having the different parts of an
organization work together to achieve great results which are measured in terms of the value
being delivered (Hopkins, 2004).
Meanwhile, the employees performance would be considered as backbone of the organization
as it leads to its development effectively. The loyalty of employee relies upon knowledge and
awareness of culture that improves behavior of organization (Brooks 20006) the value and
norms of employee’s basis upon management identification that help in improving employee
performance. The awareness of quality helps in improving organizational and employee
development.
The organizational culture proposed employees the way things should be done. Most of the
people exercise word culture to express the pattern of individual behavior. Before 1980’s in
the study of organizational behavior, culture is considered as a most important factor.
Businesses show interest in cultural dimensions that was the extreme effect rather than the
other fragments of organizational behavior peter and waterman’s (1982) supposed that culture
is the key to the success of organization.
It is very necessary for an organization to establish an organizational culture to maintain its
position in market. The organizational culture has to be developed to provide support to an
organization and bring continuous improvement. The culture of an organization is very
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important for the progress of an organization because it impacts on employee commitment and
their retention as well. If the culture of an organization is flexible it will provide such working
environment to employees in which they may work easily and independently without feeling
any burden. Every organization wants employee commitment because it is very important for
an organizational effectiveness. If the employees understand the organizational culture
properly so that there may be improvement in their performance the reason is that the
employee‘s performance is the base of an organization.
Organizational outcomes and success is derived by the individual contribution in the
organization at all levels. If every individual performs according to the expected standards then
organizational performance will be enhanced. It is for this reason that job performance is
considered an extremely important criterion that translates into organizational outcomes and
success; making it the backbone of every organization (Salihu, Rayyan and Umar, 2016).
Organizational culture has been identified as a key factor in the development of superior
business performance (Szymańska, 2016). The role of organizational culture in encouraging
organizational competitiveness, multiplicity, mergers, acquisitions, internal cohesiveness and
different workforce improvements have made it a crucial requirement for advancing corporate
survival, development and advancement. Culture is that element that differentiates an
organization from other organizations with regards to innovation, change management, risk
appetite, consistency and decisiveness (Yilmaz and Ergun, 2008). The culture of each
organization is represented by the values, beliefs, customs and traditions of its members.
Meanwhile, Collins and Porras (2000) opined that organizational culture refers to a system of
shared meaning held by members that distinguish one organization from other organizations.
They believe that this shared meaning consists of seven key characteristics: innovation
and risk–taking, attention to detail, outcome orientation, people orientation, team
orientation, aggressiveness and stability. Organizational culture has the potential to
enhance organizational performance, employee job satisfaction and a sense of certainty
about problem solving (Kotter, 2012). If it becomes incongruent with the changing
expectations of internal/external stakeholders, the organization's effectiveness can
decline (Ernst, 2001).
The link between leadership and organizational culture has also garnered increasing attention
(Hopkins and Scott, 2016; Xie, 2019), as scholars have argued that the benefits of culture
cannot be harnessed just by its mere existence but by the instrumentality of leaders who ensure
that the employees are aligned with the company’s values in the pursuance of its performance
goals and objectives. Therefore, this shows that leadership and culture are connected (Ogbonna
3
and Harris, 2000; Mohelska and Sokolova, 2015), as superior performance is dependent on the
existence of a culture that embodies certain unique traits and characteristics that encourages
productivity and efficiency, with the presence of leadership to reinforce the espoused values
(Block, 2003; Schein, 2010) which drives organizational effectiveness, thereby generating
sustainable competitive advantage (Bogdanowicz, 2014).
Schein (2010) postulated that organizational culture is much more vital today with the advent
of the data age, which has become a formidable force to reckon with and is further amplified
by the prevalence of technological advancements greater than what was achievable in the past.
In effect, culture dictates the way we do business here and the organizational survival tactics
that facilitate assimilation and personal success (Dave and Urich, 2011). With a strong
organizational culture, employees do things because they believe it's the right thing to do and
feel they'll be rewarded for their actions. However, if the leadership team lacks integrity or stop
diversity, powerful cultures can change into cults, cliques, castes and insider clubs.
Organizational culture can be treated as a series of distinctive characteristics of a specific
organization. Some modern definitions of organizational culture are dynamic, directed at
creativity, innovations and entrepreneurship. Therefore, this study will focus impact of
organisation culture on employees’ performance in the public sector a case study of Ojo Local
Government. Lagos State.
Members of an organization develop a shared belief about what is right and wrong as they
interact and learn what yields success and what doesn't, as such, the culture of any organization
is constantly being created, changed and splintered to ensure the success of the organization
(Baker, 2004).This means that the culture of organization is not stagnant but undergoes a
constant change all the time. Unfortunately, most organizations put more efforts only on the
intrinsic and extrinsic reward systems giving less concern to the traditional cultural activities
of the organization (Njuji and LumWagi, 2014). According to Kandula (2006), the key to good
performance is a strong culture.
Meanwhile, due to difference in organizational culture, same strategies do not yield the same
result for two organizations in the same industry and in the same location (Kandula, 2006),. A
positive and strong culture can make an average individual perform and achieve brilliantly
whereas, a negative and weak culture may de-motivate an outstanding employee to
underperform and end up with no achievement (Ahmed, 2012).
Despite the necessity of organizational culture, it appears the culture of most public
organization in Nigeria is not tailored towards enhancing employee performance. This paper
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therefore examines the extent to which organizational culture impact on the performance of
organizations. In an organization, lack of effective organizational culture and poor cultural
integration affect organizational performance and decrease productivity, quality of service and
efficiency of the organization (Idris etal-2015).
Eaton and kilby (2015) indicated that 72% of corporate leaders acknowledged the importance
of organizational culture to employee’s performance but only 25% identified an effective
organizational culture for their organization. The general business problem was some company
managers lack an effective organizational culture, which often results in poor performances
and loss of productivity.
To understand the association between employee’s job performance and culture of the
organization is an imperative research subject because it is proven by different studies that
individual work performance is crucial for success of organization particularly in the public
sector (Hassan etal; 2017).
Objectives of the study
The objectives of this research are to examine the impact of organizational culture on employee
performance in the public sector a study of Ojo Local Government. The specific objectives are
to:
1. To examine the effect of power culture on employees’ performance in
Lagos State
University, Ojo.
2. To determine the relationship between role culture and employees’ performance in Lagos
State University Ojo.
3. To assess the influence of supportive culture on employees’ performance in Lagos State
University Ojo.
Research Questions
1
To what extent does the power culture affect employees’ performance in Lagos State
University, Ojo?
2
What relationship exist between role culture and employees’ performance in Lagos State
University, Ojo?
3
To what extent does the support culture influence employees’ performance Lagos State
University, Ojo?
Research Hypotheses
Following the objectives of the study, the following hypotheses are formulated for testing in
the study:
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H01: Power culture has no significant effect on employees’ performance in Lagos State
University.
H02: Role culture has no significant relationship with employees’ performance in Lagos State
University
H03: Support culture has no significant influence on employees’ performance in Lagos state
University.
II. Literature Review
This chapter provides an overview of the existing literature on organizational culture and
employee performance through conceptual, theoretical and empirical purview. It highlights
various theoretical frameworks relevant to the investigation. It presents the definitions of
organizational culture, discusses the impact of organizational culture on organizational
performance, and identifies the influence of culture on employee’s attitude in pursuit of better
performance. These literatures will assist in constructing frameworks for further research.
Conceptual Clarification
Concept of Organizational Culture
Organizational development has certain factors that improve sustainability on basis of
effectiveness. The improvement in productivity leads to employee commitment as norms,
values and objectives helps in improving culture of an organization. The system of organization
was based upon effective establishment of culture that keep learning environment strong. The
performance of employees improves by establishment of strong culture of an organization
(Alharbi and Alyahya, 2013). The employee would be considered as backbone to organization
as it leads to its development effectively. The loyalty of employees relies upon knowledge and
awareness of culture that improves behavior of organization (Brooks, 2006)
Clearly, organizational culture is the key factor in understanding the dynamics of today daily
work environment. It is known as the basic assumptions, values and beliefs that are invented,
discovered and developed overtime by a group as it learns to deal with internal and external
influence (Schein, 1992). To the extent that organizational members understand and accept the
values and beliefs about how things are done in the organization, organizational cultures serve
to create a social order and coordinate member’s behavior (Deal and Kennedy, 1999; Mc
Aleese and Hargie, 2004). Deal and Kennedy argued that building a business without paying
attention to organizational culture is detrimental to the long-term success of any organization.
