Organizational culture and employee performance in Public media tertiary institutions in Ghana

Abstract

The study assessed the effects of organizational culture on employee performance. A mixed research design was utilized. Employees of two media educational institutions were the study's target population. The study was guided by the organizational culture paradigm by Denison (1990). A total of 151 employees were chosen, where purposive and stratified random sampling techniques were employed. Data was analyzed using means, standard deviations, and regression analyses. It was discovered that, a negative association between rewards and compensation culture and employee performance existed. In addition, a positive but statistically insignificant relationship between training and development culture and employee performance was established. Also, the study discovered a positive and statistically significant association between leadership culture and the performance of employees. Finally, a positive and statistically significant link between conflict management culture and employee performance. Employee performance and training and development culture were shown to have positive and statistically insignificant link. It is recommended that managers and employees should get training on certain key productivity concepts of training and development culture. Employee performance also have negative link with reward and compensation culture. Despite the fact that reward and compensation are important in the short to medium term, institutions should be cautious of the types and forms of incentives and compensation packages they offer their staff. That is, motivation and financial incentives alone are insufficient; acknowledgment and opportunity for attaining distinct individual goals and desires must also be provided.