Organizational Culture As A Predictor Of Organizational Outcomes

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Organizational Culture As A Predictor Of Organizational Outcomes


The study critically investigated the relationship between organizational culture and organizational outcomes. To achieve the objective of the study, descriptive research technique was adopted. A total number of one hundred and (105) copies of questionnaire were administered to respondents drawn from Guaranty Trust Bank Nigeria PLC, while ninety nine (99) copies where properly filled and returned for the analysis. Data analysis was undertaken at five percent 0.05 (5%) level of significance. Frequency count, simple percentage and inferential statistics of Spearman’s Rank Correlations test was used with the aid of the Statistical Package for Social Sciences (SPSS 20.0) for the data analysis in order to determine the relationship between the dependent and independent variables in each stated hypothesis. Two (2) hypotheses were tested and the entire alternative hypotheses were accepted; as the result showed that organizational culture is positively related to organizational outcomes. The study recommended that organizations with strong cultures should give room for little flexibility in order to accommodate changes that may occur to meet up with environmental changes and technological advancements.

Chapter One


1.1 Background To The Study:

The role of organizational culture in defining organizational outcomes is all touching, and as such cannot be overemphasized. There has been growing concerns over the ways many organizations have chosen to do business in the recent past. The organization culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic organization.

Now, it is interesting to know that organizational culture doesn’t come from the sky. Leadership in organizations starts the culture formation process by imposing their assumptions and expectations on their followers. In corollary with this Schein (2004) states that As organizations stabilizes because of success in accomplishing its primary tasks, the leader’s assumptions become shared and embedding those assumptions can then be thought of more as a process of socializing new members. Organizational leaders achieve success by being consistent, in sending clear signals about their priorities, values and beliefs. Once culture is established and accepted, they become a strong leadership tool to communicate the leader’s beliefs and values to organizational members, and especially new comers.

Recent literature proved that management of human resource in company has become an increasingly important for firm performance and business vision achievement. Employees are considered as valuable assets to an organization, which require effective management of these employees in the organisations (Yilmaz, 2008).

The concept of Organizational Culture has been described as patterns of shared values and beliefs over time which produces behavioral norms that are adopted in solving problems (Owens 1987; Schein, 1990). Organizational Culture is manifested in beliefs and assumptions, values, attitudes and behaviors of its members since it shapes organizational procedures, unifies organizational capabilities into a cohesive whole, provides solutions to the problems faced by the organization, and, thereby, hindering or facilitating the organization’s achievement of its goals (Yilmaz, 2008).

Therefore, the undertaking of the research work will assess whether Organizational Culture as a Predictor of Organizational Outcomes with a special reference to GTBank Nig. PLC.

1.2 Statement Of Problem:

Maintaining an organizational culture could be challenging considering the diverse socio-cultural background of the workers that constitute an organization workforce in Nigeria. Their differences can interfere with the maintenance of corporate culture and values, when such values conflict with their personal values. This study will therefore attempt to investigate the relationship between organizational culture and employee’s performance.

A lot of research in organizational management has focused on developed countries; 95 percent and whereas only 5 percent of the studies testing organizational theories are found to be done in developing countries (Farashahi et al., 2005) inspite of the highly dynamic environment. A number of scholars have questioned the applicability of western management practices in developing countries and since long time it has also been recognized that culture is a main source of difference in performance management practices (Daniels et al., 2004; Piercy et al., 2004). Many researchers (e.g., Denison, Haaland, & Goelzer in Yilmaz, 2008) have called to investigate the phenomenon of organizational culture in different cultural context particularly in nonwestern nations with Nigeria inclusive. Hence, the need to investigate the effect of organizational culture on the Nigerian business front is timely and should be considered as filling the gap on literature and studies that address this pertinent issue or relationship.

1.3 Objectives Of The Study:

The major objective of this study is to determine whether organizational culture is a predictor of organizational outcomes.

While other specific objectives are as follow :

  1. To examine the impact of organisational culture on business performance.
  2. To investigate the effect of corporate value on firms’ profitability.
  3. To assess the relationship between corporate culture and employees’ productivity.
  4. Examine the contribution of corporate philosophy on market share.

1.4 Research Questions:

In other to achieve the objectives of this research study, the study will attempt to provide answers to the following research questions.

  1. What is the effect of organisational culture on employees’ performance?
  2. To what extent does corporate culture affect profitability?
  3. What are the effects of corporate value on employees’ productivity?
  4. Does organisational philosophy have any effect on sales?

1.5 Research Hypotheses:

In the course of the study the following hypotheses will be tested at 0.05 level of significance. The alternative hypotheses are represented by “H1” while the null hypotheses by “Ho”.

