Abstract:
This study examined the impact of organizational culture on organizational
performance at CAL Bank. Specifically, the study sought to find out the kinds
of organizational culture practiced in CAL Bank, assess how Cal bank
determine its performance indicators and finally examine the effects of CAL
bank's culture on its performance. This study employed the case study design.
The dependent variable in this study was organizational performance whilst
that of the independent variable was the organizational culture. Five-point
Likert-scale closed-ended questionnaires were used to gather the requisite
quantitative data for the study. In all, 100 respondents were involved in this
study. The data gathered from respondents were analysed with statistical tools
such as means and standard deviations as well as correlation and multiple
regression. The study discovered that the major kinds of organizational culture
practiced in CAL Bank were Clan and Market culture. With regard to
performance indicators at CAL Bank, the study established that employees
observed acceptable personal habits while at work, guided by the
organizations’ overall strategic plan in carrying out their work, employees
completed work assigned to them as per the desired standards, and employees
committed maximum efforts to their work. Lastly, the study found that there
was a statistically significant positive relationship between organizational
culture and organizational performance (r=0. 437; p<0.003) at CAL Bank.
Based on the findings, the study concluded that organizational culture has the
potential to influence the organization’s performance either negatively or
positively. The study therefore recommends banks to adopt the right kind of
culture that can enhance corporate performance in a positive way.
