Study on the Impact of Organizational Culture on the Performance of
JN Bank’s Records Management Programme
Gayan Facey
Dissertation submitted as part requirement for the MSc. in Records Management and Digital Preservation
at University of Dundee.
May 2018
i
Abstract
This dissertation investigates the impact of organizational culture on the performance of JN Bank’s
records management programme. This inquiry was framed through an evaluation of the linkage
between organizational culture and the performance of records management programme by identifying
and evaluating the role those management behaviours play in fostering a successful records
management programme. The research on organization culture addresses several areas: management
style, organizational structure, complexity of work processes and communication style. The literature
put forward the notion that key performance indicators (KPIs) provides an indication of the performance
of an organization’s records management programme.
The study adopts a qualitative approach that draws on data from responses to survey questionnaires by
44 employees of JN Bank. Persons who participated range from across 10 departments and fall in the
clerical, supervisory and management and categories. The research presents an introduction to the
subject. A short context and which provides background to the research is then presented. The study
then moves to the literature reviewed and then methodology which describes the techniques applied
during the research process. The findings of the research and the related analysis are also detailed. The
paper closes with a conclusion.
ii
Acknowledgement
The heights by great men reached and kept were not attained by sudden flight, but they, while their
companions slept, were toiling upward in the night.
Henry Longfellow
The above quote does not only represent my journey at the University of Dundee but journey through
life. Hard work, commitment, dedication and sleepless nights are the hallmarks of my success. In spite
of the difficulties, I am happy to know that I am now at the threshold of another milestone and I want to
acknowledge all the persons who contributed to my journey.
I must first thank God for His grace and mercies that He has bestowed upon me. Through His divine love
and strength I was able to accomplish this mammoth task. To God be the glory.
I thank my husband, Everton Facey who is my biggest fan and my cheerleader. He continuously
motivated me throughout this journey and provided the moral support that I needed especially when I
felt like giving up.
I also thank my parents; Alfred and Sonia Morris to whom this thesis is dedicated. They instilled in us
from an early age the value of educational pursuits as fulfilment of self-actualization.
I thank my supervisor; Claire Johnson for her patience, guidance and expertise throughout this process.
With her guidance, sound advice and instructions throughout this process, I would not have been able to
complete this research.
I also thank my sister Tris-Ann Morris, who transformed her home into my personal study centre. She
was also my personal advisor and editor; the one who reviewed and edited my work.
Finally, I thank the management and staff of JN Bank for affording me the opportunity to carry out the
research.
iii
Table of Contents
Abstract ....................................................................................................................................................... i
Acknowledgement ........................................................................................................................................ ii
List of Figures ............................................................................................................................................... iv
List of Tables ................................................................................................................................................. v
List of Illustrations ....................................................................................................................................... vii
Abbreviations ............................................................................................................................................. viii
Chapter 1....................................................................................................................................................... 1
Introduction .............................................................................................................................................. 1
Chapter 2....................................................................................................................................................... 4
Context and Significance ........................................................................................................................... 4
Chapter 3....................................................................................................................................................... 8
Literature Review ...................................................................................................................................... 8
Chapter 4..................................................................................................................................................... 26
Research Methodology ........................................................................................................................... 26
Table 2 - Summary of research objectives, research questions and questionnaire items .................... 30
Research Objectives ................................................................................................................................ 30
Research Questions ................................................................................................................................ 30
Questionnaire Item ................................................................................................................................... 30
Data Analysis and Presentation .................................................................................................................. 31
Reliability..................................................................................................................................................... 31
Validity ........................................................................................................................................................ 31
Ethical Considerations................................................................................................................................. 31
Research Limitations ................................................................................................................................... 32
Chapter 5..................................................................................................................................................... 34
Data Presentation and Analysis .............................................................................................................. 34
Introduction ................................................................................................................................................ 34
Chapter 6..................................................................................................................................................... 52
Results and Findings................................................................................................................................ 52
Chapter 7..................................................................................................................................................... 55
Conclusion ............................................................................................................................................... 55
Appendix A – Participant Information Sheet .............................................................................................. 56
Appendix B - Participant’s Questionnaire ................................................................................................... 57
iv
Appendix D – JN Bank Letter of Consent .................................................................................................... 62
Bibliography ................................................................................................................................................ 63
List of Figures
v
Figure 1 .1 – Number of Responses
Figure 1.2 – Distribution of Responses by Department
Figure 2 – Response by Employment Category
Figure 3 – Length of Working Career
Figure 4 – Period of Employment in Position/Department
Figure 5 - Management Style
Figure 6 – Organizational Structure
Figure 7 - Complexity of Work Processes
Figure 8 - Communication Style
Figure 9.1 - Decision-Making
Figure 9.2 Control of Activities
Figure 9.3 - Control of Communication
Figure 9.4 - Influence
Figure 10.1 – Key Performance Indicators (KPI) of Records Management Programme
Figure 10. 2 – Key Performance Indicators (KPI) of Records Management Programme
Figure 10.3 – Frequency Distribution on Responses of the Extent to which Records Management KPIs
Perform in JN Bank
List of Tables
vi
Table 1 – Summary of correlation between the types of organizational culture and the key features of
organizational culture
Table 2 - Summary of research objectives, research questions and questionnaire items
vii
List of Illustrations
Illustration 1 – Cultures and Structures
viii
Abbreviations
AML - Anti-Money Laundering
ATI – Access to Information
KPIs – Key Performance Indicators
CFT - Countering Financing of Terrorism
ISO – International Standards Organization
1
Chapter 1
Introduction
Trends in the financial industry indicate that financial institutions are required to be ever more
operationally efficient in order to remain viable in an increasingly competitive globalized marketplace.
According to Deloitte Center for Financial Services Banking Outlook 2014, “as top line growth remained
modest, banks focused on operational efficiencies as a way to drive financial performance. Banks
continued to simplify operations, seek scale efficiencies and rationalize their branch networks.”1 This
trend continued as Fidelity Information Services (FIS) noted in a 2016 report that “bank executives need
a comprehensive viewpoint as they seek to rigorously cut costs in order to improve efficiency and
ultimately profitability. For financial institutions planning to survive and even thrive in today’s no growth
world, action needs to be taken.2
Additionally, greater demands are also being placed on financial institutions to be compliant with the
regulatory framework within which they operate and as such maintaining regulatory compliance is a
priority for financial institutions. PwC refers to the increasingly interconnected and transparent world
where non-compliance is no longer an option as regulatory tsunami. Adshead noted that “the financial
services sector is subject to multiple and complex legal and regulatory compliance requirements that
span international boundaries - all of which have implications for storage, backup and the security and
integrity of data.”3
Exchanging information has become seamless with the introduction of data and wire transfer and tools.
While financial institutions have benefits from these developments, there are inherent costs and risks.
There is an increased risk of fraud, transaction errors and threat to the privacy of customer information.
Additionally, the threat of cyber-crimes and terrorism attacks pose serious risk to the security of
financial organizations records systems.
Cloud-computing and on-line transaction processing are avenues for unauthorized access or even loss of
an organization’s records. Confidentiality of information is also critical as unauthorized access to records
systems can result in alteration of people’s personal information or identity theft. Cybercriminals
possess an array of tools to gather a customer’s personal data. According to ACI Worldwide, “the
fraudster’s ability to gather the information they need appears to be as limited as their imagination.
1
Deloitte, “2015 Banking Outlook: Boosting Profitability Amidst Challenges”,
https://www2.deloitte.com/content/dam/Deloitte/global/Documents/Financial-Services/gx-us-fsi-outlookbanking-final.pdf, accessed 23/04/2017
2
FIS, “Five Proven Approaches to Improving Bank Efficiency”, https://www.fisglobal.com/solutions/banking-andwealth/services/-/media/fisglobal/files/ebook/five-proven-approaches-to-improving-bank-efficiency.pdf,
accessed 17/03/2018
3
Adshead, Anthony, “Principles of Compliance in the Financial Services Industry”,
https://www.computerweekly.com/feature/Principles-of-compliance-in-the-financial-services-industry, accessed
12/05/2018
2
Although their use of the information is criminal and not to be condoned, their ingenuity is certainly
astounding.”4 These potential security breach and inappropriate disclosure of information could
potentially compromise the organization’s position or infringe on individual’s right to privacy. The
security of information is always a concern for organizations and remains so for significant reasons.
Many organizations turn to technology as solution for efficiency and compliance. While technology
presents its advantages in making information readily available, the rapid pace of technological
advancements also creates a growing list of challenges and vulnerabilities for the records management
function within organizations. Threats such as theft, deletion, unauthorized alteration and misuse are
key factors that have brought into sharp focus the need to manage records appropriately. The need to
address such vulnerabilities and the reckoning of the value added through a systematic records
management function have also helped to propel organizations to implement robust records
management programmes.
Effective records management will not only ensure the safety and soundness of the organization, but
will guarantee operational efficiency, profitability, accountability and transparency. Records
management solutions therefore enable financial service providers to realize the benefits of not just
productivity and speed but also efficiency. Deloitte noted that it was “through its records management
transformation journey that it benefited from improved operational efficiencies through streamlining
and simplifying processes which resulted in business process (re) design, process optimization,
operational waste elimination and multiple process integration.”5
Records stands as evidence of proper business conduct and is critical in establishing an organizations
adherence to sound legal and regulatory practices. It is essential to minimizing the risks of litigation and
regulatory sanctions. Murphy posits that “a sound and consistent records management programme can
easily prove to be a company's greatest defense, or its greatest weakness in the event of litigation.”6A
robust records management programme will ensure that the right records are created and captured,
and kept for the right amount of time. This will inherently aid the organization in satisfying its legal and
regulatory requirements and mitigation against the risk of legal or regulatory enforcements. Records
should be therefore regarded as a valuable strategic asset that support, document and provide evidence
of business activities. They support the ongoing operations of the organization and serve as evidence of
business actions. Records that are deemed to be of long-term value are retained in order to preserve
the organization’s memory, for further research and they form the basis for the creation of other
records.
It is often assumed that operational efficiency and achieving regulatory compliance is a direct result of
sound records and information management practices. This assumption is based on the fact that records
are fundamental in ensuring transparency and accountability. The prospect of improved levels of
efficiency and achieving regulatory compliance are indeed possible justifications for implementation of
4
ACI Universal Payments, “Fighting Wire Fraud: An Industry Perspective”, https://www.aciworldwide.com//media/files/collateral/trends/fighting-wire-fraud-v1-tl-us-5143-0613.pdf, accessed 17/04/2018
5
Deloitte, “Is it Time to Go Paperless? Records Management: The Cost of Warehousing Bad Habits”,
https://www2.deloitte.com/content/dam/Deloitte/za/Documents/financialservices/ZA_ItsTimeToGoPaperless_24042014.pdf, accessed 17/04/2018
6
Murphy, Brian, “Can Your Records Management Programme Withstand Litigation?”, http://travel.solutionsdaily.com/dsp_getFeaturesDetails.cfm?CID=734, accessed 09/09/2017
3
records management programmes. This has seen organizations in both the private and public sectors
investing heavily in technology in order to enhance the management of records. Sundqvist and Svärd
states that,
…despite investments in technology and legal frameworks that governs the management of information
resources, many organizations still grapple with the implementation of good information and records
management practices and there must be other, less tangible, factors such as organizational culture that
impact on information and records management.7
This aim of this study is to therefore determine the impact that organizational culture has on the
performance of JN Bank’s records management programme. The review the academic discourse is to
gain an understanding of the concept and derive the model of organizational culture; the different
meanings attached to the concept, and to discuss its relevance for the successful implementation of
records management programmes. The next chapter provides the background against which this study
is being carried out.
7
Sundqvist, Anneli and Svard, Proscovia, “Information Culture and Records Management: A
Suitable Match? Conceptualizations of Information Culture and their Application on Records
Management”,
https://pdfs.semanticscholar.org/a6be/927415be4d4b42c843479388d1a8bd8a6c1f.pdf,
accessed 16/09/2017
4
Chapter 2
Context and Significance
In 2004, the “Access to Information Act”8; was passed into law in Jamaica. With the passing of this
legislation, proper records management was now regarded as a key component of national development.
Government Archivist, Claudette Thomas in addressing records management workshop participants said
“good records management is an ordinary and essential component of a business operation and is
intertwined with increased transparency, accountability and good governance. So, government agencies,
corporations, organizations, everyone is being encouraged to embrace the principles of good records
management.”9For many public bodies, the passing of this legislation brought to bear the fundamental
requirements of a good records management programme. Helen Rombolt, Chairperson at the
Association of Access to Information Administrators (AATIA) noted that “the success of access to
information (ATI) legislation is premised not only on a government’s commitment towards disclosure but
fundamentally on an effective records and information management programme.” 10Cook and
Rosenbaum notes that such legislation “has raised the profile of information management issues.
Traditionally, records management has not been given the priority it deserves. Now that information
management is underpinned by statutory obligations, it has a renewed focus and an authoritative voice.”11
The ATI legislation was not only a catalyst for the implementation of records management programmes in
government entities, but it also bolstered existing programmes both in the public and private sectors.
Rombolt again points out that,
…the Act has directly impacted records management in Government entities, as the
demands on recordkeeping practices have increased dramatically as a result of the ATI
Act. The Act itself relies heavily on a comprehensive records management programme in
government along with the requisite professionals to administer the new norms. It was
recognized from the start that to become proficient at delivering ATI services to the public
a good records management programme must be in place. A comprehensive and wellexecuted Records Management Programme is a strategic necessity in all government
institutions, and necessary to ensure compliance with legal and regulatory obligations, to
8
Government of Jamaica, Ministry of Justice, “Access to Information Act”,
http://moj.gov.jm/sites/default/files/laws/The%20Access%20%20to%20Information%20Act.pdf, accessed
15/05/2018
9
Jamaica Information Service, “Proper Records Management Key to National Development”,
https://jis.gov.jm/proper-records-management-key-to-national-development/, accessed 15/05/2018
10
The Carter Center, “Access to Information: Building a Capacity for Transparency”,
https://www.cartercenter.org/documents/2364.pdf, accessed 12/05/2018
11
lbid
5
support core functions and to provide the basis for effective and accountable
administration.12
The ATI was not applicable to only agencies of government and statutory bodies and authorities. The Act
made provision for inclusion of some organizations that fall within the private sector. Many financial
institutions in Jamaica, who fall in the private sector are now offering services that were conventionally
offered by public agencies. Through the joint mortgage financing programme (JFMP), customers of
private financial institutions such as banks and building societies, can now access their National Housing
Trust (NHT) benefit in addition to a loan from the financial institution. The NHT is a statutory body that
provides mortgage benefits to its contributors. According to the NHT, “under the JFMP, banks, building
societies and other lenders will provide its contributors the NHT portion of the loan.”13These private sector
financial institutions are now carrying out a financial service that was usually carried out by government
agencies. These private financial institutions now hold a substantial amount of information that now
places them under the scope of access to information. Records management therefore became a
requirement.
