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CHAPTER ONE
INTRODUCTION
1.0 Background of the Study
The automobile industry plays a very important role in the socio-economic development of a
country. This is because it helps with the movement of people, goods and services within a
country and even across international boundaries. Organisations want to obtain the
commitment of their employees and management would like its employees to identify itself
with the values, norms and artefacts of the organisation, hence the need for organisational
culture. Management needs to explain and imbibe its culture in its employees; this will enable
the employee to get familiar with the organisational system. During this process of explanation,
the employee learns about the organisational culture and decides whether he can cope with it or
not.
It is the proper understanding of the organisational culture that helps the performance of the
employee in the organisation. Performance is the extent to which an individual is carrying out
assignment or task. It refers to the degree of accomplishment of the task that makes up an
employees job (Cascio, 2006).
Organisational culture facilitates the acceptable solution to know the problems, which members
learn, feel and set the principles, expectations, behaviour, patterns, and norms that promote
high level of achievements (Marcoulides & Heck, 1993; Schein, 1992). It has been observed
that in many foreign based organisations, business oriented values are derived consciously and
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unconsciously from the culture of its founder (Asma, 1996). In a similar vein, Harrison (1994)
alluded that the organisational cultures may vary based on the role, power structure and the
capability to manage organisation by the expatriates managers who bring their own national
cultures to the workplaces.
1.1 Statement of the Problem
Despite the plethora of studies on organisational culture in the last few decades, there is no
widely accepted causal relationship between organisational culture and performance. The
empirical evidences emerging from various studies about the effect of organisational culture on
performance have so far yielded mixed results that are inconclusive and contradictory.
Because of these contradictory results, the question of whether organisational culture improves
or worsens employees performance is still worthy of further research. In addition, despite the
existence of these studies, very little attention has been given to the automobile industry. This
means that the impact of organisational culture on employees performance in the automobile
industry has not received adequate research attention in Ghana. Thus, there is a major gap in
the relevant literature on Ghana, which has to be covered by research.
1.2 Objectives of the Study
The objectives of the study are grouped into general and specific.
1.2.1 General
1. To assess the impact of organisational culture on employees job performance.
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2. The study aims at investigating the possible relationship between organisational culture
and performance.
1.2.2 Specific
1. To ascertain if organisational culture affects employees job performance.
2. To determine empirically the relationship between organisational culture and employee
job performance.
3. To formulate recommendations regarding culture and employee job performance
1.3 Research Question
1. Does organisational culture have any effect on employees job performance?
2. In what ways does organisational culture impact employee job performance?
1.4 Significance of the Study
A study of the assessment of organisational culture and its effects on employees job
performance at Toyota Ghana Company Limited is important for several reasons. First,
examine the views of employees on their levels of satisfaction on the organisational culture of
the company.
Secondly, the study will provide management with ideas of how employees perceive the
organisational culture and come out with policies that will aim meeting employees expectation
and even go beyond employees expectation.
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Finally the study will ultimately benefit the management since its primary aim is to find out the
effects of organisational culture on employees job performance. It is also believe that if the
recommendation of this study is fully implemented, a lot of satisfactions will accrue to both
management and employees. This will invariably lead to high perfomance of the company by
way of high commitment.
1.5 Scope of the Study
In general the study looks at Toyota Ghana Company Limited and our main focus is the
Kumasi Branch. The branch has forty (41) staff members which comprise of 1 Management
Staff, 12 Senior Staff, 13 Junior Staff and 15 Contract Staff. It also has 11 outsourced
employees from three different organisations who perform specific duties in the organisation.
Out of the 11, 5 of the employees are from Group 4 Security Company, 4 from Charnok
cleaning services and the other 2 are from Crystal Plus vehicle washing services. The study will
take into consideration only the 40 employees of the branch. The reason is that, 1 of the
researchers is an employee of the organisation.
1.6 Limitations of the Study
This study was carried out with limitation. The sample size was the same as the population and
cannot be guaranteed to be a true representation of view from all employees of Toyota Ghana
Company Limited and also with the outsourced employees. This will amount to a weakness of
the study because the views of a selected cannot be generalised to reflect the view of the entire
employees of Toyota Ghana Company limited in Ghana.
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Also, instruments used to collect the data cannot be fully relied upon to generate the
appropriate response. This is because some employees will not understand some of the
questions. The analysis of the data delayed since questionnaires which were administered
delayed in collection.
Again, the organisation failed to provide the researchers with the performance appraisal reports
and this made it difficult to assess the actual performance of employees in Toyota Ghana
Company Limited, Kumasi Branch.
1.7 Organisation of the Study
This study is made up of five chapters. Chapter one includes background of the study, the
Problem Statement, Objective of the Study, Research Question, Significance of the Study,
Scope of the Study, Limitations of the Study as well as the Organisation of the Study. Chapter
two presents a review of the related literature. Chapter three covers the Methodology and the
Organisational Profile and includes the Sources of Data, Population and Sampling Techniques,
Data Collection Instruments and Data AnalysisTechniques. Chapter four deals with the Data
Presentation, Analysis and Discussion. Chapter five presents Summary of Findings, Conclusion
and Recommendations.
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CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
The literature review covers main areas of theories under organisational culture and job
performance. The chapter starts with a review of the various research paradigms towards
studying organisational culture, followed by different definitions thereof. The next section,
which is related to the definition and understanding of organisational culture, is to provide
some insight on the theory of organisational culture and the various ways of categorising
culture types. Then the different models of culture are discussed. Measuring organisational
culture follows.
The last aspect covers the principles of performance. The purpose of this section was to provide
insight into the definition of performance for purposes of this research. The theory on the
relationship between organisational culture and performance forms the basis of the last area of
the literature review. This section aimed to provide insight into the various views of the
relationship between culture and performance.
2.1 Research Paradigms on Studying Organisational Culture
According to Ashkanasy et al. (2000b) common usage of the term culture reflects different
views of ontology, epistemology, and methods. Following is a brief discussion of these
different approaches with a view to put this study in a particular research perspective.
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2.1.1 Ontology
Ontology is the study of the nature of being, existence or reality as such, as well as the basic
categories of being and their relations. Definitions of culture reflect three different kinds of
ontologies.
1. The most common is structural realist ontology. This says that organisations exist as
structures that have a variety of properties, including culture. From a structural realist
perspective, an organisation is a kind of structure that has a culture (Ashkanasy et al. 2000b).
2. The second ontology is social construction ontology and this places emphasis on the varying
regularity in events that happen and gives observers room to select which sets of events to
group together into a culture. From a social construction perspective, discernible regularities in
what are called work-related events constitute an organisation (Smith & Peterson, 1988). An
organisation, in this view, is a kind of culture.
3. The third ontological view treats organisations and cultures both as helping each other. This
means that concepts such as organisation and culture serves as the method of solving problems
by way of helping us think. Structures, processes, and events are constructed or discarded as
found helpful by a particular party, so that the correspondence to anything apart from the
construction itself is secondary (Ashkanasy et al. 2000b).
2.1.2 Epistemology
Epistemology is the branch of philosophy concerned with the nature and scope (limitations) of
knowledge. It addresses the questions:
1. What is knowledge?
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2. How is knowledge acquired?
3. How do we know what we know?
Definitions of culture can also reflect three epistemological approaches. These are:
1. Deductive approaches: It emphasizes broadly applicable cultural dimensions or analytic
categories. Researchers gain knowledge by constructing these dimensions, looking to see where
organisations fall on them and then revising the dimensions when they notice previously
overlooked phenomena.
