The moderating effect of organizational culture on the relationship between ethnic group work culture and organizational performance
In global working environment today, both public and private sector’s employees come from various cultural background with the pride of their cultural heritage in delivering organizational performance. This constitutes a new challenge in the working environment which has hindered the optimum perform...
Saved in:
| Main Author: | |
|---|---|
| Format: | Thesis |
| Language: | English English English |
| Published: |
2019
|
| Subjects: | |
| Online Access: | https://etd.uum.edu.my/9414/1/s900258_01.pdf https://etd.uum.edu.my/9414/2/s900258_02.pdf https://etd.uum.edu.my/9414/3/s900258_references.docx https://etd.uum.edu.my/9414/ |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
| Summary: | In global working environment today, both public and private sector’s employees come from various cultural background with the pride of their cultural heritage in delivering organizational performance. This constitutes a new challenge in the working environment which has hindered the optimum performance of both private and public organizations, specifically, in the heterogeneous categories. Grounded in the organizational control theory, this study examined the moderating effect of organizational culture on the relationship between ethnic group work culture and organizational performance in 13 government ministries in Kaduna state of Nigeria. The study employed a mixed-method approach using 240 survey respondents and six semi-structured interviews. Partial Least Squares-Structural Equation Modeling (PLSSEM) and NVIVO 10 were used in quantitative and qualitative data analyses respectively. The conceptual model revealed a ‘high’ explanatory significant influence on organizational performance by individualism, power distance, masculinity, value to work and attitude to work. It further showed that masculinity and value to work moderate the relationship between ethnic group work culture (masculinity and value to work) and organizational performance. The findings further revealed that organizational culture does not moderate between ethnic group work culture (i.e., individualism, power distance, attitude to work) and organizational performance. The findings from qualitative data analysis are in line with quantitative data analysis. The findings of this study provide an important insight for service delivery in the heterogeneous categories and further enrich the understanding of the effects of ethnic group work culture on organizational performance. It is then recommended that business environment, particularly in the heterogeneous categories, to encourage proper communication and interaction towards improving service delivery in order to increase organizational performance. Finally, the study's implications, suggestions and recommendation for future research are discussed for the benefits of Kaduna State development and the Nigeria at large. |
|---|