Organizational Culture and Employee Performance in the Scripture Union of Kenya
Keywords:
Organizational Culture, Employee Performance & The Scripture Union of KenyaAbstract
The aim of this research study was to assess effects of the organizational culture on employee's performance in Scripture Union of Kenya. The specific objectives of the study were to determine the effect of power distance, individualism verses collectivism, uncertainty avoidance; masculinity versus femininity and long verse short term orientation on employee performance in scripture union of Kenya. The study adopted an explanatory and the research design that was employed was a survey, with the target population comprising of a stratified census sample of 130 members of staff of Scripture Union of Kenya. This design was selected due to its suitability in collecting detailed information from a small representative sample. Statistical Package for Social Sciences version 22 was used for data analysis. Data for the study was collected primarily through structured questionnaires. Data was analyzed using descriptive and inferential statistics, specifically Pearson's Product Moment Correlation and multiple regression analysis. The study also revealed a significant negative correlation between power distance and employee performance with a correlation coefficient of -0.618 (p-value=0.000<0.05).The study also established a significant negative relationship between individualism versus collectivism and employee performance with a correlation coefficient of -0.427(p-value=0.002<0.05), significant positive relationship between uncertainty avoidance and employee performance with correlation coefficient of 0.505(p-value=0.004<0.05), negative relationship between masculinity versus Femininity and employee performance with a correlation coefficient of -0.456(p-value=0.007<0.05), and negative relationship between long term orientation and employee performance with a correlation coefficient of 0.543(p-value=0.010<0.05). Regression analysis results that 53.6% of the variation in employee performance can be explained by the variables. The results also indicate that an increase in individualism versus collectivism, masculinity versus femininity and power distance by one unit would decrease employee performance by 0.714, 0.626 and 0.846 units respectively whereas an increase in uncertainty and long term verses short term orientation by one unit would increase employee performance by 0.563 and 0.511 units. Based on the study hypotheses it was concluded that employee performance is significantly affected by organizational culture dimensions namely power distance, individualism versus collectivism, masculinity verses femininity, uncertainty avoidance and long-term verses short term orientation. It is recommended that the Scripture union managers should empower employees, create a high uncertainty avoidance culture and organise team building initiative geared to improve employee performance.
Keywords: Organizational Culture, Employee Performance & The Scripture Union of Kenya.
References
Armstrong, M., & Baron, A. (2004). Managing Performance: Performance management in action (2nd ed.). London: McGraw-Hill.
Brooks, I. (2006). Organizational Behaviour: Individuals, Groups and Organization. Essex: Pearson Education Ltd.
Campbell, J. P., McCloy, R. A., Oppler, S. H., & Sager, C. E. (1993). A theory of performance.
In N. Schmitt, & W. C. Borman, Employee Selection. New York: Jossey Bass.
Cascio, W. F. (2006). Managing human resources: Productivity, quality of work life, profits.
Boston: McGraw-Hill/Irwin.
Chegini, M. G. (2010). The relationship between organizational culture and staff productivity in public organizations. Journal of Social Sciences, 6(1), 127-129.
Cheng, C. B. (2008). Perfomance evaluation for a balanced scorecard system by a group decision making with fuzzy assessment. International Applied Science, 6(1), 53-69.
Cooper, D. R., & Schindrer, P. S. (2005). Business Research Methods. New York NY: McGraw- Hill Irwin.
Daft, R. L. (2007). Organization theory and design (9th ed.). Mason, OH: Thomson South- Western.
Dodek, P., Cahill, N. E., & Heyland, D. K. (2010). The relationship between organizational culture and implementation of clinical practice guidelines. Journal of Parenting and Eternal Nutrition, 34(1), 669-674.
Framhach, R. T., & Schillewaert, N. (2002). Organizational innovation adoption: A multi-level framework of determinants and opportunities for future research. Journal of Business Research, 55(2), 163-176.
Gordon, G. G. (1965). The relationship of satisfiers and dissatisfiets to productivity, turnover and morale. American Psychologist, 20, 499-502.
Greenberg, J., & Baron, A. R. (2003). Behaviour in organizations. New York NY: Prentice Hall.
Hellriegel, D., & Slocum, J. W. (2007). Organizational Behaviour. South-Western College Pub: Boston, MA.
Hofstede, G., Neuijen, B., Ohayv, D. D., & Sanders, G. (1990). Measuring organizational cultures: A qualitative and quantitative study across 20 cases. Administrative Science Quarterly, 35(2), 286-316.
Kaplan, R. S., & Norton, D. P. (2006). Alignment: Using the Balanced Scorecard to Create Corporate Strategies. Watertown, MA: Harvard Business Review.
Kotter, J. P., & Heskett, J. L. (1992). Corporate culture and performance. New YorkNY: Free Press.
Lee, M., & Chang, S. (2007). A study on relationship among leadership, organizational culture, the operation of learning organization and employees' job satisfaction. The Learning Organization, 14(2), 155-185.
Lund, D. B. (2003). Organizational culture and job satisfaction. Journal of Business & Industrial Marketing, 18(3), 219-236.
Magee, K. C. (2002). The impact of organizational culture on the implementation of performance management. (Unpublished PHD dissertation).
Maslow, A. H. (1954). Motivation and personality. New York: Harper and Row.
Mugenda, A. G. (2008). Social Science Research: Theory and Principles. Kijabe: Kenya: Kijabe Printing Press.
Ndwiga, M. (2012). How to change the culture for an organization. Nairobi, Kenya: Kenya Institute of Management Publication.
Nelson, D. L., & Quick, J. C. (2011). Understanding organizational behaviour. Belmont, CA: Cengage South Western.
Ohmae, K. (1982). The mind of the strategist. New York, NY: McGraw Hill.
Ojo, O. (2009). Impact assessment of corporate culture on employee job performance. Business Intelligence Journal, 2(2), 388-397.
O'Reilly, C. A., Chatman, J., & Caldwell, D. F. (1991). People and organizational culture: A profile comparison approach to assessing person-organization fit. Academy of Management Journal, 34(3), 487-516.
Oso, W. Y., & Onen, D. (2005). A general guide to writing research proposal and report: A handbook for beginning researchers. Kisumu, Kenya: Option Press and Publishers.
Rashid, Z. A., Sambasivan, M., & Johari, J. (2003). The influence of corporate culture and organisational commitment on performance. Journal of management development, 22(8), 708-728.
Reynolds, R., & Ablett, A. (1998). Transforming the rhetoric of organizational learning to the reality of the learning organization. The Learning Organization, 5(1), 24-35.
Schein, E. (2004). Organizational culture and leadership (3rd ed.). San Francisco, CA: Jossey- Boss.
Scholz, C. (1987). Corporate Culture and Strategy- The problem of strategic fit. Long Range Planning, 25(1), 3-16.
Siehl, C., & Martin, J. (1990). Organizational culture: A key to financial performance? In B. Schneider, Organizational Climate and Culture. New YorkNY: Jossey-Bass.
Slocum (2009) Cultural theory and popular culture: An introduction (4 ed.). New York NY: Prentice Hall.
Van den Berg, P. T., & Wilderom, C. P. (2004). Defining, measuring and comparing organizational cultures. Applied Psychology: An International Review, 53(1), 570-582.