2. The second type of epistemology, the inductive approach, tends to recognise the presence of
the tacit elements that always shape the experience of specified constructs and that can
sometimes be made explicit (Polanyi, 1962). Inductive approaches emphasize investigators
capability to derive categories by directly observing particular organisations. Not only
relationships among variables but also the variables themselves may be unique to particular
organisations.
3. Finally, radical approaches view observers as less passionately interested in accuracy than
they are in producing constructions that reflect their own interests (Morgan, 1997).
2.2 Defining Organisational Culture
According to Beyer, Hannah and Milton (2000) the usefulness of scientific concepts depends to
a large extent on whether they help to isolate and describe something distinctive about the
phenomena under study. It is important to ask about any construct that is described what is not
already captured by other constructs. With regard to the construct of culture, organisational
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researchers should therefore confront the question of what is distinctive about this construct
and its use in research. What does it point to in organisations that other constructs miss?
Answering this question is complicated by the fact that both organisational researchers and
anthropologists who specialise in studying culture disagree on what culture is and use different
sets of words to define the construct.
According to Ajiferuke and Boddewyns (1970, p.154) there are almost as many meanings of
culture as people using the term. Kroeber and Kluckhohn (1952) already suggested in 1952
that there were as many as 164 meanings of the term culture. Since then it was hoped that the
field may have been further refined and a more common definition may have been agreed
upon. Instead, what culture is and the nature of it are still hotly contested (Bolman & Deal,
1991).
Fortunately, some areas of overlap can be discerned. Most basic is that there seems to be
general agreement that organisational cultures are based in sets of meanings shared by some
groups of people. This focus on what is shared has been neglected by other constructs used to
study organisations and thus give the culture construct a useful distinctiveness for
organisational research (Beyer, Hannah & Milton, 2000).
At a basic level, culture may be defined as the way we do things around here (Deal &
Kennedy, 1988. p. 4) or the way we think about things around here (Maull, Brown & Cliffe,
2001, p. 305)
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Other definitions of organisational culture refer to some unique characteristics:
1. Patterns of shared values and beliefs over time, which produce behavioural norms that
are adopted in solving problems (Deal & Kennedy, 1982: Schein, 1990).
2. Culture is to the organisation what personality is to the individual a hidden yet
unifying theme that provides meaning, direction, and mobilisation (Kilmann, Saxton,
Serpa & Associated, 1985).
3. Organisational culture is glue that welds managers together for effective
implementation of organisational strategies, and the absence of this glue would bring
about disastrous effects on the organisation (Alder & Morris, 1982). The most
commonly accepted definition of culture is the one by Edgar Schein (1985, p. 9)
A pattern of basic assumptions invented, discovered, or developed by a
group as it learns to cope with its problems of external adaptation and internal
integration that has worked well enough to be considered valid and,
therefore, to be taught to new members as the correct way to perceive, think
and feel in relation to those processes.
In the literature organisational culture often gets confused with the construct climate. The
approach taken in this study is consistent with Denisons (1996) view that culture and climate
are not strongly differentiated. Instead, they represent different but overlapping interpretations
of the same phenomenon.
The lack of clarity between researchers on the different meanings of the terms used to describe
cultural elements supports the fact that so far it has not been possible to find a common
language to define such a complex concept as culture.
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2.3 The Levels of Organisational Culture
Figure 2.1 Layers of an Onion
SOURCE: Groeschl, S. & Doherty, L. (2000). Conceptualising culture. Cross cultural Management An
international journal, 7(4): pg. 14)
Many researchers combine culture with another term to define its boundaries. Pizam (1993) for
example, argued that culture exists at various levels of society. Accordingly, he created a
hierarchy of cultures. The national culture is a geographical distinction, based on the physical
boundaries of the nation state, whereas industry culture, occupational cultures, corporate
culture, and organisational structure and managerial practices form distinctive patterns of
behaviour of a social unit. Many other authors use similar approaches and define the
boundaries of culture through different subcultures (Schein, 1985).
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Groeschl and Doherty (2000) pointed out that culture consists of several elements of which
some are implicit and others are explicit. Most often these elements are explained by terms
such as behaviour, values, norms and basic assumptions. To simplify these manifestations of
culture many authors use the layers of an onion as a metaphor (see figure 2.1). The shallow,
first layer is behaviour and represents the explicit culture. The implicit culture includes a
second and deeper layer namely values. The core of culture is formed by basic assumptions.
According to Schein (1985), culture may be studied at its most visible level through the
examination of its artefacts and creations, which include physical space, technology, art,
symbols, language, mottoes, and overt behaviour. At the next level are the values espoused by
individuals as the organisation faces and deals with new situations. These represent what
ought to be, as distinct from what is (p. 15).
Finally, at the deepest level of culture are the basic, underlying assumptions. When actions that
are taken in response to problems of external adaptation or internal integration are seen to be
effective, the values on which they were based become accepted as truth, sink below the
conscious level of culture, and become taken-for-granted assumptions that organisational
members use to guide their behaviours and attitudes.
2.4 ORGANISATIONAL CULTURE TYPES
Organisational literature acknowledges the difficulty of identifying a typical framework for
different organisational culture types mainly because the shared assumptions and understanding
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lie beneath the conscious level of individuals (Lund, 2003). There are multiple classifications
of organisational culture types.
2.4.1 CULTURE TYPES
Wallachs (1983) organisational culture index profiles cultures in three stereotypical
dimensions:
1. Bureaucratic
2. Innovative
3. Supportive
Table 1 below shows the three different dimensions and characteristics of each dimension.
Each culture is defined according to the type of workplace, type of employees, orientation and
type of company.
Table 2.1: Wallachs cultural dimensions
Element Bureaucratic Innovative Supportive
Workplace Hierarchical Exciting & dynamic Warm & fuzzy
Types of employees Unimaginative Entrepreneurial &
ambitious
Friendly & people
focused
Orientation Power orientated Results orientated Relationship orientated
Type of company Large market share in a
stable market; efficient
systems and procedures
Creative Highly supportive
environment
Source: Wallach, Q. P (1994). Organisational Cultural Dimensions (pg. 154). California: Sage Publication, Inc.
2.5 Models of Organisational Culture
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Models of organisational culture are abundant in the literature. Following is a brief description
of the more prominent ones.
2.5.1 Scheins Model of Organisational Culture
Schein (1985) identifies three levels of culture, i.e. artefacts and creation, values and basic
assumptions (see figure 2.2).
Figure 2.2 Scheins Levels of Culture
Source: Schein, E.H. (1985). Organisational culture and leadership: Adynamic view. San Francisco, CA: Jossey-Bass.( pg. 14)
2.5.1.1 Artefacts and Creations
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Artefacts are conscious, obvious expressions of culture. Artefacts are visible, tangible and
audible demonstration of behaviour supported by organisational norms, values and
assumptions. Artefacts range from physical aspects such as architecture to forms of language to
rituals (Schein, 1985). See table 2.2 for examples of artefacts.
TABLE 2.2 CLASSIFICATIONS OF ARTEFACTS
Type of Artefact Examples Authors reporting on Artefact
Symbols Flags, buildings, signs, pictures (Ott, 1989)
Physical arrangements Architecture, office design,
decorations, dress code
(Shultz, 1995; Raefaeli & Worline,
2000)
Patterned behaviour Language, jargon, stories,
scripts, tales, myths, jokes,
sagas, legends, metaphors,
rituals
(Alvesson, 2002; Hatch, 2000; Ott,
1989; Shultz, 1995; Wilson, 2001)
Role models Heroes (Ott, 1989; Schein, 1999)
Ceremonies Celebrations, rites (Ott, 1989; Trice & Beyer, 1984)
Source: Schein, E.H. (1985). Organisational culture and leadership: Adynamic view. San
Francisco, CA: Jossey-Bass. ( pg. 15)
2.5.1.2 Values and Norms
Values represent the principles and standards valued by organisational members. Values
indicate what is important to organisational members. Values are the foundation as to what is
acceptable and what is not acceptable. That which is considered right and wrong forms a
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system or an ethical code. Values operate at the level higher than assumptions, though not
obvious; values operate uppermost in members minds. Organisational members are able to
recognise their values especially when challenged by others (Schein, 1985)
Norms are related to values. Norms help to indicate what the expectations are among
organisational members. Norms provide the unwritten rules that indicate the expectations in
terms of actions applicable in a number of situations. Norms within the environment could
include appropriate dress codes in different situations (Schein, 1985).
