Abstract:
The purpose of this study was to examine the effect of social capital on organizational performance at Cummins Ghana. The research followed a quantitative approach and utilized an explanatory research design. The population consisted of 160 employees. The study used the census technique to select the study participants. To analyze the data, descriptive statistics (such as frequency and percentages) and inferential statistics (including Pearson's correlation and multiple regression) were employed to address the research objectives. The findings revealed that social capital, when controlling for other factors, accounted for a significant 13.4 percent of the variance in Cummins Ghana's performance. The dimensions of social capital, namely structural, relational, and cognitive dimensions, were identified as significant positive contributors to enhancing organizational performance. Consequently, the study recommended that energy companies in Ghana should focus on strengthening social capital, particularly by fostering networks and trust among employees, as this would ultimately lead to improved performance.
