Impact of organizational culture on organizational performance at CAL Bank, Takoradi branch

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.