The relationship between norms and values is that what is considered acceptable can be traced
to what is valued in a particular culture. Therefore, organisational members share values and
conform to norm because the foundational assumptions support the norms and values. Norms
and values support the manifestation of more obvious aspects of a culture, the artefacts (Schein,
1985).
2.5.1.3 Assumptions and Beliefs
Assumptions and beliefs are the basis of an organisations culture. Where solutions to
problems, work continuously, and the solution is used unconsciously and become the way
things are done by the group. Beliefs and assumptions are the foundation of an organisations
culture. Assumptions are the basis for how organisational members think and feel.
Assumptions are unconscious and are taken for granted. The assumptions are complex in the
variety assumptions apply in a culture at a time (Schein, 1985).
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2.5.2 Hofstedes Model of Organisational Culture
From figure 2.3 Hofstede attempted to develop a cultural typology for the relationship between
organisational cultures and their local national cultures. Figure 2.3 shows the onion diagram
model of organisational culture developed by Hofstede, Neuijen, Ohavy and Sanders (1990).
Figure 2.3: The Hofstede Levels of Organisational Culture
Source: Adapted from Hofstede as cited in Maull et al. (2001, p. 307)
It has four main elements; symbols, heroes, rituals and values. The core of culture is formed by
values, which are broad tendencies to prefer certain states over others and are the deepest level
of culture. Rituals are collective activities that are considered socially essential and heroes are
persons who possess characteristics that are highly prized and are often the winners or those
who get on in an organisation. Symbols are the most overt element of culture and are the
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gestures, objects or words recognised by those who are part of the same organisational culture.
Structure and technology and competencies help the other elements to work properly.
2.6 Measuring Organisational Culture
Although the concept of organisational culture has been prominent in organisational and
management literature since the 1970s (Barley, Meyer, & Gash, 1988), scholars still disagree
on the best way to measure it (see OReilly, Chatman, & Caldwell, 1991; Rousseau, 1990).
Some writers have suggested the use of multiple methods (e.g., Martin, 1992; Rousseau, 1990),
but these methods are often complex, expensive, and time-consuming (Ashkanasy, Broadfoot
& Falkus, 2000).
The literature since 1989 on the study, diagnosis and measurement of culture has been sparse.
Perhaps this is because there has been so much emphasis on the characteristics of a quality
culture that managers are no longer concerned about the kind of culture they have; but only
about the kind of culture they want to have (Lewis, 1995).
2.7 PERFORMANCE
Because this research is performance research with culture as the cause and adherence to
service level agreement as the effect, it is important to discuss the main issues relating to
performance.
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2.7.1 DEFINITION OF PERFORMANCE
The first problem in defining performance is that the definition of performance will depend on
the stakeholder involved. Organisations inevitably have an array of stakeholders, and any
particular measure of performance often tends to compete against another (Denison, 1990).
Shareholders prefer performance in dividends, while managers regard performance in
operational processes as important. From a traditional perspective, organisational performance
is commonly referred to as financial performance where considerations of budgets and assets
are crucial in determining the overall bottom-line of an organisation (Yeo, 2003). In this
research, performance will be defined in terms of adherence to the agreed five-day service level
agreement.
According to Langton (2000) performance implies the action of doing things, using things, and
attending to conditions, processing, communicating, and achieving results. It is not a static
concept, but an active concept. Langdon (2000) describes performance as consisting of four
dimensions:
1. Behaviour
2. Standards
3. Support
4. Human relations
An organisation cannot perform unless all four layers are present. A high performance
organisation is one in which the culture provides employees with the accountability and
responsibility necessary to meet customers needs in a timely manner to ensure business
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success (Allerton, 1998). He defines characteristics of a high performance organisation as
follows:
1. well-understood vision and values help guide decision-making;
2. decision making occurs at the lowest level;
3. risk taking is encouraged;
4. performance feedback comes from peers, customers and direct reports.
From Allertons definition it is clear that he is of the opinion that a specific type of culture is
important to create the environment in which an organisation can perform. Not all corporate
cultures will allow decision making at the lowest level or encourage risk taking. As Jacobs
(2005, p.1) states in his article: How a company decides who is authorised to make what types
of decisions can have a profound effect on its business, both in terms of everyday effectiveness
and the bottom line.
2.7.2 FACTORS AFFECTING PERFORMANCE
Cummings & Worley (2005) advocated that six factors other than culture can affect the
performance of organisations. The key components of the six elements are as follow:
a) Context: Context refers to the environment in which the organization operates and includes
both external and internal environments. Organisational characteristics such as business
strategy, strategy and structure as well as organisational culture form part of the context.
b) Purpose: This will represent the goals and objectives of the organisation. In this study it will
focus on the objective of achieving a five-day service level agreement.
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c) Composition & Diversity: The demographics of the group will be identified in this variable.
d) Structure: Size of the group will be taken into account.
e) Processes: The formation and socialisation processes play a critical role in the performance
of an organisation. These ties back to Scheins (1984) where he stated that a group must be
together for a long enough time to resolve problems. It can therefore be concluded that
performance can be determined by the length of time that a group has been working together.
f) Leadership: The type of leadership behaviour will have an influence on performance.
Research has shown that a transformational leadership style does result in increased
performance (Lok & Crawford, 2004).
It can be concluded that culture is an important contributor to performance, but not the sole
contributor.
2.8 ORGANISATIONAL CULTURE AND PERFORMANCE
The pioneering work of Deal and Kennedy (1982) incited the interest of researchers to the
concept of corporate culture and how these values and philosophy guide the employees
behaviour in the organisation towards greater success. Following this pioneering work, many
authors have researched the relationship between organisational culture and performance.
The table below shows the authors and the type of culture that they regarded as beneficial to
enhancing organisational performance.
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Table 2.4: Authors and type of culture as a predictor of performance
Author Type of culture as a predictor of performance
Ouchi (1981) Clan culture
Dension (1990) Participative culture
Kotter & Heskett (1992) Participative for all constituencies (customers, stockholders
and employees)
Deshpande & Farley (1999) Indian firms entrepreneurial culture
Japanese competitive culture
Franco & Bourne (2003) Entrepreneurial
Source: compiled by researchers
2.8.1 STRENGTH OF CULTURE AND PERFORMANCE
According to Robbins (1996) an organisation culture is strong if it is distinctive and
characterised by a significant consensus between organisational members regarding their
beliefs, values, norms and ideals. A culture will therefore be strong if all members in the
organisation are in agreement on the way they should act and behave and agree that the
particular behaviour will be beneficial to the greater good of the organisation. A strong culture
can have a positive impact on the effectiveness of the organisation (Denison, 1990). An
organisation is postulated to have a strong culture when the culture is widely shared among
employees (Lee & Yu 2004). Peters and Waterman (1982) claimed as early as 1982 that there
is a link between a strong culture and superior performance. Kilman (1985) supported this view
that strong culture can have a major impact on the success of the business due to its persuasive
influence throughout any organisation.