Advance fee fraud became an epidemic in Jamaica. Vulnerable citizens from the United States were
being fleeced of hundreds of millions of dollars. This is perpetuated through the lottery scam. According
to CaPri, “over 30,000 calls are made from Jamaica into the U.S. attempting to defraud American citizens
every day. Justin Felice, Chief Technical Director at the Financial Investigation Davison notes that
“scammers have garnered approximately US$300million to US$1billion through bulk cash smuggling,
remittances and wire transfers. This threatened Jamaica’s financial systems as players in lottery scam
hold accounts with financial institutions in order to wash money gained through these illicit activities.
Financial institutions could therefore be seen aiding money laundering and terrorist financing and in effect
party to criminal activities. This could affect the correspondent banking relationships of financial
institutions which has serious implications for not only Jamaica’s financial sector but the economy at
large.
With the looming threat of international fallout, the Government of Jamaica had to take steps to counter
the laundering of funds derived from criminal activity. Jamaica’s Prime Minister, Andrew Holness in
addressing 5th Anti-Money Laundering (AML)/Counter Financing of Terrorism (CFT) Conference iterated,
the consequences of an unfavourable global reputation or rating of Jamaican businesses
and financial institutions. He noted that our regulatory environment must meet
12
Rumbolt, Helen, “The Impact of the Access to Information Act on Records Management in Jamaica”,
http://www.mof.gov.jm/the-impact-of-ati-act-on-records-management.html, accessed 15/05/2018
13
National Housing Trust, “Joint Financing Mortgage Programme”, http://www.nht.gov.jm/loans/need-aloan/joint-financing, accessed 10/05/2018
6
international standards to mitigate against the loss of international reputation and doing
business ratings. We must have a robust anti-money laundering and counter financing of
terrorism regime in place to prevent criminals from benefiting from the proceeds of their
crime.14
The Proceeds of Crime Act was passed in 2007 and in 2010 the Anti-Money Laundering
(AML)/Countering Financing of Terrorism (CFT) framework was implemented. The Act details the
reporting requirements that financial institutions must comply with, including Suspicious Transaction
Reporting. Financial institutions were now required to not only create and capture detailed customer and
transactional information, but were required to be in a position to comply expeditiously with request for
records and information. Driven by a need to comply with stricter legislation and a desire to show greater
levels of corporate transparency and responsibility, many financial institutions sought to implement
records management programmes.
As a major player in Jamaica’s financial sector, JN Bank, the then Jamaica National Building Society
(JNBS) also sought to ensure compliance with these regulatory requirements by establishing a records
management programme. This was done in a bid to ensure compliance with both statutory and
regulatory requirements. In order to fulfill statutory obligations, the records management programme
formed part of the “organization’s internal control to secure the authenticity, reliability and integrity of
information, so ensuring as far as possible the completeness and accuracy of records.”15The organization
also appointed a Senior Executive with the responsibility for the Society’s records management
programme and a records manager was also employed to provide direct guidance and supervision to the
organization’s records management initiative. Additionally, JNBS was the first financial institution in
Jamaica to attain International Organization for Standardization (ISO) certification. In order to retain
certification, the organization implemented its record management programme which included the
introduction of its electronic document and records management system.
With sharp focus being placed on compliance with regulations and standards, many financial institutions
began to follow a similar trajectory by placing strategic focus on records management. Senior
management signaled their commitment to records management programmes; record management
professionals were employed; the latest technology was implemented. Despite the best efforts, many of
these financial institutions were still unable to leverage the full benefits of the significant resources
allocated to implement records management programmes. It is therefore prudent that the one explore
14
Scott, Josimar, “Government Looks to Increase Jamaica’s Doing Business Ratings, While Safeguarding Financial
Sector” Jamaica Observer, October 11, 2016, http://www.jamaicaobserver.com/business/Government-looks-toincrease-Jamaica-s-doing-business-ratings--while-safeguarding-financial-sector---Holness_76922, accessed
12/02/2018
15
JN Bank, “Director’s Report and Financial Statement 2013” https://jnbank.com//wpcontent/uploads/2018/01/AnnualReport2013.pdf, accessed 12/02/2018
7
organizational culture as a main contributory factor to the performance of records management
programmes.
The study will seek to provide a deeper understanding of the extent to which organizational culture
contributes to the performance of records management programmes of JN Bank. This can be a learning
paradigm in the field of records and information management to enhance the knowledge of records
management professionals in the financial sector. It will also serve as future reference for records
management practitioners implementing records management programmes in a bid to ensure that these
programmmes are not just implemented but effective. There is also limited research on the topic and as
such the study will seek to add to the body of knowledge and provide suitable recommendations for the
implementation of records management programmes with the context of organizational culture. The
finding of the study will not only be beneficial to JN Bank and other to financial institutions in Jamaica .
8
Chapter 3
Literature Review
Introduction
This chapter presents reviews of literature that relate to organizational culture, key performance indicators
and the impact of these concepts on records management programmes. It examines relevant literature
that provides an overview of the concept of organizational culture and offers an insight into the key
features of organizational culture how these features help to define the prevailing organizational culture
models. This chapter also delves into the types of management behaviours and their key characteristics.
It also provides a summary of the juxtaposition of the characteristics of the management behaviours and
the associated organizational culture.
The literature review then gives a synopsis of work relating to key performance indicators (KPIs) and its
impact on records management programmes. It achieves this by providing a definition of what are key
performance indicators, and a summary those that relate specifically to records management
programmes. It also gives an indication of what constitutes the success of these records management
KPIs.
The chapter concludes with the analysis of organizational culture, management behaviours, KPIs and
how they all relate the outcome of organizational programmes such as records management
interventions.
Overview of Organizational Culture
Over the years, concept of organizational culture has become the focus of academic research. There are
several schools of thought that have influenced research on this concept. These studies have brought to
bear several theoretical perspectives on, the definition of organizational culture, its keys characteristics
and its impact on the outcome of organizational programmes.
The literature presents disparate definitions of organizational culture. The multiplicity of definitions
provides varying perspectives on the concept. The varied definitions also showcases different areas of
emphasis and interpretations. This stems from the fact organizational culture is a complex and
multidimensional concept that affects a wide range of organizational activities.
9
Davis defines culture as “the pattern of shared beliefs and values that give members of an institution
meaning, and provide them with the rules for behaviour in their organization.”16Harrison further expanded
on this definition by not just defining it within the context of the organization but in relation to other
organizations. He defined organizational culture as “the distinctive constellation of beliefs, values, work
styles, and relationships that distinguish one organization from another. 17 Acar encapsulates the essence
of these definitions with the statement that “organizational culture denotes a wide range of social
phenomena which help to define an organization’s character and norms, including an organization’s
customary dress, language, behaviour, beliefs, values, assumptions, symbols of status and authority,
myths, ceremonies and rituals, and modes of deference and subversion.”18
Andrew Klein brings another perspective to the discussion surrounding the definition of organizational
culture. While the other authors speak to organizational culture on a wide scale, Klein’s definition speaks
specifically to organizational culture within the context of its performance. Klein achieves this by stating
that “organizational culture is the core of organization’s activities which has aggregate impact on its
overall effectiveness and the quality of its product and services.19Uddin et.al referenced the specificities of
organizational culture as postulated by Gordon and Cummins as ”the drive that recognizes the efforts and
contributions of the organizational members and provides holistic understanding of what and how to be
achieved, how goals are interrelated, and how each employee could attain goals.”
20
In spite of the varying definitions of organizational culture, there are two prevailing themes that have
emerged. One theme is that organizational culture is the belief system of an organization and it is the
guiding principle that dictate how employees are socialized, their thinking and attitudes. The other theme
is the fundamental notion that organizational culture is a strategy to meeting the objectives of an
organization. These perspectives represent the underpinnings that capture the entire concept of
organizational culture.
Features of Organizational Culture
16
Sun, Shili, “Organizational Culture and Its Themes”, International Journal of Business and Management ,
December 2008, vol. 3, no. 12,
http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.665.4781&rep=rep1&type=pdf, accessed 15/12/2017
17
Harrison, R., and Stokes, H. “Diagnosing Organizational Culture” Pfeiffer, San Francisco, 1992, p,17
18
Acar, A Zafer and Acar, Pinar, “Organizational Culture Types and their Effects on Organizational Performance in
Turkish Hospitals”, https://emaj.pitt.edu/ojs/index.php/emaj/article/viewFile/47/207, accessed 29/01/2018
19
Klein, A, “Validity and Reliability for Competency Based Systems: Reducing Litigation Risks”, Compensation and
Benefits Review, 1996, vol. 28, no.4,
20
Mohammad, Uddin et. al, “Impact of Organizational Culture on Employee Performance and Productivity: A Case
Study of Telecommunication Sector in Bangladesh” International Journal of Business and Management, , 2013, vol.
8, no. 2, https://pdfs.semanticscholar.org/6712/5a0e070b66fcf8058314d1680bb6958c604c.pdf, accessed
26/01/2018
10
An overview of varying literature makes it clear, that organizational culture is exhibited through a number
of key features. Four of these key features are identified as, management style, organizational structure,
complexity of work processes and communication style. These four features represent the indicators
through which organizational culture is manifested.
Management Style
The literature suggests that the use of the term ‘leadership style’ has become more prominent in years
and has largely replaced the term ‘management style’ in the work of management thinkers. Therefore the
term management style and leadership style will be used interchangeably through the discussions.
The Chartered Management Institute defines management or leadership style as “the manner in which
managers exercise their authority in the workplace and ensure that their objectives are achieved. It takes
into consideration how managers plan and organize work in their area of responsibility and, in particular,
about how they relate to, and deal with their colleagues and team members.” 21 Leaders play a critical
role in organizations and are vital in setting the tone for how work is planned and managed. By virtue of
their role in the organization, they help to decide and shape what type of organizational culture exists.
In essence an organization’s culture is the attitudes and behaviours of leaders which is manifested in their
speech, tone, body language and their general conduct and deportment. The culture of an organization is
therefore revealed in the in the relationship, behaviours, work style and strategy employed by its leaders.
Tsai supports this salient point by asserting that, “the core values of an organization begin with its
leadership, which will then evolve to a leadership style. Subordinates will be led by these values and the
behaviour of leaders, such that the behavior of both parties should become increasingly in line. When
strong unified behavior, values and beliefs have been developed, a strong organizational culture
emerges. 22These assertions provide confirmation to support the notion that an organization’s culture is
demonstrated through the management style employed by its leaders.
Charles Handy’s model furthers our understanding of leadership style and organizational culture and will
adopted for the purpose of this study. Handy’s model is referred to in the literature as the “gods of
management”. This is because Handy associated the characteristics of cultural type on the personality
21
Chartered Management Institute, “Understanding Management and Leadership Styles”,
https://www.managers.org.uk/~/media/Files/PDF/Checklists/CHK-256-Understanding-management-andleadership-styles.pdf, accessed 106/02/2018
22
Tsai, Yafang, “Relationship Between Organizational Culture, Leadership Behaviour and Job Satisfaction”,
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3123547/, accessed 14/05/2018
11
profiles of certain Greek gods. He identified four type of culture and leadership styles with which each is
associated.
The first type of culture to which Handy’s model makes reference is the power culture. This type culture
is associated with autocratic leadership style. Also referred to as authoritarian or dictatorship, “this is a
management style wherein one person or few persons control all the decisions and takes very little inputs
from other group members. Autocratic leaders make choices or decisions based on their own beliefs and
do not involve others for their suggestion or advice.”23 The mode of the authoritarian leader is to rule with
total power hence the power culture.
As with autocratic leadership, the focus of the power culture is on centralized or top-down influence with
power concentrated among one or few persons. The control of resources is the main power base in this
culture. Peter Wilkinson notes that this type of culture“is heavily dependent on the abilities of the people
at the centre for their continued success. Size is also a problem for power cultures. They find it difficult to
link too many activities and retain control. They can appear tough and abrasive and their successes can
be accompanied by low morale and high turnover as individuals fail or opt out of the competitive
atmosphere.24An organization with this type of culture may not achieve its objectives. Due to the fact that,
this type of management is centred on the leader, if the autocratic leader is gone, there is no guarantee
that team members will keep working, this would therefore have a negative impact on the performance of
the team and the achievement of organizational programmes.
The second type of culture presented in Handy’s model is the role culture. The correlating management
style to this type of culture is bureaucratic. Bureaucratic leaders “follow rules rigorously, and ensure that
their staff also follow procedures precisely.” 25 This style of leadership is underpinned by clear lines of
authority and the strict adherence to rules, policies and procedures. Handy noted that, “organizations
with a role culture put their strengths in their pillars, their roles and areas of expertise. These type of
organizations form hierarchical bureaucracies, and power is derived from an individual’s position and not
23
Economic Times, Definition of Autocratic Leadership”,
https://economictimes.indiatimes.com/definition/autocratic-leadership, accessed 20/05/2018
24
https://www.scribd.com/document/315570648/What-is-Cultural-Organisation
25
Amanchukwu, Ngozi et. al, “A Review of Leadership Theories, Principles and Styles and Their Relevance to
Educational Management”,
https://www.researchgate.net/publication/283081945_A_Review_of_Leadership_Theories_Principles_and_Styles
_and_Their_Relevance_to_Educational_Management, accessed 26/05/ 2018
12
according to one’s expertise and professionalism.”26Handy further elaborates that, “the efficiency of this
culture depends on the rationality of the allocation of work and responsibility rather than on individual
personalities. This type of organisation is likely to be successful in a stable environment, where the
market is steady, predictable or controllable, or where the product’s life cycle is long.
Position is the main power source in the role culture. People are selected to perform roles satisfactorily;
personal power is frowned upon and expert power is tolerated only in its proper place. Rules and
procedures are the chief methods of influence.Companies with this type of culture tend to focus on
compliance to rules. For organizational programmes to thrive in this type of culture, the expectation need
to be clearly articulated and organized with roles and responsibilities fully articulated.
