Impact of Organizational Culture On Organizational Performance (A Case Study of Federal Polytechic Offa, Kwara State)

IMPACT OF ORGANIZATIONAL CULTURE ON
ORGANIZATIONAL PERFORMANCE
(A CASE STUDY OF FEDERAL POLYTECHIC OFFA, KWARA
STATE)
BY
HASSAN TAIWO YUSUF

BA/HND/F18/4945
BEING A PROJECT SUBMITTED TO

THE DEPARTMENT OF BUSINESS ADMINISTRATION,
SCHOOL OF BUSINESS AND MANAGEMENT STUDIES
(SBMS), FEDERAL POLYTECHNIC, OFFA
KWARA STATE
IN PARTIAL FULFILMENT OF THE REQUIREMENTS

FOR THE AWARD OF HIGHER NATIONAL DIPLOMA
(HND)
IN BUSINESS ADMINISTRATION
DECEMBER , 2020
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CERTIFICATION
This is to certify that this project has been read and approved as meeting one of the
requirements, for the award of Higher National Diploma (HND) in Business Administration,
in the School of Business and Management Studies, Federal Polytechnic Offa, Kwara State.
___________________ ___________________
PROJECT SUPERVISOR Date
MR. T.A USMAN
___________________ ___________________
MRS. B. A. AJIBADE Date
(HOD)
___________________ ___________________
EXTERNAL EXAMINAL Date
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DEDICATION
This research work is dedicated to Almighty God, the beginning and the end of everything
who make this research work out successfully. Also to my parent MR.& MRS HASSAN
who contributed immesely to the succes of my education. May Almiighty God reward her
abundantly (Amen.)
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ACKNOWLEDGEMENT
My sincere gratitude goes to the Almighty God, the pillar of the life, who has been
there for me throughout my programme to him alone be all glory.
I want to appreciate the effort of my supervisor, in person of MR.T.A USMAN for

his encouragement and motivation as regard the writing of this project, thank you and God
bless you sir.
I am grateful to my able and irreplaceable Head of Department of Business

Adminitration MRS B.A AJIBADE and to all my lecture for there initial encouragement and
friendly assitance in bringing me up to academic lime light.
It is also good to give honor to whom is due. My gratitude goes to my Parent, my late
father Mr. Gbadamosi Hassan and my mother Mrs. Hassan Mujidat for there financial
support and word of encouragement towards my educational pursuit, almighty God will be
with you and give you long life, you shall surely eat the fruit of your labour in the name
Almighty God. I love you mummy.
Am very glad to say thanks to my blood, like Mrs.Lukaman Kehinde, Mr.

Razak Kolawole, Mr Sodiq Tunde, and Mr. Abdullahi Hassan, Hassan Waliyat, Hassan
Ridwan, Mr Sikiru Olayiwola. thank you all for blood love over me, God bless you all.
If I ever remember the name offa shall always remember my best friend in school
like. Moses, Jummy,Awwau,,zainab basira, timoth.
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ABSTRACT
This research work, impact of organizational culture on organizational performance with a
particular reference to a reputable institution and lecturing organization, federal polytechnic
Offa, kwara state. The objectives of this study are to: determine the impact of norms on
organizational performance. To examine the impact of beliefs on organizational
performance. To evaluate the impact of values on organizational performance. To identify
the impact of team work on organizational performance. The population of this study
comprises 787 management and staff of federal polytechnic Offa, kwara state of which 96
were randomly selected. The data used was collected through the use of questionnaires while
chi-square (X2) method was used to analyses the data. The findings of this research work
shows that Norms have a great impact on the performance of an organization. Also,
provision of incentives motivates employees to increase organizational performance. The
recommendations for this study are: that management of federal polytechnic Offa, kwara
state should give adequate incentives to the employees to induce them to increase their
performances. There should also be a spirit of teamwork. Both the management and staff
should work hand in hand in order to achieve the stated result.
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CHAPTER ONE
1.1 Background to the Study
The existence of a business organization is to achieve goals and objectives. The goals
and objectives business organizations set to achieve determine how they managers allocate
tasks to employees. The allocated job are usually grouped into departments, nelson & Quick
Opine, that department in organizations can be categorized into various units such as
manufacturing, sales, marketing, advertising, and so on . They added that departments are
connected to shape the organizational structure. Quangyen &Yezhuang argued that structure
of an organization gives it the shape to carry out its purpose in the business environment.
‘Nelson & Quick posit that the organizations structure is meaningless unless
supported by appropriate system and a well-conceived culture. “Martinelli”, argued that the
type of organizational structure adopted by a firm will depend on the nature of the particular
organization in question. In addition, the form which the organizational structure takes may
be represented periodically by an organizational chart based on the significance of the
organization structure the study investigated more on the impact of organizational.
One pervasive feature that distinguishes contemporary life in the ancient times is the
domination by large formal and complex organization. Modern man is everywhere in
organization, lives in organization which makes these organizations to become inevitable
feature of life.
An organization is defined according to Afolabi (2006) as a group of people (large or small)
who collaborate in a structural and relatively permanent way in order to deliver one or more
goals which they shared in common and which they could not achieve by acting on their
own.
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An organization is a set up basically structured for carrying out a particular objective. For an
organization to achieve these goals, it has to put money things in order. One of these is to
adopt a culture in its system which is other rise known as “organizational culture”.
Under this concept, known as organizational concept, an organization develops and
implements a standard of behavior or code of conducts in its system. This code of conducts
will define how the employee will relate with each other on duty, the relationship between
management and employees, the salary scale for every level. It also defines the minimum
entry qualification for new incoming employee. The organizations culture is usually written
in a organizations manual or handbook which is usually given to every employee at the
beginning of their appointment.
This will enable all the management and employees of the organization to know the do’s and
don’ts of the organization and the appropriate punishment for each offence. Also, it gives the
organization a sound public image which increases it profit on the long run. This is because
the organization will deal with its customers ethically since there is a code of conducts
guiding its operations.
Finally, all the employees would have known the managerial style being practiced in the
organization. This will allow every employee to know how to interact with his or her
immediate boss.
1.2 STATEMENT OF THE PROBLEM.

Blunt (2013), George and Jones (2015) argued that all organizations everywhere function
within a specific culture and it is becoming widely recognized in contemporary discussions
of organizational performance that managers and other organizational practitioners have to
develop and understand their cultural settings if their organizations are to perform
impactively.
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Despite the fact that Federal Polytechnic Offa, Kwara State implements a strategic
organizational culture, the institution is still devilled by a lot of management problems which
have their root in the culture of the environment.
This problem usually happened in the recruitment exercise where a customer of the
organization would want his/her relations to be given appointment in the organization. The
management who is also the relatives have no choice than to offer him/ her the job. This
unjust and can impede the progress towards achieving high performance.
Another problem is delay of salary of the workers of the institution by the government, this
can have an impact on the and performance of the workers.
Another problem is when ASUP embark on strike, this can have an impact on the culture and
performance of the institution.
Finally, another problem is environmental challenges or crisis among two communities that
may be disastrous; this can have an impact on the performance of the institution
1.3 RESEARCH QUESTIONS
In order to arrive at precise answers to the impact of organizational culture on
organizational performance, the following research questions shall be formulated
i. Is there any significant relationship between Norms and organizational performance
in federal polytechnic Offa?
ii. Does Beliefs have any impact on organizational performance in federal polytechnic
Offa?
iii. Does value have any impact on organizational performance in federal polytechnic
Offa?
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iv. Is there any significant relationship between employee’s orientation and
organizational performance in federal polytechnic Offa?
v. Does teamwork have any influence on the organizational performance in federal
polytechnic Offa
1.4 OBJECTIVES OF THE STUDY

i. To determine the impact of norms on organizational performance in federal
polytechnic Offa
ii. To examine the impact of beliefs on organization performance in federal
polytechnic Offa
iii. To evaluate the impact of values on organizational performance in federal
polytechnic Offa.
iv. To identify the impact of team work on organizational performance in federal
polytechnic Offa.
v. To investigate the impact of employees’ orientation on organizational
performance in federal polytechnic Offa
1.5 STATEMENT OF HYPOTHESES

The following formulated hypotheses would be tested to help provide answer to the research
questions.
i. There is no significant relationship between norms and organizational performance in
federal polytechnic Offa
ii. Belief does not have any impact on organizational performance in federal polytechnic
Offa.
iii. Values does not have any impact on organizational performance in federal
polytechnic Offa
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iv. There is no significant relationship between employees’ orientation and
organizational performance in federal polytechnic Offa
v. Team work does not have any impact on organizational performance in federal
polytechnic Offa.
1.6 SIGNIFICANCE OF THE STUDY