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Aycan et al (1999) argued that organizational culture at its peak becomes a source of
competitive advantage for organizations, since it affects commitment of people at work both
individual and collective process of learning and capability development and it arises from the
underline assumption that may not have been articulated but shaped the ways in which people
in organizations behave and things get done.
According to Robbins (1986), organizational culture is a relative uniform perception held of
the organization, it has common characteristics, it is descriptive, it can distinguish one
organization from another and it integrates individuals, groups, and organizations system
variables. Organizational culture refers to a set of some commonly experienced stable
characteristics of an organization which constitutes the uniqueness of that organization and
differentiates it from others.
Furthermore, organizational culture is regarded as a shared beliefs and values within the
organization that helps to shape the behavior patterns of employees (Salihu, Rayyan and Umar,
2016). He also defines organization culture as the drive that recognizes the efforts and
contributions of the organizational members and provides holistic understanding of what and
how is to be achieved, how goals are interrelated, and how each employee could attain goals.
Organizational culture is literally described by many researchers in diverse studies for various
measures. According to Nongo (2012) asserted that culture is critical to understanding any
society or group. Through the process of socialization individuals bring into groups. Groups
have the capacity to shape, influence, and determine group members’ outlooks, viewpoints,
outputs, attitudes and indeed behaviors.
Organizations are created to solve societal problems so that organizations employ individuals
to assist them in the task of solving their assigned societal problems. However the behavioral
border among organizational members creates a pattern of behaviors, values and attitudes that
can be distinguished, isolated and identified as strange organizational culture. And the
researcher measured organizational culture the in term of involvement, consistency,
adaptability, and mission and employee performance measured in profitability, productivity,
and employee motivation. On other hand, Mehr (2012) stated that today cultural clashes in any
international project organization have led to an increased emphasis on preparedness on
possible conflicts existing in cross-cultural cooperation. Cultural differences often result in
varying degrees of conflict and require careful consideration.
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For a business, organizational culture is either a force for change or a definite barrier to it;
hence managers are increasingly challenged with changing an organization‘s culture to support
new ways of accomplishing work. According to Salihu, Rayyan and Umar (2016),
organizational culture performs four functions: gives members a sense of identity, increases
their commitment, re-enforces organizational value sand serves as a control mechanism for
shaping behavior. It is important to note that leaders shape and reinforce culture by what they
pay attention to, how they behave, how they allocate rewards and how they hire and fire
individuals.
However, corporate culture is an important factor in enhancing the attainment of organizational
goals and objectives. And corporate culture affects the way in which people behave in an
organization and also corporate culture can lead the employee improvement in workplaces to
help and become more committed to their jobs (Nongo and Ikyanyon1, 2012). And the
researcher measured corporate culture the variables include: involvement, consistency,
adaptability, and mission on employee commitment to the organization.
Strong culture in the organization is very helpful to enhance the performance of the employees
that leads to the goal achievement and increases the overall performance of the organization
(Deal and Kennedy, 1982). Employee’s performance means the ability of employees to attain
goals either personal or organizational by using resources efficiently and effectively (Daft,
2000). Sometime the term performance mixed with productivity. Ricardo (2001) said that
performance and productivity were two different things. Productivity means the 58 ratio
represents the volume of work done within the due to the period while performance is an
indicator of productivity, consistency, and quality of work. He suggested that result oriented
culture needed high level of education, concepts, instruments, training and management as well
as leadership skills. According to the Stewart (2010), norms and values of organizational
culture highly effect on those who are directly or indirectly involved with the organization.
These norms are invisible but have a great impact on the performance of employees and
profitability. He also suggests that norms and values are the first thing to look in the
organizational culture. In the today business, it is confirm by the studies that organizations,
which have less focus in the area of managerial components, stakeholders, employees;
customers and leadership, outperform, not have the strong cultural characteristics in it (Kotter
and Heskett, 1992).
Employees Performance
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The importance of employees’ job performance is linked to the very existence of any
organization in the first place. Without the input from the employees, no organization can have
sustained itself. It is the employees that practically ‘give life’ to the organization hence, Job
performance is a very critical factor in every organization. It is the basis of the success of an
organization which, in all aspects, is dependent on individual employee performance. In other
words, if an individual performs according to the expected standards, then organization
performance will be enhanced and improved (Chegini 2010). It is, therefore, logical that job
performance is an extremely important criterion that relates to organizational outcomes and
success. Given the importance of employee job performance, management has to carry out an
in-depth analysis of their employees and find out the determinant factors that will increase high
employee job performance.
Though various factors considered while measuring individual employees’ performance differ
from organization to organization, , it help to measure the overall contribution and its effect on
the growth and development of such organization. In the healthcare industry for example,
these factors will include the relationship of work experiences, job stress and psychological
wellbeing (Burke, 1990, 1996). In the research industry, the job performance can be measured
by two categories, which are personal and environmental. Campbell (1990) came up with three
core determinants of job performance, which he classified under declarative knowledge,
procedural knowledge and skill and motivation. He noted that these three are the core of any
job performance, as one should have the complete knowledge about the task at hand. They
must possess the required skills to perform the task and should have complete understanding
of how to do it and lastly, have the level of motivation to perform the task with maximum will
and efforts.
These factors are productivity, teamwork and decision-making. Employee productivity is
measured by how much of something an employee has produced. This is quantified by
incorporating indicators on evaluations that focus on capturing measurable data. Productivityrelated indicators may examine the quantity of projects that an employee has versus what the
production outcomes are (DeWitt, 2010). In the case of an insurance company, we are looking
at how many clients the sales team has brought in, and how many policies they have sold.
Meanwhile, decision-making as an indicator of performance shows how well an employee is
able to judge a given work situation and respond to it (DeWitt, 2010). Macleod and Brady
(2008) on the other hand, refer to the concept as the ability of the employee to manage his time
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and allocate resources effectively. How to gauge this will differ from one organization to
another. Robertson, Birch and Cooper (2012) assert that some businesses look for quick
decision-making, the ability to make snap judgments with limited information, while others
prefer employees to think carefully and research before responding to customers or project
activities. Again, using our case study as an example, the underwriters have to use this skill to
evaluate the eligibility of a customer to buy a policy, and anticipate the return on investment,
et cetera.
The effectiveness and efficiency of any employees is not organizational based but cut across
every organization because the workforce constitution the driving force for organizational
growth and development. It does not really matter the kind of organization, it will require its
employees to be timely (Macleod and Brady 2008). This is examined by an employee's
efficiency scores based on what the expected timeliness outcomes were. Macleod and Brady
(2008) admit that if the objective of an employee is to complete a project in two months, but it
takes those four months to complete it, this will serve as an indication to their supervisor that
something went wrong. Employees in an insurance company which, in essence, is a service
industry, will have to be timely in delivering their reports, getting back to clients and keeping
them informed of the new products. Otherwise, the company runs a risk of losing to its
competitors.
In a work scenario, employees share information with their coworkers, customers and the
employer. This is made possible using reports, email, phone conversations and face-to-face
discussions. The better employees can communicate, the more efficiently they can do their job
and the better decisions everyone around them can make. All the employees need this skill, but
especially those who are in direct contact with customers, at the customer service desk, for
instance. (Macey, Schneider, Barbera and Young 2009)
According to Robertson, Birch and Cooper (2012), job skills include all abilities and skills that
the employee needs to successfully work at his current position. Different jobs require different
skills specific to them. For example, an IT person will require knowledge of computer software
so as to be able to do his/her work, the same to accounting, sales, customer care, graphic design
and so on. Again, this will be needed in an insurance firm because, like all other organizations,
it is made up of different departments.
