OCultureasatool
OCultureasatool
OCultureasatool
This study examines strong organizational culture as a tool for management to control, motivate and
enhance/improve employees performance in selected federal government tertiary institutions in Lagos
mainland local government area of Lagos state. Structured questionnaire constituted the major instrument; it
was administered on 120 employees of Personnel Departments of these institutions. Descriptive and
inferential statistics were used for data analysis. The response rate was 90 percent as only 108 filled
questionnaires. The result showed that organisational culture is a two edged sword that can cut across both
management and employees, and therefore should be encouraged if it will lead to productivity and increase
on performance, if not, other means of achieving performance should be employed. This study indicates that
organizational culture is ambiguous and can lead to closure of mind and restriction and reduction of
autonomy. It also provides direction. Results were discussed and recommendations made on the findings of
the study.
seeking to improve productivity and performance. back bones of any organisation that guarantees
To Quinn Mill (1993) organisational culture falls organisational profitability.
along the internal/external influences and To Smiricich (1983) organisational culture is a
control/flexibilities influences divides. tool used by the senior management to control the
Organisations that fall between internal influence attitude of the employees. This is done through
focus, emphasises integration, information sharing and transmitting the clear set of values,
management, communications, while as those that norms and beliefs between the employees; this in
falls within the external influence focus emphasises turn gives them sense of belonging and
growth, resource acquisition and interaction consequently motivates them.
between the external environment. Alvesson (2002) organisational culture is
behavioural regularities, that guides policies on
Performance how to best workers and customers are to be
treated. That is, the organisational climate gives an
Performance to Casio is the degree of employees overall feeling and this is portrayed in the physical
achievement on a given job based on organisational layout, interaction process and the ways employees
goal and mission (Cascio, 2006). Performance conduct themselves (Luthans, 1995). To Palmer
covers input output efficiency which finds and Hardy (2002) organizational culture can
solution to problems (Stannack, 1996, Hefferman undermine performance, especially when such
and Flood 2000). Performance is ability of performance comes with arrogance, politics and
organizations to achieve goals effectively and bureaucracy, all of which can prevent organisations
efficiently using minimal resources at its disposal from identifying new directions and inhibit change.
(Otobo, 2000). The performance of employees It should therefore not be a substitute for an
helps to achieve organisational goals and must be effective organisational structure. To Frost et al
measured in relation to culture of the organization (1985), instead of organisations focusing seriously
which influences both employees behaviour and on organisational culture squally to control,
decisions. motivate and enhance performance, they should lay
emphasise on subcultures linked to demographic,
Organisational Culture a Tool for controlling, profession and occupational categories.
motivating and performance Enhancement. Organisational culture involves internal control,
which helps to manage information and achieve
The culture of organizations are social glues that stability. The reason being that rules is enforced;
bond employees together, makes them feel as part employees are made to conform while attention is
of the organization there bring out the bring out the paid to technical matters. Organisational culture
best in them in terms of efficiency and helps managers to educate employees without them
effectiveness in achieving organisational goal knowing, control and demobilise employees, and
(Fakhar, 2005, p.981). The stronger the culture of this done through getting employees directly
the organization, the more confidence is built into involved as to believe and value the culture of that
employees commitment, these serve as a tool of organisation ( Willmott, 1993, Brock, 2004). Hence
controlling and motivating employees, hence organisational culture displaces democratic system
enhances their performance. Organizational culture and inhibits employees from being powerful and
helps align employees goal with management complete. (Barker, 1999).
goals and this helps to improve productivity and Organisational culture is also associated with
increase overall performance (Saffold, 1980). trust and participation through team work which
Organisational culture will bring higher helps to makes managers to be nice and encourage
commitment, higher morale, effective performance employees to comply with the norms and traditions.