Handy’s third type of culture is the task culture. The task culture is linked to the task-oriented style of
management. Task-oriented (or task-focused) leadership is defined as “a behavioral approach in which
the leader focuses on the tasks that need to be performed in order to meet certain goals, or to achieve a
certain performance standard.”27 The focus of this leadership style is to accomplish a specific task.
Additionally, there is no single power as power is derived from expertise. Handy compares this type of
culture to a net because it seeks to bring together the resources, people, and level of organization in
order to get a job done. According to Handy, “the best representation of the accompanying structure is
that of a net, with some of the threads being thicker and stronger than the others. Much of the power and
influence is concentrated in the intersections of the threads.”28Handy further explains that, “since
teamwork is emphasized, this culture seeks to group people and use them as resources in order to
perform a specific tasks. The emphasis is on getting the job done, and the culture seeks to bring together
the appropriate resources and the right people at the right level in order to assemble the relevant
resources for the completion of a particular project.”29Noticeable in this type of cultural environment is that
team members have the leverage to take decisions. Creativity is encouraged and there is a sense
comradery and team spirit. This sort of culture fosters a motivating atmosphere that yield results and
organizational programmes tend to be successful within this operating context.
The final type of culture is the person culture. The main focus in this culture is the individual. The
organizational structure only exists to aid the individuals in furthering their own interests. This is aligned to
the charismatic style of management. Weber defines charismatic leaders as “heroes, or people with
26Handy,
27
Charles, “Gods of Management: The Changing Work of Organizations” Oxford
University Press, 1996, p. 17
lbid
Machado, Denise and Carvalho, Carlos, “Cultural Typologies and Organizational Environment: A Conceptual
Analysis”, http://www.tandfonline.com/doi/pdf/10.1080/10978520802189047, accessed 21/05/2018
29
lbid
28
13
extraordinary qualities.” The specific type of charismatic leadership style that is associated with the
person culture is the personalized charismatic leadership. Personalized charismatic leaders regard
themselves as the only one who holds power and ability. According to Poskas and Messer, “these types
of leaders create a vision based on their own personal gain rather than the group’s benefit.”30 The person
culture is characterized by the charismatic leadership style where one individual sees themselves as
superior. In this type of culture the focus is on the individual’s own agenda and not the goals of the
teamwork or organization. The organization is therefore regarded as an avenue through which ones to
fulfil ones desire. While this type of culture lends itself to creativity, it may not be the most effective type
of culture when it comes to the performance of organizational programmes.
There is evidently a link between management style and organizational culture. The literature contends
that one of the most important and unique functions of a leader are to shape the culture of an
organization. The literature also presents evidence of personality traits and talents of a leader are
reflected in their leadership style and inherently the culture that they foster. Managers therefore need to
be aware of which leadership style is more effective in achieving management objectives. This literature
also emphasizes the viewpoint that the organization’s dominant leadership style is central to influencing
its culture, the performance of individuals and teams. It also allows for the rational conclusion that, by
extension, the organization’s dominant management style also influences the performance outcomes of
organizational programmes.
Organizational Structure
Organizational structure refers to “the way that an organization arranges people and jobs so that its work
can be performed and its goals can be met.”31Organizational structure therefore acts as the guide that
points the organization in the direction that it should go. It defines lines of communication and guides
employees in performing their tasks in an effort to meet the objectives of the organization. According to
Janićijević, “in different organizational models the organization members make decisions, take actions,
and interact within the organization’s functioning in entirely different ways. Thus it can be assumed that
the type of the organizational structure influences organizational culture.”32 There are varied types of
organizational structures and the ensuing discussion will bring focus on the hierarchical, centralized,
30
Poskas, Denise and Messer, Cynthia, “Investigating Leadership Applications in Tourism: A Case Study of
Leadership in Community Tourism”,
https://www.tandfonline.com/doi/abs/10.1080/15313220.2015.1026475?src=recsys&journalCode=wttt20,
accessed 20/05/2018
31
Elsaid, Nedal et. al, “Defining and Solving the Organizational Structure Problems to Improve the Performance of
Ministry of State for Environmental Affairs – Egypt”, International Journal of Scientific and Research Publications,
October 2013 , vol. 3, no 10, http://www.ijsrp.org/research-paper-1013/ijsrp-p2244.pdf, accessed 22/05/2018
32
Janićijević, Nebojša, “The Mutual Impact of Organizational Culture and Structure”,
http://www.ekof.bg.ac.rs/wp-content/uploads/2014/06/263.pdf, accessed 26/04/2018
14
departmentalized and flat organizational structures. It will also highlight the type of organizational culture
usually associated with these structures and how these types of organizational structures influence the
performance of organizational programmes.
The hierarchical organizational structure mirrors the pyramid with that all important leader at the top.
Burke explains that, “a hierarchical organization is a group of entities structured to be subordinate to a
central idea, person or group of persons. The person or department in charge sits at the top of the
pyramid. Each department sits below the top in descending order of subordination.” 33 This type of
structure depends on trust in order to be effective. Inherent in this type of organizational layout is the
power culture. The power culture is cultivated in the hierarchical organization, due to the fact that one
person or a few persons dominate the decision making process. Consequently, the performance of
organizational programmes are impacted by this type of structure, in that these programmes will not
materialize or perform well if the power brokers do not buy-into or believe in the programme.
The Business Dictionary defines centralized organizational structure as “a management structure where
decision making is done at higher consolidated levels by those with a broader perspective that includes
having amassed considerable knowledge and information about what needs to be done.” 34 Organizations
with centralized organizational structures typically promote the role culture, where power originates from
the individual’s role in the organization. This type of structure and culture emphasizes careful and logical
work making for greater inflexibility. As a result of these variables, organizational performance in this type
of structure tends to be slow and as such programmes usually take a very long time to be implemented.
According to Montana and Charnov, “grouping related functions into manageable units to achieve the
objectives of the enterprise in the most efficient and effective manner is departmentalization.”35In a
departmentalized organizational structure, each group is led by the person who is considered to be the
expert. Cross-functional teams form a matrix like structure that comprise of individuals considered to be
experts in their area of specialization, work together in order to complete tasks. The type of structure is
generally associated with the task culture. The departmentalized structure uses the team approach to
completing particular tasks, hence it fosters the task culture. This type of structure supports the
implementation of organizational programmes as all the required resources and support systems are in
put in place make these programmes successful.
33
Burke, Alex, “What is a Hierarchical Organizational Structure”, https://bizfluent.com/about-5063805-hierarchicalorganizational-structure-.html, accessed 27/05/208
34
The Business Dictionary, “Definition of Centralized Organization”,
http://www.businessdictionary.com/definition/centralized-organization, accessed 23/05/2018
35
https://ils.unc.edu/daniel/405/Montana11.pdf
15
On the other hand, the flat organization structure is characterized by “an organizational structure in which
most middle-management levels and their functions have been eliminated, thus bringing the top
management in direct contact with the frontline staff.”36 This means that there are no intermediary levels
of management between employees and senior management. This type of organizational structure sees
less employee supervision and employees are more involved in the decision-making process. According
to Webb “research indicates that flat organizations provide greater need satisfaction for employees and
greater levels of self-actualization.”37 It can therefore be theorized that flat organizational structures
promote the person culture. This notion is supported by George who states “in the person culture the
individuals themselves decide on their own work allocation normally based on the need for learning and
development.” 38 In essence flat organizational structures encourage the person culture; consequently,
programmes in this type of structure can be successful.
An extensive portion of the literature examined, points to the relationship between organizational structure
and performance. What was highlighted throughout the literature is that organizational structure
dictates the division and arrangement of employees. The literature also pointed out that
organizational structure drives the systems of organization, delineate lines of communication and
work flow. Based on these thoughts, organizational structure influences performance.
Complexity of Work Processes
In order for organizations to achieve its objective, the tasks and activities must be organized in the most
efficient manner. The central role of leaders here is leading the charge for how work is planned and
managed. The way managers arrange and execute these activities is a reflection of the type of
organizational culture. This is explained using Jon Warner’s “organizational structure diagram.” 39 This is
because work processes of an organization are arranged according to the structure.
Illustration 1 – Cultures and Structures
36
lbid
Webb, Aimee, “New Teacher Job satisfaction: Effects of General Job Facets and Teacher Job Specific Facets”,
https://ir.library.louisville.edu/cgi/viewcontent.cgi?article=2540&context=etd, accessed 26/08/2018
38
George, Jince, “Impact of Organizational Culture on Total Quality Management in Construction Industries”,
https://www.politesi.polimi.it/bitstream/10589/116262/1/2015_12_GEORGE.pdf, accessed 23/05/2018
39
Warner, Jon, “Climate and Culture”, http://blog.readytomanage.com/organizational-culture-diagram/,accessed
24/05/2018
37
16
The typical work processes of the power culture are very simple. Peter Wilkinson notes that
“organizations with this type of culture can respond quickly to events, but they are heavily dependent for
their continued success on the abilities of the people at the centre.”40This stems from its hierarchical
structure with one or few persons at the top. Little or no consultation is required as the power figures
have the autonomy and authority to make decisions. The power culture tends to adapt to changes
quickly as there are few rules and procedures. In relation to work processes, this type of culture tends to
be results oriented as work moves at a rapid pace. This is because those in charge have the authority to
make decisions quickly. Despite its results oriented focus, organizational programmes do not thrive well
under this type of work process as sometimes decision are made without taking all the factors into
consideration. These decisions sometimes negatively impact the performance of organizational
programmes.
According to Mbugua, the role culture is characterize by “strong functional or specialized areas
coordinated by a narrow band of senior management at the top and a high degree of formalization and
40
Wilkinson, Peter, “The Dependent Organization”,
https://books.google.com.jm/books?id=suIsDwAAQBAJ&pg=PT62&lpg=PT62&dq=Peter+Wilkinson+++%E2%80%9C
organizations+with+this+type+of+culture+can+respond+quickly+to+events,+but+they+are+heavily+dependent+for
+their+continued+success+on+the+abilities+of+the+people+at+the+centre&source=bl&ots=pSafz2g5I&sig=1EpD00GvLNHR0tYaYA7Ror3pOoE&hl=en&sa=X&ved=0ahUKEwjZofCdsqjbAhWmo1kKHeMLD2MQ6AEIJzAA#
v=onepage&q=Peter%20Wilkinson%20%20%20%E2%80%9Corganizations%20with%20this%20type%20of%20cultu
re%20can%20respond%20quickly%20to%20events%2C%20but%20they%20are%20heavily%20dependent%20for%
20their%20continued%20success%20on%20the%20abilities%20of%20the%20people%20at%20the%20centre&f=fa
lse, accessed 26/05/2018
17
standardization. The work of the functional areas and the interactions between them are controlled by
rules and procedures defining the job, the authority that goes with it, the mode of communication and the
settlement of disputes.”41 Evidently, formal rules and procedures form the control mechanisms in this
type of culture, thus making work processes reminiscent of clearly defined standard operating
procedures. Maximini also agrees that, “wok processes in the role culture are defined by a relatively
unchanging or patterned work; they are usually of a predictable nature as tasks tend to be more routine,
stable and unchanging.”42 This stems from the fact that there is a heavy reliance on systems and order.
University College of London Leadership Colab emphasizes that “decision making about how the work
processes are to be structured tends to be slow and so responding to major changes may not be quick
and decisive.”43 Evidently, when these types of work processes are present, organizational programmes
have the tendency to perform poorly. These slow decision-making resulting in lengthy delays, these
delays have the potential to translate to missed deadlines in meeting the organization’s goals and by
extension, the failure or poor performance of organizational programmes.
The focus of the task culture is solving problems, achieving goals or taking action. This position is
supported by Warner who states that,
…the approach is of a team of collected talents or resources that can respond flexibly to
demands. It is about plans rather than procedures; routine is avoided with the emphasis on
solving one problem and moving on to the next. The nature of such organizations is that they
often have to solve problems that are beyond the scope of one individual and so rely upon this
team interaction. 44
It obvious that one of its central principles of the task culture is task definition; how tasks are assigned,
reporting lines, the prescribed protocols for coordinating activities and dynamics relating to collaboration
that will be observed. It is also apparent that people will form alliance in order accomplish specific tasks
therein a more consultative approach from a wide cross-section of people. Organizational programmes
perform well when this type of work process is presented, because it creates the ideal conditions for
successful implementation.
The work processes of the person culture are person-centered. Organizations with this type of culture
tend to employ educated and articulate individuals or specialists such as lawyers, consultants, architects,
freelance workers. According to Warner, “work processes are loose and flexible and work processes at
41
Mbugua, Jacqueline, “Factors Influencing Organizational Learning: A Case of Interhealth East Africa”,
http://usiuservicedesk.usiu.ac.ke/bitstream/handle/11732/2715/Jacqueline.pdf?sequence=1&isAllowed=y,
accessed 22/05/2018
42
Maximini, Dominik, “The Scrum Culture: Introducing Agile Methods in Organizations”, Springer, 1996, p.190
43
University College of London Leadership Colab, “Handy’s Role Culture”,
http://www.leadershipcolab.org.uk/pluginfile.php/12097/mod_resource/content/2/Handy%20Role%20culture.pd
f, accessed 20/05/2018
44
lbid
18
the micro-level is steady.”45 This is because there are minimal organization-wide standards make work
less bureaucratic and so individuals systems and approaches can be employed to work processes.
Organizational programmes in this type of work process tend to excel. Due to the personal nature and
interest in the programme, individuals own these programmes. They have the leverage their own
personal strategies and provide the required input to make these programmes successful.
Communication Style
Despite different approaches and conceptualizations in terms of key attributes determining the
organizational culture, authors agree on the strong impact that organizational culture exerts on the
internal as well as the external environment of a company in terms of organizational behavior, corporate
identity and performance. With reference to the literature it can be deduced that communication style is
influenced respectively by the structure of the organizations. Since the purpose of this thesis is, to
examine communication style in a workplace setting it is juxtaposed with the types of organizational
structure.
The right communication style is necessary for an efficient work environment. This is because
communication is an essential component of every task and every process. The potential for
misunderstandings and conflict is a direct result of communication issues. If communication is not clear,
people will have a different understanding and different expectations. This may pose a major challenge to
the success of organizational programmes. It is therefore important that the right communication style is
employed in order to minimize or prevent any such challenges. The style of communication of the
organization usually typifies the culture of the organization.