One of the significance contributions which management of an organization can add to other
activities to tackle some problems within an organization and to prevent other problems from
arising is to come up with a culture which specifies the standard of behaviour in an
organization. One way of doing this is to examine how this culture affects impactive
performance of an organization.
The logical questions that may be asked is “to what extent does culture determine
organizational performance?” and again “what other variables interact between culture and
organizational performance?” The significance to this study is anchored in the answers to
those and to other related questions.
To begin with, Aldrich and Mansdeen (2006), Hofstede (2007), Tayeb (2007) and Zakaria
(2008) among others have argued that organization do not exist in a vacuum but with specific
culture. Those scholars and researchers have however argued that most of these researches
into organization neglects and fails to investigate the importance of the relationship between
organization culture and organization performance.
However, this study will reflect the importance of organization culture on the performance of
an organization.
Finally, this study will serve for future reference for research students and many other people
who will be interested in this topic.
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1.7 SCOPE OF THE STUDY
The scope of this research work covers federal polytechnic Offa which is one of the best
polytechnic with standard of moral and academic performance in Nigeria. The research
intends to study the impact of organizational culture on organizational performance with a
particular reference of an institution (federal polytechnic Offa, kwara state), which the main
campus is located along Ilorin road Offa, and PS is located along Ojoku road Offa, kwara
state Nigeria
The entire premise on which the study is based is that organizational performance would be
greatly depended on organizational culture. It also covers how organizational cultures are
measured, the types of organization culture, organizational performance, types of
performance, and how organizational culture and organizational performance are interrelated.
1.8 DEFINITION OF TERMS
 Culture: This is the total way of life of a particular society, an organization or any
social group. Culture differs from one group to another.
 Organization: An organization exists when two or more people agree to collaborate
over a period of time in order to achieve certain goals. It consists of a group of people
who collaborate in a structural and relatively permanent way in order to achieve one
or more goals.
 Organizational Culture: This is the stipulated rules, procedures, and practices laid
down by an organization. It is the code of conducts which everybody in the
organization must abide with.
 Hypothesis: This is a tentative statement or proposition that specifies a particular
relationship between two or more variables.
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 Research: This is the process of arriving at dependable solution to problems through
planned and systematic collections, analysis, and interpretation of data.
 Social: Culture does not exist in isolation, neither is it an individual phenomenon; it is
a product of society. It originates and developed through social interactions.
 Dynamics and Adaptive: Though, culture is relatively stable, it is not altogether
static. It is subject to slow but constant change. Change and growth are latent in
culture.
 Population: This is the total number of conceivable elements, subject and
observations that are of primary interest to a researcher.
 Sample: This is the part of the population under study selected by some processes for
the purpose of statistical analysis.
 Performance: This is the execution of accomplishment of work, tasks, or goals to a
certain level of desired satisfaction.
1.9 HISTORICAL BACKGROUND OF FEDERAL POLYTECHNIC OFFA,
KWARA STATE
The federal polytechnic Offa, came into existence in 1992. A presidential
pronouncement for its establishment was made at the palace of His Royal Highness, Olafa of
Offa, Oba Mustapha Olawoore Olanipekun Ariwajowe11, by the then military president,
Ibrahim Babangida during a state visit in 1991.
Consequently a local task force was then constituted by His Royal Highness, the
Olofa, under the chairman of Alhaji Tiamiyu Olatinwo with six (6) other eminent indigence
of offa and chief Ayotunde Raji as secretary.
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This local task force prepared the ground for easy take off of the polytechnic. It identified the
premises of Olalomi comprehensive high school as a suitable temporary site and lease with
identified landlords, whose properties could be used by staff and students
The pioneer Rector of the polytechnic, Engr (Miss) Taiwo Adeife Oseekhan, administered
both administrative and academic matters in the polytechnic from February 1992 to year
2000, under the supervision of a federal ministry of education. The task force was
responsible for working major policy decision affecting the polytechnic and performing the
functions of the governing council, she handed over to the immediate past Rector, Dr Razaq
Bello from whom the past Rector, Dr mufftau Olatinwo, took over to pilot the affairs of the
polytechnic since 2006 as Ag. Rector, and later as the thirds substantive Rector in 2008
In February the year (2017) Dr. Lateef Ademola Olatunji took over the mantle as the new
elected Rector.
The first governing councils of the polytechnic was inaugurated alongside council of other
tertiary institution in year 2000, the second in 2005 while the third and the current council
headed by senator Engr. Onyeka Okoroafor was constituted in 2009.
The first batch of three hundred and sixty (360) students were admitted into the initial six
programmes viz
i. Financial studies
ii. Business studies
iii. Secretarial studies
iv. Science laboratory technology
v. Electrical/ electronic Engineering
vi. Computer science
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From this humble beginning, the polytechnic has developed to its present state with
20 courses offered at National Diploma (ND) level, and 22 courses at higher National
Diploma (HND) level and pre-ND programmes in Arts and science
The institution is proud of over 5,000 students in its cares location. Temporarily, the
polytechnic is located at the southern ends of the town along the Offa-Oshogbo way, while
its permanent site is currently being rapidly developed along Ojoku road, Offa kwara state
Organizational structure
At the apex of the organizational structure of the polytechnic is the minister of education and
visitor of the polytechnic. Next in line is the governing council headed by senator Engr-
Onyeka Okorofor followed by the Academic Board
Staff strength and students population
The federal polytechnic Offa total population of staff is 1043, in which they have the
strength 464 academics staff and 473 of non academics staff and also have the strength of
143 junior staff. In the current academics session the polytechnic has a student population of
twenty five thousand, six hundred and forty six (25,646) students’ studying at different levels
of its various programmes of study are:
SCHOOL IN THE POLYTECHNIC
i. School of applied science and technology
ii. School of business and management studies
iii. School of communication and information technology
iv. School of Engineering technology
v. School of Environmental studies
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ACHIEVEMENTS
i. The school have successfully moved some departments to permanent site (PS). In
year 2010, school of business and management studies (SBMS) was moved to the
permanent site and later other department like library and information, mass
communication, building technology, Architectural, and Estate management
ii. The school has achieved standard way of pasting result of students online rather than
the formal way of pasting it on notice board.
ORGANIZATION STRUCTURE OF THE FEDERAL POLYTECHNIC OFFA, KWARA
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CHAPTER TWO
LETERATURE REVIEW
2.0 Introduction
This chapter focused on explicit literature review of organization culture and
organization performance. The conceptual framework which the study operationlise to
achieve balance and agreement among the research questions, objectives and hypotheses was
established at the end of the relationship between organization culture and organization
performance. In 2.1.1 and 2.1.2 the concept of organizational culture and overview of
organizational performance respectively. Moreover, in 2.2 and 2.3 the theoretical framework
and empirical review were high lighted.
2.1 CONCEPTUAL FRAMEWORK

