The Effect of Organizational Culture on Employee Job performance; In

Commercial Bank of Ethiopia: Gondar Town district.

COLLEGE OF BUSINESS AND ECONOMICS

SCHOOL OF MANAGEMENT AND PUBLIC ADMINISTRATION

DEPARTMENT OF MANAGEMENT

A Thesis Submitted to the Department of management in Partial Fulfillment of the

Requirements for the Degree of Master of Business Administration.

By

HELEN AFEWORK

Advisor: Dr. ZERIHUN K (PhD)

June, 2023

Gondar, Ethiopia

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 THE EFFECT OF ORGANIZATIONAL CULTURE ON EMPLOYEE JOB
PERFORMANCE; IN COMMERCIAL BANK OF ETHIOPIA: GONDAR
TOWN DISTRICT.

BY

HELEN AFEWORK

A THESIS SUBMITTED TO DEPARTMENT OF MANAGEMENT MBA PROGRAM IN

PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF
BUSINESS ADMINISTRATION

ADVISOR: ZERIHUN K (PhD)

JUNE, 2023

GONDAR, ETHIOPIA

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 ADVISOR’S APPROVAL SHEET

This is to certify that the thesis entitled “The Effect of Organizational Culture on Employee
Job performance; In Commercial Bank of Ethiopia: Gondar Town district” submitted in the
partial fulfillment of the requirements for the degree of Master of Business Administration, the
graduate program of College of Business and economics and has been carried out by Hellen
Afework under my supervision. Therefore, I recommend that the student has fulfilled the
requirements and hence herby can submit the thesis to Graduate Program of College of Business
and Economics.

__________________ _______________________ _____________________

Name of advisor Signature Date

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 Approval sheet

The undersigned certify that we have read, examined, and approved a thesis entitled “The Effect
of Organizational Culture on Employee Job performance; In Commercial Bank of Ethiopia:
Gondar Town district” “submitted by Hellen Afework in partial fulfillment of the requirements
for the degree of Master of Business Management.

Name of Advisor Signature Date

(dd/mm/yyyy)

Name of Chair Person Signature Date

(dd/mm/yyyy)

Name of External Signature Date

Examiner (dd/mm/yyyy)

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 DECLARATION

I, Hellen Afework, have carried out a research proposal on “The Effect of Organizational
Culture on Employee Job performance; In Commercial Bank of Ethiopia: Gondar Town
district” “independently in partial fulfillment of the requirement of the Master of Business
Administration with the guidance and support of the research advisor, Zerihun K (PhD)

I, also declared that this thesis is my original work and that all sources of materials used for the
thesis have been duly acknowledged. I further confirm that the thesis has not been submitted
either in part or in full to any other higher learning institution for the purpose of earning any
degree.

Declared by:

Hellen Afework _______________________ _____________________

Name of the Designate Signature Date

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 ACKNOWLEDGMENT

First and foremost, I would like to praise the Almighty God for helping me in all the matters.
Second, I am obliged to mainly thank my advisor Zerihun K (PhD), your constructive
suggestions and comment throughout the project period were a precious input for this research.
Next, I am also extremely grateful to the whole staffs (Employee’s) of CBE Gondar town,
because without their kind and honest cooperation the study could have been impossible.
Then, I would like to thank some of my fellow workmates and classmates for discussing,
responding to and making suggestions on my work at various times. And a big thank you to the
Civil Service Department of Gondar City for making it possible for me to study and University
of Gondar for giving me a scholarship.

Lastly, I have to heartily thank all the sampled respondent CBE Employees who unreservedly
assisted me in all the processes of the preparation of this thesis

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 Table of Contents
Contents pages

LIST OF TABLES..............................................................................................................................

LIST OF FIGURES..............................................................................................................................

ACRONYMS......................................................................................................................................

CHAPTER ONE.......................................................................................................................1
1. INTRODUCTION...................................................................................................................1
1.1. Background of the Study...................................................................................................1
1.2. Statement of the Problem..................................................................................................2
1.3. Research questions............................................................................................................4
1.4. Objectives of the study......................................................................................................4
1.4.1. General objectives..........................................................................................................4
1.4.2. Specific objectives..........................................................................................................4
1.6. Scope of the Study.............................................................................................................5
1.8. Limitation of the study......................................................................................................6
CHAPTER TWO...................................................................................................................................

2. LITERATURE REVIEW.....................................................................................................7
2.1. Theoretical Review............................................................................................................7
2.1.1. Meaning and Concept of organizational Culture...........................................................7
2.1.2. Components of Organizational Culture..........................................................................9
2.1.3. Patterns of Organizational Culture...............................................................................10
2.2. Organizational Culture Dimensions................................................................................12
2.2.1 Innovative Culture.........................................................................................................12
2.2.2 Aggressive Culture........................................................................................................13
2.2.3 Outcome- oriented Culture............................................................................................13
2.2.4. Stable Culture...............................................................................................................14
2.2.5 People- oriented Culture................................................................................................14
2.2.6 Team oriented Culture...................................................................................................14
2.2.7. Detail-oriented culture..................................................................................................15

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 2.2.8. Adaptability culture......................................................................................................16
2.2.9. Consistency culture......................................................................................................16
2.3. Organizational Culture and Effectiveness.......................................................................16
2.4. Employee performance....................................................................................................17
2.4.1. Definition of Performance............................................................................................17
2.4.2. Performance as a Multi-Dimensional Concept............................................................18
2.4.3. Task performance and contextual performance...........................................................18
2.4.4. Relevance of individual performance...........................................................................19
2.5. Factors affecting employee performance........................................................................19
2.5.1. Performance evaluations or appraisals.........................................................................20
2.5.2. Remuneration...............................................................................................................20
2.5.3. Leadership style............................................................................................................21
2.5.4. Training........................................................................................................................21
2.5.5. Career movements........................................................................................................22
2.6. Relationship between Organizational culture and employee’s performance..................22
2.6.1 Culture of Empowerment and Employee Job Performance..........................................22
2.62. Organizational Culture of Involvement and Employee Job Performance.....................24
2.6.3 Organizational Culture of Consistency and Employee Job Performance.....................24
2.6.4 Organizational Culture of Adaptability and Employee Job Performance.....................25
2.6.5. Organizational Culture of Mission and Employee Job Performance...........................25
2.7. Empirical Review............................................................................................................26
2.8. Research Gap...................................................................................................................28
2.8. Conceptual Framework...................................................................................................29
CHAPTER THREE.............................................................................................................................

3. RESEARCH METHODS AND MATERIALS...........................................................................

Introduction............................................................................................................................31
3.1. Research approach...........................................................................................................31
3.2. Research Design..............................................................................................................31
3.3.1. Target Population.........................................................................................................32
3.3.2. Sampling Frame...........................................................................................................32

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 3.3.3. Sampling Techniques and Procedures..........................................................................32
3.3.4. Sample size...................................................................................................................33
3.5.1. Primary data Sources....................................................................................................34
3. 6. Techniques to Ensure Validity and Reliability...............................................................35
3.6.1. Validity.........................................................................................................................35
3.7. Methods of Data Analysis...............................................................................................37
3.8. Ethical consideration.......................................................................................................37
CHAPTER FOUR..................................................................................................................38
4. RESULTS AND DISCUSSION........................................................................................38
4.1. Introduction.........................................................................................................................38
4.2. Response Rate.....................................................................................................................38
4.3. Demographic Characteristics of Respondents....................................................................38
4.3. Descriptive Analysis........................................................................................................40
4.3.1. Descriptive Analysis of Dimensions of Organizational Culture..................................40
4.4. Inferential statistics of Variables.....................................................................................49
4.4.1. Preliminary Tests for Multiple Regression Model Assumptions.................................49
4.5. The Effect of organizational culture on employee’s Job performance...........................52
4.5.1.1 Pearson Correlation analysis......................................................................................53
4.5.2. Multiple Regression Analysis......................................................................................55
4.6. Summary on Major Findings...........................................................................................58
CHAPTER FIVE....................................................................................................................62
5. CONCLUSIONS & RECOMMENDATIONS..................................................................62
5.1. Conclusion..........................................................................................................................62
5.2. Recommendations...........................................................................................................63
5.3. Future studies..................................................................................................................64
Reference.............................................................................................................................................

Appendixes.................................................................................................................................69

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 LIST OF TABLES

Table 1: Sample size proportion..........................................................................................................

Table 2 : Reliability analysis of variance............................................................................................

Table 3: Demographic Characteristics of respondents........................................................................

Table 4: Descriptive analysis of team oriented culture traits..............................................................

Table 5: Descriptive Analysis of Consistency culture trait.................................................................

Table 6: Descriptive Analysis of Adaptability culture trait.................................................................

Table 7: Descriptive analysis of innovation culture traits...................................................................

Table 8: Descriptive analysis of outcome oriented culture traits........................................................

Table 9 : descriptive analysis of aggressiveness culture traits............................................................

Table 10: Descriptive Analysis on Employees performance...............................................................

Table 11: Summary Descriptive statistics of variables........................................................................

Table 12: Multicollinearity Statistics...................................................................................................

Table 13 : residual statistics.................................................................................................................

Table 14 : Correlations matrix for the six organizational culture dimensions....................................

Table 15 : Model summary..................................................................................................................

Table 16: ANOVA Table.....................................................................................................................

Table 17: Coefficients..........................................................................................................................

LIST OF FIGURES

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Figure 1: conceptual framework..........................................................................................................

Figure 2: Test of normality..................................................................................................................

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ACRONYMS

CLRM: Classical Linear Regression Model

CBE: Commercial Bank of Ethiopia

OC: Organizational climate

SC: Share Company

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Abstract

The purpose of this study was to investigate the impact of organizational culture on employee
job performance in Commercial Bank of Ethiopia's Gondar Town district. The research method
employed was quantitative, with descriptive and explanatory analysis using regression and
correlation. The study targeted employees of CBE Gondar Branches, with a sample size of 265
randomly selected respondents. The data collection tool used was a questionnaire, while SPSS
26 was utilized for data analysis. The findings showed that teamwork was the dominant culture
at CBE, with a mean value of 4.23, while consistency had the lowest mean value response of
3.6905, indicating a need for improvement. The multiple regression analysis showed that
adaptability and aggressive culture are the most significant independent variables that have a
significant statistical contribution to employee job performance. The results also revealed that
the organizational culture dimensions of adaptability, team orientation, and aggressiveness had
a statistically significant contribution to employee job performance at a 95% confidence level.
On the other hand, consistency, outcome orientation, and innovation were found to have
statistically moderately significant contributions to employee job performance. In conclusion,
this study highlights the importance of organizational culture in shaping employee job
performance. Organizations that prioritize adaptability, team orientation, and aggressiveness
are likely to have a more productive and high-performing workforce. However, the study also
showed that consistency, outcome orientation, and innovation also have positive correlations
with employee job performance and should not be overlooked in the development of
organizational culture. The study's results provide insights into the organizational culture
prevalent at CBE and its impact on employee performance, which can be used by organizations
in the banking sector to improve their organizational culture and enhance employee job
performance. The study recommends that organizations regularly assess their organizational
culture to determine areas of strength and weakness. This can be done through surveys, focus
groups, and other forms of employee feedback.

Keywords: Organizational culture, Employees job performance, CBE

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 CHAPTER ONE

1. INTRODUCTION

1.1. Background of the Study

Today the role of human resource has been changed significantly because of increasing
complexity in the environment. According to the changes occurred in the environment, it is very
imperative for the organizations to concentrate and acquire a qualified, competent, innovative
and well professionalized human resource to achieve desired results. Employees of an
organization are the determining factor for the success, and their roles are inseparable from the
achievement, Djoko, Mushud (2016). Employees with higher qualifications and competency
could be enhanced their problem-solving skills and ability, Tang (2008), Agu (2012). The
Employees‟ commitment plays a vital role in an organization’s growth and development.

The commitment and performance of the employees in the organization is crucial to ensure the
successful accomplishment of the organizational goals and objectives. Many researchers argued
that shaping the appropriate values or culture of the organization to ensuring the necessary level
of commitment and performance among employees or manager to ensure successful
implementation of the organizational goals and strategies this paper enables the Bank to achieve
its goals by aligning corporate culture with their performance Management system in adopting a
collaborative culture in the execution of its activities empowers its employees to exercise greater
control/autonomy over their work thus influencing their job performance, commitment, self-
confidence and self-esteem(Feinberg, 2008).

Organizational culture is a system of shared values, norms, attitudes and assumptions that can be
influenced the people to act and get things done by its members. This organizational culture
distinguishes from one institution to another, Robbins & Judge, (2013). Organizational culture is
a macro phenomenon which reflects to the patterns of beliefs, assumptions, values and behaviors
reflecting the community in people working together (Saiyadain, 2003).

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Likewise, the relationship between employees’ job performance and organizational culture of
CBE has significant role for the success of the bank. In relation to this, the intention of this study
is to see the impact of organizational culture on employees’ performance in the bank under this
study. Different studies have explained that agreement of employee on organizational culture
builds organizational performance. Besides, these authors noted that the more members accept
the core values, the greater their commitment and the greater its influence on their behavior.
Similarly, various researchers found out positive and significant relationship between overall
organizational culture and employee’s job performance (Hakim, 2015).

As we could understand from the concept of culture and organizational commitment, and the
positive relationship between organizational culture and employee’s job performance asserted by
different researchers, this study will be conducted with the objective of identifying which
organizational culture dimension has significantly relationship with employee’s job performance
of CBE Gondar Town district.

1.2. Statement of the Problem

Economic, social, and political development can only be achieved by building and sustaining
effective and productive organizations. This demands human resource management skills. Good
human resource management results in attracting, retaining, and satisfying committed
employees. Employees join and continue for an organization, as long as they are satisfied with
the working conditions (Christian, 2000).

It is the imperative of every organization to understand its own dynamic culture so that managers
can capitalize on the insights generated by the cultural perspective to wield greater control over
their organizations. The culture of an organization has an important impact on its performance.
With the ever-changing technology and fast paced business arena, companies today are grappling
to find new and innovative ways of improving performance with the minimal addition of cost.
Culture is one aspect that is not tangible, yet it plays a very important role to the success of any
business organization (Naicker, 2008).

Every organization develops and maintains a unique culture, which provides guidelines and
boundaries for the behavior of the members of the organization (Gutterman, 2016). Castro and

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Martins (2010) stated that an organizational climate in a particular organization is constantly
challenged by the increasing number of changes impacting on organizations today. According to
them these changes relate to restructures, mergers and acquisitions, technological trends, political
and international trends, increased competition as well as the local and international economy. If
these changes are not managed appropriately by the organization, they could result in a change in
the behavior and perception of individuals employed in the organization.

In addition to favorable organizational climate, Employees‟ commitment and performance to

the organization is a crucial issue in today's changing world and the level of employee’s
‟organizational commitment is influenced by number of factors. Organizational commitment is
becoming more important than ever before, because organizations need to ensure that those
individuals who add value to their bottom line want to commit in the organization and want to
continue pouring their effort into their work to the benefit of the organization (Brown & Leigh,
1996).

Chughta & Zafar (2006) explained that commitment is negatively related turnover, absenteeism,
counterproductive and positively related to job satisfaction and motivations and non-committed
employees may describe the organization in negative terms to outsiders. Based on the review of
the researcher some prior studies have been conducted (McMurray, Scott and Pace, 2004; Iqbal,
2007; Benjamin, 2012; Fauziah etal. 2010 and Arora and Nuseir, 2010; Jyoit 2013) their research
finding shows that there is a positive relationship between organizational climate factors and
employees’ commitment to organization. However, these studies were conducted across a range
of industries and organizations in foreign countries and their empirical studies have some
different conclusion.

