Organizational Culture and Performance of Selected Banks in Awka-Urban, Anambra State
Marythecla Nnesochi Igono
Department of Business Education, School of Vocational Education
Umar Suleiman College of Education, Gashua, Yobe State
Email:igonomarythecla@yahoo.com
ABSTRACT
This study aims to determine the relationship that exists between organizational (bureaucratic and innovative) culture and market share and profitability performance of selected banks in Awka-Urban. To achieve this, it was hypothesized firstly that there is no relationship between bureaucratic culture and market share and secondly that there is no relationship between innovative culture and profitability. Using a modified version of Wallach (1983) organizational culture index (OCI), survey questionnaire was designed and distributed in the selected banks to solicit data on personnel perceptions of their organizational culture and performance. Mean score and analysis of variance (ANOVA) of responses to the questionnaire as well as Pearson correlation coefficient results indicate that bureaucratic culture has no direct impact on market share as an aspect of organizational performance. The study shows as well that Innovative culture has a strong positive relationship with organizational performance, that is, profitability. Based on these results, it is recommended that attention ought to be paid to innovative culture to boost organizational performance. This is pertinent because as suggested by Denison and Fey (2003) “a well-conceived and well-managed organization culture traceable to organization success implies the differences between success and failure in any demanding environment”.