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Schein (1984) opposed this view. According to Schein organisational culture in the whole and
not cultural strengths, may or may not be a predictor of performance. This view was supported
by Van der Berg & Wilderom (2004). According to them cultural strength only indicates the
degree of employee consensus and such consensus does not indicate the level of organizational
culture, i.e. strong or weak.
This study will not focus on the strength of the culture but it is important to recognise that
various authors have considered this as an important factor.
CHAPTER THREE
METHODOLOGY AND ORGANISATIONAL PROFILE
3.0 Introduction
The chapter deals with the detailed information on the methods or procedures used for the
research. It presents the research methods comprising of the population and sample size, the
procedure, the research instruments, methods of collection and analysis of data. It shows the
outline and explanation of the ways for obtaining the primary and secondary data with regards
to the effects of organisational culture on employees job performance at Toyota Ghana
Company Limited, Kumasi Branch. It also outlines the background of Toyota Ghana Company
Limited dwelling mainly on the Kumasi Branch.
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3.1 Sources of Data
There were two main sources of data used in conduction of this research. These are primary
and secondary data.
3.1.1 Primary Data
The primary data was collected through the field of survey. The data collection methods for
the study were obtained through the use of questionnaires, interview and observation.
The questionnaire was an already existing one and this is the Humming Corporate Culture
Questionnaire. It has been designed to provide incumbent Management Groups with a view of
the organisation that enlightens on the subject of Corporate Culture and Performance. This
questionnaire is a litmus test and provides a reflective view of an organisations Business
Culture and Performance. This was used because the responses can be quantified and
summarized and large samples and large quantities of data can be collected which is relatively
inexpensive. All the same it could have possible response bias.
The interview was conducted for four employees in the organisation. The four employees were
chosen from the various employment levels in the organisation. One employee represented
each level. The employment levels are junior staff, senior staff, contract staff and management.
It was used because it provides a source of rich data. Nonetheless, it is relatively expensive.
The observation was done based on the levels of organisational culture. These are:
1. Artefacts
2. Norms
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3. Values
4. Basic assumptions
The observation was used to collects data on actual behavior, rather than reports of behavior
and was adaptive whereby we can modify what we chooses to observe. But there are
difficulties in coding and interpretation.
3.1.2 Secondary Data
The secondary data were collected from some relevant documented report as well as articles
concerning organisational culture and performance, magazines from Toyota Ghana Company
Limited which are Team Toyota and Toyota News, and internet services from the World Wide
Web (www). Also other information was obtained through research papers, text books and
other publications. Secondary information is data and materials previously collected. The
secondary information provided in this thesis is gathered from scientific reports and scientific
articles as well as from literature in the field of organisational culture and employees job
performance.
As described by Arbnor and Bjerke (2009) when using secondary data there is often a problem
with the compatibility and the trustworthiness of the used sources in connection with the actual
research. In order to secure the quality of this study the secondary data has been collected with
consideration to where it has been published, for what purpose, the actuality of the information
and also to the given perspectives being present in the source.
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3.2 Population
The study looked at the total employees of Toyota Ghana Company Limited, Kumasi Branch.
They are 40 in number. It comprises of 1 Management Staff, 11 Senior Staff, 13 Junior Staff
and 15 Contract Staff. They are under 5 departments namely; Sales Department, Spare Parts
Department, Service Department, Accounts Department and Administration Department. The
total population is also the sample population.
3.3 Sampling Techniques
The total number of employees in the organisation which represented population was used as
the sample size. Due to this, there was no sampling technique used.
3.4 Data Collection Instrument
The data collection instruments were mainly questionnaires, interview and observation. This
was to basically find the relationship between organisational culture and employees job
performance. Organisational culture is intangible yet its impact on an organisations operations
is very tangible. This suggests that, whilst quantitative measures may be used, they are likely
only to yield comparatively superficial information about the organisational culture. In order to
probe beneath the surface of the organisational culture, to examine the less overt aspects of the
organisational culture(s) and subcultures, it was important to combine quantitative and
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qualitative methodologies for data collection. A mixed data collection instrument will be used
for the empirical data collection, using numerical and verbal data, in order to gather rounded,
reliable data.
3.5 Data Analyses Techniques
The data obtained were analysed using the statistical package for social sciences software
(SPSS). The data was presented into simple frequency distribution tables, bar charts, pie charts
and percentages. The components of Culture based on the questionnaire that were analysed are
Business Focus, Discipline, Values, Behaviours, Communications and Workplace
Harmony/Socialisation.
3.5.1 Scoring the Results
Strongly agree = 5, Agree =4, Neither agree or disagree =3, Disagree = 2, Strongly disagree =1.
These scores were applied to each question and a master was created totalling all responses and
divided by the number of participants. This provided a mean score.
Questions: 1, 2 & 10 related to Business Focus. A score of > 10 would indicate you have some
work to do focusing the organisation. Questions: 3, 4, 9 &11 related to Internal
Communications. A score of > 15 would indicate you are missing a vital opportunity to build
your Culture. Questions: 5 & 21 related to Values. A score of > 8 indicates that the foundations
of a strong Culture are absent. Questions: 6, 7, 8 & 13 related to Discipline in the business. A
score of > 15 would be poor. Discipline is a vital element in building employee commitment
and positive workplace Behaviours. Questions: 12, 14, 15 & 22 related to workplace
Behaviours. A score of > 15 would be poor. Workplace Behaviours stimulate consistency that
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leads to productivity and profitability. Questions: 16, 17, 18, 19, & 21 related to Workplace
Harmony. A score of > 20 would be poor. It is rare for an organisation to score well on this
measure if the other scores are poor.
3.6 Organisational Profile
Toyota Ghana Company Limited was incorporated in Ghana in January 1998 by the investment
of Marubeni Corporation, Japan and Marubeni Auto Europe S.A, Belgium and started
operations in April 1998.
Under the Ghana government divestiture program, Toyota Ghana Company Limited acquired
four assets of interest in Ghamot Company Limited namely plot numbers 15, 30, 43 and 85.
The plot numbers represents the head office in Accra and the Kumasi Branch. Toyota Ghana
Company Limited can now boost of two new branches which includes Tema and Tarkwa
Branches.
It is worthwhile to mention that Toyota Ghana Company limited acquired the assets but not
liability of Ghamot. The company is registered with an initial stated capital of US$3,000,000.
Toyota Ghana Company Limited is the sole representative of Toyota Motor Corporation of
Japan (TMC). Consequently its principal activity is the sale and distribution of new Toyota
vehicles and spare parts and the provision of after sales support for the vehicles (3S).
Vision
1. To provide our customers with the best vehicle life experience.
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Mission
1. Become the most customer focused and environmental friendly automobile company in
Ghana.
2. Provide inter rated 3s (service, sales, spare parts).
3. Provide adequate and up to date training for our staff, dealers and fleet users with up to
date skills.
4. Establish a service network that fixes it right the first time anytime, anywhere and with
the right components.
5. Contribute to society as a good corporate citizen.
Toyota Ghana Company Limited is the sole distributor of Toyota vehicles in Ghana. Toyota
Ghana Company Limited is a subsidiary of Toyota Motor Corporation (TMC) of Japan, the
parent producer and seller of Toyota vehicles worldwide. Just as it is that Toyota Motor
Corporation is the worlds largest producer and seller of cars, TGCL is also Ghanas leading
retailer of Toyota vehicles. Toyota Ghana Limited is now headed by Mr. Takahiko
Takabayashi who took over from Mr. Masato Kimata from 21st April 2010.
The Kumasi Branch which is our focus has 40 staff members which comprise of 1 Management
Staff, 11 Senior Staff, 13 Junior Staff and 15 Contract Staff. The branch has five departments
namely; Sales Department, Spare Parts Department, Service Department, Accounts Department
and Administration Department.