Hypotheses one:
  • Ho: There is no significant relationship between organisational culture and employees’ performance.
  • H1: There is a significant relationship between organisational culture and employees’ performance.
Hypotheses two:
  • Ho: The existence of a strong corporate value have no significant effect on business profitability.
  • H1: The existence of a strong corporate value have significant effect on business profitability.
Hypotheses three:
  • Ho: Corporate philosophy does not influence employees’ productivity.
  • H1­: Corporate philosophy influences employees’ productivity.

Organizational Culture As A Predictor Of Organizational Outcomes

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Organizational Culture As A Predictor Of Organizational Outcomes


This research material “Organizational Culture As A Predictor Of Organizational Outcomes” is for research purposes and should be used as a guide in developing your research project / seminar work. For no reason should you copy word for word (verbatim) as will not be liable for any who copied the material.

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How to defend your research work

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1. Prepare For Questions:

If you are preparing for questions that may be asked during your defense, then your answers will flow smoothly and effectively. This will prove your knowledge on the subject e.g “Organizational Culture As A Predictor Of Organizational Outcomes“, and strengthening your argument. Ask friends and family, read your work for them to listen to your presentation, and write down questions. You may be lucky the panel will ask you those you have already prepared on.

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Summarizing your chapters will help keep your audience focused because it is easy for a mind to drift, so providing summaries will ensure your panel will follow along, even if they lose focus for a brief moment. Visual aides, such as graphs and power-point presentations can be very helpful. If you are going to use these, make sure you will practice your presentation with them.

3. Be Confident in Your Research Work:

Not knowing your topic “Organizational Culture As A Predictor Of Organizational Outcomes” inside out will cause you to struggle and ultimately fail with your defense. You need to know the subject from every angle to ensure you are fully prepared for any question that may come your way.

4. Conclusion:

Reinforce your findings to conclude your defense. The finale of your presentation should focus on proving the work that has been done. You may need to recap on what has changed and remained unchanged, if is necessary.

5 . Listen:

Before you get defensive or recite a particular answer, make sure you truly understand the question being asked. Being a good listener is an important quality, because providing an inaccurate or off-topic answer will also weaken the validity of your paper.

Frequently Asked Questions

Does organizational culture influence other organizational influences?

Organizational culture conveys shared beliefs about how employees should behave. HPWPs develop human resources by incentivizing employees to develop their knowledge, skills, and abilities. Our first objective was to determine whether organizational culture interrelated with these other organizational influences in predictable and thematic ways.

What are the organizational influences on behavior?

Research indicates that employees’ behavior is influenced by multiple organizational influences: strategy, structure, leadership, culture, and high performance work practices (HPWPs). Each of these organizational influences has a different purpose. Strategy directs employees’ efforts to specific goals.

How do policies and procedures affect organizational culture?

Overall, cultures that set up policies and procedures to achieve consistency and uniformity (in employee behaviors and/or outcomes) are more likely to have a rigid flow of information and focus less on developing employees’ abilities and competencies.

What are the attributes of organizational culture?

Organizational culture includes an organization’s expectations, experiences, philosophy, as well as the values that guide member behavior, and is expressed in member self-image, inner workings, interactions with the outside world, and future expectations. Culture is based on shared attitudes, beliefs, customs, and written and unwritten rules …

How does organizational culture impact employees?

…organizational culture affects employee’s productivity, performance, commitment, self-confidence, and ethical behavior. While there has been a lot of research on the impact of organizational culture on performance, there has been little research on the effects of culture on employee behavior and attitude.

What are the factors affecting organizational behavior?

Factors Affecting Organizational Behavior. If you said the former, your company probably demonstrates proper organizational behavior. Behavioral factors influence how people act or perform within an organization. Whether you love, hate or are indifferent to your organization hinges on the place’s people, structure, technology and environment.

What are the four organizational influences on stress?

Four organization influences on stress can be identified: (1) occupational differences, (2) role ambiguity, (3) role conflict, and (4) role overload or underutilization.

Does your company demonstrate proper organizational behavior?

If you said the former, your company probably demonstrates proper organizational behavior. Behavioral factors influence how people act or perform within an organization. Whether you love, hate or are indifferent to your organization hinges on the place’s people, structure, technology and environment.

What is the relationship between individual employees and organizational behavior?

The interactions between individual employees is, in fact, one of the main areas of study within the field of organizational behavior. Various personal characteristics that may influence organizational behavior include the education level of employees, their backgrounds, abilities and beliefs. 

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