Abstract:
This study aimed at assessing the culture change and organisational
performance using the Ghana Revenue Authority (GRA) as its case
study. The researcher adopted a qualitative research design where
structured questionnaire was designed for the data collection. The study
sampled one hundred and fifty (150) officials of Ghana Revenue
Authority in the Greater Accra region. Structured questionnaires were
designed and administered to the sampled officials. The statistical
software programmes used to analyse the data included Microsoft Excel
and SPSS (Statistical Product and Service Solutions, formally Statistical
Package for the Social Sciences. The study has revealed that the
organisational culture at GRA is more of collectivism where both
management and subordinates have a cordial relationship towards
contribution to the growth of the new integrated organisation. It has been
established that as a result of the integration, revenue mobilization at
GRA through the adoption of a work culture where all the erstwhile
agencies’ cultures are managed holistically. However, some cultural
challenges encountered as a result of the integration is the evaporation of
valuable operations whilst benefits programs create unpleasant feeling
among workers which reduces productivity among workers and thus the
organisation as a whole. The study recommends that training and
workshops must be organized for all workers to educate them on the new
strategies or procedures governing the organisation’s culture.
