Abstract:
The study assessed the effects of organizational culture on employee
performance. A mixed research design was utilized. Employees of two media
educational institutions were the study's target population. The study was
guided by the organizational culture paradigm by Denison (1990). A total of
151 employees were chosen, where purposive and stratified random sampling
techniques were employed. Data was analyzed using means, standard
deviations, and regression analyses. It was discovered that, a negative
association between rewards and compensation culture and employee
performance existed. In addition, a positive but statistically insignificant
relationship between training and development culture and employee
performance was established. Also, the study discovered a positive and
statistically significant association between leadership culture and the
performance of employees. Finally, a positive and statistically significant link
between conflict management culture and employee performance. Employee
performance and training and development culture were shown to have
positive and statistically insignificant link. It is recommended that managers
and employees should get training on certain key productivity concepts of
training and development culture. Employee performance also have negative
link with reward and compensation culture. Despite the fact that reward and
compensation are important in the short to medium term, institutions should be
cautious of the types and forms of incentives and compensation packages they
offer their staff. That is, motivation and financial incentives alone are
insufficient; acknowledgment and opportunity for attaining distinct individual
goals and desires must also be provided.