The communication style of the power culture tends to be one way; face-to-face; from top to bottom which
is typical of a hierarchical structure. Morgan explains that in this type of structure, “communication
typically flows from the top to the bottom which means innovation stagnates, engagement suffers, and
collaboration is virtually non-existent.” 46 The top-down approach is not effective in fostering successful
organizational programmes. This style of communication thwarts innovation as there is no feedback or
input from subordinates. These are all contributors of an unsuccessful organizational programme.
45
lbid
Morgan, Jacob, “The Five Types of Organizational Structures: Part 1, The Hierarchy”,
https://www.forbes.com/sites/jacobmorgan/2015/07/06/the-5-types-of-organizational-structures-part-1-thehierarchy/#4914c7085252, accessed 20/05/2018
46
19
The role culture presents a style of communication that is somewhat similar to the power culture given the
fact that is some remnant of a hierarchical structure. The University of Minnesota posits, “in centralized
companies, many important decisions are made at higher levels of the hierarchy and then they are
communicated to lower level staff who are expected to follow the instructions given. 47 In this type of
culture communication is more forthcoming when compared with other types of cultures however,
feedback is somewhat constrained. This type of communication style therefore does have all the overall
facets to stimulate positive performance of organizational programmes.
The main form of communication that is consistent with the task culture is formal. This is however
complimented by informal communication. According to Skripak, behind formal communication there lies
a network of informal communication - unofficial relationships among members of the organization.”48 This
means that there are high levels of feedback as this communication style fosters openness and
transparency. These factors will inherently contribute to the successful performance of organizational
programmes.
The style of communication in the person culture is generally focused on influence and persuasion. The
communication style employed is therefore to convince rather than to inform. Communication is aimed at
inspiring the followers. Louekari suggests that “use of non-aggressive communication indicates that
charismatic leaders do not need to resort to their hierarchical power and direct commands in order to get
employees to follow them. Rather, they use tools of persuasion, such as vivid speech and argumentation.
”49. It is clear that verbal prowess is effective in influencing followers. This means leaders who employ
this communication style may be able to influence, persuade, and motivate employees towards achieving
the goals of the organization.
The table below summarizes the literature reviewed. It shows the correlation between the types of
organizational culture and the key features of organizational culture.
47
University of Minnesota, “Planning, Organizing, Leading and Controlling”,
http://open.lib.umn.edu/principlesmanagement/chapter/1-5-planning-organizing-leading-and-controlling-2/,
accessed 21/05/2018
47
Skripak, Stephen J. “Fundamentals of Business” Pamplin Business College and Virginia Tech Libraries, 2016, p.192
49
Lauri, Louekar, “Charismatic Communication Style in Knowledge-Intensive Organizations”,
https://pdfs.semanticscholar.org/cd02/2464315386a07d42ff36b052ee10984a26c9.pdf, accessed 23/05/2018
20
Table 1 - Summary of correlation between the types of organizational culture and the key features of
organizational culture
Type of
Key Features of Organizational Culture
Organizational
Management
Style
Organization
Complexity of Work
Processes
Communication
Style
Power
Autocratic
Hierarchical
Fast paced and
changeable work
processes but simple
and limited to power
broker (s)
Face to face
Role
Bureaucratic
Centralized
Processes are steady
and remain relatively
unchanged
Formalized
communication
Task
Task-oriented
Departmentalized
Highly paced work of a
unique and complex
nature
Formal and
informal
communication
with high levels of
feedback
Person
Charismatic
Flat
steady and of a unique
nature at the micro
level
Generally
focused on
influence and
persuasion
Culture
Structure
21
Senior Management Behaviours
In order for an organization to achieve its mission, it is important that they have the right managers who
are able to contribute significantly to the realization of the organization’s goals. While the abilities of
manager are fundamental, it is important to also consider the behaviours that contribute to their
effectiveness. These behaviours further translate into the performance of the functions that they
carryout. While this is true for line managers, the same is true for senior management. Senior
management represent the leadership of the organization and their behaviours impact the performance
of organizational programmes. The literature highlights these management behaviours and
demonstrates how they are integral to organizational effectiveness The narrative also provides
evidence that these management behaviours impact organizational performance and as such it can be
deduced that these behaviours may have a significant bearing on the performance of records
management programme.
The literature presents some research that have supported the view that senior management
behaviours impact the performance of organizational programmes. Studies carried out by Martinko and
Gardner presents findings in support of the fact that measures of performance indicate "that managerial
behaviour is related to effective organizational performance"50From this we may advance the
proposition that senior management behaviours underpin the performance of organizational
programmes.
There are some key senior management behaviours that will have a more impact on organizations, one
of which is decision-making. A decision can be defined as “a course of action purposely chosen from a
set of alternatives to achieve organizational or managerial objectives or goals.”51 Decision-making is an
ongoing and essential component of managing any organization or business activities. Decisions are
made to sustain the activities of all business activities and organizational functioning. Making rational
and sound decisions is a primary function of senior management that is vital to the effective functioning
of any organization. If senior management take a consultative approach to decision-making, this will
ensure organizational or business goals are achieved. Decision-making is therefore an essential senior
management behavior that impacts performance.
Another key senior management behaviour that impacts the performance of organizational
programmes is influence. Webster defines influence as “the act or power of producing an effect without
50
Cammock, Peter, “The Characteristics of Effective and Ineffective Leaders”,
https://ir.canterbury.ac.nz/bitstream/handle/10092/4361/cammock_thesis.pdf?sequence=1, accessed
26/05/2018
51
Management Study Guide, “What is Decision Making?”, https://www.managementstudyguide.com/what-isdecision-making.htm, accessed 26/05/2018
22
apparent exertion of force or direct exercise of command.”52 Influence is not about giving an instruction
which an employee may not follow, but it is about having an impact so much so that it creates an
internal shift in the employee’s mindset. Keller summarizes it as “internal commitment is gained
independent of external consequences.53 Influence is critical to achieving business success as it
motivates employees to the fulfilment of the organizations goals and is therefore a required senior
management behaviour. Bacon makes the point that, “there can be no leadership without influence,
because influencing is how leaders lead.”54In essence, the primary responsibility of senior management
is to influence others towards a desired organizational outcome. This key behaviour is therefore
essential in impacting business results.
In order to lead others in accomplishing management objectives, senior management must demonstrate
effective control of communication. In fact, effective communication is a pre-requisite for effective
management. With the ability to control communication, senior management be better able to share
information about work processes in a structured manner. The aim here is to gain support in
implementing organizational programmes. Singh supports this notion by underscoring “whether they
realize it or not, managers are the linchpin of a company's productivity efforts. Managers must clearly
articulate strategies and plans so that an employee team knows what to do, and how the company
envisions them being carried out.”55 Control of communication therefore a fundamental senior
management behaviour that is necessary for effective execution of organizational programmes.
The control activities can be a critical determinant of organizational success. Once strategies are
developed and activities are planned, it then becomes the responsibility of management to ensure and
these plans are executed or adjusted where necessary. This involves directing and controlling the
activities in order to ensure optimum performance and achievement of targets. Mintzberg supported
this thought by stating that “this function of management concerns the manager’s role in taking
necessary actions to ensure that the work-related activities of subordinates are consistent with and
contributing toward the accomplishment of organizational and departmental objectives.”56 The aim is
therefore to ensure that activities are guided in order to reduce or eliminating the possibility of things
going out of control. Control of activities is therefore an imperative senior management behaviour that
impacts performance.
52
Merriam-Webster, “Definition of Influence”, https://www.merriam-webster.com/dictionary/influence, accessed
18/05/2018
53
Keller Influence Institute, “Why is Influence So Important”, https://www.karen-keller.com/why/what-isinfluence, accessed 18/05/2018
54
Bacon, Terry, “Influence and Leadership”, http://www.theelementsofpower.com/power-and-influenceblog/influence-and-leadership/, accessed 23/05/2018
55
Singh, Mahtab, “Communication Skills in Management”, http://euroasiapub.org/wpcontent/uploads/2017/01/9IJRIM-Mehtab-April2012-3.pdf, 18/05/2018
56
University of Minnesota, “Planning, Organizing, Leading and Controlling”,
http://open.lib.umn.edu/principlesmanagement/chapter/1-5-planning-organizing-leading-and-controlling-2/,
accessed 21/05/2018
23
It is evident in the literature that senior management behaviours impact the success of organizational
initiatives. The four main senior management behaviours that emerged from the literature are decisionmaking, influence, control and communication and control of activities. The literature emphasizes that
these management behaviours are meaningful in revealing not only what the organization’s leadership
and work environment are but and how they impact the performance of organizational programmes. In
the absence of these management behaviours, records management programmes will be successfully
initiated or remain viable.
Key Performance Indicators (KPIs) of Records Management Programme
Jahangirian et. al. define KPI as “a quantifiable measure that is used to gauge or compare performance in
terms of meeting strategic and operational goals.” 57 KPIs measure, track and communicate the status of
a specific business process in relation to defined targets. Through KPIs, organization as they provide
quick and accurate snapshot of the overall performance of specific activities and the organization
as a whole. They act as the health monitor for which show early warning signs if there is an unfavorable
situation in the system. Because KPIs are real-time, they take the guesswork out of adjustments
hence and allowing them to be done in a systematic manner.
As it relates to records management, KPIs are used by records managers to help manage records
management programmes. They give a focused view of the records management activities that best
indicate whether or not the records management programme is progressing in the desired direction.
Monitoring the records management programme using KPIs can also provide useful inputs and help
records managers to measure what is more important. The literature highlights eight KPIs that are
useful in assessing the performance of records management programmes. These KPIs are discussed
in greater detail hereafter.
57
Jahangirian, Mohsen, et, al., “Key Performance Indicators for Successful Simulation Projects”,
https://www.researchgate.net/publication/304990697_Key_performance_indicators_for_successful_simulation_p
rojects, accessed 18/05/2018
24
According to Eaton and Wilson, “the most important element for programme success is to develop and
secure executive level support as the decision-makers must support the concept and execution of the
records management program.”
58
The involvement of senior management indicates that records
management objectives are included in the organization’s strategic plan so that adequate resources can
be allocated to programme
The literature also makes reference to enforced policies and procedures as a records management KPI.
The Tasmanian Archive and Heritage office asserts that “policy is central to the development and
communication of a successful records management programme as it provides a clear directive from the
senior executive to all staff about what is acceptable recordkeeping behaviour.” 59 It is noted in the
literature that the responsibility for records management at the senior management level is a KPI of a
successful records management programme. The National Archives UK states that “responsibility for
strategic direction and oversight should be given to someone who is sufficiently senior to act as the
accountable person and a champion for records management. This person should oversee policy and
strategy and ensure that the necessary resources are made available and remedial action is taken when
problems arise60
Academic works also site on-going training in records management as records management as a
requirement for not only the implementation but on-going performance of a records management
programme. Ross Nepean outlines that “training in records management will ensure that staff are on
board and able to comply with programme requirements on an ongoing basis.” 61
The Tasmanian Archive and Heritage office also site on-going monitoring of the organizational records
management programme as it “ensures that records are managed according to best practice, and in
efficient and effective ways that meet the business needs of the organization. Monitoring should go
beyond a mere assessment of conformity with requirements, and actively assist organizations to embed
58
Eaton, Fynnette and Wilson, N. Robin, “Making Your Records Management Programme Successful”,
https://msa.maryland.gov/msa/intromsa/html/record_mgmt/pdf/nagara/making_mgmtsuccess.pdf, accessed
12/05/2018
59
Tasmanian Archive and Heritage Office, “Information Management Advice 50 Developing a Records Management
Policy”, https://www.informationstrategy.tas.gov.au/Records-ManagementPrinciples/Document%20Library%20%20Tools/Advice%2050%20Developing%20a%20Records%20Management%2
0policy.pdf, accessed 12/05/2018
60
The National Archives UK, “Guide 2 Organizational Arrangements to Support Records Management”,
http://www.nationalarchives.gov.uk/documents/information-management/rm-code-guide2.pdf, accessed
15/05/2018
61Nepean,
Ross, “10 Elements of a Successful RM Training Program – Part 1”,
http://recordsmanagement.tab.com/records-management-compliance-and-programdesign/10-elements-of-a-successful-rm-training-program-part-1/, accessed 18/05/2018
25
good recordkeeping practices and processes that support management of information as a business
asset.”62 On-going monitoring of records management activities also enhance employee awareness of the
importance of records management.
When existing information technology infrastructure supports the records management programme, it is
evidence of an effective records management programme. Podraza notes “the fact that technological
requirements for records management is integrated into IT solutions is a means of ensuring that the
records management is not only sustainable but successful.” 63
There is extensive literature on KPIs in general however, there is a gap in the academic literature with
regards to research on records management key performance indicators. The limited literature however
suggest that top management support is an indicator of a successful records management programme.
Records management literature point out that key performance indicators are required for the
measurement the progress towards the goal of a success records management programme. There is
limited literature on the definition of records management KPIs. Iron Mountain defines Records
Management KPIs as “measurements that allow you to stay on track by indicating ups and downs in
performance. They allow you to benchmark and monitor the health and progress of your Records
Management Programme.64
Conclusion
It is evident from the literature that there are several definitions of organizational culture that present
varying philosophical positions. These in some instance include belief, attitudes, thought processes and
actions. For other proponents, it is critical that the definition of organizational culture not only illustrate
that culture distinguishes one organization from another but also speaks to the achievement of an
organization’s goals.
Researchers who study organizational culture have also recognized the effect it has on the performance
of organizational programmes. The literature provides evidence that this is because organizational culture
facilitates coordination and control organizational activities to assist the organization in meeting its goals
and objectives. This was evident as the literature brought into focus the concept of organizational culture,
its various dimensions such as key management features and management behaviours and the impact
they have on the implementation of organizational programmes. The literature also points to how the
62
lbid
Podraza, Allen, “Records Management and Information Technology Must Partner”,
https://www.linkedin.com/pulse/20141005005438-46254388-records-management-and-information-technologymust-partner/, 12/05/2018
64
https://www.ironmtn.co.za/tips-developing-records-management-kpis/
63
26
performance of KPIs stand as evidence of the impact of the variables of the performance of records
management programmes.