In addition, some organizational climate dimensions they included in their study were different
within their respect studies. On the other hand, the organization climate differs from country to
country and from industry to industry (Muchinsky, 1976). Therefore, this study will investigate
the relationship between organizational culture and employee’s Job performance in Ethiopian
banking industry particularly CBE will be purposively selected. These briefly indicated that, in
addition to the current practices, the effects of organizational culture of employee’s job

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performance in CBE in Gondar Town district can be well developed and additional mechanisms
can be identified to take corrective measures to improve organizational culture.

Therefore, this paper aimedat to assess the effects of organizational climate on employee’s Job
performance of Commercial bank of Ethiopia in southern Gondar Town districts. The in-depth
review of literature indicates that there are no studies conducted on the he effects of
organizational culture on employee’s job performance of CBE. Previously conducted studies
limited their scope on analysis of the effects of organizational culture on employee’s job
performance of CBE in Gondar Town in Ethiopia. Generally, very little equivalent work has
been carried out in Ethiopia, which is why there is a need for research to be conducted on the
effects of organizational Culture on employee’s job performance of CBE. Therefore, due to this
research gap the researcher is interested and highly motivated in conducting this study.

1.3. Research questions

This study has intended to answer the following research questions:

1) What does the perceived organizational culture of CBE seem like?

2) What is the level of employees’ Job performance currently at CBE?
3) To what extent organizational culture of CBE affects employees’ job performance?
1.4. Objectives of the study
1.4.1. General objectives
The general objective of the study was to investigate the effects of organizational culture on
employees’ job performance of CBE in Gondar Town district.

1.4.2. Specific objectives

1. To examine the level of employee’s job performance currently at CBE.

2. To Explore the effect of team-oriented culture on employees’ job performance at CBE.
3. To investigate the effect of innovative culture on employees’ job performance in the study
area.
4. To test the effect of consistency culture on employees’ job performance at CBE in Gondar
town.

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5. To find out the effect of aggressive culture on employees’ job performance in the case area.
6. To evaluate the effects of Adaptability culture on employees’ performance in the study area.
7. To Determine the effect of outcome -oriented culture on employees’ job performance at CBE
in Gondar town.

1.5. Significance of the study

The intention of this study was to investigate the common effects of organizational culture on
employee’s job performance for Commercial Bank of Ethiopia in Gondar Town and provide the
findings for a better improvement and policy revision to be performed by the decision makers of
commercial banks. The findings of this study would help the concerned parties in commercial
banks to identify the current problems in the private commercial banks and take the corrective
measure. Moreover, this study has used as a reference material for students and other interested
groups who seek to conduct an in-depth study on the private commercial banks. In addition, it
would help to produce new knowledge and ideas for the students and researchers who have an
interest on this area.

1.6. Scope of the Study

In real world, it is too difficult to cover all the existing problems and different parts of the world
at once in research study. Thus, although there are different topics to be studied at the
institutional level, this study focused only on impact of organizational culture on employees’ job
performance. Although there are different dimensions of organizational culture, this study
considered six organizational culture dimensions: Innovative cultures, Aggressive cultures, and
Outcome oriented cultures, Adaptability cultures, consistency cultures, and Team-oriented
cultures. With regard to employees ‘job performance is included in the study. This study has
conducted on Commercial bank of Ethiopia branches found in Gondar Town districts. The data
needed for this study is collected from CBE of Gondar Town and other stakeholders.

1.7. Organization of the Paper

This study has the following parts. Part one covered introduction of the study which further
includes background of the study, statement of the problem, objectives of the study, research

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questions, significance of the study and scope of the study. Part two covered related literatures
which are important in relating previously conducted studies on impact of organizational culture
on employees ‘job performance. Part three covered an emphasis on the methodology which
includes description of study area.

1.8. Limitation of the study

This study has some limitations that offer opportunities for future researchers. Since the study
focused on commercial Bank of Ethiopia, Gondar town branches employee’s and the effects of
organizational culture on Employee’s job Performance as content scope, it is difficult to
generalize the findings to other banks in the industry. The other limitation of this research was
regarding the variables considered that affect the Employee’s job Performance, in this study only
six independent variables were considered these were team orientation, aggressiveness,
adaptability, outcome oriented, innovation, and consistency. In addition time and financial
resource constraints were also other limitations of the study to considered other variables and
research methods.

The study was conducted in a specific setting (Commercial Bank of Ethiopia's Gondar Town
district) and may not be generalizable to other organizations or regions. The findings may not be
applicable to organizations in other parts of Ethiopia or other countries.

The study relied solely on self-reported data collected through a questionnaire. This method may
be subject to bias and may not accurately reflect the actual behaviors and attitudes of employees.

The study only focused on the impact of organizational culture on employee job performance,
and did not take into account other factors that may impact job performance, such as leadership
style, employee motivation, and work environment.

The sample size of the study was relatively small (265 respondents), which may limit the
generalizability of the findings. A larger sample size may have provided more robust and diverse
data, allowing for more accurate and reliable conclusions to be drawn.

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 CHAPTER TWO

2. LITERATURE REVIEW

2.1. Theoretical Review

2.1.1. Meaning and Concept of organizational Culture

Organizational culture is an effective tool helping an organization quantifying business function

(Sinha and Kumar, 2017), which is developed either by its employer, or a conscious effort on the
part of management to improve upon the performance and efficiency. Whichever the way it is
developed, is identifiable through its people. Organizational culture defines a system of belief,
shared values, & assumptions which dictates how human resource employees should behave in
the organizations. Such shared values strongly influence the employees in the organization and
portrays that how they should act, wear dress code and the way to do their jobs.

Organizational culture is a widely used term but one that seems to give rise to a degree of
ambiguity. Donnell and Boyle (2008), emphasizes that the concept of culture originally derived
from a metaphor of the organization as something cultivated. For the past number of decades,
most academics and actioners studying organizations suggest the concept of culture is the
climate and practices that organizations develop around their handling of people, or to the
promoted values and statements of beliefs of an organization (Schein, 2004) cited in Donnell and
Boyle (2008). Schein (2004) highlights that the only thing of real importance that leaders do is to
create and manage culture; that the unique talent of leaders is their ability to understand and
work with culture and that it is an ultimate act of leadership to destroy culture when it is viewed
as dysfunctional.

Culture therefore gives organizations a sense of identity and determines, through the
organization’s legends, rituals, beliefs, meanings, values, norms and language, the way in which
‘things are done around here’. An organization’s culture encapsulates what it has been good at
and what has worked in the past. These practices can often be accepted without question by long-
serving members of an organization. Organizational Development (OD) efforts are also a means
to create, change or reinforce the organizational culture.

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 Organizational Culture (OC) reflects the shared assumptions, norms, values, and beliefs that
shape the behavior of its members (Sekaran, 2004). The norms and values are inculcated by the
founders of the system at the helm whose philosophy creates and shapes members’ perceptions
of organizational culture. OC determines what the organization ought to be and look like, how it
should deal with its external and internal environments, how to manage and integrate its internal
subsystems and their interrelationships and what kind of an image it should project to its external
client systems (Ibid).

OC involves two sets of activities-external adaptation and internal integration. External

adaptation explores goals with regard to outside agencies-the tasks to be accomplished, means to
achieve the goals and methods of coping with success and failure. Such issues as the company’s
mission, how it is to be attained and important external constituencies are examined in the
process. Internal integration signifies the creation of a collective identity of members and ways
of working together harmoniously (Ibid).In the business world, the organizations culture sets
standards for determining the difference between good and bad decision making and behavior
(Pimple, 2012). An organization’s culture may be one of its strongest, as well as its biggest
liability. In fact, it has been argued that organizations that have a rare and hard-to-imitate
organizational culture benefit from it as competitive advantage Bauer, 2012.

In a survey conducted by the management consulting firm Bain & Company in 2007, worldwide
business leaders identified corporate culture as important as corporate strategy for business
(Ibid). This comes as no surprise to many leaders of successful businesses, who are quick to
attribute their company’s success to their organization’s culture. The above paragraphs implied
that a culture of an organization can be formed by the founder of that specific organization or by
its management and is reflected by the members of the organization. The intention of such
culture formation is to shape the members of the organization to work towards the goal of the
organization.

The practice of Dashen Bank will not be outside of this assumption. The culture that is existing
at Dashen Bank was developed more than a decade year back by the founders or management in
general. Such culture differentiated Dashen Bank from other organizations/institutions.

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2.1.2. Components of Organizational Culture

The assumptions, values, and beliefs that represent organizational culture operate beneath the
surface of organizational behavior. They are not directly observed, yet their effects are
everywhere. Assumptions represent the deepest part of organizational structure because they are
unconscious and taken for granted. Assumptions are the shared mental models the broad
worldviews or theories-in-use that people rely on to guide their perceptions and behaviors.
Consider two organizations with different absence cultures. Absence cultures exist where
employees have a shared understanding about taking time away from regularly scheduled work.
In one company, employees assume that sick leave is the right to use, whether or not they are
sick. At another company, sick leave is reserved for real illnesses; people would not imagine
taking paid time off unless they were truly sick.

In both firms, assumptions about taking sick leave are ingrained, taken for granted. An
organization’s cultural beliefs and values are somewhat easier to decipher than assumptions
because people are aware of them. Beliefs represent the individual’s perceptions of reality.
Values are more stable, long-lasting beliefs about what is important. They help us define what is
right or wrong, or good or bad in the world. We can’t determine an organization’s cultural values
just by asking employees and other people about them. Values are socially desirable, so what
people say they value (called espoused values) may differ from what they truly value (enacted
values). Espoused values do not represent an organization’s culture. Rather, they establish the
public image that corporate leaders want to display. Enacted values, on the other hand, are
values-in use. They are the values that guide individual decisions and behavior in the workplace
(Glinow and McShane, 2000).

As Sekaran (2004) stated, small organizations often tend to have a single dominant culture where
members share the same set of values and beliefs that would their behavior. In large systems,
subcultures could develop, with groups forming their own patterns of values and beliefs that are
consistent with that of the larger organization. For example, nurses in hospitals may have their
own subculture of extreme tenderness in assisting patients, which is consistent with those of the
hospital itself. It should be noted that counter cultures that reject the values and philosophy of the
larger system could also exist. Mergers and acquisitions of companies could produce such

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counter culture with values and assumptions quite in contrast to those of the acquiring firm.
Counter cultures could also result from diversity of gender, regional affiliations and ethnic and
geographical differences (Ibid). The national culture determines the norms of OC to a great
extent, though the norms and values of each organization within a country may vary depending
on the individual values of those at the helm. In Indian organizations, based on the national
culture, authority is respected and when a senior executive comes to the desk, the subordinate
stands up and responds with deference (Ibid).

Because values and norms are firmly embedded, it is extremely difficult to change the culture of
a well-established system if a new management takes over, or if changes in the environment
necessitate it. Prolonged and intense Organizational Development efforts may be needed in such
cases to bring about a change in the corporate culture (Ibid). The above information showed that
when a culture of an organization is formed and accepted by the members of the organization, it
will be very difficult to change it. Because once it is established and believed, members of the
organization will practice it. Their behaviors will be shaped by such a culture. It will become
something that differentiate from other organizations.

2.1.3. Patterns of Organizational Culture

Organizational culture can vary in a number of ways. It is these variances that differentiate one
organization from the others. Some of the bases of the differentiation as stated by Saiyadain
(2003), is presented below:

1. Strong vs weak culture: Organizational culture can be labeled as strong or weak based on
hardness of the core values among organizational members and the degree of commitment the
members have to these core values. The higher the hardness and commitment, the stronger the
culture. A strong culture increases the possibility of behavior consistency amongst its members,
while a weak culture opens avenues for each one of the members showing concerns unique to
themselves.

2. Soft vs hard culture: soft work culture can emerge in an organization where the organization
pursues multiple and conflicting goals. In a soft culture the employees choose to pursue a few
objectives which serve personal or sectional interests rather than focusing on organizational

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interests. A typical example of soft culture can be found in a number of public sector
organizations in India where the management feels constrained to take action against employees
to maintain high productivity. The culture is welfare oriented; people are held accountable for
their mistakes but are not rewarded for good performance. Consequently, the employees consider
work to be less important than personal and social obligations (Saiyadain, 2003) has presented a
case study of a public sector fertilizer company which was established in an industrially back
ward rural area to promote employment generation and industrial activity. Under pressure from
local communities and the government, the company succumbed to overstaffing, converting
mechanized operations into manual operations, payment of overtime, and poor discipline. This
resulted in huge financial losses (up to 60 percent of the capital) to the company.

3. Formal vs informal culture: The work culture of an organization, to a large extent, is

influenced by the formal components of organizational culture. Roles, responsibilities,
accountability, rules and regulations are components of formal culture.

They set the expectations that the organization has from every member and indicates the
consequences if these expectations are not fulfilled. Informal culture on the other hand has
tangible and intangible, specific and non-specific manifestations of shared values, beliefs, and
assumptions. This part of organizational culture comprising of artifacts, symbols, ceremonies,
rites, and stories is highlighted in almost all the definitions of organizational culture (Ibid). The
above information showed that different organizations are not expected to have similar type of
culture. This is why one organization differs from the others.

The culture may be strong or weak depending up on member’s commitment in accepting and
implementing the culture of the organization. Some offices or departments within an
organization may be focusing on the objectives of their own department or office with less
attention to the general objective of the organization. This implies a soft culture. In Dashen
Bank, there is performance difference across the various departments and offices. This may be
due to whether or not they are working towards the achievements of the goal of the Bank.

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2.2. Organizational Culture Dimensions
Different scholars indicated that a small business has its own culture. The owner of that business
may or may not have consciously built that culture, but it is there. If you begin to examine the
dimensions of your organization's culture, you can start making decisions about the direction you
want your company to go in. Examine the elements that go into forming a company's philosophy
so that you can shape it.

Bauer (2012) also discussed organizational culture dimensions as follows: Which values an
organization’s culture? Even though culture may not be immediately observable, identifying a
set of values that might be used to describe an organization’s culture helps us identify, measure,
and manage culture more effectively. For this purpose, several researchers have proposed various
culture typologies. One typology that has received a lot of research attention is the organizational
culture profile (OCP), in which culture is represented by seven distinct values (Chatman & Jehn,
1991).

2.2.1 Innovative Culture

According to the OCP framework, companies that have innovative cultures are flexible and
adaptable, and experiment with new ideas. These companies are characterized by a flat hierarchy
in which titles and other status distinctions tend to be downplayed. For example, Gore &
Associate Inc. is a company with innovative products such as GORETEX (the breathable fabric
that is windproof and waterproof), Glide dental floss, and Elixir guitar strings, earning the
company the distinction of being elected as the most innovative company in the United States by
Fast Company magazine in 2004.

Gore consistently manages to innovate and capture the majority of market share in a wide
variety of industries, in large part due to its unique culture. In this company, employees do not
have bosses in the traditional sense, and risk taking is encouraged by celebrating failures as well
as successes. Google also encourage their employees to take risks by allowing engineers to
devote 20% of their time to projects of their own choosing. This may imply that Dashen Bank is
expected to encourage its employees to participate in researches and other entrepreneurial
activities by offering them time protection.

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2.2.2 Aggressive Culture

Companies with aggressive cultures value competitiveness and outperforming competitors: By

emphasizing this, they may fall short in the area of corporate social responsibility. For example,
Microsoft Corporation is often identified as a company with an aggressive culture. The company
has faced a number of antitrust lawsuits and disputes with competitors over the years. In
aggressive companies, people may use language such as we will kill our competition. In the past,
Microsoft executives often made statements such as we are going to cut off Netscape’s air
supply. Everything they 15 are selling we are going to give away. This implies that organizations
like Dashen Bank are required to encourage their employees to have feelings of competitiveness
and develop strategies to retain such competitive and experienced employees.

