Culture change and organisational performance at ghana revenue authority

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.