2.1.1 MEANING OF ORGANIZATIONAL CULTURE
Organizational culture is a system of shared assumptions, values, norms, beliefs and benefits
which governs how people behave in organizations. These shared values have a strong
influence on the people in the organization and dictate how they dress, act and perform their
jobs.
Needle (2017), organizational culture represents the collective values beliefs and principles
of organizational members and it is a product of such factors as history, products, market,
type of employee, management style and national culture.
Organizational culture includes the organizations vision, value, norms, system, symbols,
beliefs and habits.
Ravasi and Schutz (2017) sees organizational culture as a set of share assumptions that guide
what happens in organizations by defining appropriate behaviour for various situations.
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Organizational culture encompasses values and behaviors that contribute to the unique social
and psychological environment of an organization. Every organization develops and
maintains a unique culture which provides guidelines and boundaries for the behaviour of the
member of the organization. Every organization has it unique personally just like people do.
This unique personality of an organization is referred to as its culture. Organization culture is
also known as “corporate culture” and it shows the way organization conducts its business,
treats it customers, employees and the wider community.
It also deals with the extent to which freedom is allowed in decision making, developing new
ideas and personal expression. Organizational culture also deals with how power and
information flow through its hierarchy and how committed employees are towards collective
objectives. Organizational culture affects the organizations productivity and performance and
provide guidelines on customers care and services, products quality and safety, attendance
and punctuality, and concern for the environment.
2.1.2 TYPES OF ORGANIZATIONAL CULTURE.
According to Zakariya (2017), there are two models which companies fall into; Strong and
Weak culture. In a strong culture, employees have a sense of empowerment and
understanding of the company’s goals, regulation and philosophy. This type of culture allows
employees to be driving and feel respected which benefit the overall health of the
organization. In a weak organizational culture, employees are lost, unmotivated and operate
under a regime of fear.
However, he identified the following types of organizational culture.
Academy Culture: This organizational culture depends on employees who are highly
skilled, studious and welcome further training and advancement. This type of work place
environment thrives of intense training for employees being brought on board and ongoing
training for the employee already there. Organization that choose to follow this culture are
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very particular about who they hire, their existing skills, and their willingness to learn and
grow. This format of management in turn is rate low and the employees eager to do their jobs
to the best of their ability. Many hospitals, universities and other educational institutions rely
on this type of culture to stay up to date on the newest information and technology.
Normative Culture: Normative culture is very cut and dry, following strict regulations and
guidelines that uphold the policies of the organization. Employees rarely deviate from their
specific job role, break rule, or do anything other than what is asked of them. This type of
organization runs a tight ship and are not suited for every type of employee.
Pragmatic Culture: Here, the customer or client comes before anything or anyone else
because every customer is different. These types of workplaces are very opposite of the
normative culture environment as employee does not adhere to strict rules. Whatever the
customers want, they get it.
Process Culture: This type of office culture provides a set of regulations and procedure that
the employees follow. It is different from normative culture as the regulations are not a bullet
pointed list of do’s and don’t so much as it is an ideology that the employees adhere to.
Club Culture: This types of culture requires employees to be very skilled, competent in their
niche of work. Educational qualifications, prior work experience and even personal interest
are taken into consideration before an employee is hired.
Fortress Culture: This type of culture environment is all about the numbers. If the
organization is doing well as a result the employee’s productivity, then, the employee
continues to have a job. If the organization begins to see a down fall, in success, then, these
individuals that are not pulling their weight are terminated.
An example of a company that follows this structure are World strides and specifically their
sales department. Sales persons have a lot to do, they seek out business, secure business and
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retain business. If a sale persons cannot fulfill their quota or cannot meet the demand of the
department, then, the company with replace them in hopes of a better outcome with someone
else.
2.2 EXTENSIVE REVIEW OF ORGANIZATIONAL CULTURE
2.2.1 CHARACTERISTICS OF ORGANIZATIONAL CULTURE
According to George and Jones (2007), organizational characteristics are the attributes that
are necessary to be found in organizational cultural environmental. However, they identified
the following features of organizational culture.
Innovation (Risk Orientation): organization with culture that places a high value on
innovation encourages their employees to take risks and innovate in the performance of their
jobs.
Attention to Detail (Precision Orientation): This characteristic of organizational culture
dictates the degree to which employees are expected to be accurate in their work. A culture
that places a high value on attention to detail expects their employees to perform their work
with precision.
Emphasis on Outcome (Achievement Orientation): Organizations that focus on result, but
not on how the results are achieved, placed a high emphasis on this value of organizational
culture. A company that instructs its sales force to do whatever it takes to get sales order has
a culture that places a high value on the outcome characteristics.
Emphasis on People (Fairness Orientation): Companies that places a high value on this
characteristic of organizational culture placed a great deal of importance on how their
decisions will affect the people in their organizations. For these organizations, it is important
to treat their employees with respect and dignity.
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Team Work (Collaboration Orientation): Organizations that organize work activities
around teams instead of individuals place a high value on this characteristic of organizational
culture.
People who work for this type of organization tend to have a positive relationship with their
workers and management
Aggressiveness (Competitiveness Orientation): This characteristic of organizational
culture dictates whether group members are expected to be assertive or easy going when
dealing with companies they compete with in the market place.
Companies with an aggressive culture place a high value on competitiveness and
outperforming the competition at all cost.
Stability (Rule - Orientation): A organization whose culture place a high value on stability
are rule–orientated, predictable and bureaucratic in nature.
These types of companies typically provide consistent and predictable level of output and
operate best in non–chasing market.
This can be presented in the diagram below
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2.2.2 MEASUREMENT OF ORGANIZATIONAL CULTURE
According to Needle (2005), organizational culture refers to the collective values, norms,
beliefs, and principles of organizational members. Culture in this study refers to the share
assumptions, values, norms that guide the behaviour of people in an organization. It is
measured in terms of the attitudes, beliefs norms and value which govern the behaviour of
individuals in a given organization. The point at this study is on how this concept influences
behaviour at work and how this, in turn, influences organizational performance.
2.2.3 PROBLEMS OF ORGANIZATIONAL CULTURE:
Common Organizational Culture Problems Can Include Ambiguity
Communication and inconsistency. These can contribute to the experience of a hostel and
unpleasant workplace, which can make workers less loyal and may contribute to issues like
 Harassment, bullying and high turnover. Organization with concern about their
structure and organization can use outside consultants to get a fresh look at their
culture and may also want to consider the use of employee evaluations to get
feedback
 Personnel: This tools can help organization identify and address problems with
organizational culture
 Ambiguity is a common issues, employees may not understand what is excepted to
them, or could feel as though stated policies are in conflict with actual practices. For
example, workplace policies may state that management supports healthy work-life
balance, but the organization may only promote single people who are willing to
work long hours without complaint
Inconsistency: can be another contributor to organizational culture problems. Employee may
feel like policies are not applied evenly and fairly; management may not be penalized for
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activity employees would except to see punished, for example. Employees. Organization may
also be inconsistent across department of resentments, people in human resource, for
example, might want to know why the information technology department has better office
or always seems to be vacation.
Poor communication: is another common problem with organizational culture at
organization of all sizes. Employee may not communicate well with each other and would
feel uncomfortable about approaching supervisors with ideals, suggestions, and concerns,
from top to down, organization might not clearly articulate expectations and goals, which can
make staff members confused about what they are supposed to be doing
Poor leadership: can be another issue, Employees may have trouble following people they
do not respect, or taking order from supervisors who do not appear to know what they are
doing. If leadership is weak, inconsistent, or disreputable, it can contribute to organizational
culture problems
2.2.4 SUGGEST SOLUTION OF THE PROBLEM OF ORGANIZATIONAL
CULTURE
While hiring based on culture fit is still open to interpretation, there are some things
that can be done to guide the debate in the right direction. Here are some of our
recommendations.
 Define your culture: let’s be honest, first and foremost, organization need to have a
clear understand on what constitutes their organization culture and have a set of
defined metrics that determine whethere is not a potential hire will mesh will with the
team and the rest of the organization. Measuring a candidate against these metric vs.
leaving the hiring decision up to personal interpretation is the first step in the bright
direction
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 Determine your strategy: once the organization culture is defined and everyone
agrees on its main elements. The next logical step is to set a strategy. How open is
your organization to different styles, values, and approaches? If your employees are
expected to be available 24/7, then it will be hard for someone who is used to a strict
work-life balance to perform their duties.
 Give power to the people: After an extensive probationary period, employees get to
vote on whether or not a new hire should, come on board full-time. This type of
consensus-building process results in collective buy-in and team camaraclerie. It
attempts to prevent personal judgment and unilateral decision making by the
management. Its promotes mutual accountability and expect. Not only feel
empowered and will ultimately enjoy working with their teammates. This approach
fosters a positive attitude and attracts employees who are likely to do whatever it
takes to demonstrate how valuable they are to the employer.
 Let candidates decide on their own: using tools and questionnaires that help people
determine the own suitability for the job is also a great way to weed out those who
may not fit the organization culture. For example, Zappos, an organization that prides
itself on creating the ‘happiness culture’ bask candidates to determine how weirs they
are on a scale from 1 to 10. Southwest, on the other hand, uses scenario-simulation
exercise to estimate a candidate’s problem-solving and critical thinking abilities. The
results are monitored and reviewed by a group of experienced employees. These
tactics not only help eliminate bias in hiring decision but also provide are excellent
opportunity for candidate to understand what is expected of them and help them to
determine whether they can make it in the organization or not.
2.3 EXTENSIVE REVIEW OF ORGANIZATIONAL PERFORMANCE
2.3.1 MEANING OF ORGANIZATIONAL PERFORMANCE
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Organizational performance has been defined as the ability of an organization to fulfill its
mission through sound management. Strong governance and a persistent rededication to
achieving results.
The Oxford Dictionary defines performance as the action or process of performing a task or
function seen in term of how successfully it is performed. However, for the purpose of this
study, organization performance is how successfully an organization is after putting different
strategies into impact. Specialist in many fields is so concerned with organizational
performance including strategic planners, operations, and finance, legal and organizational
development.
In recent years, many organizations attempted to manage organizational performance using
the balance score card methodology where performance is tracked and measured in multiple
dimension such as financial performance (shareholders return), social responsibility,
corporate citizenship, community outreach.
2.3.2 TYPE OF ORGANIZATIONAL PERFORMANCE
Performance system allow the management to categorize employees into performers and
non-performers, it is primarily done to estimate the employees worth.
There are different variations of performance appraisal system.
 Behavioural Checklist: Behavioural checklist has a list of criteria that an employee
should work up to be a diligent worker the behaviour differs according to the type of
job been assessed. This method is considered favourable as the evaluation is done on
the basis of individual employee performance without comparison.
 360-Degree Appraisal: 360-degree appraisal involves feedback of the manager,
supervisor, team members and any direct reports. In this method of appraisal,
employees’ complete profile has to be collected and assessed. In addition to