Overall, the literature on organizational culture is rich and diverse. Much of the richness is founded on
the claim by many researchers that culture is linked to organizational performance. While, some
theorists have questioned the universality of a culture–performance link, sufficient evidence exists to
suggest that organizational culture is associated with organizational performance. The literature is
particularly limited in terms of research studies that delve into the concept of organizational culture and
more specifically, its relatedness to records management programmes. In spite of this shortcoming, its
application is relevant in providing an empirical outlook and value judgment regarding the analysis of
how far an organization’s records management programme can be influenced within the context of
organizational culture.
The chapter provided a summary of the main thoughts surrounding organizational culture and the
theoretical background for the development of the research hypotheses and research strategy that
informs the discussions in the next chapter. search Methodologyon
Chapter 4
Research Methodology
Introduction
In this study, we investigated the impact of organizational culture on the performance of JN Bank’s
records management programme. This chapter articulates the research methodology to include the
strategy and the philosophical underpinnings that guided the study. It also includes the rationale for the
research approach. A description of the research population is presented and it explains the data
gathering methods including sampling and the design of the research instrument and the data collection
procedures. Also discussed are the data analysis and presentation techniques and how the reliability and
validity of the data was tested. The chapter closes with the ethical consideration and limitations of the
study.
Research Hypothesis, Aim and Objectives
The research is mainly aimed at deducing the bearing that organizational culture has on records
management programmes. It is purported that organizations with high levels of success in key aspects of
records management programmes is as a result of strong cultural influences within the organization. It is
therefore hypothesized that:
27
1. JN Bank displays a specific type of organizational culture
2. Management behaviours of the specific organizational culture displayed by impacts the
performance of its records management programmes.
3. JN Bank has a successful records management programme
The aim of the research is therefore to investigate the extent to which organizational culture influence
records management programmes. The particular objectives of this research are:

To identify the organizational culture of JN Bank

To determine the relationship between organizational culture and a successful records
management programme

To identify the key performance indicators of a JN Bank’s records management programme.

To measure the success of JN Bank’s records management programme
While it is understood that the culture of an organization influences many activities and processes, a
stronger understanding of the underpinning values, beliefs and practices of organizations will better
inform the development of strategies to improve the performance of records management programmes.
Research Strategy
In order for the objectives of the dissertation to be met, a qualitative research was conducted. The survey
strategy was used in this research study to test the research hypotheses and accomplish the desired
research objectives. “Survey research provides an astute opportunity to collect data from a sample group
chosen from well-defined population through the use of a questionnaire.” 65 Existing academic theories
about organizational culture was collected and reviewed. This helped to determine the specific theories
of organizational culture that should be used in the study. There was also an elicitation of the
characteristics of a successful records management programme. This provided the theoretical foundation
that guided the definition of the research framework. The framework was developed by identifying the
KPIs of successful records management programme and identifying the management behaviours of
organizational culture that affects organizational outcomes.
Research Philosophy
65
https://pprg.stanford.edu/wp-content/uploads/2014-Handbook-of-Research-Methods-in-Social-Psych-SecondEdition.pdf
28
Positivism is the core philosophy that helped to guide the research process. Mack put forward the
notation that “the purpose of research in this paradigm is to prove or disprove a hypothesis.” 66This is often
accomplished through the theoretical review of existing literature on the area of study and establishing a
hypothesis that is tested against empirical data. The aim is to reach an outcome that can be replicated.
One of the criterial success factors in achieving this is that the researcher does not in any way interfere,
influence or is influenced by the objective of the research. The positivist perspective as purported by John
Dudovskiy is grounded by the postulation that “the researcher is independent form the study and there
are no provisions for human interests within the study.”
67
Research Approach
According to Babbie, “research based on a positivist philosophy tends to be based on deductive
theorizing, where a number of propositions are generated for testing, with empirical verification then
sought.”68 The approach therefore taken for the purpose of this study was that of deductive reasoning.
This approach involves the review of existing literature in order to formulate theory from which hypothesis
was tested. Adopting this approach to the study allowed for the identification of the major themes that
relate to organizational culture. Since studies were carried out on various theoretical aspects of the
research, the researcher was able to develop propositions. This formed the basis on which theories were
accepted or rejected. The researcher was also able to benefit from previously developed theoretical
propositions that guided data collection and data analysis.
Location of the Research
The focus of the research is JN Bank Ltd; a financial institution in Jamaica. JN Bank has a total of thirty
two (32) branch offices across the fourteen (14) parishes of Jamaica which make up the branch network.
Its twelve (12) departments are situated at its corporate offices in Kingston.
Research Population
The population for the research consisted of employees from departments as well as the branch network.
The research population included fifty (50) employees comprising of managers, supervisors and clerical
staff. These employees work in departments that were included in the implementation of the records
66
Mack, Lindsay, “ The Philosophical Underpinnings of Educational Research”,
http://en.apu.ac.jp/rcaps/uploads/fckeditor/publications/polyglossia/Polyglossia_V19_Lindsay.pdf, accessed
10/04/2018
67
Dudovskiy, John, “Positivism Research Philosophy”, https://research-methodology.net/researchphilosophy/positivism/, accessed 10/04/2018
68
Babbie, Earl R. “The Practice of Social Research", http://www.mouyi.me/mouyi/wpcontent/uploads/2017/02/The-Basics-of-Social-Research_5th-Ed_Earl-Babbie.pdf, accessed 09/04/2018
29
management programme and were responsible or directly involved in implementation of the records
management activities in their respective departments.
Sample Selection
The sample that was extracted for this study consisted of 50 employees in 12 departments in JN Bank.
The sample used in this research is comprised of employees from both departments and the branch
network. The sample is within the researcher’s organization as it is convenient in terms of proximity and
the ease of access to the respondents. Respondents were selected using judgment or purposeful
sampling. This was based on the researcher’s knowledge of employees who are likely to have the
required information and willingness to participate in the study. The researcher also employed judgment
complemented by experience and knowledge of the organization and its records management
programme.
Data Collection
The instrument used to collect data for this study was questionnaire. Both open-ended and closed-ended
questions were included. This instrument was chosen is suitable for gathering perceptions and opinions in
a short time span. Questionnaires are also inexpensive and efficient to administer. Additionally, the
survey can be adapted for use in future studies. It cannot be negated that there are drawbacks to using
questionnaires. In the absence of the researcher, there is no opportunity to provide necessary
clarifications to the respondents. There is also the potential for error in understandings or interpreting the
questions.
Instrument Design
The thinking behind the design of the questionnaire instrument is to test the hypotheses and to answer
the research questions. Employment data such as department, employment category, length of working
career and length of time in department/position was captured. It has seven (7) items, consisting of both
open-ended and closed-ended questions. In order to derive response options scale used for the
questionnaire, the “Charles Handy’s Culture Questionnaire” 69 was used as a guide.
This study also
borrowed from the “Organizational Culture Assessment Instrument (OCAI) developed by Cameron and
Quinn.”70 OCAI is used to diagnose an organization's. The table below provides a summary of the
research objectives, research questions and associated questionnaire items.
69
Babes-Bolyai University, ”Organizational Culture Questionaire”,http://fspac.ubbcluj.ro/comunicare/wpcontent/uploads/2013/11/AD-Handy-culture-questionaire.pdf, accessed 04/03/2018
70
Project Management Institute, “The Role of Management Maturity and Organizational Culture and Perceived
Performance”, https://www.pmi.org/learning/library/the-role-project-management-maturity-organizationalculture-perceived-performance-2418, accessed 04/03/2018
30
Table 2 - Summary of research objectives, research questions and questionnaire items
Research Objectives
Research Questions
Questionnaire Item
Objective 1:To identify
Research question 1:
Item 1: Choose the statement that best describes
the organizational
What type of
the style of management in your organization.
culture of JN Bank
organizational culture
does JN Bank have?
Item 2: From your experience, which
organizational structure best describes your
organization?
Item 3: From your experience, which of the
following best describes the uniqueness and
complexity of work processes in your
organization?
Item 4: From your experience, which of the
following best describes communication style
most commonly used in your organization?
Objective 2: To
Research question 2:
Item 5: In order for the records management
determine the
Does the culture that
programme to thrive in an organization, support
relationship between
exists impact the
from top management is critical. From the list
organizational culture
performance JN Bank’s
below, select the option from each category that
and a successful
records management
best describes the behaviour of senior
records management.
programme?
management in your organization.
Objective 3: To
Research question 3:
Item 6: The items below are considered to be key
measure the success of
JN Bank’s records
management
programme
How successful is JN
Bank’s records
management
programme?
performance indicators (KPI) of a successful
records management programme. From the list
below, select the key performance indicators you
think best describe your organization’s current
records management progamme.
31
Item 7: From the items you have selected use the
scale toindicate the performance of these KPIs.
Data Analysis and Presentation
The data was collected and organized to facilitate analysis in order that the researcher could formulate a
conclusion. The data was analyzed against the research questions and the hypotheses being tested.
Further analysis was also carried out order to identify trends and the assication between connected
variables. The data was presented through the use of graphs, charts, tables and smart art graphics.
Reliability
Nahid Golafshani defines reliability as “the extent to which results are consistent over time and an
accurate representation of the total population under study is referred to as reliability and if the results of
a study can be reproduced under a similar methodology, then the research instrument is considered to be
reliable.” 71 A pilot test of the questionnaire was conducted among five (5) of the respondents in a bid to
ensure the reliability of the data being gathered. This was done to ensure that corrective measures could
be taken where necessary in order to ensure the questionnaire items would be correctly interpreted.
Based on feedback from the participants, the questions were understood and correctly interpreted. As a
result, no adjustments were made to the questionnaire.
Validity
Nahid Golafshani also posits that “validity determines whether the research truly measures that which it
was intended to measure or how truthful the research results are.” 72 To ensure validity, the researcher
used the research questions as the main guide to develop the data collection instrument. Additionally, the
questionnaire comprised of closed ended questions to promulgate consistency among responses. Also,
open ended questions served as additional mechanism to assist in the confirmation of the responses
given to the main research questions.
Ethical Considerations
It is imperative that in order to maintain the validity of research, ethical standards must be upheld
throughout the research process. In order to ensure that the highest levels of ethics are upheld, the
researcher gained consent from the organization level to undertake the study, however, permission was
also gained from individual subjects prior to inclusion in the research study.
71
Golafshani, Nahid “Understanding Reliability and Validity in Qualitative Research”,
https://home.kku.ac.th/wichuda/S_SC703/ReliabilityandValidity.pdf, accessed 07/03/2018
72
lbid
32
It was also important that a level of honesty and transparency is maintained during the research process.
Since the researcher worked with some of the respondents, it was extremely important that the
researcher did not intentionally influence the potential respondents during the course of normal working
relations. The research opted out of the data gathering exercise involving the respondents with whom a
close working relationship was shared.
The researcher was very careful in maintaining confidently during the research process. The research
was particularly keen in ensuring that information was not disclosed in any way that during the research
process.
The researcher was cognizant of the fact that that there need to be appropriate measures in place to
capture, store, retrieve and archive the data. The researcher provided envelopes to respondents for data
collection that resulted in a paper trail from printed questionnaires. This was done ensure that privacy of
the submissions were maintained. Questionnaire will be stored in password protected file storage cabinet
during the life of the research.
Converting data from one format to a next can sometimes result in errors. In order to prevent erroneous
data entry that could impact the validity of the study, the inputs were audited to so that any possible errors
could be identified and corrected.
The researcher informed the organization and the individual respondents of the degree to which the
research may be published. The disclosure was made as the researcher is aware that distributing and
publishing contents of the research can raise ethical concerns.
The researcher ensured that rights of each respondent was upheld. Respondents were informed of their
right to withdraw from the study at any point in time, without prejudice. No respondent was forced to
participate in the research process. The researcher also ensured adequate safety and protection of the
respondents during the data gathering process.
Research Limitations
A small representation sample was employed in this research hence, the findings cannot be used to
generalize the findings in other contexts. Additionally, the JN Bank locations surveyed were confined to
the parish of Kingston. It is Jamaica’s capital city and is more urbanized than the other parts of the island
and therefore the study’s application may be limited to other locations across Jamaica as they may have
geographical or cultural differences. This makes it difficult to generalize the results as these are factors
33
that could impact the outcome of the research study. The study was also limited by the fact that few
studies have been done on organizational culture in relation to records management programmes.
34
Chapter 5
Data Presentation and Analysis
Introduction
The main focus of this chapter is on the presentation and analysis of the data gathered through the
questionnaire survey. Of the 50 questionnaires distributed, 44 were completed and returned. The data
represents the responses of 44 of the 50 employees who completed the survey. The data collected and
analyzed is presented in this chapter using mainly bar graphs, tables and pie charts.
Frequency distributions were used to organize data to give meaning to the response rates and facilitate
insight. In the relevant tables the frequency distributions of responses are ordered in order of occurrence
from the highest to the lowest percentages obtained on the responses “not at all” and “to a very great
extent” of agreement on items. If responses “to some extent”, “to a great extent” and “to a very great
extent”, reached at total of 75% or more in at least six of the responses, it was regarded to be indicative
of a successful records management programme.
Figure 1.1 - Number of Responses
Departments
Records and Information Management Unit
Corporate Communications
Enterprise Project Management
Corporate Integrity Unit
Group Human Resource Development
Customer Experience
Risk & Compliance
IT
Managing Director’s Office
Branch Network
Total
No. of Responses
8
2
4
1
3
2
4
1
1
18
44
This table shows the number of respondents that completed the questionnaire survey. Fifty (50)
questionnaires were distributed across twelve (12) departments. Forty four (44) responses were received
from respondents in ten (10) departments. The total respondents equated to forty four (44), resulting
in an overall response rate of 88%.
35
Figure 1.2– Distribution of Responses by Departments
Responses by Department
Corporate
Communications
5%
Branch Network
41%
Risk & Compliance
9%
Managing Director IT
2%
2%
Records and
Information
Management Unit
18%
Enterprise Project
Management
9%
Corporate Integrity
Group Human Unit
2%
Resource
Customer
Development
Experience
7%
5%
This graph shows the distribution of respondents who completed the questionnaire according to the
departments in which they work. Forty one (41%) of the respondents are from the Branch Network. This
represents the majority of the respondents who completed the questionnaire. The Branch Network also
employs majority of the employees within the organization. Eighteen (18%) of the respondents are
employed to the Records and Information Management Unit and represents the second highest number
of participants who completed the survey. The Risk & Compliance Department and the Enterprise Project
Management Office each accounts for 9% of the responses. Those two departments represented the
third highest response rate. The Group Human Resources Department have a response rate of 7% and
has the fourth highest response rate. The Customer Experience Department has a response rate of 5%
and represents the fifth largest pool of respondents. Corporate Integrity Unit and the Managing
Director’s Office each recorded a response rate of 2% and accounts for the smallest allocation of
36
respondents. These are two of the smaller departments in the organization hence the correlating
response rate. The sample is representative of most of the departments in the organization.