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3.6.1 Sales Department
This department sells brand new Toyota vehicles to individuals and companies.
3.6.2 Spare Parts Department
The above department stock spare parts of Toyota vehicles, supply spare parts to the service
department for servicing, sells to customers and prepare proforma invoices for customers
whose vehicle has been involve in an accident to their insurance companies.
3.6.3 Service Department
The service department is one arm of the operational departments of Toyota Ghana Company
Limited, Kumasi Branch. It is an after sales department with the sole aim of making sure that
customers of Toyota vehicles enjoy driving these vehicles throughout the life span of their
vehicles.
3.6.4 Accounts Department
The accounts department monitors and controls the flow of cash receipts and disbursement to
meet the business and investment needs of the organisation. Also, it oversees to minimise risks
and losses that might arise from business operations.
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3.6.5 Administration Department
The administration department oversees daily operations, event coordination and staff
management of the organisation. Toyota Ghana Company Limited, Kumasi branch upholds
Toyotas pledge of Quality that rewards you everyday.
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND DISCUSSION
4.0 Introduction
The chapter talks about and discusses the findings of the study. The discussion addresses the
research question and its objectives as presented in the questionnaire, observation and interview
outcomes.
The bio data of the respondents in the questionnaire in Toyota Ghana Company Limited,
Kumasi Branch revolved around age, sex, educational background and employment level.
4.1 Age Distribution of Respondents
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Table 4.1 Age distribution of respondents for Toyota Ghana Company Limited, Kumasi Branch
Age of Respondents
Years Frequency Percent Valid PercentCumulative
Percent
20-30 20 50.0 50.0 50.0
31-40 17 42.5 42.5 92.5
41-50 3 7.5 7.5 100.0
Total 40 100.0 100.0
Source: Researchers field work, April 2011
The table above indicates that the age of respondents range, 20-30 years, were the highest
which represents 50% of the total population. The respondents age range, 31-40years, was the
second highest which was 42.5% followed by the age ranges 41-50 which was 7.5%. It was
realised that there were more vibrant staff in the organisation in terms of the ages between 20-
30 and 31-40.
4.2 Gender
Table 4.2 Gender distribution for Toyota Ghana Company Limited, Kumasi Branch
Gender
Gender Frequency Percent
male32 80.0
female8 20.0
Total40 100.0
Source: Researchers field work, April 2011
The table above, 80% of the employees are male and 20% are females. The indication is that
males dominate the organisation. This is represented in the pie chart graph (fig. 4.1) below.
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Figure 4.1 Gender Distribution of respondentsSource: Researchers field work, April 2011
4.3 Length of Stay in the Organisation
Table 4.3 Length of Stay in Toyota Ghana Company Limited, Kumasi Branch
Years of work for organisation
Years Frequency Percent
0-1 9 22.5
2-5 24 60.0
6-9 4 10.0
10 or more 3 7.5
Total 40 100.0
Source: Researchers field work, April 2011
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60% of the respondents have worked in the organisation within 2-5 years, 22.5% fall within 0-
1, 10% are within 6-9 years and 7.5% within 10 or more years. The majority of employees that
have worked in the organisation are within 2-5 years. It was observed that the ages between 20
and 30 of the respondents form 60 % of them and the other age group forms 40%.
4.4 Educational Background of Respondents
Figure 4.2 Level of education for Toyota Ghana Company Limited, Kumasi Branch
Source: Researchers field work, April 2011
From the responses 52.5% of the respondents indicated that their educational background is at
the Polytechnic level, 35% at the University level, 5% at the Vocational/Technical level, 5%
again at the SHS level and 2.5% at the O/A level. It is therefore obvious that most of the
respondents appeared to have polytechnic educational background and this dominates the
organisation.
4.5 Employment Level
Table 4.4 Employment Level for Toyota Ghana Company Limited, Kumasi Branch
Employment level
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Frequency Percent
junior staff 13 32.5
contract staff 15 37.5
senior staff 11 27.5
management 1 2.5
Total 40 100.0
Source: Researchers field work, April 2011
From the respondents, it was found out that 37.5% are contract staff, 32.5% are junior staff,
27.5% are senior staff and 2.5% represents the management. The indication is that the
organisation has numerical flexibility. The implication is that Toyota almost equal number of
employees at all the employment level.
4.6 Factors Contributing to Performance Level
Table 4.5 Factors Contributing to Performance Level for Toyota Ghana Company
Limited, Kumasi Branch
factors contributing to performance level
Frequency Percent Valid PercentCumulative
Percent
working conditions 10 25.0 25.0 25.0
job satisfaction 9 22.5 22.5 47.5
challenges of the job 14 35.0 35.0 82.5culture of the organistion 7 17.5 17.5 100.0
Total 40 100.0 100.0
Source: Researchers field work, April 2011
In response to factors contributing to the performance level, 35% of the employees stated
challenges of the job as being the main contributing factor to performance level, 25% attributed
it to the working conditions whiles 22.5% linked it to job satisfaction and 17.5% associated it
to the culture of the organisation. This is depicted in table 4.5. The indication is that challenges
of the job and the working condition appear to contribute significantly to the performance level.
It was interesting to know that the ages between 20 and 30 of the respondents 60% indicated
challenges of the job and the ages between 31 and 40 indicated, 70% indicated working
condition. Surprisingly culture of the organisation was the lowest and there was 100%
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indication from the ages between 40 -50. This shows that the organisational culture is not
strong.
4.7 Assessing the Organisational Culture and Performance
The components of culture, based on the Hummings corporate culture questionnaire are
Business Focus, Discipline, Values, Behaviours, Communications and Workplace
Harmony/Socialisation.
4.7.1 Business Focus
Business focus is the ability of an organisation to concentrate on its major activities and the
reason for its existence.
Questions 1, 2 and 10 relate to Business Focus. According to Humming Corporate culture
questionnaire analysis, a total mean score of > 10 would indicate that the organisation has to
focus more on the organisation.
Table 4.6 Business objectives and operational objective understood by all employees
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Question 1. the organisation has clear business and operational objectives that areunderstood by all employees
Frequency Percent Valid Percent ScoreCumulative
Percent
strongly disagree 1 2.0 2.0 1 2.0
Disagree 6 15.0 15.0 12 17.0
neither agree nor disagree 2 5.0 5.0 6 22.0
Agree 22 55.0 55.0 88 77
strongly agree 9 23.0 23.0 45 100.0
Total 40 100.0 100.0 152
Source: Researchers field work, April 2011
In response, 2% of the respondent for strongly disagreed the organisation has objectives
understood by all employees, 15% disagree, 5% neither agree nor disagree, 22 for agree and 9
for strongly agree. This give a total score or 152 and a mean score of (152/40) 3.8. This implies
that the business objectives are not understood by all employees.
Table 4.7 Individual effort contributing to business success
Question 2. employees understand how their individual efforts contribute to business success
Frequency Percent Valid Percent ScoreCumulative
Percent
Disagree 5 13.0 13.0 10 13.0
neither agree nor disagree 1 2.0 2.0 3 15.0
Agree 20 50.0 50.0 80 65.0
strongly agree 14 35.0 35.0 70 100.0
Total 40 100.0 100.0 163
Source: Researchers field work, April 2011
50% of the respondents agree, 35% strongly agree, 13% disagree, 2% neither agree nor
disagree and there was no respondent for strongly disagree. This give a total score or 163 and a
mean score of (163/40) 4.075. It can be deduced that 85% of the respondents understand how
their individual efforts contribute to business success as opposed 13% of the respondents who
do not. This enhanced their attitude towards work bringing about quality of service.