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Another aspect that can be observed as a measurement of employees’ job performance is their
consistency. According to Runny (2007), employees’ consistency can be gauged by looking at
how they demonstrate their ethical business practices, like not stealing the employer‘s time,
and if they are working in the accounts department, how trustworthy they are. Consistency on
the side of employees is certainly a positive trait. Here we are looking at how consistent they
are with their values, how much innovation, planning and organizational skills an employee
displays plus how much initiative an employee has toward meeting required goals. Once all
these are consistent, an employee is rated to be a high performer. Consistency indicators,
affirms Runny (2007), help supervisors determine the level of an employee's integrity and
credibility. To apply this to our case study, this is an insurance company where customers are
investing their money with the company. Therefore, there should be a high standard of ethical
practices among the employees as they deal with customers.
Teamwork is usually considered as an important factor especially in the workplace. Job
performance in terms of teamwork can be gauged on how successfully an employee works with
others to achieve desired results (Macleod and Brandy, 2008). This ability, assert Blois, Cook
and HunSaker (2007) can be easily assessed on how an employee communicates with his/her
coworkers; this can be seen on how one expresses their ideas and information appropriately
and with efficiency. A good employee demonstrates great ability in teamwork during scenarios
of conflict resolution. Robertson, Birch and Cooper (2012) concur by saying that, if an
employee has what it takes, they should be able to express different points of view in a nonthreatening way, having knowledge about when it is appropriate to compromise and when it is
important to take a stand. As a committed team member, an employee should maintain a high
level of character and a professional attitude with an ability to conform and promote the
company‘s standards of conduct. Lastly, they should be people who are self-motivated and
strive to learn to improve and take on responsibilities (Robertson, Birch and Cooper, 2012).
In this section we have noted that the basis of the success of an organization is in all aspects
dependent on individual employee job performance hence the reason why organizations spend
a considerable amount of time in finding out some of the determinant factors that will increase
high employee job performance; one of these factors is organizational culture. This study
measured the level of employee job performance by considering performance indicators like
the employee‘s level of communication skills, teamwork, productivity and timeliness. Some of
the aspects of interest were to examine if the employees perform their work to the expected
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standards, how the organization examines the quantity of projects that the employee has against
what the production outcome is. This study was also interested in how timely employees are
with their duties and how well they are able to manage their time and allocate the resources
provided. For those who deal with customers directly particularly at the customer care desk,
this study sought to find out how well they served the customers. The level of employee‘s
integrity and credibility among other ethical practices were also of interest to the study. The
next section explores organizational culture and how this impacts on employee job
performance.
Power Culture and Employees’ Performance
From the organization point of view, culture in organisation is defined by how the organisation
is run, how the personalities within the organisation interact with each other and also how the
structure of the company is set out. This concept has different perspective such as the type that
is practicable in the organization in today’s arrangement.
Power culture is based on a central power course, hence the reason it is normally found in
Entrepreneurial companies, as in these type of organisation tends to be the leader (the
entrepreneur) who wants to lead the company and make it grow, as they company grows it is
likely to change to another power, as one person cannot expand that much as time passes. The
power culture centre around the Greek mythological god know n as Zeus because of his allpowerful nature.
According to Isa, Ugheoke & Noor (2016), this type of culture is very common with small and
medium scale enterprise(SMEs). As with most of these small organisations, the middle of the
culture is the most important place, with the decisions being made and the leadership being
found. However, if the other parts of the web are good enough then these people will tend to
get on with the work themselves and not need too much influence. To make this work at its
best, the subordinates need to think on the same wavelengths as the leader. Decisions in this
type of organisation often happen because of the outcome of influences, instead on well thought
out logical steps, hence why it is so hard to have a start-up company staying afloat.
This type of organisation revolves heavily around the leader, as stated above, and due to this
the main threat for this business is its leader itself. The culture allows for quick change, mainly
due to the fact that there aren’t many staff and therefore not a lot to do to change. This means
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that they can keep up with competitors and the market, but only if they have the appropriate
leader.
Power culture finds it difficult to create the incentive for organizational expansion without
breaking the culture setup. To expand in the same fashion, each new department/manager needs
to have quite a lot of power so they can continue to succeed and do what they do best. The
disadvantage of such organizational culture is the toxic relationship it brews on the long run.
This is mainly due to the fact the people in power cultures tend to be quite powerful in their
own right, they are people searching for risk, looking to become more powerful and take over.
Due to such a competitive atmosphere, people may become unmotivated when they care a little
less then the other employees, and as the leader will be tough loving and looking for results
this could lead to an inappropriate atmosphere (Isa etal., 2016).
Supportive Culture and Employees’ performance
A supportive company culture is so important for every workplace because it engages everyone
at the company. When employees are engaged, they perform at higher levels and may reach
their full potential. This, of course, means increased productivity which is beneficial for
compensation and profitability. The supportive culture traits of motivation, communication,
growth opportunities and supervisory support make employee feel empowered to think and
behave as a leader within their domain. The combination of physiological, psychological and
environmental circumstances that causes an employee to voice out and say “I am satisfied with
my job” is what Hoppock (1938) cited in Asiedu, 2015) referred to as Job Satisfaction. It is
argued that supportive culture in every organisation results to employee job commitment which
in turn influences employee performance. Job satisfaction is something that makes a worker or
an employee feel that he/she is fully part of the organisation and happy to give all his/ her best
to improve the performance level of the company. Employees working hard and giving all their
best position the company above its competitors.
Jiang and Klen (2000), Mckinnon(2003), Taber, Waliser, Rad(2006), Chang and Lee(2007),
Arnold (2006) link employee job satisfaction with many organisational culture factors such as
the culture of rewarding, participation in decision making, growth opportunities, supervising
support, and compensation. This is because an organisation with a supportive culture; its
employees also really understand what is required of them and they try to work in accordance
with the core values to achieve aims of that company. Organisational culture is one which is
embedded deeply into the ways a business does things and the ability to come out with new
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ideas of doing things and getting things done in the company. A company however, can fail to
gain employee job loyalty and satisfaction when there is weak organisational culture.
A weak organisational culture refers to the organisational culture which is not embedded deeply
into the ways an organisation does things. With a weak organisational culture, there is lack of
focus, poor motivation and poor communication as a result of clearly undefined core values
and norms within the organisation. Employees in such organisations are always lost as far as
the core values of the company are concerned and do not know and understand what is required
of them. Riley (2014) argues that weak organisational culture sometimes occurs if
there is little alignment between the espoused values and the way things are done within the
organisation. He continues that this can lead to inconsistent behaviour and dissatisfaction of
employee job satisfaction within the organisation which in turn results to inconsistent customer
experiences.
The Need for Supportive Company Culture
To create a supportive culture that will last, a company must develop a set of core values. One
of the most important values is trust. Employees must feel that their employers trust their
judgment, and there must be some degree of autonomy in work tasks. Employers can still set
goals and restrictions; However, employees are more likely to succeed when they have control
that is coupled with support. Another important value to instill is teamwork. Employers should
emphasize the importance of going beyond personal goals and duties. Teach supervisors to
help their reports. For example, some employees feel that managers will not step down and
help them because of their supervisory roles. If people pitch in to help one another when
necessary, they will become a stronger team. The best results happen when each person
contributes their best while working together.
A crucial part of building a supportive culture is welcoming feedback, concerns and praise.
Leaders must go beyond an open-door policy and must reach out to workers. Part of being an
effective leader is building healthy professional and personal relationships with workers. They
must develop a sense of trust for their leaders. When there is trust, they are more likely to share
concerns or ideas that they may otherwise not share.Therefore, employers must develop a
strategy that centers around retention. To do this, they can ask employees to name what is most
important to them. Companies must ensure that workers have fair access to approved types of
leave. Also, employees should not be disturbed on their days off. If a company develops a
reputation for respecting its workers, this helps attract and retain top talent.
14
Incentives and bonuses can help boost morale and improve the company’s culture. Employers
must be careful to show fairness in all aspects of granting bonuses or incentives. When
employees have a goal to work toward, better support and the possibility of a reward, they are
more likely to perform their best. Also, recognition is important. If an employee goes above
and beyond, he or she should be recognized. This shows that an employer cares, and a strong
commitment to caring is essential for building a supportive work environment.
When employees emanate a supportive workplace culture, they are more likely to be invested
in the success of their coworkers as well as the success of the company. This means that they
may catch mistakes or may notice if something is wrong with another worker. They are more
likely to solve issues before they become big problems. Also, they are more likely to think and
act collaboratively, and a collaborative approach is beneficial since each person’s input may
provide a new perspective. If a company has a supportive workplace culture that is strong and
has an enthusiastic workforce, the culture is more likely to survive. This means that only those
who are passionate about the culture and the company’s goals will stay there for a long-term
career. Every company should develop a plan for implementing a supportive culture in every
aspect of business operations.