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evaluating the employees work, performance and technical skills set, an appraisal
collects an in-depth feedback of the employee.
 Management by Objective (MBO): According to Afolaranmi (2015), management
by objective is a process whereby a subordinate and his superior set a mutually agreed
upon goal for the subordinate to achieve within a given period of time at the end of
which the subordinate performance is appraised. This is an objective type of
evaluation which falls under modern approach of performance appraisal. Manager
and employee agreed upon a specific and obtainable goal with a set deadline.
 Psychological: This method evaluates the employees intellects, emotional stability,
analytical skills and other psychological traits. This method makes it easy for the
manager in placing the employee in appropriate teams.
2.3.4 MEASUREMENT OF ORGANIZATIONAL PERFORMANCE
Performance is the execution or accomplishment of works, tasks or goals to a certain level of
desired satisfactions. In this study, however, organizational performance is defined in terms
of the ability of an organization to satisfy the desired expectations of three main stakeholders
comprising of owners, employees and customers.
This is measured in terms of the following parameters
 Owner satisfaction with financial return or profit from organization.
 Employees satisfaction with the conditions of work, such as wages and salaries, style
of supervision, rapid promotion and the ability of the organizational to guarantee job
securities, employee express a desire to stay with the organization. i.e. retain its
workers; and finally,
 Customers express satisfaction with the quality of the products of the organization.
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2.3.5 FACTORS THAT LEAD TO POOR PERFORMANCE AT THE
WORKPLACE.
Employees differ in their personalities and these difference influence the way react to
the external and internal pressures that exist in any organization. It is important for an
organization to identify the factors that have a crippling impact on the performance of an
employee at the workplace and make suitable correction. The following are the factors that
lead to poor performance of employees at the workplace.
 Poor leadership from the top management: A supervisor motivates his
subordinates, instills confidence, and evokes enthusiasm with regard to their work.
But if the same supervisor engages in aggressive and punitive behavior, it results in
harassment at the workplace.
 Lack of role clarity: This happen when two different workers are given incompatible
roles at the same time this lack of clarity the employees and result in conflicts
 Lack of transparency: when employee is not informed about decisions, they will
make own assumptions which can spread rumors, this can hurt the image of the
organization and destroy trust in the management.
 GOSSIP: Research has shown that office gossips creates great loss to the
organization and also affect the individual productivity of employees at work.
 Outdated Technology: To make an employee productive and efficient, it is
important to equip them with the right tools. Ignoring the potential benefit of
technology up gradation in the workplace may diminish the productivity and
performance of the employee
 Poor Selection or pairing of term members: Employee tied with a wrong partner
prove detrimental to the overall health of the organization. A lion’s share of their time
will be consumed jostling against each other without any improvement in their
26
overall performance
 Inadequate Resource: Adequate time and material resources should be available to
employees to enable them perform their work easily. This will help them perform to
the best of their ability and be proud of their achievement.
2.3.6 HOW TO IMPROVE EMPLOYEE ORGANIZATIONAL PERFORMANCE:
There is always room for improvement, especially in a organization that want to stay
visible, and maintain its competitive edge. The following will improve employee
organization performance.
 Communicate your expectations and emphasize personal accountability: No
matter what type of business you run or how many employees you have, it is essential
that every employee understands how he respective contribution towards a common
goal define the organization’s value, success and longevity. Hold regular staff
meetings to track the status of pending projects, make new assignment and encourage
brainstorming on existing or potential problems. Hold your workers accountable for
the responsibilities they assume, the choice they make and the deadlines they have
agreed to meet
 Monitor and evaluate job performance through annual or twice-yearly written
appraisal: These provide workers with the functional equivalent of a report card to
identify what they are doing well, what areas need improvement and weather training
classes would benefit an existing job or assist in the transition to a new one. Invite
employees to prepare self-evaluations, which allow them to highlight recent
achievements, disuses issues that they believe are inhibiting them from doing their
best work and request future training and development assignments. Encourage
feedback throughout the year, not just during the review period.
 Create and administer a fair and consistent system of acknowledging merit: No

27
matter what position a person holds in your organization, he wants to know that his
work is being noticed and appreciated. A successful organization culture is one that
rewards initiative, performance and dedication through bonuses, promotions, merit
certificates and perks as well as compliments and good old-fashioned thank-you.
Donald Kirkpatrick, author of ‘improving employee performance through appraisal
and coaching’’ also emphasizes the importance of monitoring and coaching as a way
to demonstrate that management is committed to helping workers achieve their
highest potential by providing them access to the best advice on how to advance their
careers.
 Lead by setting a positive example: Ways great leaders inspire results, emphasizes
that managers who engage in active listening, respect the unique talent of their staff,
instill confidence in others and know both when and how to delegate responsibilities
achieve better results than egotistical leaders who believe that there is the only ‘right’
way to get anything done. The first step in improving any organization is establishing
and enforcing the concept that there aren’t different sets of rules that govern the
activities of supervisor and subordinates. Managers must be held just as accountable
for their own mistakes and shortcoming as anyone who works for them in order to
foster a healthy and truthful workplace.
2.4.1 RELATIONSHIP BETWEEN ORGANIZATIONAL PERFORMANCE AND
ORGANIZATIONAL CULTURE.
This study was specifically carried out to examine the extent to which organizational culture
influences organizational performance. To this end, organization culture was used as the
independent variable while performance serves as the dependent variable.
According to Jones (2005), doubt about the reliability of any single indicator of organization
culture and organizational performance encourage the identification of substitutes for those
28
fund wanting or alternative measure. As it is likely what any single indicator may measure a
concept implicitly, as in the case of organizational culture and performance.
The error may be minimized by using multiple measure of each concept. In compliance with
the strategy, multiple indicators were used to assess the impact of organizational culture on
organizational performance.
Zakaria (2016) has contended that one of the relevant determinants of organizational
performance is employee behaviour. To this end, questions were asked on the factors that
determine employee’s behaviour such as the family background, beliefs and religion, value,
attitude and perception of work, commitment to work, and norms.
The result obtained from the analysis of data collected shows that workers exhibited positive
work value and attitudes, the incident of lateness to work, absenteeism, and labour turn-over
are very low. Also, the level of commitment to work is relatively high and finally, the
premium and emphasis placed on the achievement of power, wealth and prestige made the
workers made more effort at work. The result of the logistics chi-square shows that the
concern which workers show about the problem of fellow worker has a significant
relationship with organizational performance. This indicates that collectivism is significantly
related to organizational performance. The empirical evidenced in this study shows that all
the indices of organizational culture used, exhibit a correlation, positive and significant
relationship with organizational performance.
This information can be presented in the table below
29
2.4.2

c
m
f
P
e
u
C
l
o
t
z
i
n
a
g
r
O
THEORETICAL FRAMEWORK
Source: Aluko Muheedeen Ajayi (2010)
The notion that organizations may have specific cultures is found sprinkled in a vast
array of publications on strategy and business policy, on organizational behavior and theory.
Although the abuses of a solid theoretical grounding for concept of organizational culture has
been frequently laminated, little effort has been exerted to bring within the perimeter of the
management and organizational field the relevant concept found in cultural anthropology.