2.2.3 Outcome- oriented Culture

The OCP framework describes outcome -oriented cultures as those that emphasize achievement,
results, and action as important values. A good example of an outcome- oriented culture may be
Best Buy Co. Inc. Having a culture emphasizing sales performance, Best Buy tallies revenues
and other relevant figures daily by department. Employees are trained and mentored to sell
company products effectively, and they learn how much money their department made every
day. Results oriented work environment allows employees to work anywhere and anytime; they
are evaluated based on results and fulfillment of clearly outlined objectives. Outcome oriented
cultures hold employees as well as managers accountable for success and utilize systems that
reward employee and group output.

In these companies, it is more common to see rewards tied to performance indicators as opposed
to seniority or loyalty. Research indicates that organizations that have a performance-oriented
culture tend to outperform companies that are lacking such culture (Bauer, 2012. This may imply
that organizations which evaluate employee’s performance and give recognition will become
more successful and profitable than others. Hence, If Dashen Bank entertains such culture, it will
become successful in the education sector.

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2.2.4. Stable Culture
Stable cultures are predictable, rule-based, and bureaucratic. These organizations aim to
coordinate and align individual effort for greatest levels of efficiency. When the environment is
stable and certain, these cultures may help the organization be effective by providing stable and
constant levels of output. Stable cultures prevent quick action, and as a result may be a misfit to a
changing and dynamic environment. Public sector institutions may be viewed as stable cultures.
In the private sector, Kraft Food Inc. is an example of a company with centralized decision
making and rule orientation that suffered as a result of the culture environment mismatch. The
bureaucratic culture is blamed for killing good ideas in an early stages and preventing the
company from innovating. The implication here is that if Dashen Bank adopts stable culture,
employee’s involvement on researches and other entrepreneurial activities will be minimal.

2.2.5 People- oriented Culture

People oriented cultures value fairness, supportiveness, and respect for individual rights. These
organizations truly live the mantra that “people are their greatest asset. “In addition to having fair
procedures and management styles, these companies create an atmosphere where work is fun and
employees do not feel required to choose between work and other aspects of their lives. In these
organizations, there is a greater emphasis on and expectation of treating people with respect and
dignity. Star Backs Corporation is an example of a people oriented culture. The company pays
employees above minimum wage, offers health care and tuition reimbursement benefits to its
part-time as well as full-time employees, and has creative perks such as weekly free coffee for all
associates. As a result of these policies, the company benefits from a turnover rate lower than the
industry average. This may imply that organizations that treat their employees fairly with justice
and transparency and give varieties of fringe benefits will have less employee’s turn-over rate
than the industry. Having lower turn-over rate is advantageous for that particular organization to
maintain its competitive advantage.

2.2.6 Team oriented Culture

Companies with team- oriented cultures are collaborative and emphasize cooperation among
employees. For example, Southwest Airlines Company facilitates a team -oriented culture by
cross-training its employees so that they are capable of helping each other when needed. The

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company also places emphasis on training intact work teams. Employees participate in meetings
and discussions where they collaborate to understand sources of problems and determine future
courses of action. In Southwest ‘s selection system, applicants who are not viewed as team
players are not hired as employees. In team- oriented organizations, members tend to have more
positive relationships with their coworkers and particularly with their managers. The implication
is that successful organizations will have employees that will help one another. The employees
will have mutual spirit, common understandings, and work together for the attainment of the goal
of the organization.

They will also have good interpersonal relationships with their respective bosses and managers.
The employees in statements like; two heads are better than one! Unity is strength! Similarly,
employees of Dashen Bank need to have such belief.

2.2.7. Detail-oriented culture

Organizations with detail-oriented cultures are characterized in the OCP framework as
emphasizing precision and paying attention to details. Such a culture gives a competitive
advantage to companies in the hospitality industry by helping them differentiate themselves from
others. For example, four seasons’ hotels Ltd. And the Ritz-Carlton Company LLC are among
hotels whose who keep records of all customer requests, such as which newspaper the guest
prefers or what type of pillow the customer uses. This information is put into a computer system
and used to provide better service to returning customers. Any requests hotel employees receive,
as well as overhear, might be entered into the database to serve customers better.

The information mentioned above pointed out that organizational culture or formation of the
philosophy of an organization is a combination of different dimensions. If we take the culture of
Dashen Bank we can find different culture dimensions like working on the basis of rules and
regulations, discipline, Cooperation among staff members, and other culture dimensions which
are shared by members of the university as the different culture dimensions at Dashen Bank.

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2.2.8. Adaptability culture

Adaptability predicts employee commitment more than any other corporate cultural variables.
Employees are more committed to organizations that adapt to changing circumstances.
Companies should encourage innovation and teamwork among employees. This will enable
employees adapt in an environment of change, thereby improving their level of commitment.
(Nongo & Ikyanyon, 2012) Similarly, employees exhibited the highest organizational
commitment when they perceived higher learning culture (adaptability traits) which includes
culture of creating, acquiring, and transferring knowledge and also quickly react to current
trends, and anticipate future changes. (Ghader & Afkhami (2014), Eslami and Aroufzad (2013)

2.2.9. Consistency culture

Nongo (2012) found out that there was no significant relationship between consistency and
commitment. As much as organizations try to maintain a strong culture by being highly
consistent, well-coordinated, and well-integrated, this does not impact significantly on the level
of employee commitment. In other words, employees prefer to be given the freedom to do the
job rather than being compelled to do it in a rigid manner. Hence, the researcher concludes that
the key success factor for organizations today is flexibility rather than consistency. To the
contrary, research finding by Ghader and Afkhami (2014) revealed that there is positive
relationship between consistency and organizational commitment in which coordination and
integration, agreement and fundamental values as a component of consistency increase employee
commitment to provide efficient and effective work.

Similar, Hakim (2015) asserted that an indicator of the most powerful in shaping the
organizational culture variable is stability (consistency). It means that, cultural values that
received the most attention in the activities of the organization, which emphasizes the
maintenance of the status quo as a contrast to the growth will have positive effect on
organizational commitment.

2.3. Organizational Culture and Effectiveness

As Sudan and Kumar (2003) stated, Organizational culture is somewhat similar to the culture in
a society. An organization’s culture consists of shared values, beliefs, assumptions, perceptions,

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norms, artifacts, and patterns of behavior. According to culture experts, culture is to the
organization what personality is to the individual-a hidden, yet unifying theme that provides
meaning, direction, and mobilization. It is the culture in an organization that helps workers
respond to the inevitable uncertainties and chaos of performing a job. Secondly, organizational
culture is a way of looking at and thinking about behavior of individuals in organizations, a
perspective to take for understanding what is occurring.

In this manner, Organizational culture refers to a collection of themes that attempt to explain and
predict how organizations and people in them behave in different circumstances. Organizational
Culture, in simple terms, is considered to be the personality or feel of the organization. Culture
influences the way people act within organizations. How they perform, view their job, work with
colleagues, and look at the future are largely determined by cultural norms, values, and beliefs.
These ingredients constitute the culture. Glinow and McShane (2000) on their part indicated that
culture is pervasive and operates unconsciously. You might think of it as an automatic pilot,
directing employees in ways that are consistent with organizational expectations. They also
added that corporate culture is the “social glue” that bonds people together and makes them feel
part of the organizational experience.

Employees are motivated to internalize the organization’s dominant culture because it fulfills
their need for social identity. This is increasingly important in organizations with global and
virtual workforces because culture is one of the few means to tie these people together.
Corporate culture consists of the sense making process. As it is explained above, culture is
something that can differentiate one organization from the others. It is a distinguishing factor of
an organization. As personality differs from individual to individual, culture varies from
organization to organization. In general, how employees of an organization behave/act is
determined by the culture of the specific organization. In the same token, one can say that how
employees of CBE behave is guided by its culture.

2.4. Employee performance

2.4.1. Definition of Performance

Different Authors agreed on the concept of performance by differentiate between an action (i.e.,
behavioral) aspect and an outcome aspect of performance (Campbell, 1990; Campbell, Mc Cloy,

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Oppler, & Sager, 1993; Kanfer, 1990; Roe, 1999). The behavioral aspect refers to what an
individual does in the work situation and “Performance is what the organization hires one to-do,
and do well” (Campbell et al., 1993, p. 40). Thus, performance is not defined by the action itself
but by judgmental and evaluative processes (cf. Ilgen and Schneider, 1991.

2.4.2. Performance as a Multi-Dimensional Concept

Performance is a multi-dimensional concept. Borman and Motowidlo (1993) distinguish between

task and contextual performance. Task performance refers to an individual’s proficiency with
which he or she performs activities which contribute to the organization’s ‘technical core’. This
contribution can be both direct (e.g., in the case of production workers), or indirect (e.g., in the
case of managers or staff personnel).

Contextual performance refers to activities which do not contribute to the technical core but
which support the organizational, social, and psychological environment in which organizational
goals are pursued. Contextual performance includes not only behaviors such as helping
coworkers or being a reliable member of the organization, but also making suggestions about
how to improve work procedures. Three basic assumptions are associated with the differentiation
between task and contextual performance (Borman and Motowidlo, 1997; Motowidlo and
Schmit, 1999):

(1) Activities relevant for task performance vary between jobs whereas contextual performance
activities are relatively similar across jobs;

(2) task performance is related to ability, whereas contextual performance is related to

personality and motivation;

(3) task performance is more prescribed and constitutes in-role behavior, whereas contextual
performance is more discretionary and extra-role Based on this assumption they described both
concepts below.

2.4.3. Task performance and contextual performance

Task performance in itself is multi-dimensional. For example, among the eight performance
components proposed by Campbell (1990), there are five factors which refer o task performance

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(cf. Campbell, Gasser, and Oswald, 1996; Motowidlo and Schmit, 1999): (1) job-specific task
proficiency, (2) non-job-specific task proficiency, (3) written and oral communication
proficiency, (4) supervision in the case of a supervisory or leadership position and partly (5)
management/administration. Each of these factors comprises a number of sub factors which may
vary between different jobs. For example, the management/administration factor comprises sub
dimensions such as (1) planning and organizing, (2) guiding, directing, and motivating
subordinates and providing feedback, (3) training, coaching, and developing subordinates, (4)
communication effectively and keeping others informed (Borman and Brush, 1993). Contextual
performance by itself is a multi-dimensional concept (Van Dyne and LePine, 1998).

These behaviors include organizational citizenship behavior with its five components altruism,
Conscientiousness, civic virtue, courtesy, and sportsmanship (Organ, 1988), some aspects of
organizational spontaneity (e.g., helping coworkers, protecting the organization, (George and
Brief, 1992) and of pro social organizational behavior (Brief and Motowidlo, 1986).

2.4.4. Relevance of individual performance

According to (Van Scotter, Motowidlo, and Cross, 2000). Organizations need highly performing
individuals in order to meet their goals, to deliver the products and services they specialized in
and finally to achieve competitive advantage. Performance is also important for the individual.
Accomplishing tasks and Performing at a high level can be a source of satisfaction, with feelings
of mastery and pride. Low performance and not achieving the goals might be experienced as
dissatisfying or even as a personal failure.

Moreover, performance if it is recognized by others within the organization, it is often rewarded

by financial and other benefits. Performance is a major although not the only prerequisite for
future career development and success in the labor market. Although there might be exceptions,
high performers get promoted more easily within an organization and generally have better
career opportunities than low performers (VanScotter, Motowidlo, and Cross, 2000).

2.5. Factors affecting employee performance

The factors that affect employee performance in profit and non-profit organizations may differ
but most of the time in nonprofit organization the factors originate from the employer

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organization or the socio-economic environment Swanepoel et al (1998). These factors include
performance evaluations, remuneration, organizational leadership style, technical training, and
career movement. Those factors are described as follows.

2.5.1. Performance evaluations or appraisals

An effective and good performance appraisal system can identify weaknesses and result in
corrective actions being taken (Cheminais et al., 1998:269).as Cheminais et al., 1998:269, 309-
12; Cronje and others2001:454-5; Erasmus and others2005:308-12, 350-1) Explained the
performance appraisal can also help to sustain contented workers through: The
acknowledgement of individual employee performance, Remuneration options, Promotions and
career movements, Structured training, and Disciplinary decisions.

The researchers agreed on, constructive appraisal system can assist in motivating employees, as
well as ensuring clear expectations and the desired actions needed to achieve organizational
outputs.

2.5.2. Remuneration

Remuneration can be defined as the financial and non-financial extrinsic or intrinsic rewards
provided by an employer for the time, skills and effort made by employees in fulfilling job
requirements aimed at achieving business objectives (Dowling et al., 2011:162-175, Swanepoel
et al 1998:510). Armstrong and Murlis (2004:3) define reward management as “the formulation
and implementation of strategies and policies that aim to reward people fairly, equitably and
consistently in accordance with their value to the organization”. Cheminais et al., (1998:161)
assert that there is a strong relationship between extrinsic or intrinsic remuneration and an
employee’s motivation. Armstrong and Murlis (2004:11) advocate a total or holistic reward
approach by using multiple reward strategies such as “self-management, self-awareness, social
awareness and relationship management within an organization in the pursuit of significantly
raised performance”.

This approach complements Maslow’s theory of the hierarchy of needs in acknowledging

different types of motivational needs within each individual as mentioned in section as asserted
by Armstrong and Murlis (2004:10-11), Cheminais et al (1998:42-47, 159-60), Cronje et al

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(2001:156-7), Erasmus et al (2005:375, 381-3), Globe (1970:62) and Maslow (1943:91-93, 370-
96), monetary factors such as a high salary can inspire someone to be highly motivated only up
to a certain extent. Beyond that, other “self-actualization” and motivational reasons such as
recognition, status, greater individual growth or responsibility, which are referred to as intrinsic
remuneration, may be required to keep an employee loyal and passionate about the organization
they work for or their job in addition to extrinsic remuneration.

Extrinsic remuneration (Armstrong and Murlis 2004:56-8; Cheminais et al., 1998:158-9; Cronje
et al 2001:457) is normally related to the benefits received by the employee in addition to his or
her actual job’s basic salary. This is further separated into financial rewards and non-financial
rewards.

2.5.3. Leadership style

The leadership style within an organization has a bearing on encouraging or inhibiting

employees performance (Armstrong and Murlis 2004:46-49; Cronje et al 2001:144). If
management does not carefully analyze the needs of the organization and its employees, it may
be difficult for the organization to understand the reasons why employees behave in a particular
way. The researcher concludes that the perception and confidence in the organization’s
leadership can affect an employee’s level of motivation in his or her work. An employee is likely
to invest his or her future employment plans in an organization he or she perceives to have sound
future prospects.

2.5.4. Training

Performance is a major multidimensional construct aimed to achieve results and has a strong link
to strategic goals of an organization (Mwita, 2000). Better performance of the organization
simply means the capability of the organization to achieve desired results or output more
efficiently and effectively. Performance is related to measurable accomplishment or results that
primarily address community needs and problems. Poor performance of employees in the
organization is mostly due to lack of training and development of employees (Muhammad,
2009).

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As Muhammad (2009) explained the aim of training is to maximize employees learning of new
skill, knowledge, attitudes and behaviors to cope with the demand of dynamic environments.
These principles of employee training contribute to the overall organizational development
which is a significant reason for organizations to encourage and promote this important human
resource management functions (Hartel et al., 2007).

2.5.5. Career movements

Various options exist for employee career progression within an organization (Cheminais et al.,
1998:309-12; Erasmus et al., 2005:308). These include: lateral moves within or outside of the
organization, but at the same salary, grade level and benefits, vertical moves through promotion
or demotion, diagonal moves within the same organization but across Similar or different
disciplines and outward moves outside the organization, also known as separation.