and productivity. This to (Pascale & Athes, 1982) This gives goals through consensus rather than
achieves managerial aims. With organizational through control, which also in turn helps employees
culture employees think and make decisions, to achieve productivity and efficiency. Although
organizations conduct their business by being held the culture types of organisations are something
together. (Pettigrew, 1979, Tichy, 1982). Fakhar et incompatible with what the employees culture and
al citing Stewart 2010, believed that culture covers wants are, the can still co-exist in the same
those organisational managerial norms and values organisation
that have strong effect on the employees of the Sathe (1983), whether weak or strong
organisation. Organisational culture must be organisational culture: organisational culture must
adaptable to all employees, give them sense of increases efficiency in communication,
ownership and job satisfaction, which in turn cooperation, commitment, decision making and
makes them perform well, be committed and implementation. These can only happen if
removes conflict. Excellent performance, employees are permitted to ascertain how they are
commitment, and non -existence of conflict are the expected to behave. Secondly, employees they
generate philosophy that gives them meanings to
American Journal of Business and Management 171
work and lastly serve as informal control. effect it can have on an organisation. That is, strong
Organisational cultural should aimed at achieving culture can either be an asset or a liability to a
employees commitment, which will improve company (Huczynski & Buchaman, 2001). Asset in
organisational performance (Thompson et al, the sense that if core values are intensely and
2002). widely shared and it will influence the behaviour of
Hence, the management of culture is a control the members. The degree of sharedness and
feature of HRM, which sees employment relations intensity will create an internal climate of high
as moving from bureaucratic hierarchy and low behavioural control. Agreements amongst the
trust industrial relations towards securing members on what the company stands for will
commitment (Guest, 1987; Legge, 1995). lower employee turnover, especially when such
Organisational culture is seen as an ingredient for unanimity of purpose builds cohesiveness, loyalty
broader change, providing normative and and commitment. Also, culture as an asset can
behavioural scripts for more specific initiatives increase behavioural consistency. In essence,
areas like TQM (Reed, 1996). Such commitment strong culture can act as a substitute for
according to Salanick and Pfeffer (1978) will be in formalisation, and it can achieve what high
two levels which are behavioural commitment and formalisation rules and regulations achieves, such
affective commitment. These are imbibed in HRM as predictability, orderliness, and consistency. The
initiatives such as performance related pay, which stronger the culture, the less the management needs
will enhance communication, participation, and to develop formal rules. If strong culture can be
training. These two levels of commitment will elicit used as an advocate to the solution of the problem
sentiments and emotions in employees and which of integrating global companies that are too diverse
will result in an integrative moral order (Ray, and complex to be run by rules, then strong culture
1986). For instance, the affective commitment will should be encouraged.
affect the psychological bond to the organisation, In the case of strong culture being a liability,
thereby promoting the desired organisational then it becomes dysfunctional. For instance, when
culture in a which the employee has to buy into shared values are not in agreement with those that
(Keenoy, 1992). will further the organisational effectiveness
Even though most authors sees culture as a (Robbins, 2001). This usually happens when an
form of control, researchers such as Naisbitt and environment is undergoing rapid change and the
Aburdane (1985) found an alternative to culture as entrenchment to culture might no longer be
a control, they said that in organisations where appropriate. Such consistency might only be an
culture is so strong, there is the highest autonomy asset in a stable environment. When strong culture
in replace of control. In contrast to this, Deal and start putting pressure on employees and conformity
Kennedy(1988) believed that companies with becomes a problem, the range of values and styles
strong structures can only tolerate differences and accepted will be limited. This can conjure
the out laws that are encouraged by the companies. prejudice and undermine cooperate diversity,
This was opposed by Naisbitt and Aburdane (1985) especially in a situation where there are new
that managers do not tolerate deviance from employees from different race, background, or any
companies values and standard, managers and other differences, unlike the majority of the
workers should be told exactly what to do. company members. This will effectively eliminate
Also, Ouchi and Johnson (1978) in their own the unique qualities that people from different
analysis believed that strong culture companies go backgrounds could bring to the organisation. Here
into trouble of spelling out copious details the culture becomes insensitive to people who are
routine behavioural rites they expect from people. different.
However, according to Deal and Kennedy (1988), And lastly, a strong culture will not encourage
cultural and normative control is only concerned merger and acquisition of different companies.
with the development of an appropriate social order Companies merging is historically is looked as a
that provides desired behaviour. Moreover Kelly financial advantage, but when the people from two
and Brannick (1987) and Weick (1987) argued organisations have the problem of cultural diffusion
that in other to let people loose or given autonomy, and agreement, then strong culture becomes a
they have to be programmed centrally first, with a liability and therefore should not be encourage
control role played by more incentives solutions Other authors such as Hofsted (1991); Palmers
and training. All this argument has given rise to and Hardy (2002) and Ogbonna and Harris, (2000)
management writers debate that organisational argue that the measurement of the effect of strong
culture might produce a conformist thinking culture on organisational performance is a big
inimical to creative organisational developments issue. According to Hofsted (1991), culture is a
(Coopey & Hartley, 1991). construct that we cannot directly observe it, but
Thus, when we talk about encouraging a strong inferable from the verbal statement and can be used
culture, Robbins (2001) is of the opinion that it to predict other observable and measurable
should be looked into from the angle of the general behaviours. The literature on culture is so much
172 O. O. Owoyemi and O J. Ekwoaba
fraught with debates, and according to Palmers and and offers a soft side approach of organisation and
Hardy (2002) the concept is dead, especially when the means to challenge unthinking management
it has not achieved what is expected of it. For (Palmers & Hardy, 2002).
instance, when the attempts to use it for change and
to improve performance have failed. That is, the
Methodology
positive effect of it has not yet been felt.
Such conclusion can be supported by the cross
An exploratory research design was adopted for the
sectional study carried out by Ogbonna and Harris
article. Data were collected through the use of
(2000) in the UK. Using a multi-industry sample,
structured questionnaire, which was administered
they discovered that even though there is some
on 120 personnel department employees of selected
little evidence of links between organisational
tertiary institutions in Lagos Mainland Local
culture, performance and leadership styles, the
Government Area of Lagos state, Nigeria.
results provided a mixed support view. First,
However, only 108 participants completed and
culture was reported not to be related to
returned the filled questionnaires, giving a response
performance. That is, the total effect of culture on
rate of 90 percent. Descriptive and inferential
performance appears to be damaging and
statistics was used as the method of data analysis.
unproductive. Hence, they argue that in order to
Interpretation and discussions are based on the
improve performance, leadership change
result that emerged from the analysis.
programmes would be more appropriate. Second, is
the view that, strong culture is dominant not dead
Organizational culture leads to improved productivity of employee on his 108 2.78 .631
job and helps employees to maximize their values.