Figure 2 – Response by Employment Category
Employment Category
32%
41%
Management
Clerical
Supervisory
27%
The pie chart above illustrates employment category of the respondents. The data indicates that 41% of
the respondents were managers. With this response rate, employees in the management category
accounts for the largest representation of the respondents. The remaining 59% of respondents are below
the management level. Thirty two (32%) of the other respondents fallwithin the supervisory category
whilethe other27% of respondents are from the clerical employee category.
Figure 3 – Length of Working Career
37
Length of Working Career
30,00%
25,00%
20,00%
15,00%
10,00%
5,00%
0,00%
1-2 years 3-5 years
6-10
years
11-15
years
Over 15
years
The results indicate that the length of working career of the respondents range from 1 year to over 15
years. 9% of the respondents have been employed to the organization for 1 to 2 years. Respondents
with this length of tenure account for the lowest response rate. An additional 21% of the respondents
have been employed to the organization for 3 to 5 years. The data also illustrates that employees working
in the organization for within the 6 to 10 years range, contributed 26% of the survey responses. Another
24% have been employed for 11 to 15 years. This represents the tenure for the highest number of
respondents. Additionally, 20% of the respondents have worked over 15 years. When combined, the
data illustrates that approximately 69% of the respondents have 6 or more years of working experience
within the organization. Within the context of this study, respondents with over 6 years of working
experience are considered to be long serving employees. The data therefore demonstrates that the
organization has a tenured workforce.
Figure 4 – Period of Employment in Position/Department
38
Period of Employment in Current
Position/Department
42,00%
31,00%
18,00%
9,00%
0,00%
1-2 years
3-5 years
6-10 years
10-15 years Over 15 years
In addition to indicating the length of their working career, respondents were also required to specify the
length of time they have been employed in their current position or department. As illustrated in Table 5
above, 18% of the respondents have been employed in their current position for up to 2 years. Another
31% have been working in their positions for 3 to 5 years. 42% of the respondents have worked in their
current department for 6 to 10 years. This represents the highest number of responses for this survey
item. Approximately 9% of the respondents worked in their current position or department for 11 to 15
years. None of the respondents indicated that they have worked in their current position or department
over 15 years.
When consolidated, the data demonstrates that approximately 50% of the respondents have more 6 or
more years of experience in their current profession. Within the context of this study, the data illustrates
that the organization has a proficient workforce. It also indicates that the employees surveyed have been
employed since the implementation of the records management programme and have been exposed to
records management related activities.
Key Features of Organizational Culture
Figure 5 - Management Style
39
Management Style
Charismatic - one individual seen
as heroic or inspiring has the
power to make changes
10,00%
Task-oriented - the focus is
accomplishing tasks in a timely
and efficient manner
Bureaucratic - organizational rules
and policies are strictly adhered to
Autocratic - the leader has total
authority and control over
decision-making
69,00%
12,00%
9,00%
The graph depicts the respondents’ perception of the organization’s management style. Data from thebar
chart above indicates that 10% of the respondents believe the organization exhibits the charismatic
management style. 69% of the respondents indicated that they believe the organization predominantly
depicts the task oriented management style. Another 12% of the respondents believe that a bureaucratic
style of management exists within the organization. While, the other 9% indicates that an autocratic style
type of management exists in the organization.
The overall picture depicted by the data shows that the respondents perceived that all four styles were
exhibited by management, however the task-oriented management style was found to be the most
predominant.
Figure 6 – Organizational Structure
40
Organizational Structure
Flat - middle managers and their
functions have been eliminated thus
bringing top management in direct
contact with frontline staff
0,00%
Centralized - most power and critical
decision-making responsibilities are
concentrated with a few key leaders
5,00%
Departmentalized - the organization is
divided into different departments,
which performs tasks according to the
department's specialization
Hierarchical - employees are ranked at
various levels within the organization,
each level is one above the other
66,00%
29,00%
The graph illustrates the views of the respondents in relation to the type of organizational structure that
exists in the organization. Based on the data presented, none of the respondents believe a flat
organizational structure exists. Only 5% are of the view that a centralized structure exists within the
organization. Additionally, 66% of the respondents are of the view that a departmentalized structure is
existent within the organization. This view is reflective of the majority of the respondents. The other 29%
of respondents pointed out that the organization has a hierarchal structure.
The data indicates that generally the respondents believe aspects of each organizational structure are
present in the company. The departmentalized organization structure is however the principal one.
Figure 7 - Complexity of Work Processes
41
Complexity of Work Processes
Steady work of a unique nature at
the micro level
6,00%
Steady and relatively unchanging
work
High paced work of a unique and
complex nature
Fast paced or changeable work
process but simple and limited to
power broker (s)
19,00%
42,00%
33,00%
The graph illustrates the level of complexity of work processes within the organization. According to the
responses, only 6% of the respondents are of the view that the work processes are steady and of a
unique nature at the micro level. However, 42% believe that the work processes are high paced and are
of a unique and complex nature. An additional 19% believe, the work processes are steady and remain
relatively unchanged. The other 33% of agree that the work processes are face paced or changeable
work but simple and limited to power brokers.
The evidence indicates that the work processes high paced and of a complex nature
Figure 8 - Communication Style
42
Communication Style
68,00%
21,00%
7,00%
Face to face
4,00%
Formalized
communication
Formal and Communication
informal
generally focus
communication on influence
with high value and persuasion
on feedback at
all levels
The graph illustrates the communication styles mostly used within the organization. Only 7% of the
respondents agree that face to face communication is used as the main communication style. An
additional 21% share the view that, communication within the organization is more of a formalized nature.
On the other hand, 68% of the respondents view a mixture of formal and informal communication with
high levels of feedback as the core communicating style of the organization. Another 4% agreed that the
communication style used within the organization is generally focused influence and persuasion.
The data supports the notion that there are several communication styles in use within the organization,
there is however a predominant mixture of formal and informal communication.
43
Senior Management Behaviours
Figure 9.1 - Decision-Making
Decision Making
Persons most personally involved
and affected by the outcome
0,00%
Person with the most knowledge
and expertise about the problem
24,00%
Person whose job description
carries the responsibility
Person with the higher power
and authority
73,00%
3,00%
This graph illustrates how respondents describe management’s decision-making behaviour in support of
the records management programme. None of the respondent agree that these decisions are made by
the persons most personally involved and affected by the outcome. 24 % of the respondents agree that
persons with the most knowledge and expertise about the problem make the records management
related decisions. Another 73% of the respondents agree that records management related decisions are
made by persons whose job description carry the responsibility. Only 3% of the employees surveyed
concluded that these types of decisions are made by persons with the higher power and authority.
It can be concluded that the JN Bank’s senior management behaviour allows decisions relating to the
records management programme to be taken by the records manager whose job description carries the
responsibility for the records management function.
44
Figure 9.2 Control of Activities
Control of Activties
The other accepts that the first person's
help or instruction can contribute to
his/her learning and growth
10,00%
He/she has more knowledge relevant to
the task
71,00%
His/her role prescribes that he is
responsible for directing the other
He/she has more authority and power in
the organization
16,00%
3,00%
This graph illustrates how respondents describe management’s control of activities. 10% of the
respondents agree that in relation to the control of activities, the other accepts that the first person’s help
or instruction can contribute to his/her learning and growth. 71 % of the respondents agree that activities
are controlled by he/she has more knowledge relevant to the task. Another 16% of the respondents agree
that activities are controlled by the person whom his/her role prescribes that he is responsible for directing
the other. Only 3% of the employees surveyed concluded that activities are controlled by he/she has who
more authority and power in the organization.
It can therefore be established that the management behviour of JN Bank dictates that the records
management programme is controlled by the records manager who has more knowledge of the records
management function of the organization.
45
Figure 9.3 - Control of Communication
Control of Communication
Information and influence flows from person to
person, based on voluntary relationships initiated
for purposes of work, learning, mutual support,
enjoyment and shared values. A coordinating
function may establish overall levels of
contribution needed for
Information about task requirements and problems
flows from the centre with those closest to the task
determining the resources and support needed
from the rest of the organization. A coordinating
function may set priorities and overrall resource
levels b
19,00%
47,00%
Directives flow from the top down and information
flows upwards within functional pyramids which
meet at the top. The authority and responsibility
of a role is limited to the roles beneath it in its own
pyramid. Cross-functional exchange is constricted.
Command flows from the top down in a simple
pyramid so that anyone who is higher in the
pyramid has authority over anyone who is lower.
Information slows up through the chain of
command
31,00%
4,00%
This graph illustrates how respondents describe management’s control of communication. 19% of the
respondent agree in relation to the control of communication, information and influence flow from person
to person, based on voluntary relationships initiated for purposes of work, learning, mutual support and
enjoyment and shared values. 47 % of the respondents agree that information about task requirements
and problems flows from the centre of task activity upwards and outwards, with those closest to the task
determining the resources and support needed from the rest of the task determining the resources and
support needed from the task determining the resources and support needed from the rest of the rest of
the organization. Additionally, 31% of the respondents agree that directives flow from the top down and
information flows upwards within functional pyramids which meet at the top. The authority and
responsibility of a role is limited to the roles beneath it in its own pyramid and cross-functional exchange
is constricted. The other 4% of the employees surveyed concluded that command flows from the top
down in a simple pyramid so that anyone who is higher in the pyramid has authority over anyone who is
lower. Information slows up through the chain of command.
46
It is therefore agreeable that the management behaviour of JN Bank is that the records management is
afforded the leverage of determine and communicate the support, resource allocation and task
requirements of the records management programme.
Figure 9.4 - Influence
Influence
Intrinsic interest and enjoyment to be found
in their activities and/or concern for caring
for the needs of the other persons involved
23,00%
Communication and discussion of task
requirements leading to appropriate action
motivated by personal committment to goal
achievement
51,00%
Impersonal exercise of economic and political
power to enforce procedures and standards
of performance
Personal exercise of economic and political
power (reward and punishment)
20,00%
6,00%
This graph illustrates how respondents describe management’s influence. 23% of the respondent agree
in relation to management’s influence, intrinsic interest and enjoyment to be found in their activities and/or
concern and caring for the needs of the other persons involved. 51 % of the respondents agree
communication and discussion of task requirements leading to appropriate action motivated by personal
commitment to goal achievement. Additionally, 20% of the respondents agree that impersonal exercise of
economic and political power to enforce procedures and standards of performance. While, the other 6%
of the employees surveyed concluded that Personal exercise of economic and political power (rewards
and punishments).
The data indicates that the management behaviour of JN Bank facilitates communication and discussion
of records requirements and facilitates the necessary steps required to meet objectives of the records
management programme.
The data therefore demonstrated that JN Bank’s senior management display behaviours that
contribute to a successful records management programme.
47
Figure 10.1 – Key Performance Indicators (KPI) of Records Management Programme
Records Management KPIs
Yes
No
Do not
know
Records management activities are included in the organization's strategic
plan
68%
0%
32%
Senior management is supportive of the records management programme
81%
6%
13%
Responsibility for records management is at the senior management level
38%
9%
53%
Resources are allocated to the records management programme
88%
12%
0%
Existing information technology infrastructure supports the records
management programme
75%
17%
8%
There is ongoing training in records management
69%
10%
21%
Records management policies and procedures are enforced
94%
6%
0.00%
There is ongoing monitoring of records management activities
73%
0.00%
27%
The table above summarizes the respondents’ views concerning the records management key
performance indicators for the organization. 68% of the survey subjects agree that record management
activities are included in the organization’s strategic plan. However, 32%could not confirm whether they
were or were not included.
81% of the respondents share the view that senior management is supportive of the organization’s
records management programme. Approximately 6% were in disagreement, while the other 13% were
unable to come to a concluding view.
Only 38% of the employees believe that responsibility for the records management programme is at the
senior management level. 9% were not in agreement, while, 53% did not know if the responsibility is at
that level.
A total of 88% of the employees are of the view that resources are allocated to the organization’s records
management programme. On the contrary, 12% states that resources are not allocated to the
programme.
Based on the responses, 75% of the employees agree that the organization’s existing information
technology infrastructure supports the records management programme, 17% are in disagreement and
8% indicated that they do not know if the organization’s existing information technology infrastructure
supports the records management programme,
48
Approximately 69% of the respondents agree that there is ongoing training in records management.
Another 10% are in disagreement, while 21% could not confirm or deny if the statement is true.
A total of 94% of the respondents state that the records management policies and procedures are
enforced. Only 6% were not in agreement with this position.
73% of the survey subjects were of the view that there is ongoing monitoring of records management
activities. The other 27% indicated that they do not know if there is ongoing monitoring of records
management activities.
The data presented confirms the existence of key performance indicators for the organization’s records
management programme.
49
Figure 10. 2 – Key Performance Indicators (KPI) of Records Management Programme
Performance of Records Management
3 - To Some Extent
5 - To a Very Great Extent
4 - To a Great Extent
2 - To a Very Little Extent
1 - Not at All
There is ongoing monitoring of records
management activities
6,00%
Records management policies are enforced
0,00%
There is on-going training in records management
0,00%
Existing information technology infrastructure
supports the records management programme
Resources are allocated to the records
management programme
26,00%
21,00%
11,00%
24,00%
16,00%
12,00%
15,00%
10,00%
20,00%
0,00%
12,00%
17,00%
27,00%
0,00%
Responsibility for records management is at the
senior management level
0,00%
0,00%
Senior management is supportive of the records
management programme
4,00%
8,00%
5,00%
0,00%
Records management activities are included in the
organization's strategic plan
47,00%
44,00%
3,00%
0,00%
20,00%
0,00%
0,00%
0,00%
0,00%
42,00%
48,00%
55,00%
44,00%
80,00%
83,00%
12,00%
72,00%
The graph provides a summary of the respondents’ perspective on the extent to which the records
management KPIs perform within the organization. 48% of the survey subjects agree that there is
ongoing monitoring of records management activities to a very great extent. 24%inferred that the
monitoring activities take place to a great extent, while, 16% indicate that they exist to some extent. Only
12% agreed that monitoring activities take place to a very little extent.
