1.5 Statement of
the Problem
Good measures, objectives and a well thought out frame
alone do not make much good if people
are not using them in the right way. In this way organizational culture is very
important.
Nigerian polytechnics have grown into complex organization but this growth appears not to match the high standard of performance expected of the institutions. Enrollment of student is very low, the government is reluctant to grant financial assistance, and in all the quality of graduates is
nothing to write home about. Some members of the
work force also appear not to be acquainted with the culture of their
institution. This equally hamper their standard of performance. The motivational tools embedded in
organizational culture also seen not to generate enough commitment on the part
of the workers in order to achieve the organizational goals. Nigerian polytechnics have grown into complex organization but this growth appears not to match the high standard of performance expected of the institutions. Enrollment of student is very low, the government is reluctant to grant financial assistance, and in all the quality of graduates is
1.6 Objective Of
The Study
This study
seeks to accomplish the following objectives:
i.
To find out if
there is a relationship between organizational culture and organizational
performance in the institutions.
ii.
To analyze what
the organization will benefit with an effective organizational culture.
iii.
To investigate the challenges in developing
and inculcating shared various among the workforce.
iv.
To analyze the
extent to which shared values enhance employees’ commitment.
v.
To determine the
level of influence employees commitment has on organizational performance
1.7 Research
Questions
For the purpose of the study these research questions
were made
i.
Is there any relationship between
organizational culture and organizational
performance in institutions of higher learning?
ii.
What is the
benefit of effective organizational culture to an organization?
iii.
What are the
challenges in developing and inculcating shared values among the workforce?
iv.
To what extent does shared values enhance
employees commitment?
v.
What is the level
of influence employees’ commitment has on organizational performance?
Research Hypotheses
i.
Hi: There is a relationship between
organizational culture and organizational performance in institutions of higher
learning.
HO: There is no relationship between
organizational culture and organizational
performance in institutions of higher learning .
ii.
Hi: With
effective organizational culture organizations will Benefit a lot.
HO: With effective organizational
culture organizations will
not benefit a lot.
iii.
Hi: There are challenges in developing and
inculcating shared values among the workforce.
Ho: There are no challenges in developing and inculcating shared values
among the workforce.
iv.
Hi: shared values enhance employees’
commitment
Ho: shared values does not enhance
employees’ commitment
v.
Hi: employees’
commitment has influence on organizational Performance.
Ho: Employees’ commitment has no influence
on organizational performance
1.8 Scope of the
Study
Akanu Ibiam
Federal Polytechnics Afikpo and Institute of Management and Technology Enugu
are our scope because they are second and first generation institutions. Also
they are good example of large public organization where organizational members
are heterogeneous, varying in educational background, socio-economic standing,
perception of the goals of the organization and personal goals
1.9
SIGNIFICANCE OF THE STUDY
The
study will be significant in the following way:
i.
The benefit of shared values and their
cultural implication will be understood by the staff of Akamu Ibiam Federal Polytechnics, Afikpo and Constitute of Management and Technology. Enugu.
ii.
The various staff union members will become
aware of the importance of organizational Culture in the institution and will
be guided by the outcome of this study to put in place appropriate attitude and
belief system.
iii.
The study will be theoretically relevant to
Students of organizational Culture organization performance and organizational
behaviour.
iv.
It will be an invaluable material to
institutions of higher learning whose staff are finding it difficult to
understand their Culture.
v.
The outcome of the study will equally serve as
a guide to private and public management practitioner who may wish to carry out
further research on a related topic.]
1.10
OPERATIONAL DEFINITION OF KEY TERMS
For the purpose of this study, we
adapted the operational definitions of cited authors Viz:
1.
Belief System: This
set the value of the society relative to the level of cultural development
(Onuoha, 1991).
2.
Culture: An active living phenomenon
through which people jointly create and recreate world in which they live
(Chukwu, 2001).
3.
Cultural Assumption: This
reduce uncertainly and anxiety among people in knowing how to conduct everybody
activities of business (Brown, 2006).
4.
Cultural Belief: This
dictates ways or how to alter the condition of materials like management style,
available resources both human and non-human in the organization (Imaga, 1992).
5.
Employee: An employee is a worker
or somebody engaged so that the organization’s goals and objectives are realize
(Ewurum, 2001).
6.
Institution: This
is a custom, system of organization that has existed for a very long time and
is accepted as important part of a particular society (Desler, 1981).
7.
Norms:
This can be referred to the guide lines that direct the conduct of an
individual in a particular situation (Cray, 1982).
8.
Organization:
This is said to be a deliberate association of individuals, with common
objective, working co-operation under leadership and authority (Brown, 2006).
9.
Performance: This
is a systematic, periodic and impartial rating of an employee’s excellence in
matter patterning to his or her present Job (Fillipo, 1976).
10. Strategy: Is an
integrated plan through which organization accomplishes its objectives (Chukwu,
2001).
11. Social Structure: This is the patterned
and reqularized relationship among the people in the organization (Imaga,
1999).