Role Culture and Employees Performance
Role culture is a culture where every employee is delegated roles and responsibilities according
to his specialization, educational qualification and interest to extract the best out of him. In
such a culture employee decide what best they can do and willingly accept the challenge. Every
individual is accountable for something or the other and has to take ownership of the work
assigned to him. Power comes with responsibility in such a work culture.This is because this
culture works by leaders and employees being logical and being rational. Each department in
this type of culture can be seen as a pillar for the temple. The pillars need to be, and often are,
strong. All of these sections in an organisation are controlled by having appropriate job
descriptions, procedures for communication and rules to help arguments not get out of line
((Munck, Ronaldo & McIlrath, Lorraine, 2019).
This culture is very much along the lines of making everyone work together so that together
the strength will grow and so will the organisation. There is a main set of leaders in this type
of culture, with them relying on the ‘pillars’ doing their jobs well and allowing the people at
the top to concentrate on what they need to do. As this culture depends on a job being done to
the standard of that job description, the actual person in the job doesn’t matter as much. As
15
long as the job is being done to a good enough standard then the person doing it will be safe.As
performances above what is needed tend not to be essential, then people may become
unmotivated in this culture, as they aren’t being pushed. However, this could also mean that it
is a good culture for people who just want to go to work and do just that; work and get on with
the job in hand. As mentioned in Leadership with the different types of power, the power which
is needed her is position power, as personal power is often frowned upon, as well as expert
power. This is because people should be doing heir job inline with their job description; they
shouldn’t be trying to go outside the box.
Role culture is characterised by;

It is characterized by the fact that “things get done around here” by people who take on
roles and see other in role terms.

People are defined in terms of their roles and responsibilities.

The organizations tend to be hierarchical with rules and regulations to maintain roles.

Authorities make sure that people maintain their roles, stay within them and ensure that
the roles are geared towards the goals of the organization (Neshtha, 2020)
For an organization to excel operate in this culture, the market and competitors must remain
pretty much stable, as they can’t react to change all that well. This can include owning the
market, so that they get to chose what to do or having a product which is long-life, such as
insurance. If a sudden change happens then this culture probably won’t react quickly enough
as individuals can’t really shine and won’t go outside of their description, meaning that the
leader at the top will have to do all the changes and instate them, which will take more time
than they have.An employees therefore who wants stability and job security with fit well in
such an organization with such culture. This because what will happen in future could be
predicted and if the company is in stable market than not a lot will really affect their job, if they
get on with it, everything will be fine. If an individual who is a risk taker and wants power
works in this type of culture, they are likely to look for a quick get-out as not enough power is
given to the individual.
Conceptual Framework
The conceptual framework delves into how components of organizational culture such as
power culture, supportive culture and role culture shape the bahaviour of employees towards
16
positive contribution to the productivity and development of the organization.
Diagrammatically, these variables are represented in the diagram below;
Role
Organiztional
Culture
Power
Organizational
Culture
Organizationa
l Culture
Employees
Performance
Supportive
Organizational
Culture
Source: Jewel and Rozina(
2017)
Figure 1 showing the conceptual framework of organizational Culture and Employees Performance
Relationship between Organizational Culture and Employee Performance
Culture is largely invisible to individuals just as the sea is invisible to the fish swimming in it.
Even though it affects all employees ‘behaviours, thinking, and behavioral patterns, individuals
tend to become more aware of their organization ‘s culture when they have the opportunity to
compare it to other organizations (Amah, 2009). The organizing function involves creating and
implementing organizational design decisions. The culture of the organization is closely linked
to organizational design. For instance, a culture that empowers employees to make decisions
could prove extreme resistant to a centralized organizational design, hampering the manager‘s
ability to enact such a design. However, a culture that supports the organizational structure (and
vice versa) can be very powerful (Daft, 2003).
An organization ‘s culture may be one of its strongest assets or its biggest liability. In fact, it
has been argued that an organization that has a rare and hard-to imitate culture enjoys a
competitive advantage. In a survey conducted by the management consulting firm Bain &
Company in 2007, worldwide business leaders identified corporate culture to be as important
as corporate strategy for business success. This comes as no surprise to leaders of successful
businesses, who are quick to attribute their company‘s success to their strong culture (Garvin,
1998). Culture, or shared values within the organization, may be related to increased employee
performance. Researchers found a relationship between organizational culture and employee
17
performance, with respect to success indicators such as revenues, sales volume, market share,
and stock prices leading to realization of the organizations goal. It is important to have a culture
that fits with the demands of the company‘s environment, so that it can improve the shared
values of the company and also propel employee performance. For example, if a company is
in the high-tech industry, having a culture that encourages innovativeness and adaptability, that
will improve its performance (Amah, 2009).
However, if a company in the same industry has a culture characterized by stability, a high
respect for tradition, and a strong preference for upholding rules and procedures, the company
may suffer because of its culture. In other words, just as having the right culture may be a
competitive advantage for an organization, having the wrong culture may lead to performance
difficulties, such may be responsible for organizational failure, and may act as a barrier
preventing the company from changing and taking risks (Caves and Porter, 1977). In addition
to having implications for employee performance, organizational culture is an effective control
mechanism dictating employee behaviour. Culture is a more powerful way of controlling and
managing employee behaviour than organizational rules and regulations. For example, when a
company is trying to improve the quality of its customer service, rules may not be helpful,
particularly when the problems customers present are unique. Instead, creating a culture of
customer service may achieve better results by encouraging employees to think like customers,
knowing that the company ‘s priorities in this case are clear.
Theoretical Review
Several theories underpinning the relationship between organizational culture and employees’
performance have been propounded and scholars and researchers have examined these theories.
In other to situated the current study and the relevance of the study with respect to theoretical
foundation, the Dynamic Capabilities theory, and Scheins (1985 ) theory of culture
Dynamic Capabilities theory- Teece, Pisano and Shuen (1997)
Teece, Pisano and Shuen (1997)’s research work on Dynamic Capabilities and Strategic
Management, was an important reference on the discussion of what constitutes competitive
resources and capabilities in an organization (Bleady and Ali, 2018). The Dynamic capabilities
theory has also been subject to varying definitions in an attempt to effectively capture what
comprises sources of competitive advantages that can improve a firm’s chances at surviving in
the ever-changing business environment. According to Teece et al (1997), Dynamic
Capabilities is defined as “the firm’s ability to integrate, build and reconfigure internal and
18
external competencies to address rapidly changing environments” (1997, pp 516). Dynamic
Capabilities allow corporations to develop and assign resources that sustain efficient business
performance (Teece et al, 1997, (Eisenhardt and Martin, 2000; Teece, 2007). Similarly,
(Eisenhardt and Martin, 2000) defines Dynamic Capabilities as organizational practices that
integrate, reconfigure, acquire and distribute resources in the quest for competitive advantages
that would help to create flexibility in responding to market changes.
Dynamic capabilities constitutes a system of resources which enterprises can integrate,
reconfigure, remodel and assign for the purposes of achieving competitive advantage (Ludwig
and Pemberton, 2011 cited in (Bleady and Ali, 2018). It is a set of configurable resources which
a firm can utilize for the process of adapting in the business environment characterized by
changes (Simon, Stockport, Smith, Klobas and Sohal, 2015).
From the definition above, it is generally agreed that for a resource to be dynamically capable
of responding to market changes, it must be readily configurable, adaptive, and transferable in
order to respond adequately and timely to external conditions that may affect business’s
performance. Furthermore, the Dynamic Capabilities framework establishes that maintaining
superior business performance in a market characterized by technological changes can only be
possible by refining internal organizational and managerial policies and procedures. In
addition, (Teece, 2007) argues that the high-flyers in the marketplace are those firms that have
developed flexible structures and processes, coupled with effective management control, which
allow them to deploy resources in order to achieve new sources of competitive advantage.