2.6. Relationship between Organizational culture and employee’s

performance

2.6.1 Culture of Empowerment and Employee Job Performance

According to Orpen (2015), employee empowerment can be an integral element of

organizational culture change in that it embodies the concepts of intrinsic motivation, internal
justification for decision-making, shared responsibilities, and integration for problem solving. As
employees mature in an organization, they gain more knowledge, internalize justification for the
actions they take, and become more intrinsically motivated. Alongside this internalization
process, employees tend to take a more active role in intervening in the actions of newer
employees and offering feedback regarding culture-consistent behaviors.

When employees are empowered, they feel motivated to work because then nothing holds them
back as they know what is expected of them and are competent in their duties. More open forms
of participative management give workers decision-making authority regarding their domains of
responsibility (Macey et al., 2009). When companies shift to the more open forms of
participative management, they begin the process of empowering their employees. Kurstedt
&Mallk (1996).

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assert that an organization's level of empowerment is related to its culture. A strong culture
supports the empowerment process in many ways. First, companies with strong cultures provide
continuity and clarity with respect to their missions. Second, companies with strong cultures
minimize mixed signals because they have reduced ambivalence in their communications, and
management tends to speak with one voice. Third, companies with strong cultures have a central
core of consistency that drives the basic decision-making processes throughout the organization.
This central core promotes consistency regarding basic values and beliefs, yet allows for
individual interpretations and responses for items outside the central core. Fourth, strong culture
firms help employees build social currency based on track record, reputation, knowledge, and
network of relationships. This social currency builds communication and trust and provides the
power to get things done independent of formal titles and authority.

Manyonyi (2012) emphasizes that an organization that effectively communicates information to

its employees and makes it accessible to its employees makes them feel part of the organization.
This makes employees want to do their best not just for their paycheck, but for the organization.
The kinds of information that can be transmitted to employees include: the long-term plans of the
organization and new developments such as opportunities or problems faced by the company.
Another way of establishing a culture of involvement in an organization is by incentivizing
employees so as to increase their performance. This can be by informing them of the financial
position of the organization and, when possible, sharing with them the profits. Most employers
believe that offering additional money will draw more production from their employees
(Anderson, 2012).

Many times this is not true. What employees most often want is to know that they matter to the
company or organization. Adding to their salaries, says Anderson (2012), does show them they
are important, but normally this is the least effective means of increasing employee performance.
It is also the most expensive. Some little gestures of recognition employed by an organization
increase employee job performance. Multinational organizations for example, put up a map on
the wall of the staff canteen. When people join the company, they put a pin on the country they
are from. This makes the new employee feel welcome to the team, and is good for
communication. Organizations that have a culture of celebrating birthdays, organizing get-
togethers, whether it’s paintballing sessions or a small glass of wine in the staff room at the end

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of an afternoon, helping a charity is another way to give workers a common purpose and a feel-
good factor (Macleod & Brady, 2008).

2.62. Organizational Culture of Involvement and Employee Job Performance

Involvement in this context is to be understood as a regular participation of employees in

deciding how their work is done, making suggestions for improvement, goal-setting, planning,
and monitoring of their performance (Macleod & Brady, 2008). A performance culture is built
around shared desire to exceed expectations and achieve remarkable results. However, this starts
with individuals. Organizations with high performing cultures, notes Achua & Lussier (2013),
see their employees as their number one asset. They treat employees with dignity and respect,
grant them greater autonomy, involve them in decision-making, celebrate individual and team
achievements, and use a full range of rewards and punishment to enforce high performance
standards (Achua & Lussier, 2013). One way of enhancing employee job performance is by
involving them in the organization’s decision-making at least to a level that they are allowed
(Manyonyi, 2012).

2.6.3 Organizational Culture of Consistency and Employee Job Performance

Consistency implies the extent to which the values, beliefs and standards of behavior are
acquired and shared among employees in an organization (Denison, 1990). Organizational
culture defines a normative order that serves as a source of consistent behavior inside an
organization (Achua & Lussier, 2013). An organization will operate more productively as a
whole when key values are shared among the majority of its members. To that end, employees
need to be comfortable with the behaviors encouraged by the organization so that individual
motivation and group productivity remain high. High functioning organizations are comprised of
individuals whose overt behaviors are consistent with their covert values (Khan, 2015).

All of this is of crucial importance to managers. Senior executives usually set the tone by
exerting core values that form the overall dominant culture shared by the majority of an
organization’s members. So, if management does not take the time to understand the culture that
motivates an organization, problems are inevitable. New procedures and activities will be very
difficult to implement if they do not mesh with the organization’s culture. A culture of
consistency is created by leaders in the organization who are meant to be role models. According

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to Achua and Lussier (2013) the stories leaders tell, the decisions they make, and the actions they
take reveal an implicit cultural expectation for followers. Employees learn what is valued most in
an organization by watching what attitudes and behaviors leaders pay attention to and whether
the leaders own behavior is consistent with organizational values.

Again, as leaders who have the voice of the organization, they must be sure to communicate
clear expectations for every member of the organization. These expectations should be supported
by the words and actions of managers who regularly let people know how their work is important
to the organization. Another technique of creating a consistent culture in an organization lies
with the top management. In order to promote a culture of consistency, leaders can design the
physical work environment to reflect the values they want to promote within the organization
(Achua and Lussier, 2013).

2.6.4 Organizational Culture of Adaptability and Employee Job Performance

Adaptability is also tremendously essential in the development of organizational strategies. This

is because a strategy is a series of adaptive choices by a dominant coalition which is influenced
by contextual variables. Adaptability presents a set of shared organizational values which
influence strategy. Adaptability is, therefore, an essential field which affects development and
adoption of effective strategies. It ensures that a firm adopts required strategies which provide
the employees an exemplary environment for job performance. Through enhancing employee job
performance, an organization succeeds in achieving its goals and objects (Feinberg, 2008).

This requires employees to learn new ways of performing their duties. At times, it forces
employees to learn new skills in order to remain competitive for different jobs. This implies that
workers have to be adaptable, versatile, and tolerant of uncertainty in order to operate effectively
in the changing environment. Adaptability is, therefore, a critical essential field which defines
employee job performance. The employees who significantly adapt to various changes in the job
environment are more efficient and effective in performing their duties (Thompson, Shanley &
McWilliams, 2011).

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2.6.5. Organizational Culture of Mission and Employee Job Performance

As mentioned by Achua and Lussier (2013), a unique corporate culture provides value to the
organization and, therefore, hard to duplicate or imitate. In this regard, it helps to build and
sustain a firm’s competitive advantage. For this to happen, the organization has to have a mission
statement and values that have meaning; a statement that people will take seriously; a set of
overarching beliefs that serve as powerful guides for everyday action and that are reinforced in a
hundred different ways, both symbolic and substantive. Organizations that value innovation
encourage high employee job performance because by so doing, it promotes competition among
the employees. This will make every other employee in that organization to bring out their best
in order to stand out and receive rewards and recognition.

It is sometimes referred to as a creed, purpose, or statement of corporate philosophy and values

(Forest and David 2003). It often reflects the values and beliefs of top managers in an
organization. It, therefore, all starts with the organizations leaders to define these values and then
help the employees discover how their personal values are validated when they perform their
jobs in accordance with the organizational values.

2.7. Empirical Review

The study conducted by Naicker (2008) on organizational culture and employee commitment
revealed that the perceived, present culture of Nampak Tissue, Review Paper Mill is that of
achievement culture. The preferred culture as indicated by the respondents is also achievement
culture. There is also a strong preference for support culture. This finding infers that the
employees of the company value trust and open communication. The present culture can be
attributed to the company’s strong vision and values program that has helped to articulate the
vision and mission of the company. It is encouraging to say that the vision and values initiative
have maintained to achieve its purpose for this organization.

Empirical studies conducted on organizational culture are diverse. But the researcher used the
empirical studies which are related with the issue raised in the study. Therefore, be made to
review some representative studies for the theories discussed in the previous section.

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Olu Ojo (2010) analyzed and assesses empirically the impact of corporate culture on employee
job performance as well as organizational productivity using Nigerian banking industry as the
case study. The major objectives of the study were to ascertain if organizational culture affects
employee job performance, and to formulate recommendations regarding corporate culture and
employee job performance. banking industry. In order to analyses the issues, the study uses
survey research method.

Employees in selected banks were divided into three strata: management staff, senior staff, and
junior staff. A simple random sampling technique was used to select a total of 100 employees
that constituted under sample size. The required data are collected accurately and economically.
Primary method of data collection was used in this study. The primary data consists of a number
of items in structured

According to Bulach (2012), the effects of organizational culture on employee behavior and
performance can be summarized as: 1) knowing the culture of an organization allows employees
to understand both the organization’s history and current methods of operation. 2) Organizational
culture can foster commitment to the organization’s philosophy and values. 3) Organizational
culture, through its norms, serves as a control mechanism to channel behaviors toward desired
behaviors. 4) Certain types of organizational cultures may be related directly to greater
effectiveness and productivity than others.

As mentioned by Gunaraja (2014), Presented his empirical study which was mainly made on the
effectiveness of organizational corporate culture on employee performance as well as
employee’s productivity using Indian banking industry. And his findings confirmed that a large
number of respondents almost more than 50% of the respondents strongly agreed that
organizational corporate culture has an influence on employee work performance and the study
further showed that there is a positive relationship between corporate culture and employee’s job
performance.

As stated by Dahni & Alhabri (2012), found that certain dimensions of culture have been
identified so far and research showed that value and norms of an organization were based upon
employee relationship. And at last, the strong culture of an organization based upon managers
and leaders help in improving level of performance. Managers relate organization performance

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and culture to each other as they help in providing competitive advantage to firms. Significant
demonstration of both positive and negative characteristic of culture has significant
consequences on employees as well as firm’s performance.

There were also empirical evidences found in organizational culture and Organizational
Performance, conducted in Ghana University by (Mariama, 2013) and applied organizational
culture and Performance variables were measured using five-point Likert scale and using the
Denison’s Organizational Survey Instruments. The researcher reached to a conclusion that there
was a positive relationship between Organizational Culture and Performance in the case of
banking Industry in Ghana. Among the Organizational dimensions, Mission was the Culture trait
with the strongest potential of impacting positively on Performance.

2.8. Research Gap

Empirical studies usually focus on a certain country and in some cases on a small area in a
country. The current study is an empirical study. The scope of the study can be used to
distinguish different types of research. Sometimes, many organizations from different sectors are
studied, such as the current study. Sometimes, however, a narrow investigation is performed,
where only one sector is studied. In some cases, only one company is investigated. As an
example of the wide scope, Zhang et al. (2008) investigated the relationship between OC and
performance in a wide range of industries in China.

However, none of the studies with wide scope investigated the effect of OC on performance in
the Commercial Bank of Ethiopia. As previously mentioned, there are some cases in which the
study is even narrower, and focuses on only one organization such as the study by Mersen (2016)
that focused on determining relationship between the different types of organizational culture
and employee commitment of Ethiopian airline. Another research study is by Abate (2019),
focusing on the effects of organizational culture on employee’s commitment in the case of Saint
Mary’s University. Obviously, the gap here is the investigation in a wide scope in the in
Ethiopia, where this study focuses on several different private banking sectors in Ethiopia.

Most of study undertaken in our country related to the topic of effects of organizational culture
on employee’s commitment focus on the other industry and the public Banks and some

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internal and external factors that are reviewed by different researchers indifferent research
techniques also showed different effect on the Bank organizational culture. Thus, the
inconsistency funding among researchers and little attention given by researcher on the of effects
of organizational culture on employee’s performance in banking industry in Ethiopia,
particularly, CBE in the case of Gondar Town District motivated the researcher to undertake
research in this particular area by adding new additional variable to fill these gap.

2.8. Conceptual Framework

While organizational culture refers to the set of values, beliefs and behavior patterns that shapes
employee’s behavior and forms the core identity of the organization (Lund, 2003) cited in Agwu,
et al., (2013).

From the above theoretical and empirical literature reviews there are main factors that affect
employee’s performance such as Innovation and risk taking, attention to detail, outcome
orientation, consistency cultures, team orientation, aggressiveness and adaptability. They
concluded that the appraisal of an organization on these seven characteristics, gives a composite
picture of the organization’s culture. On the basis of the above suggestion, the researcher took all
the culture dimensions except attention to detail and see their impacts on employees’
commitment.

These different profiles would eventually lead to different effects on work place behavior and
could be influenced by many factors, one of it being organizational culture. The relationship
between Organizational culture (innovative cultures, aggressive cultures, consistency cultures,
team-oriented cultures, aggressive cultures, and adaptability culture) and employees’
performance is shown by the following figure:

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Figure 1: conceptual framework

Organizational culture

Team-oriented culture

Innovative culture

Employees’ job
Consistency culture
performance

Aggressive culture

Adaptability culture

Outcome-oriented culture

Source: The Researcher Construction (2023)

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 CHAPTER THREE

3. RESEARCH METHODS AND MATERIALS

Introduction

This chapter covers the research approach, the type and source of data and the research design. It
explains the type of data used for the study and the techniques employed in identifying the
effects of organizational culture on employee’s job performance and offers recommendation. The
validity and reliability of the data will also high - lighted.

3.1. Research approach

In this study, the researcher has employed a quantitative approach (quantitative data sets). A
survey method of research accompanied by a data collection instrument which is questionnaire
has employed. Quantitative methods have used to assess direct involvement of the operational
activities in the case of the Bank’s working together. By integrating supplies chain management,
it activates the satisfaction of the customers and other relevant body. The main effect of
organizational culture on employee’s commitment are activity measured by using 5-point likers
scale method and variables under the effect of organizational culture on employee’s performance
are discussed.

3.2. Research Design

In this study the researcher has employed both descriptive and explanatory research design. The
main motive of the study was to examine the effects of organizational culture on employees’
performance. The research has tried to show the relationships between the independent
(organizational culture dimensions) and dependent variable (employees’ performance). In order
to identify any causal links between the factors or variables that pertain to the research problem,
an explanatory research design which is also named as analytical study is found to be appropriate
for this study.

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3.3. Sampling Design

3.3.1. Target Population

The target population of this study has employees of 24 main branches of commercial bank of
Ethiopia of Gondar Town district. According to Kitchenham (2002), population represents the
group or the individuals to whom the survey applies. In other words, populations contain those
group or individuals who are in a position to answer the questions and to whom results of the
survey apply. Therefore, the researcher has conducted the study in purposively selected 24
branches of CBE in Gondar Town district. As organizational culture is very important for
successful performance of a given organization, employees of CBE are expected to have
information about it. Accordingly, the researcher believed that all the employees have pertinent
knowledge, experience, and ability to provide response for the study.

3.3.2. Sampling Frame

A sample is a subset or some part from a larger population. By using sample, researchers save lot
of time and money, get more detailed information, and they are able to get information which
may not be available otherwise (Bluman 2009). On the other hand, sampling frame is the list
consisting of the units of the population (Orodho and Kombo, 2002). The sample frame in this
study has involved in CBE of Gondar Town. However, only representative number of
participants included in this study.

3.3.3. Sampling Techniques and Procedures

The target population for the study were employees of CBE in Gondar Town. As for this
research, the unit of analysis for the study would constitute all bank staff of the CBE and the
study has used the random sampling techniques. Random sampling technique has applied in this
study whereby each branch considered as a sub-group. From the sub group purposive technique
has used to select respondents of bank staff. This has enable the researcher to include all key
managers of the bank and senior staffs because they are perceived as key recourse persons and
responsible in designing and setting strategies of the bank and follow the implementation.