The purpose of this paper is therefore three-fold.
To provide a typology of schools of the thought in cultural anthropology in order to
understand the diverse and complex theories of culture advanced is this field.
To relate this different point of view to the emerging notions of organizational culture
found explicitly or implicitly in the management and organization literature.
To pull together the insights and findings derived from this enquiry in order to
propose an integrative concept of organizational culture as useful metaphor for
studying the processes of decay, adaptation and radical change in complex
organizations.
30
2.5.1 EMPIRICAL REVIEW
2.5.2. EMPIRICAL REVIEW ON CULTURE
In today‟s economy, firms are challenged to continuously offer a portfolio of innovative

products and services. Despite the key role of portfolio innovativeness for corporate
performance, firms differ in their focus on building innovation capabilities and generating
innovation outcomes (Hambrick, 2007; Hambrick and Mason, 1984). Research of the link
between organizational culture and performance had increased substantially during the past
two decades (Lim,1995). In the 1980s, there were „obsessions‟ by researchers to focus on the
Strong Theory- a search for strong shared values in organization which were supposed to
result in performance for the organization. Perters and Waterman (1982) claimed that high
performance firms could be distinguished from low performance firms because they
possessed certain cultural traits and „strong culture‟.
Similarly, Deal and Kennedy (1982) suggested that organizational performance can be
enhanced by strong shared values. Their suggestions were criticized by Carrol (1982),
Reyonds (1986), and Saffold (1988) who commented that „a simple model‟ relating
organizational culture to
2.5.3 EMPIRICAL REVIEW ON PERFORMANCE
Performance measurement has its roots in early accounting systems of how a pre-
industrial organization could maintain a good account of external transactions and stock.
Thus, before the 1980‟s, performance measurement was largely evolved within the large
industrial firms focusing on the achievement of a limited number of key financial measures
(Johnson & Kaplan, 1987). But by the early 1980‟s, as the increasing complexity of
organizations and the markets in which companies compete, it was no longer appropriate to
use financial measures as the sole criteria for assessing success (Kennerley & Neely 2002).
According to Ghalayini and Noble (1996), the literature concerning performance
measurement evolved in two phases, the first which began in the late 1880‟s and concluded
in the 1980‟s. In this phase, the emphasis was on financial measures such as profit, return on
investment, and productivity. The second phase started in the late 1980‟s as a result of
changes in the world market, specifically in the corporate environments.
31
CHAPTER THREE
METHODOLOGY
3.0 Introduction
Methodology is a programme that guides the researchers in the process of collecting,
analysis and interpretation data. It is a model of proves that allows the researchers to draw
valid conclusion concerning casual relationship among the variable under investigation.
3.1 RESEARCH DESIGN
According to Ibrahim (2012) research design is the master plan upon which a research is
based.
Research design can take several forms and there is no best research design. The type of
research design to be used in a particular research depends on the nature of the researchable
problems.
Research design can also be described as the act of identifying and explaining the techniques
and procedures of acquiring information to solve a specific problem.
However, for the purpose of this study a descriptive research design was employed because it
is the design that is appropriate for this nature of researchable problem. This will ensure that
required data are collected at a very accurate and economically rate
3.2 POPULATION OF THE STUDY
According to Aboaba, Oyerinde and Yusuf (2012), population is described as all conceivable
element, subjects or observations that are of primary interest to a study. It is the total number
of inhabitant that share common characteristics in a particular place.
However, what constitute the population in this research work is the management and staff of
Federal Polytechnic Offa, kwara state. The total population of the staff is 1043 in which they
32
have 463 Academics staff and 473 non Academics staff and 143 Junior staff
3.3 SAMPLING AND SAMPLING DESIGN
According to Aboaba, Oyerinde and Yusuf (2012), a sample is the part or portion of the
population under study choosing or selected by some process for the propose of statistical
analysis
According to Ibrahim (2012), sampling is a process used in statistical analysis in which a
predetermined number of a large number or population and the result obtained would be
generalized on others. It is also a method of studying from a few selected items instead of the
entered big number of unit, the small selected is called “population”
In this study, the researcher employed a simple random sampling technique. This is a method
of sampling in which each possible sampling combination has an equal chance of being
included in the sampling process. The researcher chooses a sample size of 100.
3.4 RESEARCH INSTRUMENT:
According to Aboaba (2012), data collection instruments are those which are used to collect
data for the purpose of testing hypotheses or answering research questions. This is an
instrument used by a researcher to carry out a research on a particular problem in order to
arrive at a conclusion. In this study, questionnaire was used to collect information from the
sampled population of (100).
According to Aboaba, Oyerinde & Yusuf (2010), a questionnaire is an instrument for
collection information or data beyond the ordinary reach of the researcher. It contains a set of
questions designed to get the model information or data for analysis where the result so reach
is used to answer questions and test the relevant hypotheses.
In this study, 100 questionnaires were distributed to the sample population of federal
33
polytechnic offa, kwara state to collect the needed information on impact of organizational
culture on the organizational performance.
3.5 VALIDITY AND RELIABILITY
Validity: According to Handy (2006) Validity is the characteristics used to describe
research which quality what is claims to measure. It is the characteristics of research
methodology which allow researcher to the be repeated by the same and even different
research but always come out with the same results, for the sake to validity of this study, the
researcher used questionnaire to collect information from the sample population and also
consulted text books and journal of previous authors.
Reliability: According to Osuola (2006) Reliabilty refers to the consistency of a
measurement; it is defined as anything that may be trusted and dependable. It is the stability,
dependability, and practicability of a measurement instruments, that is to say, reliability is
any method of data collection that is trusted to be accurate and dependable.
Nevertheless, the best techniques is the practical approach. In this research work, to establish
the reliability of the questionnaire, this is done by asking the respondents to cooperate and
complete the question with the primary choice for consistency, reliability and standardization
of the design of the questionnaire.
3.6 DATA COLLECTION PROCEDURE:
According to Aboaba (2012), data collection instruments are those which are used to collect
data for the purpose of testing hypotheses or answering research questions. This is an
instrument used by a researcher to carry out a research on a particular problem in order to
arrive at a conclusion. In this study, questionnaire was used to collect information from the
sampled population of (100).
34
According to Aboaba, Oyerinde & Yusuf (2010), a questionnaire is an instrument for
collection information or data beyond the ordinary reach of the researcher. It contains a set of
questions designed to get the model information or data for analysis where the result so reach
is used to answer questions and test the relevant hypotheses.
In this study, 100 questionnaires were distributed to the sample population of federal
polytechnic offa, kwara state, out of which 96 were filled and returned to collect the needed
information on impact of organizational culture on the organizational performance.
3.7 DATA ANALYSIS TECHNIQUES
In order to ensure the simplicity and clarity to the research work. The researcher used the
sample percentage as a statistical technique to analyze and interpret the data collected.
However, the reason for the use of this kind of techniques was as a result of the types of
questionnaire used that called for complex questions.
For the purpose of simplicity and clarity of the research work, each question will be analyzed
in statistical form, the analytical procedure deal with the population of statistical formula.
These formulas are as follows:
Mean: This is a measure of central tendency and it is obtained by adding the
scores of all subjects together and divide it by the number of subject.
Formula X=
∑ fx
n
Where X = Mean
f = frequency
x = value
Σ = Summation
Standard Deviation: This tells as how widely the score in distribution are spread out and the
mean of the score.
35
Formula δ =√ X −X ∨
√ X −X
n
where δ = Standard Deviation
n = number of sample
X = mean of X
In calculating the population standard deviation form, from a given sample, the denominator
in above formula is replaced by (n-1) and (f-1).
Formula Z=
√ ( X− X )2
n−1
Where Z = Statistical Score

X = Population Mean
X = Sample Mean
n = sample size
The hypotheses would be tested under the level of confidence of 95% and significant level of
5%.
36
CHAPTER FOUR
DATA PRESENTATION, INTERPRETATION AND ANALYSIS
4.0 Introduction
This chapter amid to present the data collected making appropriate interpretation of
the analysis with view to ensure that the research objective are achieved. This analysis of the
data in this chapter is detail of data collected through the use of questionnaire.
Research investigation are not computed until the finding has been made available to
the people concerned with them for the purpose of the study, a total of 100 questionnaire
were administered, and only 96 were filled and returned.
The 96 questionnaire collected serve as basis of statistical analysis to be used in
carrying out testing of hypothesis depends on raw data collected for the purpose of this study
the chi-sqaure and sample percentage method will be used
4.1 PARTICIPATION OR RESPONSE RATE
For the purpose of this study, respondents refer to the people that completed the
questionnaires and at the same time, return such questionnaires. The question were processed
normally and data were reported inform of tables which show responses in percentages (%).
The questions were divided into three parts (section A, B and C). Section A deals with
personal information about that respondents while section B and C deals with the subject
matter, that is, purpose of the questionnaires. The question were show processed normally
and data were reported inform of table which show responses in percentage%
Table 4.1.1: Gender Distribution of Respondents
Alternatives Respondents Percentages (%)

Male 72 75
Female 24 25
Total 96 100
Source: Field Survey, 2020
37
It c can be seen from the above figure 4.1.1 that 72 respondents representing 75% are male.
while 24 respondents representing 25% are female.
This shows that there are more male respondents than their female counterpart in the
organization.
Table 4.1.2 Age Distribution of Respondents
Less than 30years 5 5.20
35-40years 16 16.67
41-45years 15 15.62
46-50years 40 41.67
51years and above 20 20.84
Total 96 100
Figure 4.1.2 reveals that 5 respondents representing 5.2% are less than 30 years, 16
respondents representing 16.67% fall within the age bracket of 35-40 years. 15 respondent
representing 15.62% are between the age of 41-45years, 40 respondents representing 41.67%
fall within the age bracket of 46-50years.While 20 respondents which represents 20.85% are
51 years and above. The majority of respondents fall within the age bracket of 46-50 years
Table 4.1.3: Marital Status of Respondents