The Dynamic Capabilities theory, which is an extension of the resource-based view theory
(Eisenhardt and Martin, 2000; Bleady and Ali, 2018), suggest that competitive advantage of
firms relies on the functionality of organizational and managerial processes, supported by their
pool of tangible and intangible resources (Shuen and Sieber, 2009). Dynamic capabilities,
which are a source of competitive advantage, consist of these organizational and managerial
processes, which are further comprised of three core elements; coordination/integration,
learning and reconfiguring (Teece et al, 1997; Teece, 2007). Out of these elements, ‘Learning’
resonates well with the elements of organizational culture defined by (Schein, 2010) as the
shared system of values, beliefs and basic assumptions that have been developed and accepted
by a given group before it is taught to new members as the proven way of solving internal and
external problems.
19
Learning is a process that is “intrinsically social and collective and occur due to joint
contributions to the understanding of complex problems” (Teece, 2007, pp. 520). Furthermore,
this learning process can be described as organizational practices/patterns of interaction that
exposes effective answers to peculiar problems. In other words, firms can develop competitive
advantage through this process as it helps to generate solutions and strategies to tackle
challenges that may hinder competitive survival. From the foregoing, it could be implicitly
assumed that organizational culture is a component of the dynamic capabilities framework,
which is further supported by (Barney, 2011)’s view that organizational culture can be a source
of competitive advantage provided they meet the conditions of being valuable, rare and
imperfectly imitable.
Schein’s (1985) theory of Culture
Culture implies stability
Without doing the necessary historical analysis, Schein Would speculate that the concept was
required initial of all to describe the fact that, in most societies, strong phenomena persisted
over time and displayed remarkable stability, even in the face of pressures toward change. This
stability would be especially noticeable in some of the preliterate societies that had survived in
a basically unchanged way for centuries. Culture, then, has something to do with long-range
stability.
Culture emphasizes conceptual sharing
Secondly, he would speculate that what struck early ethnographers was the remarkable degree
of similarity not only of manifest behavior but also the perceptions, cognitions, and feelings of
the members of a given society, offering that there was something under the surface that new
members learned, which led to a high degree of similarity of outlook. Culture, then, has
something to do with sharing or consensus via the members of a group. The most obvious
aspect of such sharing is the common language and conceptual categories that are discovered
whenever one studies a social group that has had any kind of history and shared experience;
the study of socialization processes, especially their content, then became one of the primary
ways of deciphering what the common underlying shared things were.
Culture implies patterning
Thirdly, he would speculate that what struck at least some anthropologists was the degree to
which patterns were evident in societies. The observed regularities reflected higher order
20
phenomena that caused patterns and paradigms, sometimes leading to premature formulations
of cultural types. The fact that early typologies proved to be more stereotypic and ignored
significant variations among and within societies only reinforced the idea that patterns had to
be studied carefully and were somehow at the crux of deciphering cultural phenomena.
Culture implies dynamics
How is one to describe the perpetuation of observed regularities and the ability of a group to
perpetuate patterns over long periods of time and across many generations of membership? The
analysis of culture forces us to the analysis of how culture is created and perpetuated, thus
leading to studies of the socialization process and a renewed emphasis on origins.
Anthropologists had difficulty with cultural origins because one could not obtain historical data
on the kinds of societies that were studied. Current attempts to apply culture to organizations
do not suffer from this limitation because one can reconstruct historically the origin of
organizations. In fact, historians have designed some of the best cultural analyses in
organization studies, because they have been able to capture the dynamic, holistic patterning
that is characteristic of cultures
Culture implies all aspects of group life
If one looks at early ethnographies, one is struck by the fact that cultural phenomena penetrate
all of the aspects of daily life. There is virtually nothing that we do that is not colored by our
shared ways of looking at things. In analysing culture, then, it gets crucial not to develop
simplistic models that rely only on a few key dimensions, but to find models that reflect the
vastness that culture represents. Schein offers that what we need is a model of culture that does
justice to (a) what the concept connotes and (b) what has been its source of utility in other
fields. Such a model comes out of an eclectic approach that draws on anthropology, sociology,
and social psychology, and that reflects research broader than the traditional ones. Specifically,
we need to add to other methods what he have named the “cultural perspective”, by which he
means what one learns when one is in a helper/consultant role (as contrasted with a researcher
role). Sometimes one learns most about what culture is, how it operates, and what its
implications are when one is helping an organization to solve real problems. At such times the
insiders are more open, more willing to reveal what they really think and feel, and, thereby,
make it more obvious what things are shared and how things are patterned. At such times, one
also starts to understand what it means to go to “deeper” levels.
21
Empirical Review
Many organizational behavioral theorists believe that a good fit between employees and the
organization is significant to performance. A well-built organizational culture serves as a
powerful tool to execute innovative ideas, influences employee’s behaviors, and increases
performance (Kim Jean Lee & Yu, 2004). When an individual’s values and organizational
practices are well integrated, it will largely affect the level of individual and organizational
output. The more employees identify that an organization provides uninterrupted learning,
dialogue with employees, and has a well-connected system with good leadership, the more
committed they will be to the organizational goals (Joo & Lim, 2009; Joo & Shim, 2010).
Possibly, employee’s dissatisfaction with an organizational culture is the most important
reason that causes poor performance and turnover in current organizations. Consequently,
Silverthorne (2004) argues that the better the fit, the better the extent of job satisfaction, not
considering the type of organizational culture. Following this, literature suggests that
organizations should pay attention to their culture and build suitable communication and
capability to manage uncertainty and to achieve the needed organizational commitment
(Cheung, Wong, & Wu, 2011; Ezirim, Nwibere, & Emecheta, 2012).
In view of the above, different cultural practices have gained research attention. For instance,
a study by Higgins and McAllaster (2002) opined that an innovative-supportive culture is
obtained from values, an informed underlying belief structure in addition to strong daily
practices. Accordingly, Detert, Schroeder, and Mauriel (2000) argue that the values of an
organization serve as the foundation of cultures that promote process innovation that permit or
hinder performance improvement. It is a system that allows innovation, necessitates a culture
of discipline (for example, an attitude and practice that emphasizes the monitoring of quality
to be aware of problems), and encourages creativity in the process of solving problems. A study
by Silverthorne (2004) involving a sample of Taiwanese employees argues that a bureaucratic
organization has a larger problem in sustaining employee job satisfaction than organizations
that have an innovative or supportive culture; thus, emphasizing that an organization that has a
bureaucratic culture results in the lowest level of job satisfaction.
Taormina (2008) examined 220 Chinese adults working in local organizations in an
international port city on the coast of southern China. The result showed that bureaucratic
culture is characterized by leaders who favor the use of control rather than flexible behaviors.
The result also showed a strong support for a supportive culture and socialization (Taormina,
2008). A study by Ogbonna and Harris (2000) also established that competitive and innovative
22
cultures had a direct relationship with employees’ performance, while community and
bureaucratic cultures had no direct relationship with performance. According to Damanpour
and Gopalakrishnan (2001), effective innovation improves organizational effectiveness and
responsiveness. However, despite the significant argument on innovative culture, other
researchers argue that innovation-supportive culture remains a difficult and unstructured
phenomenon (Higgins & McAllaster, 2002). An innovative culture poses great challenges. For
instance, Baer and Frese (2003) and Black, Carlile, and Repenning (2004) argue that an
innovative culture is highly disruptive, changes relationships across functional as well as
occupational limits or causes adjustments to the organizational structure and climate. These
results further indicate that different cultural practices have different effects on employees’
performance.
Furthermore, Khazanchi, Lewis, and Boyer (2007) found that congruence around control
values have no significant effect on plant performance. Similarly, Rose, Kumar, Abdullah, and
Ling (2008) showed that culture would have a significant relationship with superior
performance only if the culture is able to adapt to changes in environmental conditions. In view
of this, Acar and Acar (2014) suggested that due to the differences in organizational culture
and the ways in which organizations respond to the external environment, there will always be
a difference in performance achievement. Thus, to enhance effectiveness, organizations should
enhance their managerial practices such as developing a suitable culture (Wei et al., 2011).
Regardless of the multitude of studies on cultural values, there is no agreement as to what
culture is and how it should be examined (Schneider et al., 2013). Following this, Detert et al.