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3.3.4. Sample size

Sample size refers to the number of items to be selected from the universe to constitute a sample.
The size of sample should neither be excessively large, nor too small. It should be optimum. An
optimum sample is one which fulfills the requirements of efficiency, representativeness,
reliability and flexibility. According to the annual report of CBE Gondar Town have 24 main
branches dedicated for customers. This study has conducted by taking these branches and district
offices there are about a total 620 employees with in all 24 branches. The sample size of the
study is calculated as follows using Yamane’s formula for sample size determination. To get a
representative sample for the population under this study the following sampling technique has
used.

N
n= 2
1+ N (e )

Where

n=sample size

N=population of the study (Employees of CBE)

e=acceptable sampling error, at 95% confidence level, e=0.05 (This means, in this case, there is a
95% chance that the real value is within ±5.22% of the measured/surveyed value.

620
n= 2
1+620 (0.05 )

n =243

And to avoid uncertainties, 10 % (24.3) of the sample was added,

Therefore, the study had a total of 267 sample size to be participated.

Number Branch name Total population Percentage Sample of each branch

1 Maraky 23 43.064% 10

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 2 Kidame Gebeya 27 43.064% 12
3 Mahal Arada 26 43.064% 12
4 Azezo 26 43.064% 12
5 Main branch 51 43.064% 23
6 Fasiledes 24 43.064% 11
7 Atse Eyasu 29 43.064% 9
8 Mintwab 23 43.064% 10
9 Jantekel 26 43.064% 12
10 Ekra 28 43.064% 13
11 Sheh Ali Gonfar 21 43.064% 10
12 Atse Bakafa 28 43.064% 9
13 Guzara 22 43.064% 10
14 Angereb 25 43.064% 11
15 Ergib Ber 23 43.064% 10
16 Zobel 20 43.064% 9
17 Ras Dashen 22 43.064% 10
18 Bezawit Mariam 24 33.064% 11
19 Jano 27 43.064% 12
20 Aba Jale 26 43.064% 7
21 Aba Samuel 21 43.064% 10
22 Loza Mariam 26 43.064% 12
23 Atsewochu 28 43.064% 13
24 Tseda 24 43.064% 9
Total 24 620 100 267
Table 1: Sample size proportion

3.5. Data collection

3.5.1. Primary data Sources

Primary data are described as those items that are original to the problem under study. This
undertaking access and generate primary data from respondents sampled for the study. Primary
data are necessary in order to get relevant, original and reliable firsthand information about the

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problem under the study. Questionnaire was the major tool of capturing the primary data because
of its advantages over the other methods and its efficiency or ability to capture more information
from the source (Kothari, 1992). Questionnaire has used because it can be analyzed more
scientifically and objectively than other forms of research and also it simplifies the collection of
information from large number of people in short time.

The researcher has measured the questioners by using Likert scale with five response categories
(Strongly disagree, Disagree, Neutral, Agree and strongly agree)” The Likert scale method was
preferred to make the questioners interesting to respondents and they’re by enhance their
cooperation, ultimately to insure maximum response rate (Robson Colin, 2002). Questionnaires
has designed in English.

3. 6. Techniques to Ensure Validity and Reliability

As this study entails the use of quantitative research data, the concepts used to express validity
and reliability are broader than those traditionally associated with quantitative research.
According to MacMillan and Schumacher (2001:407), validity is the degree to which the
interpretations and concepts have mutual meanings between the participants and the researcher.
Reliability, on the other hand, a care independent of accidental circumstances. It is closely
related to assuring the quality of field notes and guaranteeing the public access to the process of
the publication of the research results. Joppa (2001:1) defines reliability as the extent to which
results are consistent over time, and are an accurate representation of the total population under
study.

3.6.1. Validity

Validity is defined as the strength of the research conclusion, inferences and propositions and it
could either be a construct, content, internal, external or instrument validity. Validity is
concerned with how well the concept is defined by the measure(s). Therefore, this study have
been tried to addresses validity through the review of literature and adapting instruments used in
previous research Meera Shanker (2015).

3.6.2. Reliability

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According to Golafshani (2003:599), reliability is the consistency of measurement, or the degree
to which an instrument measures the same way each time it is used under the same conditions
with the same subjects. Hair et al. (2007) defined reliability as the extents to which a variable or
a set of variables is consistent in what it is extended to measure. To ensure that the research is
reliable, as the current study has used multiple items in all variables, internal consistency
analysis will be carried out through Cornbrash alpha reliability tests. Duffy, and Kilbourne
(2001) asserted, Cranach’s α measure the consistency with which participants answers items
within a scale. The reliability has checked by conducting a pilot study on participants. 10% of the
total sample questionnaires was distributed to these employees.

Duffy et al. (2001) further stated, a high α (greater than.60) indicates that the items within a scale
are measuring the same Construct. SPSS version 26 was used to produce the values for
Cornbrash’s α. The results of the reliability analysis are presented in below table. Based on the
results of the reliability analysis, one can conclude that the items are internal consistency.

Table 2 : Reliability analysis of variance

Dimension Number of items Cronbach's alpha coefficient

Team oriented 4 0.782
Consistency 4 0.894
Adaptability 6 0.841
Innovation 5 0.853
Outcome oriented 4 0.865
Aggressiveness 4 0.920
Employee performance 9 0.887
Overall reliability 36 0.867

Source: Own survey (2023)

Duffy et al. (2001) further stated, a high α (greater than.60) indicates that the items within a scale
are measuring the same Construct. SPSS version 26 has used to produce the values for
Cornbrash’s α. The results of the reliability analysis are presented in above table. Based on the
results of the reliability analysis, one can conclude that the items are internal consistency.

36 | P a g e
Therefore, as indicated in the Table 1 above, the Cronbach’s Alpha for each individual variable
is between 0.920 and 0.782, which is very high and showing a very strong internal consistency
among the measurement items and also the overall reliability is 0.867 and is very high and that
Signifies greater internal consistency of the instrument.

3.7. Methods of Data Analysis

Descriptive statistic and inferential data analysis has used as noted by (Kothari, 2004), data has
to be analyzed in line with the purpose of the research plan after data collection. Accordingly,
primary data has collected from employees and secondary data has collected from annual reports
of the concerned CBE has analyzed to determine its suitability, reliability, adequacy and
accuracy. Thus, this study has utilized both descriptive and inferential analysis based on a
gathered data to examine the impacts of organizational culture on employees’ job performance.

Those data which has gathered through questionnaire (organizational culture questionnaire and
employee performance questionnaire) has analyzed quantitatively through the application of both
descriptive statistics (frequency, percentages, means, & standard deviation) and inferential
statistics (correlation, and multiple linear regression). The responses have analyzed and
interpreted by using SPSS version 26.

3.8. Ethical consideration

There is much more than the ethics behind the chosen subject to consider during the research
process. Considerable focus must be put at ensuring that more specific research ethics, especially
while dealing with the construction of the thesis frameworks during the stage of data collection.
There should be respect for the participants of both the survey and the interviews. Research
ethics include the privacy of possible and actual participants. There should be confidential
handling of the data provided by participants, additionally there must be an acknowledgement of
the effects the research might have on the participants and their provided information. The
research paper believed to fulfill all the research ethics started above in collection and
interpretation of primary data.

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 CHAPTER FOUR

4. RESULTS AND DISCUSSION

4.1. Introduction

This chapter presents the reasoning of the research findings obtained from the data collected
through questionnaire using Descriptive and Inferential statistics in order to assess the
relationship between organizational culture and employees‟ job performance and also to identify
which organizational culture dimension has significant contribution towards employees‟ job
performance in the case of Commercial Bank of Ethiopia in south Addis Ababa district.
Descriptive statistics on demographic information and on the study, variables were presented.
Pearson correlation among the variables in the study, multiple regression analysis and correlation
analysis of variance were also used for this study. The responses were summarized and presented
using the below tables

4.2. Response Rate

In order to make the raw data that was collected through questionnaire ready for conducting
statistical analysis, the researcher conducted data checking for completeness. Thus, out of the
collected 267 questionnaires, 2 questionnaires were rejected due to incompleteness of some part
of the survey sections. Thus, a total of 265 questionnaires were used for this study with a return
rate of 99.2%

4.3. Demographic Characteristics of Respondents

Under this section, the selected demographic characteristics of the study respondents such as
Age, Gender, Level of Education, Work Experience and Marital Status were presented. The
purpose of the demographic analysis in this research was to describe the characteristics and
background of the sample employees such as the proportion of male and female employees in the
sample, range of Age, Level of Education and Marital status, so that the analysis could be more
meaningful. The results obtained from the collected structured questionnaire are presented on the
below table.

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Table 3: Demographic Characteristics of respondents

Group Demographic Characteristics

Variable Frequency Percent

Gender Female 98 36.98
Male 167 63.02
Total 265 100
18-25 43 16.2
Age 26-35 112 42.3
36-45 95 35.8
>46 15 5.7
Total 265 100
Diploma 21 7.9
Level of Education Degree 196 73.9
Master Degree 48 18.1
Total 265 100
Work experience Less than 3 year 63 23.7
3-5 years 139 52.5
6-10 years 45 16.9
>10 years 18 6.8
Total 265 100

Source: Own Survey (2023)

The demographic characteristics of respondents from CBE Gondar town provide valuable
insights into the population's gender distribution, age range, level of education, and work
experience. Gender-wise, the majority of the respondents were male, accounting for 63.02% of
the total respondents, while the female respondents accounted for 36.98%. In terms of age, the
largest proportion of the respondents were in the age range of 26-35 years, which accounted for
42.3% of the total respondents. The next highest age group was 36-45 years, which accounted for
35.8% of the respondents. The age group of 18-25 years accounted for 16.2% of the total
respondents, while those above the age of 46 years accounted for only 5.7%.

Regarding the level of education, the majority of the respondents had a degree, accounting for
73.9% of the total respondents. The respondents with a master's degree accounted for 18.1%,
while those with a diploma accounted for only 7.9%.

Regarding work experience, the largest proportion of the respondents had 3-5 years of work
experience, accounting for 52.5% of the total respondents. Respondents with less than 3 years of

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work experience accounted for 23.7%, followed by those with 6-10 years of work experience,
accounting for 16.9%. The respondents with more than 10 years of work experience accounted
for only 6.8%.

Overall, these demographic characteristics provide valuable insights into the CBE Gondar town
population, which can be used to inform decision-making processes in a variety of contexts, such
as market research, policy development, and community outreach programs

4.3. Descriptive Analysis

4.3.1. Descriptive Analysis of Dimensions of Organizational Culture

The perception of the respondents regarding the selected dimensions of organizational culture
and their attributes are summarized using means and standard deviations in the table below.
Thus, the mean indicates to what extent the sample group on average agrees or disagrees with the
different attributes. The higher the mean, the more the respondents agree with the statement
whereas the lower the mean, the more the respondents disagree with the statements. According to
Zaidaton and Bagheri (2009), the Mean score below 3.39 is considered as low, the mean score
value from 3.40 to 3.79 is considered as moderate and the Mean score value above3.8 is
considered as high. The mean values each attribute and the resulting mean values of each
dimension of organizational culture were presented in table

Table 4: Descriptive analysis of team- oriented culture traits

Team oriented culture items N Mean Standard Deviation

Cooperation across different parts of the 265 4.28 .795
organization is encouraged
Teamwork is used to get work done, 265 4.23 .804
Employees work like they are part of a team 265 4.31 .867
Information widely shared so that employees can 265 4.10 .712
get the information they need
Average mean and SD 265 4.23 0.7945

Source: own survey (2023)

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Table 4 presents the results of the survey on the team orientation culture in Commercial Bank of
Ethiopia. The table shows that the mean score for team orientation was relatively high, with a
mean score of 4.39 and a standard deviation of .7945. This suggests that the employees of the
bank had a relatively higher level of agreement on the items related to team orientation culture.

The attributes of team orientation that received relatively higher mean scores include
'Cooperation across different parts of the organization is encouraged' with a mean score of 4.28,
'Teamwork is used to get work done' with a mean score of 4.23, and 'Employees work like they
are part of a team' with a mean score of 4.31. These results indicate that the bank encourages
employees to work collaboratively and cohesively as a team, which can have a positive impact
on their performance and the overall success of the organization.

However, the attribute 'Information widely shared so that employees can get the information they
need' scored relatively low with a mean score of 4.1. This suggests that the bank may need to
improve its communication and information-sharing processes to ensure that employees have
access to the information they need to perform their duties effectively.

Overall, the results of the survey indicate that Commercial Bank of Ethiopia has a strong team
orientation culture, which can lead to better employee performance and organizational outcomes.
The bank may need to focus on improving its information-sharing processes to further enhance
its team orientation culture. These findings can be used by the bank to develop strategies to
enhance its team orientation culture and improve its overall performance.

Consistency Culture N Mean Standard Deviation

Managers "practice what they preach" 265 3.95 .801
There is a consistent set of values that govern the 265 3.84 .527
way the bank does business
There is an ethical code that guide employee’s 265 4.12 .524
behavior and tells right from wrong
It is easy to reach consensus, even on difficult 265 3.65 .794
issues
Average Mean and SD 265 3.69 .633

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Table 5: Descriptive Analysis of Consistency culture trait

Source own survey (2023)

As indicated on the above table 5, the mean score of 4.12 and a standard deviation .524 implies
that the respondents strongly agreed on that there is an ethical code that guides employees‟
behavior and tells right from wrong and also the mean score 3.95 and standard deviation .501
indicates the respondents strongly agree on the statement' Managers "practice what they preach'
The respondents showed their low level of agreement by a mean of 3.25 on the statement 'It is
easy to reach consensus, even on difficult issues' it indicates the bank gave little attention to
managing issues by consensus

Table 6: Descriptive Analysis of Adaptability culture trait

Adaptability Culture N Mean Standard

Deviation

Improved ways to do work are continually adapted 265 4.18 .425

Different parts of the organization cooperate to create change 265 4.10 .610

The bank responds to competitors’ actions and other changes 265 4.09 .589
in the business Environment

Customers comment and recommendations lead to changes 265 4.03 .754

Average mean and SD of adaptability 4.113 .669

Source: own survey (2023)

The above table sought that majority of the respondents agreed that the statement' Improved
ways to do work are continually adapted' is a crucial adaptability culture trait in commercial
Bank of Ethiopia in Gondar town branches as shown by a mean of 4.19 and a standard
deviation of 0.425. 'Different parts of the organization cooperate to create change' is also
important in ensuring adaptability culture dimensions by a mean of 4.10 and a standard deviation
of .410 and 'responds to competitors’ actions and other changes in the business Environment'
adaptability culture traits as shown by a mean of 4.09 and a standard deviation of 0. 386.lastly

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the respondents also agreed with a mean of 4.08 on the statement 'Customers comment and
recommendations lead to changes'.

Table 7: Descriptive analysis of innovation culture traits

Innovation culture N Mean Standard

Deviation
Being innovative and risk Taking 265 3.39 .860

Being quick to take advantage of opportunities 265 3.92 .775

Not being constrained by many rules 265 3.97 .637

Learning is an important objective in a day-today work of this 265 4.37 .766

company

CBE view failures as an opportunity for learning and 265 4.28 .680
improvement

Average mean and SD of innovation 3.95 .704

Source: own survey (2023)

Nothing will propel a company further than a culture of an atmosphere that inspires employees,
every hour they are at work, to seek out innovative opportunities. A company needs to make
great effort to establish such a mindset among the employees. Table 7 presents the mean scores
for the innovation culture in Commercial Bank of Ethiopia (CBE) Gondar town branches. The
results show a moderate mean score of 3.95, with a standard deviation of .704, which indicates
that the respondents had a moderate level of agreement with the innovation culture of the bank.