. Having strong culture in the organization helps to control and improve 108 1.69 .648
the overall performance of employees and organization both financially
and non-financially
With organizational culture the behavior of employees are examined, and 108 2.73 .650
this makes it easy for managers to lead employees.
Source: Fieldwork, 2013
and removes counter cultures which are injurious to 31.4% of the participants agreed; while 68.6% was
the organisations culture. Only 27.7% reported not sure. The result of the statistics (Mean = 1.69,
that their organisational environment HR policies SD = .648) equally showed a greater disagreement
encourages organizational culture which in turn that strong organisational culture helps to control
helps get employees motivated and committed, and and improve overall performance of employees and
removes culture which are injurious to the the institution both financially and non- financially.
organizations culture. The result of the statistics In addition, 78% believed that with organisational
(Mean = 2.78, SD = .631) shows reasonably that culture, employees behaviours are examined,
organisational environment and HR policies making it easy for managers to lead employees.
encourages organisational culture that helps to However, 22% disagreed. The statistics shows
motivate and get employees committed. result of mean 2.73 and standard deviation .650,
Concerning how the personal culture of the and this shows that majority of the respondents
employees which is detrimental to organizational agreed that organisational culture helps to examine
goals and objectives affects employees-manager employees behaviour and this in turn makes it easy
relationship by not allowing employees embrace for manager to lead employees.
the culture of the institutions. 57% of the
participants consensually agreed that personal Conclusions
culture is detrimental to organisational culture
because it reduces employees manager Strong organisational culture is quite ambiguous,
relationship; while 43% reported that employees although it seems positive (such as fulfilling
individual (personal) culture does not affect peoples needs), it can also lead to closure of mind
manager-employees relationship and so is not and restriction an d reduction of autonomy. It
detrimental to organisational goals and objective. provides direction and at the same time prevents us
The statistics result shows mean and standard from seeing. Thus, strong culture is a two edged
deviation to be 1.79 and 1.004. This is an indication sword, that can cut both the management and the
that employees individual culture is detrimental to employees. In other words, the issue of strong
organisational goals and objectives and so affects culture being encouraged should be based on it
manger employees relationship. either been an asset or liability. If it would lead to
Concerning employees being committed to productivity and increase in performance, it should
jobs and having increased performances just be encouraged, but if other wise, other means of
because they have same beliefs, norms and values achieving performance should be employed. If not
with the organisation. 89% agreed that in any there will be undesirable outcomes of job
organisation where employees and organisation dissatisfaction, lack of commitment, absenteeism,
shares same norms, beliefs and values, the low productivity and labour turnover, all of which
employees commitment and performance is will affect the success of the organisation.
always high. The result of the statistics (Mean =
2.89, SD = .460) shows many workers agreed that
References
having the same beliefs, values and norms with the
organisation makes them more committed and also Ajika, C. and Awonisi, A. (2004). Influence or Reward
increases their performance. However, 40.7% on Workers Performance in an organization. Journal
agreed that organisational culture leads to improve of Social Science, Vol. 8, No 1, pp 7-8.
productivity of employees and helps employees to Alvesson, M. (2002). Understanding Organisational
maximize values. 59.3% specifically disagreed Culture. SAGE Publications.
with the fact organisational culture improves their Barker, J. (1999). The Discipline of Teamwork:
productivity and help maximize their values. The Participation and Concertive Control, London
result of the statistics (Mean = 2.78, SD.631) is an Sage.
indication that there is disagreement about Broek, D. (2004). We Have the Values: Customers
Control and Cooperate Ideology in Call Centres
organisational culture leading to improved Operation: New Technology, Work and Employment
productivity. These workers gave the following Journal: 19(1).
reasons for their disagreement, they include, Cameron, K. (2004). A Process for Changing
lopsided polices of management, poor Organisational Culture.
remunerations, poor welfare packages, and poor Http://competingvalues.com/ competing values.
working environment (special attentions to their take com/wp-content/uploads/2009/07/A-Process-for-
home pay not being enough to take them home), Changing-Organisational-Culture.pdf; downloaded
unilateral management decisions in target setting and 2014- 06-18].
non- profit sharing at the end of the year. Casio, A. (2006). Managing Human Resources:
Productivity, Quality of Life, Profits. Mcgraw-Hill
On the issues of institutions having strong Irwin.
culture which helps them to control and improve Castro, M.L. (2008).The Relationship between
the overall performance of employees and that of Organisational Climate and Employee Satisfaction
the institution both financially and non-financially, in a South African Information and Technology
176 O. O. Owoyemi and O J. Ekwoaba