Married 60 62.5
Single 36 37.5
Others -
Total 96 100
38
It can be seen from the above figure 4.1.3 that 60 respondents representing 62.5% are
married, 36 respondents representing 37.5% are single. While there were no others
respondents. The numbers of married are more in the organization.
Table 4.1.4: Educational Qualification
SSCE 3 3.13
ND/NCE 18 18.75
HND/BSC 50 52.1
MBA/MSC/MA 17 17.7
PHD 8 8.3
Total 96 100
From the above figure 4.1.4, it can be seen that 3 respondents representing 3.13% have
SSCE, 18 respondents representing 18.75% are ND/NCE holder, 50 respondents representing
52.1% have HND/BSC while 17 respondents which represent 17.5% are MBA/MSC/MA
holder and 8 respondent represent 8.3 are PHD holder, It can be seen that the number of
MBA/MSC/MA is more in the organization.
Table 4.1.5: Position in the Organization
Management staff 17 17.70
Senior staff 58 60.42
Junior staff 21 21.58
Total 96 100
39
Figure 4.1.5 above reveals that 17 respondents representing 17.70% are management staff, 58
respondents representing 60.42% are senior staff, while 21 respondents which represents
21.88% are junior staff. It can be seen that the majority of the respondents are senior staff.
SECTION B
Table 4.2.1: The extenot to which Norms affect the performance of your organization
is very high.

Strongly disagreed 10 10.42
Disagreed 12 12.5
Undecided 4 4.17
Strongly agreed 50 52.08
Agreed 20 20.83
Total 96 100
Table 4.2.1 reveals that10 respondent representing 10.42% strongly disagreed, 12
respondents agreed, 4 respondents are indifferent in their responses, 50 respondents
representing 52.08% strong agreed. While 20 respondents representing 20.83% agreed. It is
therefore concluded that strongly agreed option will be preferred.
Table 4.2.2: Beliefs does not affect organizational performances of your organization.

Disagreed 19 19.79
Undecided 2 20.08
Strong agreed 15 15.63
Agreed 10 10.42
Total 96 100
40
It can be seen from the above table 4.2.2 that 50 respondents representing52.08% strongly
disagree that beliefs does not affect organizational performance of their organization, 19
respondents representing 19.79% disagree, only 2 respondents representing 2.08% are
indecision in their responses. 15 respondents representing 15.63% strong agreed while 10
respondents representing 10.45% agreed.
Table 4.2.3: Values have impact on the performance of your organization.

Disagreed 12 12.5
Undecided 4 4.17
Agreed 25 26.02
Total 96 100
Table 4.2.3 reveals that majority of the respondents fall within the strongly agree and agree
options which means that values have impact on the performance of their organization.
Table 4.2.4: Teamwork has helped your organization to attain the desired level of

Disagree 9 9.38
Undecided 2 2.08
Strongly agree 61 63.54
Agree 20 20.83
Total 96 100
Tables 4.2.4 reveal that 7 respondents representing 7.29% strongly disagreed, 9 respondents
representing 9.38% disagree, 2 respondents are indecision in their responses, 20 respondents
representing 20.83% strong agreed. While 61 respondents which represent 63.54% agree.
41
That teamwork has helped their organization to attain the desired level of organizational
performance. The number of strongly agree is more and it will be preferred.
Table 4.2.5: The impactiveness of employees’ orientation has made your organization to
maintain it desired level of organization performance.
Disagreed 20 20.83
Undecided 6 6.25
Agreed 20 20.83
Total 96 100
From the above table 4.2.5 it can be seen that majority of the respondent chose agree and
strongly agree options which shows positive responses. It is therefore concluded that the
impactiveness of employees’ orientation has made their company to achieve the desired level
of organizational performance.
Table 4.2.6: Attitudes affect organizational performance in your organization

Disagreed 25 26.04
Undecided 5 5.20
Agreed 15 15.63
Total 96 100
The table 4.2.6 above shows that 34 respondents representing 35.45%choose strongly
disagree that attitudes affect organizational performance in their organization, 25 which

42
represent26.04% disagree, 5 respondent are indifferent in their responses, 17 respondents
representing17.71% strongly agree while 15 respondents which represents 15.63% agree.,
Majority of the respondents choose disagree and strongly disagree option which shows a
negative response.
Table 4.2.7: Aggressive orientation has helped your organization to perform up to the
expectation

Disagreed 30 31.25
Undecided 8 8.33
Agreed 5 5.21
Total 96 100
The above table 4.2.7 revealed that 43 respondents which represent 44.79% strongly
disagree, 30 respondents with 31.25% choose disagree option, 8 respondents which form
8.33% are undecided,10 respondents which represents 10.42% strongly agree while 5
respondents which represent5..21% are agree that aggressive orientation has helped their
organization to perform up to the expectation.
43
Table 4.2.8: Fairness orientation influences fairness orientation influence
organizational performance in your organization.

Disagreed 8 8.33
Undecided 2 2.08
Agreed 26 27.08
Total 96 100
It can be seen from the above table 4.2.8 that the larger number of respondents choose
strongly agree and agree options. This shows positive responses, that is, fairness orientation
influences organizational performance in their organization.
Table 4.2.9: Outcome orientation has contributed immensely in achieving the desired
level of organizational performance in your organization.

Disagreed 25 26.04
Undecided 5 5.21
Strongly agreed 15 15..63
Agreed 13 13.54
Total 96 100
The above table 4.2.9 shows that 38 respondents representing 39.58% choose strongly
disagree option that outcome orientation has contributed in achieving the desired level of
organizational performance of their organization, 25 respondents representing 26.04% agree.
5 respondents which form 5.21% are undecided, 15 respondents which takes 15.63% strongly
agreed. While 13 respondents which is 13.54% are agreed.
44
Table 4.2.10: The level of stability of the organizational culture of your organization is
very high.

Disagreed 12 12.5
Undecided 4 4.17
Agreed 30 31.25
Total 96 100
From the above table 4.2.10, it can be seen that 10 respondents representing 10.41% choose
strongly disagree. 12 respondents representing 12.5% choose disagree option. Only 4
respondents representing 4.17% are undecided. 40 respondents representing 41.67%
disagreed. While 30 respondents representing 31.25 % strongly agreed that the level of
stability of the organizational culture of federal polytechnic Offa, kwara state, is not stable.
Since the majority of the respondents choose agree and strongly agree, it has a positive
respondent.
Table 4.2.11: The extents of innovation and risk an organization can take determine
the performance standard of the organization.

Disagreed 33 34.35
Undecided 6 6.25
Agreed 17 17.71
Total 96 100
The tables 4.2.11 shows that 20 respondents representing 20.83 % choose strongly disagree,
33 respondents representing 34.35% choose disagree, 6 respondents representing 6.25% are
undecided. 20 respondents representing 20.83% strongly agreed While 17 respondent
45
representing 17.71% are agreed. Since the majority of the33 respondents disagree the
response show a negative response.
Table 4.2.12: Environmental force has impact on the organizational performance of

your organization.

Disagreed 9 9.38
Undecided 4 4.17
Strongly agreed 48 50
Agreed 28 29.16
Total 96 100
Table 4.2.12 above reveals that 7 respondents which represent 7.29% chose strongly
disagree, 9 respondents which represent 9.38 disagreed, 4 respondent representing 4.17% are
undecided, 48 respondents representing 50% strongly agreed that environmental force have
impact on organizational performance.
. While 28 respondents which represent 29.16 % agreed
Table 4.2.13: Provision of incentives motivates you to put in your best performance in
order to achieve the desired level of organizational performance

Disagreed 13 13.54
Undecided 5 5.21
Strongly agreed 48 50
Agreed 20 20.83
Total 96 100
The above table 4.2.13 show that 10 respondents representing 10.42% choose strongly
disagree, 13 respondents representing 13.54% disagreed, 5 respondents representing 5.21%
are undecided, 48 respondents which represent 13.54% strongly agreed that provision of
46
incentives motivates them to put in their best performance in order to achieve the desired
level of organizational performance, While 20 respondents which represents 20.83% agreed
Table 4.2.14: Employee personality determines organizational performance in your
organization.

Disagreed 31 32.29
Undecided 5 5.21
Agreed 18 18.75
Total 96 100
The above table 4.2.14 reveals that 22 respondents representing 22.92% strongly disagreed,
31 respondents representing 32.29% disagreed, only 5 respondents representing 5.21% are
undecided in their responses.20 respondents representing 20..83% strongly agreed. While 18
respondent representing 18.75% are agreed
Table 4.2.15: The degree to which job satisfaction encourages you to put in your best
performance to achieve the desired level of organizational performance is
very high.

