Influence of Work Culture on Organizational Performance in Rwanda: A Case of Economic Policy Research Network
DOI:
https://doi.org/10.53819/81018102t3080Abstract
Work culture has long been regarded as a significant component of a wide range of organizational processes, personnel, and performance. It has also served as a vital connection to bind diverse corporate cultures in the corporate group structure. This descriptive assessed the influence of work culture on organizational performance, data collected were cross-sectional. The total population was 302 and the sample size was 177 calculated using Yamane formula. Both stratified and purposive sampling techniques were employed. Statistical Package for Social Science (SPSS) was used to analyze quantitative data while qualitative data were analyzed using content analysis. With respect to the specific objective of the study, after collecting data, cleaning, and interpreting, the findings indicated that regarding to the influence of ethics-driven work culture on organizational performance. The majority 115 out of 177 or 65% concurred that having certain values as a work-driven culture in an organization influences organizational performance. Respondents supported the findings by saying organizations with values that become a work-driven culture motivate their employees to always take the right decisions. Likewise, 77 out of 177 and represented by 43.5% asserted that setting norms in an organization influences organizational performance. Regarding to the influence of technology-driven work culture on organizational performance. The findings showed about 117 (66.1%), and 113 (63.8%) respectively strongly agreed that automating organizational services and fostering organizational services online significantly contribute to organizational performance. Concerning to the influence of M&E on organizational performance, 53.7% strongly agree that acknowledging the feedback of organization stakeholders influences organizational performance. Above all, the findings demonstrated that a combination of ethics-driven work culture, technology-driven work culture, and M&E-driven work culture contributes up to 72% to organizational performance. Moreover, correlation analysis showed that there is positive relationship between ethics, technology, and M&E-driven work culture with organizational performance. However, technology-driven work culture and M&E-driven work culture are more highly correlated with organizational performance than ethics-driven work culture. The study recommended that ethics-driven work culture, technology-driven work culture, and M&E-driven work culture should be enhanced in organizations since it’s a key factors with regard to performance.
Keywords: Work Culture, Organizational Performance, Economic Policy Research Network Rwanda.
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