Organizational Culture and Employee Performance in Selected Local Governments in Western Uganda

ABSTRACT This study investigated Organizational culture and employee performance in selected local Governments in Western Uganda. The researcher was motivated by the dominant culture in organizations in Uganda that culture depends on the environment in which the company operates, organization’s objectives, the belief system of the employees and the company’s management style. The 2012 abstract report indicated that Isingiro, Ibanda was among the worst performing districts in Western Uganda with Mbarara district even refunding some of the money given to them for development. For these reasons the researcher was prompted to find out what could be the cause of poor performances in these local governments. The study was guided by the following research objectives: To investigate the organizational culture and employee performance in selected local governments in western Uganda and to examine the relationship between organizational culture and employee performance in selected local governments in western Uganda. The study employed de~ criptive correlation design; using a sample size of 145 respondents, where the majority were aged 32 and had worked with the local governments for 4 years. Majority of the respondents were male and the respondent’s education level was bachelors’ degree. Data was collected using both a researcher devised questionnaire with 5-likert scale for measuring employee performance and Trompenaars’ model for organizational culture as well as interviews. Descriptive statistics like means, frequencies and Pearson correlation coefficient alongside regression analysis were employed to analyze the data. The findings revealed that the organizational culture in local governments is more of universalism, individualism, specific, neutral, sequential, internal direction and achievement. The researcher concluded organizational culture is satisfactory. With reference to the levels of employee performance, results indicated that it was very satisfactory (mean~4.292; mode~4). While some independent constructs revealed no significant correlation with the dependent variable, findings revealed that individualism (beta0.017; t2.422), sequential (beta=0.011; t=2.825) and achievement (beta0. 1 53 ;t3.286)organizational cultures positively influence employee performance. There was no significant in±luence between the organizational culture and employee performance. The study concluded that the independent constructs contribute 11.7% variations in the employee performance while organization as a whole is very minimal with R2=0.0 14. It was recommended that the local governments or any other organization ought to emphasize specific issues as it may seem relevant.

TABLE OF CONTENTS

APPROVAL

DECLARATION .

iii

DEDICATION iv

ACKNOWLEDGEMENT

ABSTRACT

LIST OF TABLES

LIST OF FIGURES

CHAPTER ONE 1

.1 Background of the study 1

• I. I Historical Perspective 1

I .1 .2 Theoretical Perspective 2

.1 .3 Conceptual Perspective 4

.1 .4 Contextual Perspective 5

1 .2 Statement of the Problem 6

1.3 Purpose of the Study 6

1 .4 Research Objectives 7

1 .5 Research Questions 7

1.6 I-Iypothesis 7

1 .7 Scope of the study 7

1.8 Significance of the study 8

CHAPTERTWO 9

LITERATURE REVIEW 9

2.1 Theoretical Review 9

2.2.2 Working model 13

2.3 Organizational Culture and Employee Performance 14

2.3.1 Organizational Culture 14

2.3.1.1 Universalism Versus Particularism (Rules Versus Relationships) 16

2.3.1.2 Individualism Versus Communitarianism 17

2.3.1.3 Specific Vs Diffuse 18

2.3.1.4 Neutral Versus Emotions (the degree and range of feelings expression) 19

2.3.1.5 Sequential Time Vs synchronous Time (How People Manage Time) 19

2.3.1.6 Internal Direction Versus Outer Direction (How People Relate to Their Environment) 20

2.3.1.7 Achievement versus Ascription 20

2.3.2 Employee Performance 21

2.3.2.1 Quality 22

2.3.2.2 Adaptability 22

2.3.2.3 Decision making 24

2.3.2.4 Planning 25

2.3.2.5 Punctuality 25

2.3.2.6 Team work 26

2.3.2.7 Rewards 26

2.3.2.8 Training 27

2.4 Related Studies 27

2.5 Summary of gaps identified 29

CHAPTER THREE 30

METHODOLOGY 30

3. 1 Research Design 30

3.2 Research Population 30

3.3 Sample Size 30

3.4 Sampling Procedure 31

3.5 Research Instrument 32

3.6 Measurement of variables 32

3.8 Data Gathering procedure 34

3.9 Data Analysis 34

3.10 Ethical Considerations 35

CHAPTER FOUR 36

DATA ANALYSIS, PRESENTATION AND INTERPRETATION 36

4.1 Background characteristics of the respondents 36

4.2 Descriptive statistics on the organizational culture 41

4.2B Descriptive statistics on the employee performance 44

4.3.1 Pearson’s Correlations 49

4.3.1 The relationship between the aspects of organizational culture and employee performance in

selected local governments in western Uganda 50

4.3.2 The relationship between organizational culture and employee performance in selected local

governments in western Uganda 53

CHAPTER FIVE 56

CONCLUSION AND RECOMMENDATIONS 56

5.1 Discussion of Findings 56

5. 1 .1 The organizational culture and employee performance 56

5. 1 .2 The relationship between organizational culture and employee performance 56

5.2 Conclusion 57

5.3 Recommendations 58

5.4 Areas for further studies 59

5.7 Limitations of the Study 59

References 61

APPENDIX IA 68

APPENDIX I B: TRANSMITTAL LETTER FOR THE RESPONDENTS 68

APPENDIX 11: CLEARANCE FROM ETHICS COMMITTEE 69

APPENDIX Ill: INFORMED CONSENT 70

APPENDIX IV A: RESEARCH INSTRUMENT 71

APPENDIX IV B: RESEARCH INSTRUMENT 71

APPENDIX IVB: QUESTIONNAIRE TO INVESTIGATEORGANJZATJQNAL CULTURE IN THE

SELECTED LOCAL GOVERNMENTS IN WESTERN UGANDA 72

APPENDIX IV C: QUESTIONNAIRE TO INVESTIGATEEMpLOyEE PERFORMANCE 74

APPENDIX IV D: INTERVIEW GUIDE 76

APPENDIX V: PROPOSED BUDGET 77

APPENDIX VI: TIME FRAME FOR RESEARCH PROJECT 78