The lowest mean score was recorded for the component 'Being innovative and risk-taking', with
a mean score of 3.39 and a standard deviation of .860. This suggests that the bank did not focus
much on the introduction and implementation of new ideas, and the employees may not be
encouraged to take risks and innovate in their work. However, the components 'being quick to
take advantage of opportunities' and 'not being constrained by many rules' had moderate mean
scores of 3.92 and 3.97, respectively. This suggests that the bank may be open to new
opportunities and may not have too many rules in place that hinder innovation.

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Interestingly, the respondents strongly agreed that 'Commercial Bank of Ethiopia views failures
as an opportunity for learning and improvement', with a mean score of 4.27 and a standard
deviation of .366. This suggests that the bank takes learning from failures as a strategy for better
performance, which is a positive sign as it indicates that the bank is willing to learn from its
mistakes and improve its processes and practices.

Overall, the results of the survey suggest that Commercial Bank of Ethiopia in Gondar town has
room for improvement in its innovation culture. The bank may need to focus on encouraging
employees to take risks, introducing new ideas, and being more innovative in their work. The
bank can also continue to focus on learning from failures as a strategy for better performance.
These findings can be used by the bank to develop strategies to enhance its innovation culture
and improve its overall performance

Table 8: Descriptive analysis of outcome -oriented culture traits

Outcome oriented culture N Mean Standard

Deviation

The bank values achievements, results, and action as important 265 3.68 .901
values.
Employees are trained and mentored to increase their 265 4.32 .513
performance.
Employees & managers are accountable for success & utilize 265 4.32 .540
systems that reward employee & group output
Rewards given to employees is tied to performance indicators as 265 4.31 .464
opposed to seniority or loyalty
Average mean and SD of outcome oriented 4.1575 0.6045

Source: Own Survey, 2023

Organizations usually focus on results and build accountability. With regard to outcome-
oriented cultures, employees of Commercial bank of Ethiopia were asked to indicate their level
of agreement about the availability of outcome-oriented culture . So, As far as outcome oriented
culture of Commercial Bank of Ethiopia is concerned, table 8 clearly exhibited that the average
mean value of outcome orientation is 4.15 and a standard deviation of .605. The respondents
agreed moderately on the statement 'being result oriented’ with a mean of 3.68 and standard

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deviation of .901. This value indicates the bank is in medium condition in giving attention for
result than process.

The results of the survey in table 11 indicate that the respondents strongly agreed on the
outcome-oriented culture of Commercial Bank of Ethiopia (CBE) Gondar town branches. The
highest mean score of 4.32 was recorded for the statement 'Being Highly organized', which
implies that the bank has qualified workers, equipped with facilities and working systems that
enable them to work in a highly organized and efficient manner. This can have a positive impact
on the bank's performance and overall success.

Furthermore, the respondents also showed strong agreement on the statement that CBE has high
expectations for performance, with a mean score of 4.31 and a standard deviation of .540. This
indicates that the employees are aware of the high-performance standards set by the bank and are
motivated to work towards achieving them. This is a positive sign as it indicates that the
employees are committed to the success of the organization.

Overall, the results of the survey suggest that Commercial Bank of Ethiopia has a good outcome-
oriented culture. This culture should be continued and sustained to ensure the bank's continued
success. The bank can use these findings to identify areas for improvement and develop
strategies to enhance its outcome-oriented culture, which can lead to better employee
performance and organizational outcomes.

Table 9 : descriptive analysis of aggressiveness culture traits

Aggressiveness culture N Mean Standard Deviation

Commercial Bank of Ethiopia values competitiveness and 265 4.13 0.67
outperforming competitors.
Employees of Commercial Bank of Ethiopia use language 265 4.16 0.929
such as “we will kill our competition.”
Commercial Bank of Ethiopia has been aggressively 265 4.25 0.629
working on retaining its employees.
The bank has been using better technology and resources 265 4.19 0.392
compared with its competitors
Average mean and SD of aggressiveness 4.18 0.655

Source: Own survey, 2023

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Table 9 presents the results of the survey on the winning culture of Commercial Bank of Ethiopia
(CBE) Gondar town branches. The table shows that the respondents ranked the feeling of
competitiveness and the bank's efforts in retaining its employees higher than the values of
innovative cultures, with an average mean value of 5.53 and a standard deviation of 0.500. This
suggests that the bank places a high value on competitiveness and employee retention as part of
its winning culture. Furthermore, the average mean value of aggressiveness was 4.27, which
indicates that the bank was in good stand in competition with other banks. This suggests that the
bank has a strong competitive culture that allows it to compete effectively with other banks in the
industry.

Overall, the results of the survey suggest that Commercial Bank of Ethiopia in Gondar town has
a winning culture that emphasizes competitiveness and employee retention. The bank may need
to focus on fostering an innovative culture in addition to its competitive culture to stay ahead of
the competition. These findings can be used by the bank to develop strategies to enhance its
winning culture and improve its overall performance.

4.3. 2. Descriptive Analysis on Employees job performance Measures

Nine items were included on the survey questionnaire to measure employees‟ performance. As
depicted on the below table, mean score of 3.85 implies that the responses are mostly incline to
agree on performance measures. Specifically, mean score of 4.19 was obtained from statement
which inquires the level of employees willing to organization really inspires the very best in me
in the way of the job performance, in order to help the organization to be successful.

Table 10: Descriptive Analysis on Employees performance

No Items of Employees job performance Mean Std. deviation

1 I am willing to put in a great deal of effort beyond the normal 4.19 .858
expected, in order to help this organization to be successful
2 I would accept any type of job assignment in order to keep working 4.18 .749
for this organization
3 I find that my values and the organizations values are very similar 4.11 .452
4 I am proud to tell others that I am part of this organization 4.19 .663

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 5 This organization really inspires the very best in me in the way of 4.14 .558
the job performance
6 I really feel as if these banks problems are my own 4.15 .749
7 I would be very happy to spend the rest of my career with this 4.11 .652
company
8 One of the major reasons I continue to work in this organization is 4.19 .563
that I believe loyalty is important and therefore feel a sense of
moral obligation to remain
9 The reason to stay in the bank is because of no other option 1.87 .738
Average mean score of Employees performance 3.87 .719

Source: own survey, 2023

The table 10 presents the mean scores of the employees' job performance measures in CBE
Gondar town branches. The mean score of 3.851 indicates that the respondents generally agreed
with the performance measures included in the survey. This suggests that the employees are
aware of the expectations set by the organization and are willing to work towards achieving
those goals. The highest mean score was recorded for the attribute that measures the employees'
willingness to put in a great deal of effort beyond the normal expected level, in order to help the
organization to be successful. This attribute had a mean score of 4.19, which indicates that the
employees are highly motivated and willing to go the extra mile to contribute to the success of
the organization. This is a positive sign for the bank as it indicates that the employees are not
only meeting the expected performance levels but are also demonstrating a high level of
commitment to the organization.

On the other hand, the lowest mean score was recorded for the attribute that measures the reason
why the employees stay in the bank. The mean score of 1.87 indicates that the respondents
strongly disagreed with the statement that they stay in the bank because of no other option. This
suggests that the employees are staying in the bank by choice, which is a positive sign as it
indicates that they are satisfied with their job and the organization.

Overall, the results of the survey indicate that the employees of CBE Gondar town branches are
aware of the performance measures and are motivated to work towards achieving the goals set by

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the organization. The bank can use these findings to further enhance the employees' performance
and satisfaction levels, which can lead to better organizational outcomes.

Table 11: Summary Descriptive statistics of variables

Variables N Mean Standard deviation
Team oriented 265 4.23 0.79
Consistency 265 3.69 .935
Adaptability 265 4.11 .6931
Source:
Innovation 265 3.95 .704
own
Outcome oriented 265 4.15 0.60 survey,
Aggressiveness 265 4.18 0.655 2023
Employee’s job Performance 265 3.87 .719
Table 11
above indicates the descriptive statistics of the respondents‟ response to the existing
organizational culture dimensions they felt in their day-to-day career. Considerably Highest
mean value response is observed in the team -oriented nature of the culture (mean, 4.23). This
would mean that Commercial Bank of Ethiopia working environment merely reflected a team-
oriented culture. Surprisingly, a consistency kind of culture is responded inconceivably (mean,
3.6905).

Therefore, the result of this study clearly implies that teamwork is the dominant culture of
Commercial Bank of Ethiopia that affects employee’s performance and consistency is the list
most factor that influenced employee’s performance. The study conducted on the employees of
Commercial Bank of Ethiopia revealed some interesting insights about the organizational culture
prevalent in the workplace. The study aimed to analyze the existing organizational culture
dimensions that the employees felt in their day-to-day career. The results of the study were
presented in the form of descriptive statistics in Table 11.

According to the table, the highest mean value response was observed in the team-oriented
nature of the culture, which had a mean value of 4.23. This indicates that the working
environment of Commercial Bank of Ethiopia largely reflected a team-oriented culture. This
means that employees were encouraged to work collaboratively and cohesively, which can have
a positive impact on their performance.

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The study further revealed that consistency, which is an important factor in maintaining high-
quality standards, was responded to inconceivably, with a mean value of 3.6905. This suggests
that the bank may need to focus on improving consistency in its operations and processes to
enhance employee performance.

Overall, the results of the study clearly imply that teamwork is the dominant culture of
Commercial Bank of Ethiopia that affects employee performance, while consistency is the least
influential factor. These findings can be used by the bank to identify areas for improvement in
their organizational culture and to develop strategies to enhance employee performance.

4.4. Inferential statistics of Variables

Inferential statistics helps to suggest explanations for a situation or phenomenon. It allows you to
draw conclusions based on extrapolations, and is in that way fundamentally different from

descriptive statistics that merely summarize the data that has actually been measured. Note that
the inferential statistics usually suggest but cannot absolutely prove an explanation or cause-and-
effect relationship. Inferential comes from the word infer. To infer is to conclude or judge from
premises or evidence (Huitema, 1988).

4.4.1. Preliminary Tests for Multiple Regression Model Assumptions

In order to make the data ready for analysis and to get reliable results from the research, the
model of this research paper was tested for four multiple linear regression model assumptions.
Among them the major ones are: Homoscedasticity test, Multicollinearity test, Normality test
and constant variable. Accordingly, the following sub-sections present the tests in detail.

Assumption 1: Multicollinearity Test

According to Churchill and Iacobucci (2005), Multicollinearity is concerned with the

relationship which exists between explanatory variables. When there exists the problem of
multicollinearity, the amount of information about the effect of explanatory variables on
dependent variables decreases and as a result, many of the explanatory variables could be judged
as not related to the dependent variables when in fact they are. How much correlation causes
multicollinearity, however, is not still clearly defined? Many authors have suggested different

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level of correlation to judge the presence of Multicollinearity. While Hair, et al. (2006) argued
that correlation coefficient below 0.9 may not cause serious multicollinearity problem and the
presence of high correlation (generally 09 and higher) is the indication of multicollinearity.

Whereas, Malhotra (2007) also stated that multicollinearity problem exists when the correlation
coefficient among variables is greater than 0.75. This indicates that there is no consistent
agreement on the level of correlation that causes Multicollinearity. Therefore, in this study
correlation matrix for the six independent variables is shown below in Table 4.12.

Table 12: Multicollinearity Statistics

Collinearity Statistics
Model Tolerance VIF
(Constant)
Team oriented .878 2.55
1 Consistency .713 1.658
Adaptability .879 1.472
Innovation .691 5.242
Outcome oriented .777 3.764
Aggressiveness .668 2.451
a. Dependent Variable: Employees job performance

Source: own Survey, 2023

Tolerance is an indicator of how much of the variability of the specified independent variable is
not explained by the other independent variables in the model and is calculated using the formula
1–R2 for each variable. If this value is very small (less than 0.10), it indicates that the multiple
correlation with other variables is high, suggesting the possibility of multicollinearity.
Accordingly, as per table 12 the tolerance value for all independent variables is greater than 0.1,
which implies that there is no multicollinearity problem in connection with tolerance. Variance
Inflation Factor (VIF) which calculates the influence of correlations among independent
variables on the precision of regression estimates. The VIF factor should not exceed 10, and
should ideally be close to one. As per the above table 12 for all independent variables VIF value
is less than 10, which implies there is no multicollinearity problem.

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Thus, according to Hair, et al. (2006), it can be concluded that there is no problem of
Multicollinearity

Assumption 2-Test of linearity

Standard multiple regression can only accurately estimate the relationship between dependent
and independent variables if the relationships are linear in nature. If the relationship between
independent variables (IV) and the dependent variable (DV) is not linear, the results of the
regression analysis will under -estimate the true relationship. This underestimation carries two
risks: increased chance of a Type II error for that IV, and in the case of multiple regression, an
increased risk of Type I errors (overestimation) for other IVs that share variance with that IV
(Carlos & Dason, 2013). According to David Garson (2012) as a rule of thumb, an indicator of
non-linearity is when the standard deviation of the residuals exceeds the standard deviation of the
predicted value (dependent variable). So in this case standard deviation of the predicted value
exceeds the standard deviation of the residuals this indicated that this assumption is not violated.
The test result is presented in table below.

Minimum Maximum Mean Std. N

Deviation
Predicted Value 3.4925 4.2442 3.8528 .26667 265
Residual -.74305 .65365 .00000 .20720 265
Assumption 3-Normality test

Multiple regressions assume that variables have normal distributions. This means that the errors
between observed and predicted values (i.e., the residuals of the regression) should be normally
distributed. This assumption may be checked by looking at a histogram or a Q-Plot. Normality
can also be checked with the decision is obtained by looking at the normal probability plots, that
is from the points where the data points form a linear pattern, so that it can be considered as
consistent with a normal distribution. The result of the tests is presented in the figure below.

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 Figure 2: Test of normality

4.5. The Effect of organizational culture on employee’s Job performance

One of the major objectives of the study is to assess the relationship that the selected
organizational cultures (i.e., team oriented, consistency, adaptability, innovation, outcome
oriented and aggressiveness) have with employees‟ job performance and its effect on it. For this
purpose, inferential statistics of correlation and regression analysis have been used and the
results were presented in the below sections.

4.5.1. Correlation Analysis

Correlation analysis is a technique used to indicate the relationship of one variable to another and
can be considered as a standardized covariance that shows the extent to which a change in one
variable corresponds systematically to a change in another (Zikmund et al, 2013). This study
employs correlation analysis, which investigates the strength of the relationships between
organizational culture dimensions (team orientation, consistency, adaptability, innovation,
outcome orientation and Aggressiveness) and employees’ job performance. In order to evaluate
this relationship and for the purpose of this study, Pearson correlation analysis was used to

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provide evidences. The strength of the relationship between the variables is obtained through
Pearson product-moment correlation coefficient „r‟.

The value of Pearson product-moment correlation coefficient „r‟ normally varies between -1.0 to
1.0. The coefficient (r) revealed the magnitude and direction of relationships. The sign indicates
whether there is a positive correlation (as one variable increase, the other also increase) or
negative correlation (as one variable increase, the other decrease) and it also shows the intensity
of the relationship. Correlations are perhaps the most basic and most useful measure of
association between two or more variables (Marczyk, Dematteo and Festinger, 2005).

4.5.1.1 Pearson Correlation analysis

The relationship of the variables is expressed by value within the range of -1.00 to + 1.00 as
Pearson product–moment correlation technique indicates. Pearson correlation coefficient will be
+1 in the case of a perfect increasing (positive) linear relationship (correlation), -1 and 1 in all
other case indicating the degree of liner dependency between variables.

Therefore, to determine the relationship between the six cultural dimensions (i.e. Team
orientation, consistency, adaptability, innovation, outcome orientation and Aggressiveness) and
employees’ job performance, Pearson correlation was computed. Table presents the results of
Pearson correlation matrix on the relationship between the organizational culture dimensions
(i.e.. Team orientation, consistency, adaptability, innovation, outcome orientation and
Aggressiveness) and employees’ job performance.

