Organizational Culture and Employee Performance in Bank of Baroda Uganda

Abstract This study was intended to examine the significance of organizational cultural on employee performance in an organization of Bank of Baroda in Kampala city, Uganda. Form objectives were used logical the study, namely; to identify the demographic profile of the respondent, in terms of age, sex, education and marital status; examine the level of organizational culture in Bank of Baroda; identify the sources of organizational culture in bank of Baroda; examine the level of employee performance in bank of Baroda; and, establish the relationship between organizational culture and job performance in Bank or Baroda. The re-enforcement theory by B.F Skinner was used to guide the study. The Descriptive Survey Design was applied using comparative and descriptive correlation strategies. A total of 458 Bank of Baroda employees were targeted, out of which, a sample of 149 was taken. Results from the Linear Regression indicate that there is a positive linear relationship between Organizational Culture and Employee Performance (F — value > 0) since the organizational culture in Bank of Baroda has a significant influence on employee performance. The study recommends that there is used to improve all aspects of organizational culture by creating an environment where the culture is conducive and promote a positive employee performance. Further, there is need to enhance the social environment as well as putting emphasis on knowledge sharing among staff members. Finally, there is need to identify conflict resolution strategies through special meetings aimed to discuss grievances of employees.

TABLE OF CONTENTS

DECLARATION A

DECLARATION B ii

TABLE OF CONTENTS iii

LIST OF TABLES vi

Abstract vii

CHAPTER ONE 1

THE PROBLEM AND ITS SCOPE 1

Background of the Study 1

Statement of the Problem 3

Purpose of the Study 4

Research Objectives 4

General objective 4

Specific Objectives 4

Research Questions 5

Hypothesis 5

Scope Geographical scope 5

Content Scope 5

Theoretical Scope 5

Time scope 6

Significance of the Study 6

Operational definitions of key terms 7

TWO REVIEW OF RELATED LITERATURE 8

Concepts, Opinions, Ideas from Authors! Experts 8

Organizational culture 8

Employee performance 9

Theoretical Perspectives 11

Avoidance reinforcement 12

Extinction 12

111

Punishment 12

Related studies 13

THREE 21

METHODOLOGY 21

Research Design 21

Research Population 21

Sample Size 22

Research Instruments 23

Validity and Reliability of the instruments 23

Data Gathering Procedures 23

Data Analysis 24

Ethical Considerations 25

Limitations of the Study 26

FOUR 27

PRESENTATION, ANALYSIS AND DISCUSSION 27

The Level of Organizational culture 29

The Source of Organizational Culture in Bank of Baroda 31

The level of employee performance 32

The relationship between organizational culture and employee

performance in the Bank of Baroda 34

FIVE 36

Discussions, Conclusions and Recommendations 36

Introduction 36

Decision of findings 36

Conclusions 37

The level of employee performance in Bank of Baroda 38

Recommendations 38

The level of organizational culture 38

The level of employee performance 39

Areas for further research 40