Table 4.8 Hiring of new employees
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Question 10. management put a great deal of effort into hiring new employees who will fit intothe organisation
Frequency Percent Valid Percent ScoreCumulative
Percent
strongly disagree 10 25.0 25.0 10 25.0
Disagree 5 13.0 13.0 10 38.0
neither agree nor disagree 2 5.0 5.0 6 43.0
Agree 19 47.0 47.0 76 90.0
strongly agree 4 10.0 10.0 20 100.0
Total 40 100.0 100.0 122
Source: Researchers field work, April 2011
47% of the respondent agrees that management put a great deal into hiring new employees who
will fit into the organisation, strongly agree, 25% strongly disagree, 10% strongly agree and 5%
neither agree nor disagree. This give a total score or 122 and a mean score of (122/40) 3.05.
The indication to this is that new employees hired into the organisation are perceived by other
employees not to really fit into the organisation.
The total mean score for the three questions is (3.8 + 4.075 + 3.05) 10.925. According to
Hummings corporate culture assessment when the mean score is > 10 it shows that the
organisation has to let all employees understand the business objectives and make sure that
employees understand how their individual efforts contribute to the business success and hire
new employees that will fit into the organisation.
4.7.2 Discipline
Discipline is about controlling behaviour and an area of activity where necessary to bring out
good results.
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Questions 6, 7, 8 and 13 relate to Discipline in the business. A score of > 15 would be poor.
Discipline is a vital element in building employee commitment and positive workplace
Behaviours.
Table 4.9 Performance measurement against objectives
Question 6. management measures business performance against objectives
Frequency Percent Valid Percent scoreCumulative
Percent
Disagree 7 17.0 17.0 14 17.0
neither agree nor disagree 2 5.0 5.0 6 22.0
Agree 26 65.0 65.0 104 87.0
strongly agree 5 13.0 13.0 25 100.0
Total 40 100.0 100.0 149
Source: Researchers field work, April 2011
65% of the respondents agree that management measures business performance against
objectives, 17% disagree, 13% strongly agree and 5% neither agree nor disagree. This give a
total score or 149 and a mean score of (149/40) 3.725. This implies that 78% of the employees
know that management measure business performance against its objectives.
Table 4.10 Seeking feedback from clients and customers
Question 7. management actively seeks feedback from clients and customers with a view toimproving service
Frequency Percent Valid Percent scoreCumulative
Percent
Disagree 2 5.0 5.0 4 5.0
neither agree nor disagree 1 2.0 2.0 3 7.0
Agree 18 45.0 45.0 72 52.0
strongly agree 19 48.0 48.0 95 100.0
Total 40 100.0 100.0 174
Source: Researchers field work, April 2011
From table 4.10, 93% of the respondents agreed that feedback is sought from clients and
customers whiles, 5% disagree, 2% neither agree nor disagree. This gives a total score or 174
and a mean score of (174/40) 4.35. Toyota is doing well seeking feedback from clients and
customers with a view of improving performance and is bound on delivering quality of service.
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Table 4.11 Ways of improving product and services
Question 8. management is constantly looking for ways to improve products and services
Frequency Percent Valid Percent scoreCumulative
Percent
Disagree 2 5.0 5.0 4 5.0
neither agree nor disagree 3 7.0 7.0 9 12.0
Agree 21 53.0 53.0 84 65.0
strongly agree 14 35.0 35.0 70 100.0
Total 40 100.0 100.0 167
Source: Researchers field work, April 2011
In response, 88% of the respondents agreed that management is constantly looking for ways to
improve product and services whiles 7% neither agree nor disagree and 5% disagree. This gives
a total score or 167 and a mean score of (167/40) 4.175. Toyota has improvement of service as
a priority.
Table 4.12 Problems concerning employee performance.
Question 13. management is quick to deal with problems concern employee's performance
Frequency Percent Valid Percent scoreCumulative
Percent
strongly disagree 6 15.0 15.0 6 15.0
Disagree 6 15.0 15.0 12 30.0
neither agree nor disagree 4 10.0 10.0 12 40.0
Agree 15 38.8 38.0 60 78.0
strongly agree 9 22.0 22.0 45 100.0
Total 40 100.0 100.0 135
Source: Researchers field work, April 2011
From table 4.12, 38% of the respondent agreed, 22% strongly agreed, 15% strongly disagreed,
15% disagreed and 10% neither agreed nor disagreed. This gives a total score or 135 and a
mean score of (135/40) 3.375. It indicates that,not all employees feel that management is quick
to deal with problems concerning employees performance.
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The total mean score for the four questions is (3.725 + 4.175 + 3.05 + 3.375) 15.625.
According to Hummings corporate culture assessment when the mean score is > 15 it shows
that organisation is poor concerning discipline. It implies that Toyota does not have enough
measures concerning discipline.
4.7.3 Values
Values represent the principles and standards valued by organisational members.
Questions 5 and 21 relate to Values. A score of > 8 indicates that the foundations of a strong
Culture are absent.
Table 4.13 Values that underpins business performanceQuestion 5. management has put in place a clear set of values that underpins business
performance
Frequency Percent Valid Percent scoreCumulative
Percent
strongly disagree 1 2.0 2.0 1 2.0
Disagree 3 8.0 8.0 6 10.0neither agree nor disagree 6 15.0 15.0 18 25.0
Agree 20 50.0 50.0 80 75.0
strongly agree 10 25.0 25.0 50 100.0
Total 40 100.0 100.0 155
Source: Researchers field work, April 2011
From table 4.13, 75% of the respondents agreed that the organisation has values that underpins
performance out of which 25% strongly agreed, 10% disagreed. However 15% neither agreed
nor disagreed. This give a total score or 155 and a mean score of (155/40) 3.875. The indication
is that management has in place clear set of values that underpins business performance.
Table 4.14 Making a difference in the workplace
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Question 21. I feel driven to make a difference in my work place
Frequency Percent Valid Percent scoreCumulative
Percent
Disagree 3 7.0 7.0 6 7.0
neither agree nor disagree 9 23.0 23.0 27 30.0
Agree 17 43.0 43.0 68 73.0strongly agree 11 27.0 27.0 55 100.0
Total 40 100.0 100.0 156
Source: Researchers field work, April 2011
Table 4.14 shows that, 43% of respondent agreed, 27% strongly agreed, 27% neither agreed
nor disagreed, 7% disagreed and none of the respondents strongly agreed. This give a total
score of 156 and a mean score of (156/40) 3.9. The indication is that 70% of the employees feel
driven to make a difference in the organisation. However, 27% of the employees who neither
agreed nor disagreed raises questions in the organisation.
The total mean score for the two questions are (3.825 + 3.9) 7.775. According to Hummings
corporate culture assessment when the mean score that is 15 would be poor.
Workplace Behaviours stimulate consistency that leads to productivity and profitability.
Table 4.15 Rewards of specific behaviours
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Question 12. management encourages and rewards specific behaviours
Frequency Percent Valid Percent scoreCumulative
Percent
strongly disagree 2 5.0 5.0 2 5.0
Disagree 6 15.0 15.0 12 20.0
neither agree nor disagree 7 17.0 17.0 21 37.0
Agree 21 53.0 53.0 84 90.0
strongly agree 4 10.0 10.0 20 100.0
Total 40 100.0 100.0 109
Source: Researchers field work, April 2011
Table 4.15 shows that, 53% of the respondent agreed, 17% neither agreed nor disagreed, 15%
disagreed, 10% strongly agreed and 5% strongly disagreed. This gives a total score or 109 and
a mean score of (109/40) 2.725. The indication is thatmanagement encouraging and rewarding
specific behaviours is on the low side.
