The Effect of Organizational Culture on Employee Performance the case of International Medical Corps, Ethiopia Mission
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Date
2020-06
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Addis Ababa University
Abstract
The purpose of this study was to examine the effect of Organizational Culture on Employees Performance in International Medical Corps, Ethiopian Mission. The study adopted quantitative research method and explanatory research design to objectively answer the proposed research questions. 182 sample size were selected using stratified random sampling techniques by classifying homogeneous employees from the four field locations. Structured questionnaires consisted of 57 statements with five point Likert scale were used to collect the data. Statistical Package for Social Science (SPSS) 20 software was used to analyzing the questionnaires. Descriptive statistics was used to measure the central tendency through use of mean scores, percentage and presented in tables. Regression analysis was used to establish the relationship between the study variables. The study found that all the four organizational culture dimensions, involvement, consistency, adaptability and missions were practice at International Medical Corps, Ethiopia Mission. Mission culture is predominantly practiced in the organization followed by consistency organizational practice. According to the results of regression analysis, it can be concluded that 40.1% of variation in employee performance is accountable for organizational culture. Specifically, Involvement and mission sub culture dimensions have a positive and significant effect on employees’ performance. Based on the research findings and research conclusions, major recommendations such as; maintaining significant cultures, mission and involvement and introduce to newly hired employees consistently, improving employees’ capacity development, rewarding and encouraging innovation and risk taking culture to adopt changes were suggested by the researcher for possible consideration by International Medical Corps, Ethiopia Mission.
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Organizational Culture, Involvement, Consistency