(2000) argue that the complexity of building theories on organizational culture is matched by
the paucity of empirical studies on innovative, supportive, and bureaucratic cultures. To
understand this phenomenon, we examine an important building block of culture (innovative,
supportive, and bureaucratic) that has received little attention in management researches. In
addition, this study adopts the Wallach framework to examine the relationship between these
cultural practices and employees’ performance in the Oman public sector, particularly as no
clear empirical validation exists in relation to what type of cultural values significantly
influence employees’ performance within this context. Organizations that implement
bureaucratic, supportive, and innovative cultures will be more likely to improve employees’
performance and rally these individuals to achieve a common goal.
Gil et al., (2018) agrees that leadership can significantly influence the development of values
and systems which can encourage the creation of an innovative culture. They further
23
maintained that an innovation-oriented culture would generate channels and opportunities for
empowerment and growth with organizations. Similarly, Acar, (2012) empirically examined
the relationship between organizational culture and leadership with results that confirmed
leadership as crucial for the development of a strong culture which can help to facilitate work
conditions that foster work effectiveness.
However, some scholars have also proposed that a positive link exist between leadership and
culture albeit with a different approach. This approach asserts that certain leadership behavioral
patterns are determinants of organizational culture. After conducting a study on the impact of
leadership on organizational culture in 32 business units of a Greek service organization.
Simosi and Xenikou, (2010) results established that leaders ,who arouse feelings of motivation
and creativity amongst their followers, are able to create a platform for the development of an
organizational culture that promotes positive work values. Interestingly, (Acar, 2012) supports
this argument as he maintained that some certain cultural traits can only be formed with
leadership styles that promote inspirational motivation, contingent rewards and concern for
individuals. Steers and Shim, (2013) focused their study on two global automobile brands in
examining the effect of leadership behavior on organizational culture. Their results espoused
that leaders who develop close relations with their subordinates and set up reward systems can
influence, to a large extent, the development of work cultures which echo the key values of the
business. While different factors can have an impact on organizational culture, work culture
largely mirror their leaders, as they perform key roles in fostering, creating and sustaining
cultures (Warrick, 2017). From the above, there is general agreement that concept of leadership
and organizational culture are intertwined, as the shared values, beliefs, norms and assumptions
of members in a given unit are the products of leadership influences.
Meanwhile, Ogbonna and Harris (2000)’s study supports (Barney, 2011)’s view that creative
and innovative cultures can create the right conditions for the growth and sustenance of
competitive advantage, which leads to superior financial performance. (Bogdanowicz, 2014)
also maintained that an organizational culture with distinct cultural traits can develop
competitive competencies to withstand competition in the marketplace. However, the author
further argued that these benefits can only be reaped when an alignment between the
company’s strategy and its culture is established. In contrast to the latter, Klein (2008) disputes
that an alignment between strategy and culture is paramount to the creation of sustained
competitive advantage. By citing the downfall of the American energy company, Enron, the
author argued that a culture which creates an atmosphere that enables trust, unity, commitment
24
and discourages fear, is more critical and instrumental in the development of competitive
advantage. Firms with values that encourage customer-orientation, innovation and employee
productivity possess flexible structures and models that enable them to anticipate changes and
outperform their competitors (Abdullah et al., 2014); (Szymańska, 2016) and Byrne, Dwyer
and Doyle, 2019).
Organizational Culture’ has been a topic of debate for many years; with various
arguments bordering on how the construct should be measured and whether it should be linked
to organizational effectiveness, there has been an increasing number of evidences put forward
which establishes that organizational culture impacts significantly on organizational
performance (Schneider, Ehrhart and Macey, 2013). Some of these studies confirm that a direct
and positive link exists between organizational culture and performance (e.g. (Acar, 2012;
Murphy et al., 2013; Kipsang, Mutiso and Mbaraka, 2015; Ofori and Sokro, 2015; Laforet,
2017; Omoregbe and Umemezia, 2017; Polychroniou and Trivellas, 2017) while others argue
against such a direct link by emphasizing the link between the two constructs are moderated
by such variables as employee commitment, employee productivity and motivation (e.g. Uddin
and Hossain, 2012; Boyce, Nieminen, Gillespie, Ryan and Denison, 2015; Nikpour, 2017;
Matthew.J, 2019).
According to (Murphy et al., 2013), culture within an organization is deeply ingrained and
unique; with the ability to foster cooperation and coordination. Based on this, the authors argue
that increased levels of cooperation and coordination within units can lead to improved
organizational performance. (Ofori and Sokro, 2015) believe that companies with a core set of
values perform better than their counterparts in the marketplace. This view is supported by the
work of Peter and Waterman (1982) who established that performance within an organization
relies on the extent to which the values are generally accepted. The result of their study further
supported this view; as it was established that firms, with values that promote respect,
innovation, cooperation, teamwork, etc. enjoyed increased performance. From these authors, it
can be understood that organizational culture has different attributes which influence
organizational performance in a positive way.
Organizational culture practices have been positively linked to increased performance.
According to (Omoregbe and Umemezia, 2017), good leadership practices, continual employee
training programs and effective work processes can impact performance on overall
performance in an organization. In their empirical research, the authors analyzed primary data
25
sourced from some selected firms in the Nigerian banking sector, after which they concluded
that a positive link exits between organizational culture and performance. The findings of
(Laforet, 2017) agrees with (Omoregbe and Umemezia, 2017) as the author posits that
organization culture practices represents organizational behavior, which influences the
formulation and attainment of its aims and objectives while shaping the decision-making
process. In addition, the author established that organizational culture consists of leadership
and management styles, common vision, organizational design and coordination. The key
variables from the questionnaire were tested using factor analysis and from this, the results
supported the prevalent argument that that organizational culture significantly impacts brand
and business performance. Furthermore, the author highlighted the instrumentality of the
C.E.O in providing the vision and guidance necessary for harnessing the potential benefits
offered by the presence of culture in an organization.
III. Research Methodology
The aim of this chapter is to provide an overview of the methodological approaches and
procedures adopted in achieving the aim and objectives of the study. It also discusses the
problems associated with the collection of data, from the selected sample and method for data
analysis. Survey research design was adopted for the study. This design was deemed
appropriate for the current study based on the fact that the population and sample of the study
comprised of different categories of staff of the company. Structured questionnaire was used
as the data collecting instrument from employees of Lagos State University, Ojo. The sample
for the study was drawn using convenient sampling technique. The sample for this study was
purposively drawn to comprise of employees whose work experienced goes beyond ten years.
One hundred and ten (110) employees in Lagos State University who met the selection criteria
were selected for onward administration of research Instrument-Questionnaire. Meanwhile, an
organizational culture assessment questionnaire developed by Sashkin, (1995) was used as the
research instrument with linkert ranging from 1-5. Meanwhile, the study incorporates it into
strongly agreed linkert scale with Strongly agreed corresponding to 5 while strongly disagreed
corresponding to 1. Meanwhile, employees job performance questionnaire developed by
University of Michigan Health system, 2002 adapted to four linkert scale was also used. The
first part feature questions regarding the demographic data of the respondents, while the second
part will relate to research questions and subject matter of study.
26
Table 3.1 showing Organizational Culture Constructs
S/N
Organizational Power Culture
SA
A
SA
A
D
SD
1 Employees obedience to the instruction made centrally enhances
performance.
2
Employees perform well when they follow the instruction from the director
3 Employees initiation not coming from the director often lead to inefficient
performance
4 The employees tend to work better when the duties are delegated by the
director
5 Employees performance is linked to the leadership ability of the director.
S/N
Organizational Role Culture
1 Employees performance is linked to flexibility and adaptability through
D
SD
changes necessary in the organization
2 Individuals and teams have clearly defined goals that relate to the goals and
mission of the business hence, improve employees performance
3 Teams often lack the authority needed to get the job done effectively.
4 The highest priority and support is given to meet the needs of clients and
customers and to solving their problems.
5 People value and make use of one another's unique strengths and different
abilities in the organization
S/N
Organizational Supportive Culture
1 Employees bahaviour are guided mostly by rules and policies hence improve their
job performance
2 Employees job performance don’t necessarily improve when they are encouraged
to use tried and tested approaches to avoid mistakes
3 Employees tends to improve in job performance when they focus primarily on
getting the details right that leads to rewards.