Table 4.16 Reward for employees for business success
Question 14. management reward employees for business success
Frequency Percent Valid Percent ScoreCumulative
Percent
strongly disagree 1 2.0 2.0 1 2.0
Disagree 3 8.0 8.0 6 10.0
neither agree nor disagree 10 25.0 25.0 30 35.0
Agree 18 45.0 45.0 72 80.0
strongly agree 8 20.0 20.0 40 100.0
Total 40 100.0 100.0 149
Source: Researchers field work, April 2011
45% of the respondent agreed that management rewards employees for business success, 20%
strongly agreed, 25% neither agreed nor disagreed, 8% disagreed and 2% strongly disagreed.
This give a total score or 149 and a mean score of (149/40) 3.725. The indication is that,
management rewards employees for the success of the business. However, 65% of the
respondents with educational background at the university level agreed Toyota rewards
employees for business success and majority of them fell under the ages between 20-30 years
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while 355% of the respondents with educational background at the polytechnic level also
agreed that Toyota rewards employees for business success and majority of them fell under the
ages between 30-40 years.
Table 4.17 Employees to challenge how well things are done.
Question 15. management encourages all employees to challenges how well things are done
Frequency Percent Valid Percent ScoreCumulative
Percent
strongly disagree 3 7.0 7.0 3 7.0
Disagree 12 30.0 30.0 24 37.0
neither agree nor disagree 7 18.0 18.0 21 55.0
Agree 15 37.0 37.0 60 92.0
strongly agree 3 8.0 8.0 15 100.0
Total 40 100.0 100.0 123
Source: Researchers field work, April 2011
Table 4.17 shows that, a total of 45% of the respondents (strongly agree and agree) believe that
management encourages employees to challenge how well things are done whiles 37%
(strongly disagree and disagree)of the respondent does not believe so. However, it was
surprising to know that 18% neither agreed nor disagreed. This give a total score or 123 and a
mean score of (123/40) 3.075. The indication is that, management does not really encourage all
employees to challenge how well things are done.
Table 4.18 The organisations future
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Question 22. employees feel confident and certain about the organisations future
Frequency Percent Valid Percent scoreCumulative
Percent
strongly disagree 2 5.0 5.0 2 5.0
Disagree 4 10.0 10.0 8 15.0
neither agree nor disagree 4 10.0 10.0 12 25.0
Agree 23 57.0 57.0 92 82.0
strongly agree 7 18.0 18.0 35 100.0
Total 40 100.0 100.0 149
Source: Researchers field work, April 2011
Table 4.18 shows that, 57% of the respondent agreed, 18% strongly agreed, 10% neither agreed
nor disagreed, 10% disagreed and 5% strongly disagreed. This give a total score or 149 and a
mean score of (149/40) 3.725. This indicates that there is certainty within employees about the
organisations future.
The total mean score for the four questions was (2.725 + 3.725 + 3.075 + 3.725) 13.25.
According to Hummings corporate culture assessment, when the mean score is 15 would indicate youare missing a vital opportunity to build your Culture.
Table 4.19 Business strategies
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Question 3. management shares business strategies with all employees
Frequency Percent Valid Percent ScoreCumulative
Percent
strongly disagree 5 12.0 12.0 5 12.0
Disagree 15 38.0 38.0 30 50.0
neither agree nor disagree 9 22.0 22.0 27 72.0Agree 9 23.0 23.0 36 95.0
strongly agree 2 5.0 5.0 10 100.0
Total 40 100.0 100.0 108
Source: Researchers field work, April 2011
Table 4.19 shows that, 38% of the respondent disagreed, 23% agreed, 22% neither agreed nor
disagreed, 12% strongly disagreed and 5% strongly agreed. This gives a total score or 108 and
a mean score of (108/40) 2.7. The indication is that management of the organisation does not
share business strategies with all employees.
Table 4.20 Business results
Question 4. management shares business results with employees on regular basis
Frequency Percent Valid Percent ScoreCumulative
Percent
strongly disagree 11 27.0 27.0 11 27.0
Disagree 6 15.0 15.0 12 42.0
neither agree nor disagree 7 17.0 17.0 21 60.0
Agree 13 33.0 33.0 52 93.0
strongly agree 3 7.0 7.0 15 100.0
Total 40 100.0 100.0 111
Source: Researchers field work, April 2011
The table above shows that 33% of the respondent agreed that business results are shared with
employee, 27% strongly disagreed, 17% neither agreed nor disagreed, 15% disagreed and 7%
strongly agreed. This give a total score or 111 and a mean score of (111/40) 2.775. The
indication is that the organisation does not really share business results with employees on a
regular basis.
Table 4.21 Performance feedback and appraisal
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Question 9. management is discipline with employee performance feedback and appraisals
Frequency Percent Valid Percent ScoreCumulative
Percent
strongly disagree 2 5.0 5.0 2 5.0
Disagree 9 22.0 22.0 18 27.0
neither agree nor disagree 4 10.0 10.0 12 37.0
Agree 22 55.0 55.0 88 92.0
strongly agree 3 8.0 8.0 15 100.0
Total 40 100.0 100.0 135
Source: Researchers field work, April 2011
The table shows that, 55% of the respondent agreed, 22% disagreed, 10% neither agreed nor
disagreed, 8% strongly agreed, 5% strongly disagreed. This gives a total score of 135 and a
mean score of (135/40) 3.375. The indication is that the organisation does not really use the
employees performance feedback and appraisals.
Table 4.22 Communicating with employee on a host of issues
Question 11. management does an excellent job of communicating with employees on a host
of issues
Frequency Percent Valid Percent ScoreCumulative
Percent
strongly disagree 8 20.0 20.0 8 20.0
Disagree 9 22.0 22.0 18 42.0
neither agree nor disagree 4 10.0 10.0 12 52.0
Agree 17 43.0 43.0 34 95.0
strongly agree 2 5.0 5.0 10 100.0
Total 40 100.0 100.0 82
Source: Researchers field work, April 2011
Table 4.22 shows that, 43% of the respondent agreed, 22% disagreed, 20% strongly disagreed,
10% neither agreed nor disagreed, 5% strongly agreed. This give a total score or 82 and a mean
score of (82/40) 2.05. The indication is that the organisation does not really communicate to
employees about issue within the organisation.
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The total mean score for the four questions was (2.7 + 2.775 + 3.375 + 2.05) 10.9. According
to Hummings corporate culture assessment when the mean score is 20 would be poor.
Workplace Harmony is often a silent measure of Business Focus, Communications, Values,
Discipline and Behaviours.
Table 4.23 Employee morale
Question 16. employee morale is generally high - most of the time
Frequency Percent Valid Percent ScoreCumulative
Percent
strongly disagree 12 30.0 30.0 12 30.0
Disagree 10 25.0 25.0 20 55.0
neither agree nor disagree 7 17.0 17.0 21 72.0
Agree 9 23.0 23.0 36 95.0
strongly agree 2 5.0 5.0 10 100.0
Total 40 100.0 100.0 99
Source: Researchers field work, April 2011
The table 4.23 shows that, 30% of the respondent strongly disagreed, 25% disagreed, 23%
agreed, 17% neither agreed nor disagreed and 5% strongly agreed. This gives a total score or
99 and a mean score of (99/40) 2.475. The indication is that employee morale is not generally
high in the organisation.