42% of the survey subjects agree that records management policies and procedures are enforced to a
very great extent. 26% concluded that the policies and procedures are enforced to a great extent, while,
21% indicate that they are enforced to some extent. Only 11% agreed that enforcement activities take
place to a very little extent.
50
6% of the survey subjects agree that there is ongoing training in records management to a very great
extent. 47% concluded that ongoing training takes place to a great extent, while, 44% indicate that the
ongoing training initiatives take place to some extent. Only 3% agreed that ongoing training activities take
place to a very little extent.
15% of the survey subjects agree that existing information technology infrastructure supports the records
management programme to a very great extent. 10% concluded that the existing IT infrastructure
supports the records management programme to a great extent, while, 55% indicate that infrastructure
supports the records management programme to some extent. The other 20% agreed that infrastructure
supports the records management programme to a very little extent.
12% of the survey subjects agree resources are allocated to the records management programme to a
very great extent. 17% concluded that resources are allocated to the records management programme to
a great extent, while, 27% indicate that resources are allocated to the records management programme
only to some extent. The other 44% agreed that resources are allocated to the records management
programme to a very little extent.
80% of the survey subjects agree that the responsibility for records management is at the senior
management is present to only some extent, while, 20% indicate that this statement is true to a very little
extent.
4% of the survey subjects agree that senior management is supportive of the records management
programme to a very great extent. 8% concluded that senior management is supportive of the records
management programme to a great extent, while, 83% indicate that that they support the programme only
to some extent. The other 5% agreed that senior management is supportive of the records management
programme to a very little extent.
12% of the survey subjects agree that records management activities are included in the organization's
strategic plan to a great extent. 72% concluded that they are included to only some extent. The other
16% agreed that records management activities are included in the organization's strategic plan a very
little extent.
51
Figure 10.3 – Frequency Distribution on Responses of the extent to which Records Management
KPIs perform in JN Bank
Performance
Ranking
1
Records Management KPIs
3 - To
Some
Extent
44.00%
4 - To a
Great
Extent
47.00%
5 - To a
Very Great
Extent
6.00%
Total %
83.00%
8.00%
4.00%
95.00%
21.00%
26.00%
42.00%
89.00%
97.00%
3
There is ongoing monitoring of records
management activities
Senior management is supportive of the records
management programme
Records management policies are enforced
4
There is on-going training in records management
16.00%
24.00%
48.00%
88.00%
5
Records management activities are included in
the organization's strategic plan
Existing information technology infrastructure
supports the records management programme
Responsibility for records management is at the
senior management level
Resources are allocated to the records
management programme
72.00%
0.00%
12.00%
84.00%
55.00%
10.00%
15.00%
80.00%
80.00%
0.00%
0.00%
80.00%
27.00%
17.00%
12.00%
56.00%
2
6
6
7
The data presented in the table above shows the frequency distribution of the performance of the key
performance indicators of the records management programme. The highest performing KPI is “there the
ongoing monitoring of records management activities” with a score of 97%. The second highest
performing KPI is “senior management is supportive of the records management programme” with a
score of 95%. Ranking in third place is “records management policies are enforced” with a score of 89%.
The KPI that fell in fourth position is “there is on-going training in records management” with a score of
88%. In fifth place is “records management activities are included in the organization's strategic plan” with
a score of 84%. Two KPIs tied for sixth place with a score of 80%; “existing information technology
infrastructure supports the records management programme” and “responsibility for records management
is at the senior management level.” The lowest performing KPI is “resources are allocated to the records
management programme” which performed at 56%. The data indicates that of the eight KPIs, seven
performed over 75%. The data therefore demonstrated that JN Bank has a successful records
management programme.
52
Chapter 6
Results and Findings
This chapter presents the findings as highlighted in the previous chapter. It also answers the research
question that was answered as a result of the findings presented.
Type of Organizational Culture displayed by JN Bank
Result
The results confirm that there is consensus among JN Bank employees in relation to the type of
organizational culture that exist. Majority of the clerical, supervisory and management employees across
the ten (10) departments surveyed all agreed that JN Bank has a specific type of culture. This was
demonstrated in the results of key features of organizational culture where the highest results for each
key feature are:

Task oriented management style

Departmentalized organizational structure

High paced work of a unique and complex nature

Formal and informal communication with high value on feedback at all levels
Findings
The results indicated that the task-oriented style of management allowed for clear definition of tasks and
responsibilities that supports the records management programme. The functional departmentalized
structure allowed for different teams to work together in a cohesive and efficient manner in order that the
deliverables of the records management programme could be achieved. The organization’s high paced
work processes allowed for focus on achieving the goals of the records management programme. The
organization employs both formal and informal channels of communication with high levels of feedback,
which fosters open communication in relation to the records management programme. These findings
therefore confirm that JN Bank has a task culture.
Management Behaviours Impact the Performance JN Bank’s Records Management Programme
Result
The data demonstrates that when there is supportive management behaviours it is highly likely that the
records management programme will be successful. Most of the respondents agreed that JN Bank’s
53
senior management displayed supportive management behaviours that had positive impact on the
organization’s records management programme. This was evident in the results of the management
behaviours where respondents indicated that

The person with the most knowledge and expertise makes decisions about problems

The person who has the most knowledge relevant to the task controls the activities

Information about task requirements and problems flows from the centre of task activity upwards
and outwards, with those closest to the task determining the resources and support needed from
the rest of the task determining the resources and support needed from the task determining the
resources and support needed from the rest of the rest of the organization.

Communication and discussion of task requirements lead to appropriate action motivated by
personal commitment to goal achievement.
This was further corroborated by the 81% of the respondents who confirmed that senior management is
supportive of the records management programme and the results KPI indices “to some extent”, “to a
great extent” and “to a very great extent” indicate and average performance result of 95%.
Findings
The results shows that the senior management behaviour of JN Bank is positive and supportive which
contributed to the success of its records management programme. The decision making process was
found to be largely consensus and driven by the Records Manager who takes ownership of the records
management programme. The senior management of JN Bank gave the Records Management team the
leverage to set priorities, allocate resources and communicate the directive that support the initiatives of
the records management programme. JN Bank’s senior management does not only facilitate discussions
surrounding the requirements of the records management programme but the necessary steps are taken
to ensure the objectives of the programme are met. This finding is supported by Tsai who stated,
…the culture within an organization is very important in playing a large role in whether it is a
happy and healthy environment in which to work. In communicating and promoting the
organizational ethos to employees, their acknowledgement and acceptance of it can influence
their work behavior and attitudes. When the interaction between the leadership and employees is
good, the latter will make a greater contribution to team communication and collaboration, and will
also be encouraged to accomplish the mission and objectives assigned by the organization. 73
73
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3123547/
54
The Performance JN Bank’s Records Management Programme
Results
The result point to the fact that respondents were able to confirm the existence of all the KPIs of a records
management programme. It is evident that most of the respondents do not know if the responsibility for
records management is at the senior management level. Conversely, most of the respondents indicate
that records management policies and procedures are enforced. The data in the frequency distribution
table also indicate that seven (7) of the eight (8) KPIs exceed the 75% benchmark for responses ‘to some
extent’, ‘to a great extent” and “to a very great extent’. The ongoing training in records management
performed highest of the seven KPIs with 97% performance rate while the lowest over the 75%
benchmark was both ‘existing information technology infrastructure supports the records management
programme’ and ‘responsibility for records management is at the senior management level’ scoring 80%.
‘Resources are allocated to the records management programme’ was lowest scoring performing KPI and
the only KPI below the 75% benchmark with a score 56%.
Findings
The results confirmed the existence of records management KPIs which is indicative of the existence of a
records management programme at JN Bank. It is evident that these eight (8) operational KPIs are
measuring the execution of the records management programme. The results also confirmed that the
performance of the KPIs indicate that JN Bank has a successful records management programme.
55
Chapter 7
Conclusion
According to Robek et. al., “a successful records management proogramme is essential to an
organization’s effectiveness, efficiency and productivity; it ensures better decision-making and
compliance with legal and regulatory authorities.”74 In order for organizations to appreciate these added
benefits of a records management programme, there are underlying factors that influence the
performance of records management programme; one of which is organizational culture. The study
therefore examined the impact of organizational culture on the performance of JN Bank’s records
management programme.
It was established that employees of JN Bank recognizes the existence of organizational culture within
the organization. It was also recognized the key features of management adequately revealed the type of
organizational culture that existed in the organization. It is also accepted that the senior management
behaviours exhibited at JN Bank are positive which in turn impacted positivity on the performance of the
organization’s records management programme. It was recognized that records management KPIs are
effective in measure the success of an organizations records management programme.
In the final analysis, the study revealed that JN Bank has a successful records management programme.
On the basis of this study we can conclude that organizational culture indeed has an impact on the
successful implementation of JN Bank’s records management programme.
74
Robek, Mary et. al, “Information and Records Management”, Career Education, 1995, p.
56
Appendix A – Participant Information Sheet
PARTICIPANT INFORMATION SHEET
A COMPARATIVE STUDY ON THE IMPACT OF ORGANIZATIONAL CULTURE ON THE
PERFORMANCE OF RECORDS MANAGEMENT PROGRAMMES IN PUBLIC AND PRIVATE SECTOR
FINANCIAL INSTITUTIONS IN JAMAICA
INVITATION TO TAKE PART IN A RESEARCH STUDY
Dear Participant
I (Gayan Facey) am currently undertaking a Master of Arts Degree in Records Management and Digital
Preservation at the University of Dundee. I am conducting a research study in order to increase my
understanding of how organizational culture impacts the performance of records management
programmes. As a records and information management practitioner who has worked in both the private
and public sectors organizations I am trying to ascertain if organizations with higher levels of success in
records management programmes is as a result of strong cultural influences within the organization.
The study is being conducted to fulfil the requirements of the programme. The study will involve the
completion of a questionnaire which is enclosed with this letter. This questionnaire should take only
approximately 30 minutes to complete. Your responses will be kept confidential. Your anonymity will be
fully assured as you will not be able to be identified from any of your responses.
Your participation in this study is entirely voluntary and there will be no compensation for participating.
You may terminate your participation at any time without explanation, penalty or prejudice. You may also
refuse to answer any question without providing an explanation. There are no known risks for you in this
study. Your completed questionnaire will be stored in a password protected file storage cabinet during the
life of the research.
If you have any further queries or concerns, I (Gayan Facey) will be glad to answer your questions about
this study at any time. I maybe contact via email at gsfacey@dundee.ac.uk. My supervisor is Claire
Johnson. She may be contacted at c.w.johnson@dundee.ac.uk
This research study has been reviewed and approved by an Ethics Contact in the School of Humanities,
University of Dundee.
57
Appendix B - Participant’s Questionnaire
This questionnaire will be gaining your thoughts and opinion on how organizational culture
impacts the performance of the records management programme in your organization. The
questionnaire should take approximately 30 minutes to complete. Your answers will be kept in
the strictest confidence. Please do not write your name or contact information on this
questionnaire.
Department: ______________________
Employment Category: ( ) Clerical
( ) Supervisor ( ) Management
Length of Working Career
( ) under 1 yr
( ) 1-3 yrs
( ) over 15 years
( ) 3-5 yrs
( ) 6-10 yrs
( ) 10-15 yrs
( ) 3-5 yrs
( ) 6-10 yrs
( ) 10-15 yrs
Length of Time in Position/Department
( ) under 1 yr
( ) 1-3 yrs
( ) over 15 years
Item 1
Choose the statement that best describes the style of management in your organization
a.
b.
c.
d.
Autocratic – the leader has total authority and control over decision making
Bureaucratic – organizational rules and policies are strictly adhered to.
Task-oriented – the focus is accomplishing tasks in a timely and efficient manner
Charismatic - one individual seen as heroic or inspiring has the power to make changes
Item 2
From your experience, which organizational structure best describes your organization?
58
a. Hierarchical – employees are ranked at various levels within the organization, each level is one
above the other
b. Departmentalized – the organization is divided into different departments, which perform tasks
according to the departments' specializations
c. Centralized - most power and critical decision making responsibilities are concentrated with a few
key leaders
d. Flat – middle managers and their function have been eliminated thus bring top management is in
direct contact with frontline staff
Item 3
From your experience, which of the following best describes the uniqueness and complexity of work
processes in your organization?
a. Fast paced or changeable work
b. High paced work of a unique and complex nature
c. Steady and relatively unchanging work
d. Steady work of a unique nature at the micro level
Item 4
From your experience, which of the following best describes communication style most commonly used in
your organization?
a. Face to face communication
b. Formalized communication
c. Formal and informal communication with high value on feedback at all levels
d. Communication generally focused on influence and persuasion
Item 5
In order for the records management programme to thrive in an organization, support from top
management is critical. From the list below, select the option from each category that best describes the
behaviour of senior management in your organization.
Decision Making
Decisions are made by the:
a. Person with the higher power and authority.
b. Person whose job description carries the responsibility.
c. Persons with the most knowledge and expertise about the problem.
d. Persons most personally involved and affected by the outcome.
59
Control of Activities
It is legitimate for one person to control another’s activities if:
a. He/she has more authority and power in the organization.
b. His/her role prescribes that he is responsible for directing the other.
c. He/she has more knowledge relevant to the task.
d. The other accepts that the first person’s help or instruction can contribute to
his/her learning and growth.
Control and Communication
a. Command flows from the top down in a simple pyramid so that anyone who
is higher in the pyramid has authority over anyone who is lower.
Information slows up through the chain of command.
b. Directives flow from the top down and information flows upwards within
functional pyramids which meet at the top. The authority and responsibility
of a role is limited to the roles beneath it in its own pyramid. Crossfunctional exchange is constricted.
c. Information about task requirements and problems flows from the centre of
task activity upwards and outwards, with those closest to the task
determining the resources and support needed from the rest of the task
determining the resources and support needed from the task determining
the resources and support needed from the rest of the rest of the
organization. A coordinating function may set priorities and overall resource
levels based on the information from all task centres. The structure shifts
with the nature and location of the tasks.
d. Information and influence flow from person to person, based on voluntary
relationships initiated for purposes of work, learning, mutual support and
enjoyment and shared values. A coordinating function may establish overall
levels of contribution needed for the maintenance of the organization.
These tasks are assigned by mutual agreement.