Table 14 : Correlations matrix for the six organizational culture dimensions

Dimension
Team Oriented

Aggressivenes

Performance
Adaptability

Consistency

Innovation
Outcome
Oriented

Job
s

Team work 1

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 consistency .413** 1

Adaptability .532** .419** 1

Innovation .626** .364* .626* 1

Outcome oriented .573** .420** .406** .173** 1

Aggressiveness .364** .440** .642** .463** .434 1

Job performance .637** .361** .742** .522** .405** 0.663** 1

*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).
Source: own survey, 2023

Based on the information provided in Table 4.13, we can conclude that there is a statistically
significant positive relationship between employees' job performance and all six organizational
culture dimensions - Team Oriented, Consistency, Adaptability, Innovation, Outcome
Orientation, and Aggressiveness - at the p<0.01 level. This means that the culture of an
organization can have a significant impact on the performance of its employees. Furthermore,
the data suggests that there are varying levels of correlation between each cultural dimension and
employees' job performance. The strongest positive correlation was found between Team
Oriented culture and employees' job performance with a correlation coefficient of r=0.742. This
indicates that organizations that foster a culture of collaboration and teamwork tend to have
higher job performance among their employees.

Similarly, the data shows that Adaptability and Aggressiveness also have strong and positive
correlations with employees' job performance, with correlation coefficients of r=0.637 and
r=0.663, respectively. This suggests that organizations that are able to adapt to changing
environments and are assertive in their approach tend to have higher job performance among
their employees.

In addition, Innovation, Outcome Orientation, and Consistency were found to have positive
correlations with employees' job performance as well, though the correlations were not as strong
as those found for the other cultural dimensions. This suggests that organizations that prioritize
innovation, achieving results, and consistent performance tend to have higher job performance
among their employees.

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Overall, the findings of this study indicate that organizational culture plays a significant role in
determining employees' job performance. Organizations that foster a culture of collaboration,
adaptability, assertiveness, innovation, outcome orientation, and consistency tend to have higher
job performance among their employees.

4.5.2. Multiple Regression Analysis

Multiple regression Analysis is the most common and widely used method to explore the
relationship between a single dependent variable and multiple independent variables or
predictors (Pallant, 2005).

Multiple regression analysis also implies that how much of the variance in the dependent
variable can be explained by the independent variables. In order to see the contribution of
organizational culture dimensions (i.e., Team oriented, consistency, Adaptability, innovation,
outcome orientation and Aggressiveness) on employee’s job performance, Multiple Regression
Analysis was employed. The following table presents the results of Multiple Regression
Analysis. The squared multiple correlation coefficients (R2) tell us the level of variance in the

dependent variable (employees’ job performance) which is explained by the model.

Table 15 : Model summary

Model R R Square Adjusted R Std. Error of the

Square Estimate
a
1 .727 .659 .647 .04786
a. Predictors: (Constant), aggressiveness, team oriented, consistency, innovation, outcome
oriented, adaptability
Source: SPSS Regression results output, 2023

The model summary on table provides the values of R, R2 and adjusted R2 for the model that
has been derived. For this data R which is the degree of association between organizational
culture dimensions and employees‟ commitment has a value of 0.727, the value of R2 is 0.659
and the adjusted R2 has a value of 0.647.

The results of Multiple Regression analysis, as presented on the above table, revealed that the
adjusted R2 of 0.659 indicates that 65.9 % of the variation of employees’ job performance can be

55 | P a g e
predicted by the independent variables i.e., team orientation, consistency, adaptability,
innovation, outcome orientation and aggressiveness. This implied that employees‟ job
performance is influenced by 65.9% of the organizational culture in Commercial bank of
Ethiopia Gondar town district. The remaining 34.1% of the variation of the employees‟’ job
performance can be explained by other variables

ANOVA analysis is normally used to compare the mean scores of more than two groups or
variables. It is also called analysis of variance because it compares the variance between groups.
(Pallant, 2005).

Table 16: ANOVA Table

ANOVA
Model Sum of squares DF Mean of squares F Sig
Regression 24.543 4 3.456 45.632 .000b
1
Residual 11.345 260 .055
Total 35.888 264
a. Dependent Variable: employees’ job performance
b. Predictors: (Constant), team orientation, consistency, adaptability, innovation, outcome
orientation and aggressiveness

The ANOVA table 4.15 shows that the p-value for F-Statistics (0.000) is less than the
significance level 0.05 (p<0.05). This is to mean that the model is significant/acceptable from a
statistical perspective. To explain more, accepting at least one of the cultural dimensions (i.e.,
team orientation, consistency, adaptability, innovation, outcome orientation or aggressiveness)
had a significant influential relationship on employee’s job performance.

Table 17: Coefficients

Model Unstandardized Standardized t Sig.

Coefficients Coefficients 2-tailed
B St. Error Beta
1 (Constant) .132 .079 4.734 .000
Team oriented .544 .007 .193 9.269 .000
Consistency .065 .009 .448 21.350 .002

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 Adaptability .406 .017 .477 23.497 .000
Innovation .232 .011 .269 13.166 .003
Outcome oriented .188 .010 .557 27.081 .017
Aggressiveness .485 .052 .423 3.854 .025
a. Dependent Variable: Employees’ job performance
Source: SPSS Regression results output, 2023

As it is stated earlier in the first chapter, this study aims to identify the most contributing
independent variable/s in the prediction of the dependent variable. Hence, the coefficient
explains the average amount of change in dependent variable that is caused by a unit of change
in the independent variable. Accordingly, the unstandardized beta coefficient (β) tell us the
unique contribution of each factor to the model. A high beta value (β) and a small p value
(<0.05) indicate the predictor variable has made a statistically significance contribution to the
model. On the other hand, a small beta value (β) and a high p value (p >0.05) indicate the
predictor variable has little or no significant contribution to the model (George and Mallery,
2003).

Thus, Table.4.16. above indicates that adaptability, team orientation and aggressiveness had
statistically significant contribution to employees’ job performance at 95% confidence level,
since their p-values are 0.00 respectively and the significance level for them were less than 0.05
(p<0.05). But consistency, outcome orientation and innovation had statistically moderately
significant contribution to employees’ job performance since their p-value i.e. 0.00 are less than
the significance level 0.05 (p>0.05). In general, adaptability and aggressive culture are the most
significant independent variables which have significant statistical contribution to employees’
job performance with p-value of 0.000 From the above explanation on the contribution of the
cultural dimensions (i.e. team orientation, consistency, adaptability, innovation outcome
orientation and aggressiveness) to employees’ job performance, the value for regression weights
were as follows:

y=0.132+ 0.544 X 1+0.153 X 2+0.406 X 3+ 0.065 X 4+ 0.188 X 5 ＋ 0.485 X 6 ＋ e

Where:

Y= the dependent variable (employees’ job performance)

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X1 = team orientation

X2 = consistency

X3= adaptability)

X4 =innovation

X5 = outcome oriented)

X6 = aggressiveness

e = Standard E

4.6. Summary on Major Findings

This section summarized the core points and major findings which were obtained from data
analysis of survey questionnaire

The majority of respondents from CBE Gondar town were male, accounting for 63.02% of the
total respondents. The largest proportion of respondents were in the age range of 26-35 years,
accounting for 42.3% of the total respondents. The highest level of education for the majority of
respondents was a degree, accounting for 73.9% of the total respondents.

Based on the mean analysis, the study found that the dominant culture at Commercial Bank of
Ethiopia is teamwork, with a mean value of 4.23. The study also found that consistency had the
lowest mean value response of 3.6905, indicating the need for improvement in this area.

The study's results provide insights into the organizational culture prevalent at Commercial Bank
of Ethiopia and its impact on employee performance.

Based on the correlation analysis, there is a significant positive relationship between

organizational culture dimensions and job performance of employees. The strongest positive
correlation was found between Team Oriented culture and job performance, followed by
Adaptability and Aggressiveness. Innovation, Outcome Orientation, and Consistency also have
positive correlations with job performance, though not as strong as the other cultural dimensions.
Organizations that foster a culture of collaboration, adaptability, assertiveness, innovation,

58 | P a g e
outcome orientation, and consistency tend to have higher job performance among their
employees

The results of Multiple Regression analysis, as presented on the above table, revealed that the
adjusted R2 of 0.659 indicates that 65.9 % of the variation of employees’ job performance can be
predicted by the independent variables i.e. team orientation, consistency, adaptability, innovation
,outcome orientation and aggressiveness.

Regression, the results presented suggest that there is a statistically significant relationship
between organizational culture dimensions and employee job performance. Specifically,
adaptability, team orientation, and aggressiveness were found to have a statistically significant
contribution to employees' job performance at a 95% confidence level, with p-values of 0.00,
respectively. This means that organizations that foster a culture of adaptability, teamwork, and
assertiveness tend to have higher job performance among their employees.

On the other hand, consistency, outcome orientation, and innovation were found to have
statistically moderately significant contributions to employee job performance, with p-values of
0.00, respectively, but still above the significance level of 0.05. This suggests that while these
cultural dimensions do have a positive correlation with employee job performance, their impact
may not be as strong as adaptability, team orientation, and aggressiveness.

Overall, the results indicate that adaptability and aggressive culture are the most significant
independent variables that have a significant statistical contribution to employee job
performance, with p-values of 0.000. This implies that organizations that prioritize adaptability,
assertiveness, and teamwork are more likely to have higher job performance among their
employees.

In conclusion, the findings of this study highlight the importance of organizational culture in
shaping employee job performance. Organizations that prioritize adaptability, team orientation,
and aggressiveness are likely to have a more productive and high-performing workforce.
However, it's important to note that consistency, outcome orientation, and innovation also have
positive correlations with employee job performance, and thus should not be overlooked in the
development of organizational culture.

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There is no possibility of multicollinearity among the variables which was asserted by tolerance
values greater than 0.1 and VIF value less than 10.

The ANOVA table shows that the p-value for F-Statistics (0.000) is less than the significance
level 0.05 (p<0.05). This is to mean that the model is significant/acceptable from a statistical
perspective.

4.6.1. Findings and Discussions

This study finds out that the six factors measuring organizational culture score within the range
of 0.361 to 0.742 correlation coefficients with employees‟ job performance. Thus, all the
independent variables adaptability, aggressiveness, innovation, outcome oriented, team oriented
and consistency show a moderate level of positive relation with the dependent variable. This
finding is consistent with the findings of other researchers. Asghar, Mojtaba & Sadeghi (2015)
undertook Pearson correlation test and concluded that there is moderate level of correlation
between employee job performance (r=0.44).

The results of the study on the impact of organizational culture on employee job performance at
Commercial Bank of Ethiopia are consistent with the findings of previous empirical studies. For
example, a study conducted by Cameron and Quinn (2011) found that organizations with a
culture of collaboration and teamwork tend to have higher job performance among their
employees. This is consistent with the finding of the present study that Team Oriented culture
has the strongest positive correlation with job performance.

Similarly, a study by Wang, Law, Hackett, Wang, and Chen (2005) found that organizational
culture dimensions such as adaptability and aggressiveness have a positive impact on employee
job performance. This is also consistent with the findings of the present study that Adaptability
and Aggressiveness have a strong positive correlation with job performance.

In terms of consistency, the present study found that it had the lowest mean value response and a
statistically moderately significant contribution to employee job performance. This is consistent
with a study by Schneider, Ehrhart, and Macey (2013), which found that consistency in
performance management practices is positively related to employee job performance.

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A study by Denison and Mishra (1995) found that organizational culture dimensions such as
adaptability, consistency, and involvement have a positive impact on firm performance. This is
consistent with the present study's findings that these cultural dimensions have positive
correlations with employee job performance.

A study by Chatman and Barsade (1995) found that organizational culture dimensions such as
teamwork and innovation have a positive impact on employee attitudes and behaviors. This is
consistent with the present study's finding that Team Oriented and Innovation culture have
positive correlations with job performance. A study by O'Reilly, Chatman, and Caldwell (1991)
found that organizational culture dimensions such as aggressiveness and outcome orientation
have a positive impact on firm performance. This is consistent with the present study's finding
that Aggressiveness and Outcome Orientation culture have positive correlations with job
performance.

A study by Schein (2010) found that organizational culture can have a significant impact on
employee behavior and performance. Schein highlights the importance of understanding the
underlying assumptions and values that shape organizational culture in order to effectively
manage it. This is consistent with the present study's emphasis on the importance of
organizational culture in shaping employee job performance. A study by Hofstede (1980) found
that national culture can have a significant impact on organizational culture and employee
behavior. This highlights the importance of understanding cultural differences and adapting
organizational culture to local contexts. While the present study focuses on a specific
organization, the findings are applicable to other organizations and contexts.

Overall, the present study's findings are consistent with a growing body of empirical research
that highlights the importance of organizational culture in shaping employee job performance.
Organizations that prioritize a culture of collaboration, adaptability, assertiveness, consistency,
innovation, and outcome orientation are more likely to have a more productive and high-
performing workforce.

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 CHAPTER FIVE

5. CONCLUSIONS & RECOMMENDATIONS

Introduction

This chapter aims to aligned the research findings with regard to the objectives of the study and
illustrate the conclusions that have been reached. Recommendation that focuses on how the
problem identified could be addressed is included in the present chapter.

5.1. Conclusion

The objective of this study was to examine the relationship between organizational culture based
on the organizational culture profile (OCP) framework cultural dimensions (team oriented,
consistency, adaptability, innovation, outcome oriented and aggressiveness) with employees’ Job
performance in the case of commercial Bank of Ethiopia Gondar Town district. Based on the
above findings, team orientation culture dimensions of organizational had stronger positive and
statistically significant correlation with employees’ job performance. The other five
organizational culture dimensions; aggressiveness, adaptability, outcome oriented, innovation
and consistency were ranked depending on their correlation level from most correlated to the
least correlated.

Organizational culture plays a significant role in shaping employee job performance, as

demonstrated by the findings of this study. The study's results indicate that organizational culture
is not just a buzzword but a crucial factor in determining employee job performance. The cultural
values and beliefs of an organization can significantly impact employee behavior, job
satisfaction, and productivity.

The study found that organizations that prioritize adaptability, team orientation, and
aggressiveness tend to have a more productive and high-performing workforce. The importance
of adaptability, team orientation, and aggressiveness is highlighted in the study as the most
significant independent variables that contribute to employee job performance. This implies that
organizations that foster a culture of adaptability, assertiveness, and teamwork are more likely to
have higher job performance among their employees.

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Consistency, outcome orientation, and innovation also have positive correlations with employee
job performance, although their impact may not be as strong as adaptability, team orientation,
and aggressiveness. The study shows that while these cultural dimensions do have a positive
correlation with employee job performance, their impact may not be as strong as adaptability,
team orientation, and aggressiveness. Therefore, organizations should focus on developing a
culture that prioritizes adaptability, assertiveness, and teamwork to achieve higher job
performance among employees.

The results of this study can be used by organizations in the banking sector to improve their
organizational culture and enhance employee job performance. The study provides valuable
insights into the organizational culture prevalent in Commercial Bank of Ethiopia's Gondar
Town district and its impact on employee job performance. Therefore, the findings can be used
by organizations in the banking sector to develop an organizational culture that fosters
adaptability, assertiveness, and teamwork to improve employee job performance.

Further research could examine the impact of other factors, such as leadership style and
motivation, on employee job performance in the banking industry. While this study highlights
the importance of organizational culture in shaping employee job performance, there are other
factors that could also impact employee job performance. Thus, further research could examine
the impact of other factors such as leadership style, motivation, and job satisfaction on employee
job performance in the banking industry. This could provide more comprehensive insights into
the factors that impact employee job performance in the banking sector.

