ASSESSING THE IMPACT OF ORGANIZATION CULTURE ON EMPLOYEES PERFORMANCE IN CAMEROON

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Goal-oriented organizations are typically propelled toward achieving their objectives by an organizational culture that is motivated by values. Members of a company must interact with one another and the outside world in accordance with a shared set of expectations, values, norms, leadership styles, and work practices that make up their organizational culture in order to achieve their goals. Yusuf (2022) defines organizational culture as a system of customs, values, and beliefs that dictate acceptable behavior for employees. It displays the various ways that members of the organization work together and with one another, both inside and outside the organization. According to John et al. (2019), organization culture is a pattern of shared basic assumptions, belief, values, myths, stories, and rituals that are created by organizational members as they learn to cope with the labor process. On the other hand, organizational values are opinions on what is considered ideal for organizational operations and with a view to achieving goal-oriented results. These values can be seen in the areas of care and regard for other people within and beyond the organization, competence, competition, teamwork, and customer relations. The stronger an organization's value system is, the more it influences employee performance. According to Olagunju (2018), organizational values are firmly imbedded in an organization's culture, which reinforces behavior, and as such, the stronger they are, the more they are likely to affect employees’ behavior. However, the approach taken by management in directing the organization's affairs is also critical because the way in which employees and outsiders are dealt with forms an important aspect of the organizational culture. Furthermore, most managers use an aggressive approach to handling problems, while some play a transforming and enabling role in motivating employees. Nevertheless, for organizations to enhance their service delivery to their corporate public, organizational norms, usually made up of written and unwritten codes of conduct, serve as a guide for organizational operations (Rafael, 2020). Such norms instruct the employees on how to carry out their responsibilities, what to say, do, how to dress, etc.  On the other side, it also provides sanctions for bad behavior which at the same time serves as a deterrent for future poor performance (Emerson, 2018). Additionally, one aspect of organizational culture spells out work routines which provide a guide for assigning roles to employees so they can carry out their responsibilities properly. It also assist the organization in holding employees accountable for their assigned responsibilities especially if something goes wrong while they are performing their functions. Schein (2018) noted that organizational culture has the power to positively or negatively affect the attitudes and behaviors of its employees, so management must create cultures that support employees' recognition, opportunities for growth, clarity in job descriptions, delivery of workloads, efficiency, and effectiveness. Organizational culture then influences individual and team member behaviors, how employees are represented in interactions, internal procedures, and even self-image. However, the majority of our public organizations are set up without a very clear organizational culture to regulate the operations of the establishment, aside from the Code of Conduct, which is not very explicit in defining the organization's culture.Similarly, they only serve as mere guidelines for disciplining and promoting employees. The operations of public sector organizations are now concerned about this lack of a clear culture and the associated loss of many of its advantages. Employee morale is lowered and subpar performance in the service is fostered by the lack of a clear and concise organizational culture in the organization that would direct employee recognition, opportunities for growth, a clear and concise job description, employee delivery of workload, and employee efficiency and effectiveness. Non-performance indicators that typically result from a lack of a motivating organizational culture include unclear job descriptions, weak norms and values, a lack of commitment to the system, and ineffective and inefficient leadership. It is highly likely that a significant factor in the failure of a good organizational culture substantially contribute to these shortfalls in employees performance. Therefore, a survey will be conducted in order to examine the impact of organizational culture on employee job performance in Cameroon.

1.2 Statement of the Problem

 Cameroon boasts a rich cultural tapestry, comprising various ethnicities, languages, and traditions. However, the influence of organizational culture on employee performance is not fully understood. As its impact on performance has gained widespread recognition, organizational culture has grown more and more essential to day-to-day operations. In management research, managing performance has come to light as a major concern. Examining an organization's culture reveals a similar philosophy and set of rules that workers follow when it comes to the company's operations (Racelis, 2020). Furthermore, a large body of research studies on how organizational culture affects employee’s performance. According to researchers like Hofstede (2020), nd Magee (2022), organizational culture can be used as a gauge to evaluate the financial success of a company. Also, Stewart (2019), asserts that evaluating the organizational culture of an organization can help increase performance, which is the main goal of every business.Thus, it is in the light of these that the study seeks to examine the impact of organizational culture on employee performance in Cameroon.

1.3 Objectives of the Study

The main purpose of this study is to examine the impact of organizational culture on employee performance in Cameroon.  Specifically, the study will;

Investigate the correlation between organizational culture and employee performance in Cameroon

Examine the effectiveness of organizational culture in improving employee performance in Cameroon.

Assess the impact of organizational culture on employee performance in Cameroon

1.4 Research Questions

The following questions have been prepared for the study:

Is there a correlation between organizational culture and employee performance in Cameroon?

How effective is organizational culture in improving employee performance in Cameroon?

What is the impact of organizational culture on employee performance in Cameroon?

1.5 Research Hypotheses

Ho: there is no significant impact of organizational culture on employee performance in Cameroon

Ha: there is a significant impact of organizational culture on employee performance in Cameroon.

1.6 Significance of the Study

The  findings of this study will help companies in Cameroon uphold ethical standards and fulfill their social obligations, contributing to sustainable business practices and positive societal impact. Also, policymakers and HR specialists in Cameroon will benefit from the findings of this research by learning how important it is to foster a positive workplace culture. This may result in the creation of programs and policies that support a safe workplace that fosters worker well-being and productivity. Additionally, subsequent researchers will use it as a literature review. This means that other students who may decide to conduct studies in this area will have the opportunity to use this study as available literature that can be subjected to critical review. Invariably, the result of the study contributes immensely to the body of academic knowledge with regard to the impact of organizational culture on employee performance in Cameroon.

1.6 Scope of the study

The scope of this study is to examine the impact of organizational culture on employee performance in Cameroon. Empirically, this study will investigate the correlation between organizational culture and employee performance, assess the impact of organizational culture on employee performance, examine the role of organizational culture in fostering employee engagement and examine the effectiveness of organizational culture in improving employee performance.

Geographically, the study will be delimited to residents of Douala, Cameroon

1.7 Limitation of the study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. In addition, there was the element of researcher bias. Here, the researcher possessed some biases that may have been reflected in the way the data was collected, the type of people interviewed or sampled, and how the data gathered was interpreted thereafter. The potential for all this to influence the findings and conclusions could not be downplayed. 

More so, the findings of this study are limited to the sample population in the study area, hence they may not be suitable for use in comparison to other schools, local governments, states, and other countries in the world.

1.8 Definition of Terms

Organizational culture: the shared values, beliefs, norms, and practices that characterize an organization and guide the behavior of its members.

Employee performance: refers to the level of productivity, efficiency, and effectiveness with which an employee performs their job responsibilities and meets the expectations set by their employer. 

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