Influence
a. Personal exercise of economic and political power (rewards and
punishments).
b. Impersonal exercise of economic and political power to enforce procedures
and standards of performance.
c. Communication and discussion of task requirements leading to appropriate
action motivated by personal commitment to goal achievement.
d. Intrinsic interest and enjoyment to be found in their activities and/or
concern and caring for the needs of the other persons involved.
Item 6
The items below are considered to be key performance indicators (KPI) of a successful records
management programme. From the list below, select the key performance indicators you think best
describe your organization’s current records management programme
Records Management Key Performance Indicators
Response
60
Yes
No
Records management activities are included in the organization’s strategic plan
Senior management is supportive of the records management programme
Responsibility for records management is at the senior management level
Resources are allocated to the records management programme
Existing information technology infrastructure supports the records management
programme
There is on-going training in records management
Records management policies and procedures are enforced
There is ongoing monitoring of records management activities
Item 7
From the items you have selected use the scale to indicate the extent to which these KPIs perform.
1= Not at All 2= To a Very Little Extent
Extent
3= To Some Extent 4= To a Great Extent 5= To a Very Great
Records Management Key Performance Indicators
Response
1
Records management activities are included in the organization’s
strategic plan
Senior management is supportive of the records management
programme
Responsibility for records management is at the senior management
level
Resources are allocated to the records management programme
Existing information technology infrastructure supports the records
management programme
There is on-going training in records management
Records management policies and procedures are enforced
There is ongoing monitoring of records management activities
2
3
4
5
61
Appendix C – Ethical Approval
62
Appendix D – JN Bank Letter of Consent
63
Bibliography
Acar, A Zafer and Acar, Pinar, “Organizational Culture Types and their Effects on Organizational
Performance in Turkish Hospitals”, https://emaj.pitt.edu/ojs/index.php/emaj/article/viewFile/47/207,
accessed 29/01/2018
ACI Universal Payments, “Fighting Wire Fraud: An Industry Perspective”, https://www.aciworldwide.com//media/files/collateral/trends/fighting-wire-fraud-v1-tl-us-5143-0613.pdf, accessed 17/04/2018
Adshead, Anthony, “Principles of Compliance in the Financial Services Industry”,
https://www.computerweekly.com/feature/Principles-of-compliance-in-the-financial-services-industry,
accessed 12/05/2018
Amanchukwu, Ngozi et. al, “A Review of Leadership Theories, Principles and Styles and Their Relevance
to Educational Management”,
https://www.researchgate.net/publication/283081945_A_Review_of_Leadership_Theories_Principles_an
d_Styles_and_Their_Relevance_to_Educational_Management, accessed 26/05/ 2018
Babes-Bolyai University, ”Organizational Culture Questionaire”,http://fspac.ubbcluj.ro/comunicare/wpcontent/uploads/2013/11/AD-Handy-culture-questionaire.pdf, accessed 04/03/2018
Bacon, Terry, “Influence and Leadership”, http://www.theelementsofpower.com/power-and-influenceblog/influence-and-leadership/, accessed 23/05/2018
The Business Dictionary, “Definition of Centralized Organization”,
http://www.businessdictionary.com/definition/centralized-organization, accessed 23/05/2018
Burke, Alex, “What is a Hierarchical Organizational Structure”, https://bizfluent.com/about-5063805hierarchical-organizational-structure-.html, accessed 27/05/208
Cammock, Peter, “The Characteristics of Effective and Ineffective Leaders”,
https://ir.canterbury.ac.nz/bitstream/handle/10092/4361/cammock_thesis.pdf?sequence=1, accessed
26/05/2018
The Carter Center, “Access to Information: Building a Capacity for Transparency”,
https://www.cartercenter.org/documents/2364.pdf, accessed 12/05/2018
Chartered Management Institute, “Understanding Management and Leadership Styles”,
https://www.managers.org.uk/~/media/Files/PDF/Checklists/CHK-256-Understanding-management-andleadership-styles.pdf, accessed 106/02/2018
Deloitte, “2015 Banking Outlook: Boosting Profitability Amidst Challenges”,
https://www2.deloitte.com/content/dam/Deloitte/global/Documents/Financial-Services/gx-us-fsi-outlookbanking-final.pdf, accessed 23/04/2017
Deloitte, “Is it Time to Go Paperless? Records Management: The Cost of Warehousing Bad Habits”,
https://www2.deloitte.com/content/dam/Deloitte/za/Documents/financialservices/ZA_ItsTimeToGoPaperless_24042014.pdf, accessed 17/04/2018
64
Dudovskiy, John, “Positivism Research Philosophy”, https://research-methodology.net/researchphilosophy/positivism/, accessed 10/04/2018
Eaton, Fynnette and Wilson, N. Robin, “Making Your Records Management Programme Successful”,
https://msa.maryland.gov/msa/intromsa/html/record_mgmt/pdf/nagara/making_mgmtsuccess.pdf,
accessed 12/05/2018
Economic Times, Definition of Autocratic Leadership”,
https://economictimes.indiatimes.com/definition/autocratic-leadership, accessed 20/05/2018
Elsaid, Nedal et. al, “Defining and Solving the Organizational Structure Problems to Improve the
Performance of Ministry of State for Environmental Affairs – Egypt”, International Journal of Scientific and
Research Publications, October 2013 , vol. 3, no 10, http://www.ijsrp.org/research-paper-1013/ijsrpp2244.pdf, accessed 22/05/2018
FIS, “Five Proven Approaches to Improving Bank Efficiency”, https://www.fisglobal.com/solutions/bankingand-wealth/services/-/media/fisglobal/files/ebook/five-proven-approaches-to-improving-bankefficiency.pdf, accessed 17/03/2018
George, Jince, “Impact of Organizational Culture on Total Quality Management in Construction
Industries”, https://www.politesi.polimi.it/bitstream/10589/116262/1/2015_12_GEORGE.pdf, accessed
23/05/2018
Golafshani, Nahid “Understanding Reliability and Validity in Qualitative Research”,
https://home.kku.ac.th/wichuda/S_SC703/ReliabilityandValidity.pdf, accessed 07/03/2018
Government of Jamaica, Ministry of Justice, “Access to Information Act”,
http://moj.gov.jm/sites/default/files/laws/The%20Access%20%20to%20Information%20Act.pdf, accessed
15/05/2018
Handy, Charles, “Gods of Management: The Changing Work of Organizations” Oxford University Press,
1996, p. 17
Harrison, R., and Stokes, H. “Diagnosing Organizational Culture” Pfeiffer, San Francisco, 1992, p,17
Jahangirian, Mohsen, et, al., “Key Performance Indicators for Successful Simulation Projects”,
https://www.researchgate.net/publication/304990697_Key_performance_indicators_for_successful_simul
ation_projects, accessed 18/05/2018
Jamaica Information Service, “Proper Records Management Key to National Development”,
https://jis.gov.jm/proper-records-management-key-to-national-development/, accessed 15/05/2018
Janićijević, Nebojša, “The Mutual Impact of Organizational Culture and Structure”,
http://www.ekof.bg.ac.rs/wp-content/uploads/2014/06/263.pdf, accessed 26/04/2018
JN Bank, “Director’s Report and Financial Statement 2013” https://jnbank.com//wpcontent/uploads/2018/01/AnnualReport2013.pdf, accessed 12/02/2018
Keller Influence Institute, “Why is Influence So Important”, https://www.karen-keller.com/why/what-isinfluence, accessed 18/05/2018
Klein, A, “Validity and Reliability for Competency Based Systems: Reducing Litigation Risks”,
Compensation and Benefits Review, 1996, vol. 28, no.4
65
Lauri, Louekar, “Charismatic Communication Style in Knowledge-Intensive Organizations”,
https://pdfs.semanticscholar.org/cd02/2464315386a07d42ff36b052ee10984a26c9.pdf, accessed
23/05/2018
Machado, Denise and Carvalho, Carlos, “Cultural Typologies and Organizational Environment: A
Conceptual Analysis”, http://www.tandfonline.com/doi/pdf/10.1080/10978520802189047, accessed
21/05/2018
Mack, Lindsay, “ The Philosophical Underpinnings of Educational Research”,
http://en.apu.ac.jp/rcaps/uploads/fckeditor/publications/polyglossia/Polyglossia_V19_Lindsay.pdf,
accessed 10/04/2018
Management Study Guide, “What is Decision Making?”, https://www.managementstudyguide.com/whatis-decision-making.htm, accessed 26/05/2018
Mbugua, Jacqueline, “Factors Influencing Organizational Learning: A Case of Interhealth East Africa”,
http://usiuservicedesk.usiu.ac.ke/bitstream/handle/11732/2715/Jacqueline.pdf?sequence=1&isAllowed=y,
accessed 22/05/2018
Mohammad, Uddin et. al, “Impact of Organizational Culture on Employee Performance and Productivity:
A Case Study of Telecommunication Sector in Bangladesh” International Journal of Business and
Management, , 2013, vol. 8, no. 2,
https://pdfs.semanticscholar.org/6712/5a0e070b66fcf8058314d1680bb6958c604c.pdf, accessed
26/01/2018
Morgan, Jacob, “The Five Types of Organizational Structures: Part 1, The Hierarchy”,
https://www.forbes.com/sites/jacobmorgan/2015/07/06/the-5-types-of-organizational-structures-part1-the-hierarchy/#4914c7085252, accessed 20/05/2018
Murphy, Brian, “Can Your Records Management Programme Withstand Litigation?”,
http://travel.solutions-daily.com/dsp_getFeaturesDetails.cfm?CID=734, accessed 09/09/2017
The National Archives UK, “Guide 2 Organizational Arrangements to Support Records Management”,
http://www.nationalarchives.gov.uk/documents/information-management/rm-code-guide2.pdf, accessed
15/05/2018
Tsai, Yafang, “Relationship Between Organizational Culture, Leadership Behaviour and Job Satisfaction”,
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3123547/, accessed 14/05/2018
National Housing Trust, “Joint Financing Mortgage Programme”, http://www.nht.gov.jm/loans/need-aloan/joint-financing, accessed 10/05/2018
Nepean, Ross, “10 Elements of a Successful RM Training Program – Part 1”,
http://recordsmanagement.tab.com/records-management-compliance-and-program-design/10-elementsof-a-successful-rm-training-program-part-1/, accessed 18/05/2018
Podraza, Allen, “Records Management and Information Technology Must Partner”,
https://www.linkedin.com/pulse/20141005005438-46254388-records-management-and-informationtechnology-must-partner/, 12/05/2018
Poskas, Denise and Messer, Cynthia, “Investigating Leadership Applications in Tourism: A Case Study of
Leadership in Community Tourism”,
66
https://www.tandfonline.com/doi/abs/10.1080/15313220.2015.1026475?src=recsys&journalCode=wttt20,
accessed 20/05/2018
Rumbolt, Helen, “The Impact of the Access to Information Act on Records Management in Jamaica”,
http://www.mof.gov.jm/the-impact-of-ati-act-on-records-management.html, accessed 15/05/2018
Sarros, J. C. et.al, “Leadership and its Impact on Organizational Culture”,Journal of International
Business Studies, 2002, vol. 10, no.2
Scott, Josimar, “Government Looks to Increase Jamaica’s Doing Business Ratings, While Safeguarding
Financial Sector” Jamaica Observer, October 11, 2016,
http://www.jamaicaobserver.com/business/Government-looks-to-increase-Jamaica-s-doing-businessratings--while-safeguarding-financial-sector---Holness_76922, accessed 12/02/2018
Singh, Mahtab, “Communication Skills in Management”, http://euroasiapub.org/wpcontent/uploads/2017/01/9IJRIM-Mehtab-April2012-3.pdf, 18/05/2018
Skripak, Stephen J. “Fundamentals of Business” Pamplin Business College and Virginia Tech Libraries, 2016, p.192
Sun, Shili, “Organizational Culture and Its Themes”, International Journal of Business and Management ,
December 2008, vol. 3, no. 12,
http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.665.4781&rep=rep1&type=pdf, accessed
15/12/2017
Sundqvist, Anneli and Svard, Proscovia, “Information Culture and Records Management: A Suitable
Match? Conceptualizations of Information Culture and their Application on Records Management”,
https://pdfs.semanticscholar.org/a6be/927415be4d4b42c843479388d1a8bd8a6c1f.pdf, accessed
16/09/2017
Tasmanian Archive and Heritage Office, “Information Management Advice 50 Developing a Records
Management Policy”, https://www.informationstrategy.tas.gov.au/Records-ManagementPrinciples/Document%20Library%20%20Tools/Advice%2050%20Developing%20a%20Records%20Man
agement%20policy.pdf, accessed 12/05/2018
University of Minnesota, “Planning, Organizing, Leading and Controlling”,
http://open.lib.umn.edu/principlesmanagement/chapter/1-5-planning-organizing-leading-and-controlling2/, accessed 21/05/2018
University of Pretoria, “Leadership Theories and Models”,
https://repository.up.ac.za/bitstream/handle/2263/25691/04chapter4.pdf?sequence=5, accessed
18/05/2018
Warner, Jon, “Climate and Culture”, http://blog.readytomanage.com/organizational-culture-diagram/,
accessed 24/05/2018
Webb, Aimee, “New Teacher Job satisfaction: Effects of General Job Facets and Teacher Job Specific
Facets”, https://ir.library.louisville.edu/cgi/viewcontent.cgi?article=2540&context=etd, accessed
26/08/2018
Wilkinson, Peter, “The Dependent Organization”,
https://books.google.com.jm/books?id=suIsDwAAQBAJ&pg=PT62&lpg=PT62&dq=Peter+Wilkinson+++%
E2%80%9Corganizations+with+this+type+of+culture+can+respond+quickly+to+events,+but+they+are+he
67
avily+dependent+for+their+continued+success+on+the+abilities+of+the+people+at+the+centre&source=
bl&ots=pSafz2g5I&sig=1EpD00GvLNHR0tYaYA7Ror3pOoE&hl=en&sa=X&ved=0ahUKEwjZofCdsqjbAhWmo1kKHeMLD2
MQ6AEIJzAA#v=onepage&q=Peter%20Wilkinson%20%20%20%E2%80%9Corganizations%20with%20t
his%20type%20of%20culture%20can%20respond%20quickly%20to%20events%2C%20but%20they%20
are%20heavily%20dependent%20for%20their%20continued%20success%20on%20the%20abilities%20o
f%20the%20people%20at%20the%20centre&f=false, accessed 26/05/2018