Disagreed 10 10.42
Undecided 7 7.29
Agreed 30 31.25
Total 96 100
47
The above table 4.2.15 reveals that 7 respondents representing 7.29% strongly disagreed 10
respondents which represents 10.42% disagree, 7 respondents which represents 7.29% are
indifference in their responses, 42 respondents representing 43.75% disagreed that the extent
to which job satisfaction encourage them to put in their best performances to achieve the
desired level of performance is high,. While 30 respondents which represent 31.25% of the
respondents chose strongly disagree option.
Table 4.2.16: Prompt payments of wages and salaries induces you to perform better

Disagreed 15 15.63
Undecided 3 3.13
Agreed 28 29.15
Total 96 100
Table 4.2.16 reveals that5 respondents representing 5.20 % choose strongly disagree, 15
respondents representing 15.63% disagree, 3 respondents representing 3.13 are undecided.45
respondents representing 46.88% strongly agreed. While 28 respondents representing
29.15% agreed. The number of strongly agree option is more which means that the prompt
payment of wages and salaries induce them to perform better.
4.4 TEST OF HYPOTHESES
This section deals with how to test and validate the hypotheses formulated in chapter one,
section 1.5 of this study. The statistical method used is chi-square method (X2). The
hypothesis is measured at 5% or 0.05%level of significant.
48
The decision is that if the x2 computed value is greater than the x2 table, the null (H0)
hypotheses should be rejected.
On the other hand, if the x2 computed is less than the x2 table value , the null ( H0 )
hypothesis should be accepted and reject the alternative (H1) hypotheses.
The chi- squared is the appropriate inferential test for the distribution of subject across a
minimal variable. In this test, an hypothesized population distribution is prepared with a
distribution generated by a sample.
Where
O1=observed number of cases (respondents)
E1= expected number of cases (respondents)
X2=chi-square computed
O1-E1= different between observed and expected value
(01- E1)2
Test of Hypotheses I:
The extent to which norms affect the performance of your organization is very high
Expected frequency =Total number of respondent

Number of alternative proved
E1= 96/5 =19.2
49
Alternatives 01 E1 0-E1 (O-E1)2 (0-E1)2
Strongly agreed 50 19.2 30.8 912.04 47.5
Agreed 20 19.2 0.8 0.64 0.03
Undecided 4 19.2 15.2 231.04 12.03
Disagreed 12 19.2 -7.2 51.84 2.7
Strongly Disagreed 10 19.2 -9.2 84.64 4.41
Total 96 66.67
X2Computed Value = 66.67
X2= Table value = 26.269
Level of significant = 5% or 0.05
DF = 16 (-1) (r-1) = (5 -1) (5-1) = 4 x 4 = 16
Decision rule:Reject the null (H0) hypotheses if the X2Computed value is greater than the
X2table value.
Conclusion: Since theX2computed value (66.67) is greater than theX 2table value (26.269),
the null (H0) hypotheses, should be rejected which otherwise means that the
extent to which norms affect organizational performance is Unilever Nigeria
Plc is very high. Test of hypotheses
Test of Hypotheses II:
Beliefs does not have any influence on organizational performance

Strongly disagreed 15 19.2 -4.2 17.64 0.92
Disagreed 10 19.2 -9.2 84.64 4.41
Undecided 2 19.2 -17.2 295.8 15.41
Strongly agreed 19 19.2 -0.2 0.04 0.02
Agreed 50 19.2 30.8 948.6 49.41
Total 96 70.17
X2computed = 70.17
X2table = 26.296
50
Df = 16 (c-1)(r-1) = (5-1)(5-1)=4x4=16
Decision rule:Reject null (HO) hypothesis if theX2 computed value is greater than
theX2table value.
Conclusion: Since the x2 computed value (70.17) is greater than x2 table value (22.296), the
null (ho) hypothesis should be rejected which otherwise means that beliefs
have influence on the organizational performance.
Test of Hypotheses III:
Values have influence on the performance of your organization

E1
Strongly disagreed 45 19.2 25.8 665.64 34.67
Disagreed 25 19.2 5.8 33.64 1.75
Undecided 4 19.2 -15.2 231.04 12.03
Strongly agreed 12 19.2 -7.2 51.84 2.55
Agreed 10 19.2 -9.2 84.64 4.41
Total 96 55.41
X2computed value = 55.41
X2table = 26.296
Df=16 (c-1)(r-1) = (5-1)(5-1)=4x4=16
Decision rule: Rejected the null (ho) hypotheses if the X2computed value is greater than the
X2tabulated.
Conclusion: Since theX2computed value (55.41) is greater than the X2table value (26.296),
the null (ho) hypotheses would be rejected which means that values have
influence on the performance of an organization.
Test of Hypotheses IV
51
Team work has helped your company to attain the desired level of organizational
performance.

E1
Strongly disagreed 61 19.2 41.8 1747.2 91
Disagreed 20 19.2 0.8 0.64 0.64
Undecided 2 19.2 -17.8 -316.84 16.50
Strongly agreed 9 19.2 -10.2 -104.04 5.42
Agreed 7 19.2 -17.2 -148.8 7.75
Total 96 121.31
X2 table = 26.296
Df=16 (c-1)(r-1) = (5-1)(5-1)=4x4=16
Decision rule:Rejected the null (ho) hypotheses if the x 2 computed value is greater than the
X2 tabulated value.
Conclusion: Since the x2 computed value (121.31) is greater than the X 2 table value
(26.296), the null (H0) hypotheses would be rejected which otherwise means
that teamwork has helped them to attain the desired level of organizational
performance.
Test of Hypotheses V
52
The impactiveness of employee orientation has made your organization to maintain it desired
level of organizational performance

E1
Strongly disagreed 40 19.2 20.8 432.6 22.5
disagreed 20 19.2 0.2 0.04 0.02
Undecided 6 19.2 -13.2 174.2 9.07
Strongly agreed 20 19.2 0.8 0.64 0.03
Agreed 10 19.2 -9.2 84.64 4.41
Total 96 36.03
X2 table value = 26.296
Df=16 (c-1)(r-1) = (5-1)(5-1)=4x4=16
Level of significant = 5%
Decision rule: Reject the null (H0) hypotheses of the x2 computed value is greater than the x2
table value.
Conclusion: since x2 computed value (36.03) is greater than the x2 table value (26.296), the
null (H0) hypotheses should be rejected which means that the impactiveness of employee
orientation has made Unilever Nigeria Plc, Lagos to maintain it desire level of organizational
performance.
4.5 DISCUSSION OF FINDING
Questionnaire, which were the main source of data collection instruments, were obtained
from the respondents and questions that were not answered properly, all the mistakes were
analyzed and poorly answered questionnaire exampled from the analyses process. The
increased accuracy consistency and reliability of the gathered facts.
53
Data completeness and uniformly was maintained and this facilities application of
other data analysis techniques such as data organization, data classification and tabulation.
As such at course of the study it was notice that:-
 Organization must determine the impact of norms on organizational performance
 To examine the impact of belief on organizational performance.
 To evaluate the impact of value on organizational performance
 To investigate the impact of employee’s orientation on organizational performance.
 To identify the impact of teamwork on organizational performance.
54
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMEMDATIONS
5.0 Introduction
The summary of the research work based on major findings of the study’s objection is
presented in this chapter, conclusions was dram from questionnaire administered, on impact
of organizational culture and organizational performance.
5.1 SUMMARY OF FINDINGS
The primary aim of this chapter is to bring together the empirical findings which have been
presented in the preceding chapter. The study set out to establish the relationship between
organizational culture and organizational performance.
The study made some specific relations.
- Firstly, it was found out that the respondents say that by fairness orientation, that is
when they are treated justly and equally, their performance will be enhanced.
- Also many respondents agreed that provision of incentives by the management has a
significant impact on their organizational performance.
- The study also revealed that most of the respondents agreed that outcome orientation
cannot get them to give their best performance in achieving organizational
performance.
- It was also found out that majority of employees strongly agreed that prompt payment
of wages and salaries induces them to put in their best.
- The study also reveals that most of the respondents are of the opinion that aggressive
orientation will not enable them to achieve high organizational performance.
- The impactiveness of employee orientation has contributed immensely in achieving