4 A clear and simple communication from the leadership to the employees’ aids
employees performance
5 Leadership do not always communicate frequently hence, leave the employees
confused leading to poor job performance.
S/N
Employees Performance
1 Employees performance is not affected by the consensus decisions made that require
a prior agreement
SA
A
D
SD
SA
A
D
SD
2 The job performanceof employees does not improve based on minimal time spent on
forward planning
3 Employees job performance improves when competitiveness are encouraged to bring
the best out of them.
4 Employees performance doesn’t have a direct link with the wages and salary of all
employees
5 Emphasis on customers service tends to encourage employees to worker harder to
satisfy their customers.
Source: Authors’ Constructs based on Organizational culture measures.
The validity of the research instrument was ascertained by ensuring that the questions are
constructed according to the objectives of the study. Checks and correction from the supervisor
27
helped to ensure the validity of the questionnaire in this study while the reliability for this study
was used to ascertain by subjecting the questionnaire items to a reliability test based on the
Cronbach Alpha test of reliability, the reliability level for acceptance should not go below 0.7.
Descriptive statistics such as frequencies and percentages used to analyse the research
questions. The formulated hypotheses were tested at 5% level of significance using the
regression analysis to find the effect of organizational culture components on employees
performance.
IV. Empirical Analysis
The data collected was based on field survey through questionnaires administration. One
hundred and ten (110) copies of the structured questionnaires were distributed through personal
administration in in Lagos State University. All the questionnaires but ten were found valid.
Therefore, One hundred (100) questionnaires were used for the data analysis and analysed with
Statistical Package for Social Sciences (SPSS) package 20.0 for computing the percentage
distribution. Regression was used to test hypotheses at 5% significance level. The research
questions were analysed below;
Analysis of Respondents based on Research Questions
Research Question one: To what extent does the power culture affect employees’ performance
in Lagos State University, Ojo?
Table 1 Percentage Responses on the effect of power culture on employees’ performance
S/N
1
2
3
4
5
ITEMS
Employees obedience to the instruction made
centrally enhances performance.
Employees perform well when they follow the
instruction from the leadership.
Employees initiates not coming from the
Director often lead to inefficiency performance
The employees tend to work better when the
duties are delegated by the leadership
Employees performance in Lagos State
University is linked to the leadership ability
Mean Responses
Strongly
Agreed
Agreed
33
(33.0%)
32
(32.0%)
41
(41.0%)
23
(23.0%)
27
(27.0%)
15.4
(37.7%
36
(36.0%)
47
(47.0%)
38
(38.0%)
36
(36.0%)
51
(51.0%)
17.0
(35.2%
Strongly
Disagreed
Disagreed
21
(21.0%)
13
(13.0%)
15
(15.0%)
35
(35.0%)
14
(14.0%)
9.7
(16.7%
10
(10.0%)
8
(8.0%)
6
(6.0%)
6
(6.0%)
8
(8.0%)
3.7
(6.6%
Source: Field Survey, 2021
Table 1. Shows the mean employees responses to research question one. 37.7 % of the sample
population strongly agreed that power culture affect employees’ performance in Lagos State
University while 35.2% also agreed that power culture affect employees’ performance in Lagos
28
Total
100
(100%)
100
(100%)
100
(100%)
100
(100%)
100
(100%)
100
(100%)
State University. Meanwhile, 16.7% of the respondents strongly disagreed that power culture
affects employees’ performance in Lagos State University. In addition, 6.6% of the total
population disagreed that power culture affects employees’ performance in Lagos State
University. From the findings, most of the respondents agreed (72.9%) that power culture affect
employees’ performance in Lagos State University, Ojo.
Research Question Two: What relationship exist between role culture and employees’
performance in Lagos State University, Ojo?
S/N
Table 2 Percentage Responses on the relationship between role culture and employees’ performance
ITEMS
Strongly
Strongly
Agreed
1
2
3
4
5
Employees performance is linked to
flexibility and adaptability through
changes necessary in the organization
Individuals and teams have clearly
defined goals that relate to the goals and
mission of the business hence, improve
employees performance
Teams often lack the authority needed to
get the job done effectively.
The highest priority and support is given
to meet the needs of clients and
customers and to solving their problems.
People value and make use of one
another's unique strengths and different
abilities in the organization
Mean Responses
44
Agreed
Disagreed
Disagreed
Total
(44.0% )
47
(47.0%)
8
(8.0%)
1
(1.0%)
100
(100%)
55
(55.0%)
38
(38.0%)
6
(6.0%)
1
(1.0%)
100
(100%)
31
(31.0%)
55
(55.0%)
10
(10.0%)
4
(4.0%)
100
(100%)
47
(47.0%)
39
(39.0%)
7
(7.0%)
7
(7.0%)
100
(100%)
16
(16.0%)
30
(30.0%)
36
(36.0%)
18
(18.0%)
100
(100%)
3(6.20%)
100
(100%)
19.1(38.6%) 20.6(41.8%) 6.6(13.40%)
Source: Field Survey, 2021
Table 2 shows the mean employees responses to research question two. The findings suggest
that on the average, 38.6% of the sample population strongly agreed that there is relationship
between role culture and employees’ performance while 41.8% also agreed that there is relationship
between role culture and employees’ performance. Meanwhile, 13.4% of the respondents strongly
disagreed that there is relationship between role culture and employees’ performance. In addition,
however, 6.2% of the total population disagreed that there is relationship between role culture and
employees’ performance. The results suggest that that there is relationship between role culture and
employees’ performance in Ojo Local Government rea of Lagos State.
Research Question Three: To what extent does the support culture influence employees’
performance Lagos State University, Ojo?
29
S/N
1
2
3
4
5
Table 3 Percentage Responses on influence of support culture on employees’ performance
ITEMS
Strongly Agreed
Strongly
Disagreed
Agreed
Disagreed
Employees bahaviour are guided mostly by
rules and policies hence improve their job
performance
Employees
job
performance
don’t
necessarily improve when they are
encouraged to use tried and tested approaches
to avoid mistakes
Employees tends to improve in job
performance when they focus primarily on
getting the details right that leads to rewards.
A clear and simple communication from the
leadership to the employees’ aids employees
performance
Leadership do not always communicate
frequently hence, leave the employees
confused leading to poor job performance.
Mean Responses
34
(34.0% )
34
(34.0%)
23
(23.0%)
9
(9.0%)
100
(100%)
29
(29.0%)
42
(42.0%)
27
(27.0%)
2
(2.0%)
100
(100%)
24
(24.0%)
44
(44.0%)
26
(26.0%)
6
(6.0%)
100
(100%)
23
(23.0%)
52
(52.0%)
22
(22.0%)
3
(3.0%)
100
(100%)
16
(16.0%)
31
(31.0%)
35
(35.0%)
18
(18.0%)
100
(100%)
126
(25.2%)
203
(40.6%)
133
(26.6%)
38
(7.6%)
18
(100%)
Source: Field Survey, 2021
Table 3 shows the mean employees responses to research question three. The results shows
that 25.2% of the sample population strongly agreed that support culture influences employees’
performance. Meanwhile, 40.6% of the respondents agreed that support culture influences
employees’ performance. In addition, however, 26.6% of the total population strongly
disagreed that support culture influences employees’ performance while 7.6% of the total
population disagreed that support culture influences employees’ performance. Lastly, 65.8%
of the total respondents show that support culture influences employees’ performance in Lagos
State University, Ojo Lagos State.
Test of Hypotheses
Hypothesis One
Ho1: Power culture has no significant effect on employees’ performance in Lagos State
University
Table 4a: Model Summary
Model
1
R
.884a
R Square
Adjusted R
Std. Error of the
Square
Estimate
.781
Total
.779
.69717
a. Predictors: (Constant), Power_Culture
30
The model summary in table 4a shows the correlation coefficient and coefficient of
determination. The results shows that the R value of .884 indicates a high degree of correlation
while the R2 value of .781 indicates that 78% total variation recorded in employees performance
was explained by power culture practices in the organization.
Table 4b:ANOVAa
Model
Sum of Squares
Regression
1
Residual
Total
df
Mean Square
169.677
1
169.677
47.633
98
.486
217.310
99
F
Sig.
