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This study sought to examine the influence of organization culture on employees’
performance at the High Court of Tanzania, narrowing to the land division. The
sample comprises 80 organization staffs. To attain the study objective, field data were
collected using closed ended questionnaire of five Likert scales and collected data
were quantitatively analyzed using descriptive statistics and Spearman’s correlation
analysis with the aid of STATA program version 11.2.
The Spearman’s correlation analysis indicated that involvement culture has the
moderate positive relationship with employees’ performance. It also showed the
existence of slightly strong positive relationship between consistency and employees’
performance of the organization. Besides, it showed that adaptability has the slightly
weak positive relationship with employees’ performance of the organization. Finally,
the mission has a very weak positive relationship with employees’ performance of the
organization. The study concluded that organization culture influences employees’
performance. However, the level of influence differs from one element of the
organization culture to another and from one indicators of the respective element of
the organization culture to another. For increasing the level of employee performance,
involvement culture should enhance the feeling by employees that they have a positive
impact on the organization and the feeling by employees that they could have a
positive impact on the organization.
There are needs for the organization to consider that the consistency culture of the
organization should focus on enabling the organization to reach agreement on the
critical issues while strengthening other factors while the adaptability culture, in
addition to other factors should enable employees to read external environment and
were readily to react to the trends and changes. However, failure consider the given
concern, the culture generally would not be seen to have influence on the employees
performance within the given institutions. |
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