55
the organizational performance of Unilever Nigeria Plc, Lagos.
- Finally, the study revealed that norms, values, beliefs and all the dimensions of
organizational culture has a great impact on organizational performance of federal
polytechnic Offa, kwara state.
5.2 CONCLUSION:
Employees in an organization increase their performance due to the incentives they
get from the management, beliefs do not have any influences on the perform of the
organization.
When the management of the organization pay the employees promptly, it also makes the
worker improve in their performance. The environmental forces will have a great influence
on the performance of the organization.
Workers do not also like to work under pressure. So by engaging in outcome orientation,
worker can overuse themselves order to achieve the aim and goals of the organization.
And finally, workers and management of federal polytechnic Offa, kwara state like to be
treated justly without any prejudice.
5.3 LIMITATION OF THE STUDY
In carrying out a research of this magnitude, obviously, a lot of problems must be
encountered. The quality of data collected depends largely on the level of qualifications and
experience of both the managers and subordinates to whom the questionnaires were
distributed and their personal views. To this end, the data has some subjectivity.
Also, most of the respondents showed bad attitude to the researcher. Most of them have a lot
of commitment as at the time being contacted while those who did not are biased in
answering the question. This makes the research work to be quite difficult.
56
Financial constraint is another problem, limitation encountered by the researcher. The
finance to cover up the scope of the study is huge. These include the cost of collecting
relevance information, gathering information and printing the information needed.
Another limitation to this study is time constrain. There was delay in answering the questions
on time as was expected from the respondents. Despite a lot of persuasions, at times, the
researcher had to wait for them to finish attending to their customers before he is attended to.
All these constitute constraints or limitations in carrying out this research work.
5.4 RECOMMENDATIONS FOR THE STUDY
The study established the relationship between organization culture and
organizational performance. For the study to be relevant, some recommendations on the
possible means of increasing organizational performance by practicing impactive
organizational culture.
In course of this study, the following recommendations are made.
 Firstly, management should give adequate incentives to the employees to induce them
to put in their best performance.
 Also outcome orientation policy should be drastically discouraged in the
organization.
 Fairness orientation should be included in the culture of the organization.
 Also, federal polytechnic Offa, kwara state should pay prompt and adequate wages
and salaries to his workers so as to perform better.
 Also, aggressive orientation should be embarked upon in order to achieve the best
Finally, federal polytechnic Offa, kwara state should work and be able to build the spirit of
oneness among themselves. That is, there should be a high spirit to achieve its desired goals
and objectives.
57
REFERENCES
Aboada K.O. (2012), Foundation of Behaloural Research Offa
Afolabi Y.A. (2008), Organization Behavior Mokola Printers’ Ibadan
Aluko M.A. (2010), Applied Management Principles; 2nd Edition
Blunt and Jones (2003), Modern Business Management; 3rd Edition London
Gearge and Jones (2005), Fundamental of Modern Marketing; 6th Edition London
Hoftede G. (2007), Principles of Management; 5th Edition New York
Ibrahim B.G, (2012), Scientific Research Method; Kola Salau, Offa
Needle (2005), Organizational Behaviors; Integrated Readings London Prentice Hall Inc
Osuola (2006), Textile Testing and Quality Control; Nigerian Chritom Press Lagos
Richard et al (2009), Fundamental Marketing Concept (6th Edition); New York
Ravassi And Schutz (2006) Human Resource Management 3 rd Edition; Irwin, McGraw-Hill
Company
Zakariyah (2008), Entrepreneurship and Small business management, London
58
APPENDIX
Department of Business
Administration,
Federal Polytechnic, Offa
Kwara State.
The Respondent,
I humbly request for your kind assistance and concern in completing this questionnaire.
I am a final year student in the above named institution. This questionnaire is desired
toward impact of organizational culture on organizational performance. And am assuring you
that any information provided would be treated with strict confidence and shall be used for
the purpose of this research only.
Thanks for your mature cooperation
Yours faithfully
HASSAN TAIWO YUSUF

BA/HND/F18/4945
59
QUESTIONNAIRE
Section A: Personal Information
Please ticks the appropriate options by marking “X” in the boxes provided ( ).
Sex
Male ( )
Female ( )
Age
Less than 25years ( )
35 - 40years ( )
41- 45years ( )
46 - 50years ( )
51years and above ( )

Marital Status
Married ( )
Single ( )
Others ( )
Academic Qualification
SSCE ( )
ND/NCE ( )
HND/BSC ( )
MA/MSC/MBA ( )
PHD ( )
Position Held in the Organization
Management staff ( )
Senior staff ( )
Junior staff ( )
60
Section B: Organizational Culture.
The extent to which Norms affect the performance of your organization is high.
Strongly disagree ( )
Disagree ( )
Undecided ( )
Strong agreed ( )
Agree ( )
Beliefs does not affect organizational performance of federal polytechnic offa kwara
state.
Strongly disagreed ( )
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )
Values have impact on the performance of your organization
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )
Team work has helped your organization to attain the desired level of organizational
performance.
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )
The impactiveness of employee’s orientation has made your organization to maintain

it desired level of organizational performance.
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )
Attitudes affect organizational performance in your organization.
Disagreed ( )
61
Undecided ( )
Strong agreed ( )
Agreed ( )
Aggressive orientation has helped your organization to performance up to the

expectation.
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )
Fairness orientation influences organizational performance of your organization.

Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )
Outcome orientation has contributed immensely in achieving the desired level of

performance in your organization.
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )
The level of stability of the organizational culture of your organization is very high.
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )
62
The extent of innovation and risk an organization can take determines the
performance standard of the organization.
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )
Section C: Organizational Performance.
An environmental force has impact on the organizational performance of your

organization.
Disagreed ( )
Undecided ( )
Strong agree ( )
Agreed ( )
Provision of incentives motivates you to put in your best performance in order to

achieve the desired level of organizational performance.
Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )
Employee’s personality determines organizational performance in your organization.

Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )
63
The degree to which job satisfaction encourages you to put in your best to achieve the
desired organizational performance is very high.
Disagreed ( )
Undecided ( )
Disagreed ( )
Prompt payment of wages and salaries includes you to perform better.

Disagreed ( )
Undecided ( )
Strong agreed ( )
Agreed ( )
64

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IMPACT OF ORGANIZATIONAL CULTURE ON

HASSAN TAIWO YUSUF

BEING A PROJECT SUBMITTED TO

IN PARTIAL FULFILMENT OF THE REQUIREMENTS

PROJECT SUPERVISOR Date

MR. T.A USMAN

MRS. B. A. AJIBADE Date

EXTERNAL EXAMINAL Date

I want to appreciate the effort of my supervisor, in person of MR.T.A USMAN for

I am grateful to my able and irreplaceable Head of Department of Business

Am very glad to say thanks to my blood, like Mrs.Lukaman Kehinde, Mr.

This research work, impact of organizational culture on organizational performance with a

particular reference to a reputable institution and lecturing organization, federal polytechnic

organizational performance. To examine the impact of beliefs on organizational

performance. To evaluate the impact of values on organizational performance. To identify

provision of incentives motivates employees to increase organizational performance. The

should work hand in hand in order to achieve the stated result.

1.1 Background to the Study

be represented periodically by an organizational chart based on the significance of the

organization structure the study investigated more on the impact of organizational.

domination by large formal and complex organization. Modern man is everywhere in

organization, lives in organization which makes these organizations to become inevitable

An organization is defined according to Afolabi (2006) as a group of people (large or small)

Under this concept, known as organizational concept, an organization develops and

in a organizations manual or handbook which is usually given to every employee at the

beginning of their appointment.

guiding its operations.

1.2 STATEMENT OF THE PROBLEM.

within a specific culture and it is becoming widely recognized in contemporary discussions

of organizational performance that managers and other organizational practitioners have to

have their root in the culture of the environment.

can have an impact on the and performance of the workers.

performance of the institution.

1.3 RESEARCH QUESTIONS

In order to arrive at precise answers to the impact of organizational culture on

organizational performance, the following research questions shall be formulated

i. Is there any significant relationship between Norms and organizational performance

in federal polytechnic Offa?

organizational performance in federal polytechnic Offa?

v. Does teamwork have any influence on the organizational performance in federal

1.4 OBJECTIVES OF THE STUDY

ii. To examine the impact of beliefs on organization performance in federal

iii. To evaluate the impact of values on organizational performance in federal

iv. To identify the impact of team work on organizational performance in federal

v. To investigate the impact of employees’ orientation on organizational

performance in federal polytechnic Offa

1.5 STATEMENT OF HYPOTHESES

i. There is no significant relationship between norms and organizational performance in

federal polytechnic Offa

organizational performance in federal polytechnic Offa

1.6 SIGNIFICANCE OF THE STUDY

arising is to come up with a culture which specifies the standard of behaviour in an

organizational performance?” The significance to this study is anchored in the answers to

those and to other related questions.

organization culture and organization performance.

who will be interested in this topic.

intends to study the impact of organizational culture on organizational performance with a