.000b
349.093
a. Dependent Variable: Employees_Performance
b. Predictors: (Constant), Power_Culture
Table 4b shows the significance of the model (model fit). The significance value of .000b (P <
0.05), shows that overall, the regression model statistically significantly predicts employees’
performance very well.
Table 4c: Regression results showing effects of power culture on employees’
performance in Lagos State University
Model
Unstandardized Coefficients
Standardized
t
Sig.
Coefficients
B
(Constant)
Std. Error
20.705
.797
-.795
.043
Beta
25.977
.000
-18.684
.000
1
Power_Culture
-.884
a. Dependent Variable: Employees_Performance
Table 4c shows the result of regression analysis of effects of power culture on employees’
performance in Lagos State University. The coefficient of power culture is -.795 while the std
error is .043. Meanwhile the t value is -2.192. It is also observed from the table that employees’
health condition can significantly (t =-18.684, p=
.000)
predict changes in employees’
performance. Since the significant value (p=.000) is less than 0.05 level of significance, we
reject the null hypotheses and conclude that power culture has significant effect on employees’
performance in Lagos State University.
Hypothesis Two
Role culture has no significant relationship with employees’ performance in Lagos State
University
31
Table 5a:Model Summary
Model
R
R Square
.973a
1
Adjusted R
Std. Error of the
Square
Estimate
.947
.946
.34395
a. Predictors: (Constant), Role_Culture
The model summary in table 5a shows the correlation coefficient and coefficient of
determination. The results shows that the R value of .973 indicates a high degree of correlation
while the R2 value of .947 indicates that 94% total variation recorded in employees performance
was explained by Role culture.
Table 5b:ANOVAa
Model
Sum of Squares
Regression
1
Residual
Total
df
Mean Square
F
205.717
1
205.717
11.593
98
.118
217.310
99
Sig.
1738.938
.000b
a. Dependent Variable: Employees_Performance
b. Predictors: (Constant), Role_Culture
Table 5b shows the significance of the model (model fit). The significance value of .000b (P <
0.05), shows that overall, the regression model statistically significantly predicts employees’
performance very well.
Table 5c: Regression results showing effects of Role Culture on employees’
performance in Lagos State University.
Model
Unstandardized Coefficients
Standardized
t
Sig.
Coefficients
B
(Constant)
Std. Error
21.737
.382
-.839
.020
Beta
56.896
.000
-41.701
.000
1
Role_Culture
-.973
a. Dependent Variable: Employees_Performance
Table 5c shows the result of regression analysis of effects of Role culture on employees’
performance in Lagos State University. The coefficient of Role culture is
-.839
while the std
error is .020 Meanwhile the t value is -41.701. It is also observed from the table that Role culture
can significantly (t =-41.701, p= 0.000) predict changes in employees’ performance. Since the
significant value (p=.000) is less than 0.05 level of significance, we reject the null hypotheses
32
and conclude that Role culture has significant effect on employees’ performance in Lagos State
University.
Hypothesis Three
Support culture has no significant influence on employees’ performance in Lagos Sate
University.
Table 6a: Model Summary
Model
R
R Square
.916a
1
Adjusted R
Std. Error of the
Square
Estimate
.840
.838
.59626
a. Predictors: (Constant), support_Culture
The model summary in table 6a shows the correlation coefficient and coefficient of
determination. The results shows that the R value of 0.916 indicates a low high degree of
correlation while the R2 value of .840 indicates that 84% total variation recorded in employees
performance was explained by support culture.
Table 6b: ANOVAa
Model
Sum of Squares
Regression
1
Residual
Total
df
Mean Square
182.469
1
182.469
34.841
98
.356
217.310
99
F
Sig.
.000b
513.242
a. Dependent Variable: Employees_Performance
b. Predictors: (Constant), support_Culture
Table 6b shows the significance of the model (model fit). The significance value of 0.000 (P <
0.05), shows that overall, the regression model statistically significantly predicts employees’
performance very well.
Table 6c: Regression results showing effects of support culture on employees’
performance in Lagos State.
Model
Unstandardized Coefficients
Standardized
t
Sig.
Coefficients
B
(Constant)
Std. Error
-.313
.279
.972
.043
Beta
-1.122
.265
22.655
.000
1
support_Culture
.916
a. Dependent Variable: Employees_Performance
Table 6c shows the result of regression analysis of effects of support culture on employees’
productivity in Lagos State University. The coefficient of support culture is .972 while the std
33
error is
.043.
Meanwhile the t value is
22.655.
It is also observed from the table that support
culture can significantly (t =22.655, p= 0.000) predict changes in employees performance. Since
the significant value (p=.030) is less than 0.05 level of significance, we reject the null
hypotheses and conclude that support culture has significant effect on employees’ performance
in Lagos State University, Ojo.
Discussion of Findings.
The study examined the organizational culture and employee’s performance; Evidence from
Lagos State University, Ojo. The importance of the provision of both human and material
resources for the development of both the school and the students in terms of academic
performance were highlighted and examined in the study.
From hypothesis one which sought to know if power culture has no significant effect on
employees’ performance in Lagos State University was rejected because the probability value
was less than 5 percent significance level. This finding is consistent with the findings are
consistent with Mounter's (2016) argument that power culture is particularly widespread in
SMEs and start-ups because the business's daily activities would be centered on the founder
until the company grew. In this context, the founder is often the organization's voice and, at
least in the beginning, will dominate communications. The findings are also in line with Rose
et al. (2008), who discovered that an organizational culture has a substantial association with
higher performance only if it is supportive and adaptable to changes in the environment.
From hypothesis two which sought to know if role culture has no significant relationship with
employees’ performance in Lagos State university was also rejected because the p. value is
less than 0.05.This by implication suggest that role culture affect the performance of employees
significantly.
The finding is in line with those of Faizal, Ozemoyah, and Shakizah (2016), who looked at the
impact of organizational culture on employee performance in Oman and discovered that
bureaucratic culture has a significant and favorable impact on employee performance. A
bureaucratic culture, according to the findings, establishes a high level of formality in the way
businesses operate, ensuring that every employee knows who is in control and who is
responsible for every scenario. A bureaucratic culture, according to Yiing and Ahmad (2009),
is hierarchical, compartmentalized, systematic, and has clear lines of duty and power. As a
result, a high level of formality encourages employees to work independently with minimum
intervention. It lowers the danger in situations where management or employees intervene in
34
the work of others. Individual worth and the tasks they accomplish are promoted in this type
of setting, resulting in an improvement in employee performance.
Hypothesis three which sought to know whether Support culture has no significant influence
on employees’ performance in
Lagos State University, was also rejected base on the
probability value which was less than 0.05.According to this study, a supportive culture has a
considerable positive impact on employee performance. The findings are in line with those of
Rose et al. (2008), who discovered that an organizational culture has a substantial link with
improved performance only if it is supportive and adaptable to changes in the environment.
V. Conclusion and Recommendations
The study's findings suggest that, while both role and power cultures have impact on employee
performance, the role culture which is a form of bureaucratic culture appears to be the most
common among public organizations due to the stronger nature of bureaucratic operations in
these firms. This is conceivable because public sector employees are bound by formal rules,
norms, and tacit ways of behaving. Apart from the foregoing, the findings of this study are
significant because they clearly show the type of culture that is critical to employee
performance in public enterprises. The inference is that an organization's culture plays an
important role prior to employee recruitment because when the culture leads employee
recruitment, managers are able to achieve a better match and, as a result, greater performance.
In view of the findings, the following recommendations are made. This is because when the
employee and the organization’s culture are compatible, employees are more likely to succeed
in their employment and see their full potential. The greater the cultural fit, regardless of the
sort of cultural practices, the higher the employees' performance is likely to be. This
demonstrates that, in order to improve employees' positive views about their occupations,
public companies must pay particular attention to role and supportive cultures.
First and foremost, while this study yields substantial results in terms of organizational values,
the study's small sample of employees is not enough representative of Lagos state university
members of staff. When using the conclusions of this study, caution is advised. Apart from the
foregoing, it is important to remember that the model's coherence with the data does not
automatically imply that cause and effect exists; it merely provides credence to it. While we
agree with this viewpoint, it would be fascinating for cultural research studies to look at
different sorts of culture that are appropriate for the public organization like Lagos State
University with a larger sample size.
35
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