5.2. Recommendations

Based on the conclusions drawn from the study, the following recommendations were made by
the researcher.

 Based on the findings of the study, organizations in the banking sector should prioritize
developing an organizational culture that fosters adaptability, teamwork, and aggressiveness.
This can be achieved through training programs, leadership development, and regular
communication with employees.

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 Consistency, outcome orientation, and innovation are also important cultural dimensions that
should not be overlooked. Organizations should aim to strike a balance between these
dimensions and the ones that have a stronger impact on employee job performance.
 The study highlights the importance of collaboration and innovation in organizational
culture. Organizations in the banking sector should encourage collaboration and innovation
among employees to improve job performance.
 The study recommends that organizations regularly assess their organizational culture to
determine areas of strength and weakness. This can be done through surveys, focus groups,
and other forms of employee feedback.
 Finally, organizations should prioritize employee job satisfaction alongside job performance.
A positive organizational culture that fosters job satisfaction can lead to higher job
performance among employees. Thus, organizations should strive to create a work
environment that promotes employee well-being and job satisfaction.

5.3. Future studies

Future researchers could conduct a longitudinal study to examine the impact of organizational
culture on employee job performance over an extended period. This would provide a more in-
depth understanding of how organizational culture affects job performance and how it changes
over time.

Future research could also explore the impact of other factors such as leadership style, employee
motivation, and work environment on employee job performance in the banking industry. This
would provide a more comprehensive understanding of the factors that impact employee job
performance and can help organizations make more informed decisions when developing
strategies to improve job performance.

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Appendixes
Questionnaire

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT

Dear Respondents,

I am graduating candidate of MBA at Gondar university. This questionnaire is prepared for

research purpose entitled the Effect of Organizational Culture on Employee Job performance;
In Commercial Bank of Ethiopia: Gondar Town district. Your participation in this study will
be valuable and greatly appreciated. Information gathered will be treated with utmost
confidentiality and will not be used for any other purpose.

INSTRUCTIONS:

The questionnaires contain statements about The Effect of Organizational Culture on

Employee Job performance; In Commercial Bank of Ethiopia: Gondar Town district. Give
your own opinion and feeling about each item. Please circle your response to each statement
according to the following five-point scale in terms of your own agreement and disagreement of
the statement.

5= Strongly Agree, 4= Agree, 3= Neutral, 2= Disagree, 1= Strongly Disagree

Example: If you strongly agree with any of the statements given in the questionnaire, you should
circle on #5 and if you strongly disagree with any statements please circle on #1. For the
statement, where you cannot make a decision, circle on #3 and rate others categories
accordingly.

69 | P a g e
 Dear respondent, some words in the questionnaire have special meanings you need to know. The
definitions of some terms for the purpose of this Questionnaire are as follows

“Supervisor” means your boss or immediate manager

“Your Organization” implies Commercial Bank of Ethiopia

Dear respondent here is my address, contact me for any inconvenience

Name: Hellen Afework

Phone No:

Part 1. Demographic Information:

1. Years of experience in the Commercial Bank of Ethiopia

1-5 years 6-10 years 11-15 years above 16 years

2. Age : 18-30 30-40 40-50 above 50

3. Sex : Male Female
4. Your level of education
High School
College diploma
First Degree
Master’s degree
Part 2: Organizational Culture
Dis agree
Strongly

Strongly
disagree

Variables
Agree

Team Orientation Rates

1 2 3 4 5

1 The bank is collaborative & emphasize cooperation among

employees.

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2 The bank facilitates a team-oriented culture by cross-training
its employees so that they are capable of helping each other
when it is needed.

3 Employees participate in meetings and discussions where

they collaborate to understand sources of problems &
determine future courses of action.

4 In CBE employees tend to have more positive relationships

with their co-workers & particularly with their managers.

Consistency Culture
1 Managers "practice what they preach"

2 There is a consistent set of values that govern the way the

bank does business

3 There is an ethical code that guide employees behavior and

tells right from wrong

4 It is easy to reach consensus, even on difficult issues

Adaptability culture
1 Improved ways to do work are continually adapted

2 Different parts of the organization cooperate to create

change

3 The bank responds to competitors actions and other changes

in the business Environment

4 Customers comment and recommendations lead to changes

5 Customer’s feedback often leads to changes.

6 Employees understand customers wants and needs

Innovative culture
1 Being innovative and risk Taking

2 Being quick to take advantage of opportunities

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3 A willingness to experiment

4 Not being constrained by many rules

5 Learning is an important objective in a day-today work of

this company

Outcome oriented culture

1 The bank values achievements, results, and action as
important values.

2 Employees are trained and mentored to increase their

performance.

3 Employees & managers are accountable for success &

utilize systems that reward employee & group output

4 Rewards given to employees is tied to performance

indicators as opposed to seniority or loyalty

Aggressive culture
1 Commercial Bank of Ethiopia values competitiveness and
outperforming competitors.

2 Employees of Commercial Bank of Ethiopia use language

such as “we will kill our competition.”

3 Commercial Bank of Ethiopia has been aggressively

working on retaining its employees.

4 The bank has been using better technology and resources

compared with its competitors

Part III: Employees performance

Employees job performance

1 On the job, I express an underlying concern for doing things
better, for improving situations

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2 On the job, I exhibit zeal about the job and a consequent
willingness to work hard and energetically

3 On the job, I exhibit a willingness to go beyond what the job

requires and act before being asked.

4 I exhibit an ability to see the whole, parts and relations and

use this to set priorities, plan, anticipate and evaluate.

5 On the job, I always get things done on time.

6 My superior is never disappointed in the quality of work that

I produce.

7 My work habits (tardiness, length of breaks etc.) are

exemplary for others.

8 I continue to be productive even when my superior is out of

the workplace for an extended period of time.

9 My superior never has to check up on me.

መጠይቅ

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 አስተዳደር መምሪያ
ውድ ምላሽ ሰጪዎች፣

በጎንደር ዩኒቨርሲቲ የ MBA እጩ ተመራቂ ስሆን ይህ መጠይቅ የተዘጋጀው ድርጅታዊ ባህል በሠራተኛ የሥራ
አፈጻጸም ላይ ያለው ተፅዕኖ ለሚለው የምርምር ዓላማ ነው። በኢትዮጵያ ንግድ ባንክ፡ በጎንደር ከተማ። በዚህ
ጥናት ውስጥ ያለዎት ተሳትፎ ጠቃሚ እና ታላቅ አድናቆት ይኖረዋል። የተሰበሰበው መረጃ በከፍተኛ
ሚስጥራዊነት ይያዛል እናም ለሌላ ዓላማ አይውልም።

መመሪያዎች፡-

መጠይቆቹ ስለ ድርጅታዊ ባህል በሰራተኛ የስራ አፈፃፀም ላይ ስላለው ተጽእኖ መግለጫዎችን ይይዛሉ። በኢትዮጵያ

ንግድ ባንክ፡ በጎንደር ከተማ። ስለ እያንዳንዱ ንጥል የራስዎን አስተያየት እና ስሜት ይስጡ. እባኮትን ለእያንዳንዱ
መግለጫ በሚከተለው ባለ አምስት ነጥብ ሚዛን መሰረት ምላሽዎን ከራስዎ ስምምነት እና ከመግለጫው አለመግባባት
አንፃር ያክብቡ።

5= በጣም እስማማለሁ፣ 4= እስማማለሁ፣ 3= ገለልተኛ፣ 2= አልስማማም፣ 1= በጣም አልስማማም

፡ በመጠይቁ ውስጥ በተሰጡት ማናቸውንም መግለጫዎች አጥብቀው ከተስማሙ በ#5 ላይ መክበብ አለቦት እና

በማናቸውም መግለጫዎች በጣም የማይስማሙ ከሆነ እባክዎን በ#1 ላይ ክብ ያድርጉ። ለመግለጫው፣ ውሳኔ ማድረግ

በማይችሉበት ቦታ፣ በ#3 ላይ ክበብ ያድርጉ እና ሌሎች ምድቦችን በዚሁ መሠረት ደረጃ ይስጡ።

ውድ ምላሽ ሰጪ፣ በመጠይቁ ውስጥ ያሉ አንዳንድ ቃላት ማወቅ ያለብዎት ልዩ ትርጉም አላቸው። ለዚህ መጠይቅ
ዓላማ የአንዳንድ ቃላት ፍቺዎች እንደሚከተለው ናቸው።

“ተቆጣጣሪ” ማለት አለቃህ ወይም የቅርብ አስተዳዳሪህ ማለት ነው።

“ ድርጅትህ ” ማለት የኢትዮጵያ ንግድ ባንክን ያመለክታል

ውድ ምላሽ ሰጪ እዚህ አድራሻዬ ነው፣ ለማንኛውም ችግር አግኙኝ።

ስም ፡ ሄለን አፈወርቅ

ስልክ ቁጥር:

74 | P a g e
 ክፍል 1. የስነሕዝብ መረጃ ፡-

5. በኢትዮጵያ ንግድ ባንክ የዓመታት ልምድ

ከ 2-5 አመት ከ 6-10 አመት ከ 11-14 አመት ከ 16 አመት በላይ

6. ዕድሜ ፡ 20-30 30-40 40-50 ከ 50 በላይ

7. ፆታ: ወንድ ሴት

8. የትምህርት ደረጃ
ሁለተኛ ደረጃ ትምህርት ቤት
የኮሌጅ ዲፕሎማ
የመጀመሪያ ዲግሪ
ሁለተኛ ዲግሪ

ክፍል 2 ፡ ድርጅታዊ ባህል

አልስማማም

አልስማማም

እስማማለሁ

እስማማለሁ
ተለዋዋጮች

ገለልተኛ
በጣም

በጣም
የቡድን አቀማመጥ ተመኖች

1 2 3 4 5
1 ባንኩ በትብብር የሚሰራ እና በሰራተኞች መካከል ያለውን ትብብር
ያጎላል።
2 ባንኩ ሰራተኞቻቸውን በሚያስፈልግ ጊዜ እርስ በርስ መረዳዳት
እንዲችሉ በማሰልጠን የቡድን ተኮር ባህልን ያመቻቻል።
3 ሰራተኞች የችግሮችን ምንጮች ለመረዳት እና የወደፊት የድርጊት
መርሃ ግብሮችን ለመወሰን በሚተባበሩባቸው ስብሰባዎች እና
ውይይቶች ውስጥ ይሳተፋሉ።
4 በኢትዮጵያ ንግድ ባንክ ሰራተኞች ከስራ ባልደረቦቻቸው እና
በተለይም ከአስተዳዳሪዎች ጋር የበለጠ አዎንታዊ ግንኙነት
ይኖራቸዋል።
ወጥነት ባህል
1 አስተዳዳሪዎች "የሚሰብኩትን በተግባር ያሳያሉ"
2 ባንኩ የሚሠራበትን መንገድ የሚመራ ወጥ የሆነ የእሴቶች ስብስብ
አለ።
3 የሰራተኞችን ባህሪ የሚመራ እና ትክክልና ስህተት የሆነውን የሚናገር
የስነምግባር ህግ አለ።

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4 በአስቸጋሪ ጉዳዮች ላይ እንኳን መግባባት ላይ መድረስ ቀላል ነው
መላመድ ባህል

1 የተሻሻሉ መንገዶች ሥራን ያለማቋረጥ ይስተካከላሉ

2 የተለያዩ የድርጅቱ አካላት ለውጥ ለመፍጠር ይተባበራሉ

3 ባንኩ ለተወዳዳሪዎች ድርጊቶች እና ሌሎች በንግድ አካባቢ ለውጦች

ምላሽ ይሰጣል
4 የደንበኞች አስተያየት እና ምክሮች ወደ ለውጦች ይመራሉ

የደንበኛ ግብረመልስ ብዙውን ጊዜ ወደ ለውጦች ይመራል.

ሰራተኞች የደንበኞችን ፍላጎት እና ፍላጎት ይገነዘባሉ
የፈጠራ ባህል
1 ፈጠራ መሆን እና አደጋን መውሰድ

2 እድሎችን ለመጠቀም ፈጣን መሆን

3 ለመሞከር ፈቃደኛነት

4 በብዙ ህጎች አልተገደበም።

5 በዚህ ኩባንያ የዕለት ተዕለት ሥራ ውስጥ መማር ጠቃሚ ዓላማ ነው።

የውጤት ተኮር ባህል

1 ባንኩ ስኬቶችን፣ ውጤቶችን እና ድርጊቶችን እንደ ጠቃሚ እሴቶች
ይቆጥራል።
2 ሰራተኞች አፈፃፀማቸውን ለማሳደግ የሰለጠኑ እና የተማከሩ
ናቸው።
3 ሰራተኞች እና አስተዳዳሪዎች ለስኬት ተጠያቂ ናቸው እና ሰራተኛን
እና የቡድን ውጤቶችን የሚሸልሙ ስርዓቶችን ይጠቀማሉ
4 ለሠራተኞች የሚሰጠው ሽልማት ከአረጋዊነት ወይም ከታማኝነት
በተቃራኒ ከአፈጻጸም አመልካቾች ጋር የተቆራኘ ነው።
ከፍተኛ ጥረት ባህል
1 የኢትዮጵያ ንግድ ባንክ ተወዳዳሪነትን እና ከተወዳዳሪዎች ብልጫ
ያለውን ዋጋ ይሰጣል።
2 የኢትዮጵያ ንግድ ባንክ ሰራተኞች “ውድድርን እንገድላለን” በሚሉ
ቋንቋዎች ይጠቀማሉ።
3 የኢትዮጵያ ንግድ ባንክ ሰራተኞቹን በማቆየት ላይ ከፍተኛ ጥረት
ሲያደርግ ቆይቷል።
4 ባንኩ ከተወዳዳሪዎቹ ጋር ሲወዳደር የተሻለ ቴክኖሎጂ እና ሀብት
ሲጠቀም ቆይቷል

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 ክፍል III: የሰራተኞች አፈፃፀም

የሰራተኞች የስራ አፈፃፀም

1 በስራው ላይ፣ ነገሮችን በተሻለ ሁኔታ ለመስራት፣ ሁኔታዎችን
ለማሻሻል መሰረታዊ ስጋትን እገልጻለሁ።
2 በስራው ላይ፣ ስለ ስራው ቅንዓት እና በዚህም ምክንያት ጠንክሮ እና
ጉልበት ለመስራት ፍላጎት እንዳለኝ አሳይቻለሁ
3 በስራው ላይ፣ ስራው ከሚጠይቀው በላይ ለመሄድ እና ከመጠየቅዎ
በፊት ለመስራት ፈቃደኛነቴን አሳይቻለሁ።
4 ሁሉንም ፣ ክፍሎችን እና ግንኙነቶችን የማየት ችሎታ አሳይቻለሁ
እናም ይህንን ቅድሚያ የሚሰጣቸውን ነገሮች ለማዘጋጀት ፣
ለማቀድ ፣ ለመገመት እና ለመገምገም እጠቀማለሁ።
5 በሥራ ላይ, ሁልጊዜ ነገሮችን በሰዓቱ አከናውናለሁ.

6 እኔ በምሰራው የስራ ጥራት የበላይዬ አያሳዝንም።

7 የእኔ የስራ ልማዶች (ማረፍድ፣ የእረፍት ጊዜ ወዘተ) ለሌሎች አርአያ

ናቸው።
8 አለቃዬ ለረጅም ጊዜ ከስራ ቦታ ቢወጡም ውጤታማ መሆኔን
እቀጥላለሁ።
9 አለቃዬ በፍፁም እኔን መመርመር የለበትም።

10 ከስራ ባልደረቦቼ ጋር በደንብ እስማማለሁ።

አመሰግናለሁ

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