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Table 4.24 Employee Tenure
Question 17. employee tenure is generally strong
Frequency Percent Valid Percent ScoreCumulative
Percent
strongly disagree 5 12.0 12.0 5 12.0
Disagree 6 15.0 15.0 12 27.0
neither agree nor disagree 7 17.0 17.0 21 45.0
Agree 19 48.0 48.0 76 93.0
strongly agree 3 7.0 7.0 15 100.0
Total 40 100.0 100.0 129
Source: Researchers field work, April 2011
The table shows that, 48% of the respondent agreed, 17% neither agreed nor disagreed, 15%
disagreed, 12% strongly disagreed and 7% strongly agreed. This give a total score or 129 and a
mean score of (129/40) 3.225. The situation is that employees do not stay long in the
organisation. 65% of the employees with the ages between 40-50 employee tenure is strong and
80% of them are senior staff. However,
Table 4.25 Socialisation ActivitiesQuestion 18. employees engage in a host of socialisation activities in and out of the work
place
Frequency Percent Valid Percent ScoreCumulative
Percent
strongly disagree 6 15.0 15.0 6 15.0
Disagree 3 7.0 7.0 6 22.0
neither agree nor disagree 12 30.0 30.0 36 52.0
Agree 15 38.0 38.0 60 90.0
strongly agree 4 10.0 10.0 20 100.0
Total 40 100.0 100.0 128
Source: Researchers field work, April 2011
Table 4.25 also shows that, 38% of the respondent agreed, 30% neither agreed nor disagreed,
15% strongly disagreed, 10% strongly agreed and 7% disagreed. This give a total score or 128
and a mean score of (128/40) 3.2. Toyota does not really provide socialisation activities that the
employees like in and out of the workplace.
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Table 4.26 Talking about personal issues
Question 19. employees feel comfortable talking about personal issues with other employeesand management
Frequency Percent Valid Percent ScoreCumulative
Percent
strongly disagree 6 15.0 15.0 6 15.0
Disagree 9 23.0 23.0 18 38.0
neither agree nor disagree 6 15.0 15.0 18 53.0
Agree 18 45.0 45.0 72 98.0
strongly agree 1 2.0 2.0 5 100.0
Total 40 100.0 100.0 119
Source: Researchers field work, April 2011
Table 4.26 shows that, 45% of the respondent agreed, 23% disagreed, 15% strongly disagreed,
15% neither agreed nor disagreed and 2% strongly agreed. This give a total score or 119 and a
mean score of (119/40) 2.975. The indication is that employees do not feel comfortable talking
about personal issue in the organisation with other employees and management.
Table 4.27 Relatives into Employment opportunities
Question 20. employees encourage friends and relatives into employment opportunities withthe organization
Frequency Percent Valid Percent ScoreCumulative
Percent
strongly disagree 11 27.0 27.0 11 27.0
Disagree 8 20.0 20.0 16 47.0
neither agree nor disagree 8 20.0 20.0 24 67.0
Agree 8 20.0 20.0 32 87.0
strongly agree 5 13.0 13.0 25 100.0
Total 40 100.0 100.0 108
Source: Researchers field work, April 2011
Finally, the table 4.27 shows that, 47% disagree (strongly disagree and disagree) whiles 33% of
the respondent agreed (strongly agreed and agree). However 20% neither agreed nor disagreed.
This give a total score or 123 and a mean score of (108/40) 2.7. It shows that, employees do not
encourage friends and relatives into employment opportunities with the organisation and this
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can be due to the fact that employees might not want any family to enjoy as they are doing or
something different.
The total mean score for the five questions was (2.475 + 3.225 + 3.2 + 2.975 + 2.7) 14.575.
According to Hummings corporate culture assessment, when the mean score is < 20 it
indicates that the organisation has a measure of looking at Business Focus, Communications,
Values, Discipline and Behaviours within the frame work of the organisation.
4.7.7 Performance
Putting together all the components of culture in the questionnaire, it could be deduce that,
since there was good score for workplace behaviours and that stimulate consistency which
leads to productivity and profitability, then there is a positive relationship between the
organisations culture and performance. According to Hummings corporate culture assessment,
the indication is that, poor scores would have demonstrated that the organisation has
unexploited potential. That means there is lost productivity and profit opportunities but this was
different based on the analysis.
4.8 Analysis based on observation
The observation was made on the basis of the artefact within the organisation, the norms of the
organisation and employees, the values that they share within the organisation and, the
assumptions and beliefs within the organisation. The observation was done for a period of 20
days. This was done intermittently according to the working periods of the organisation. Most
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of the employees did not realise they were being observed but at a point in time some had a hint
about it.
4.8.1 Artefacts
It was observed that the organisation had:
1. Symbols such as the Toyota crown in the offices and also outside the office to draw to the
attention of customers, employees and other stakeholders about its location. Furthermore, it had
it missions and visions hanged on the wall and various signages indicating its exit points and
where various departments are located in and around the office.
2. The organisations physical arrangement is a well planned architecture of the office which
shows clearly the various departments. Also, it was observed that the office design is one that
fit the organisation and what it does. It has offices for various departmental heads and that of a
shared office for the other employees which enhanced communication. From the observation,
the dress code for the employees is a white shirt and a black skirt for the females and a blue
shirt and a black trouser for the males. It was also observed that focused another uniform called
Friday wear which is the Toyota T-shirt worn of the first and third Friday of every month.
3. From the observation, employees spoke a corporate language which is English and another
local dialect Twi and were understood by if not all most of them.
4. It was also observed that, security cameras are fixed in the offices which monitor employees
and security related events.
4.8.2 Values and Norms
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It was observed, that the organisation holds Values such as punctuality, confidentiality and
quality of service which was pasted on the wall. It was observed that their norms are related to
their values. Their norms are to be at the office at 7:30 in the morning even though work starts
at 8:00 am. This relates to the value of punctuality. It was also observed that when it is 5:00 pm
and the employees have to close and a customer comes in the employees serve the customer. It
was also observed that, the employee in the workshop department take their to work on a
customers vehicle to ensure quality of service. In the observation, it was found out that,
employees seek permission before leaving the office for something different and this is another
norm in the organisation.
4.9 Analysis of interview
The interview was on whether organisational culture has an impact employees job
performance. The interview was conducted for one member from each employment level. They
were asked if organisational culture has effect on employee job performance. 75% of the
respondents interviewed agreed that organisational culture has an effect on the employee job
performance but as to the gravity of the effect will depend on the various employees and were
they come from. One of the respondent said that one cannot tell whether it has an effect or not
but to him everything concerning culture in the organisation will have to looked at very well.
25% of the respondents did not agree to it.
The respondents were asked if organisational culture determines the productivity level of the
organisation. 80% of the respondents that since culture is the core aspect of every organisation
productivity level will sure depend on it, this indicates that organisational culture is a
determinant of productivity level.
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The interview sought to know the respondents view on whether there is a positive relationship
between organisational culture and employee job performance. This placed the respondents
going through records of their past since they had to look at the contribution of the various
employees within the organisation based on organisational culture and 75% agreed that there
was a positive and direct relationship between culture of the organisation and employee job
performance. 25% was not sure about it.
The interview sought to know the respondents view on whether there is a positive relationship
between organisational culture and organisational productivity. 100% of the respondent agreed
that since there is a direct and positive relationship between organisational culture and
employee performance, where employee performance lead to a general organisational
productivity then they could say that there is a positive relationship between organisational
culture and organisational productivity.
CHAPTER FIVE
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SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION
5.0 Introduction
The study of organisational culture is a relatively new field of study and many gaps still exist in
its body of knowledge. Organisational culture is an all encompassing multifaceted construct,
characterised by myriad of dimensions and perspective. It permeates all aspects of corporate
life and has become a popular field of study for the promises it holds for improving
organisational performance.
This study assessed the effect of organisational culture on employee job performance with
evidence from Toyota Ghana Company Limited, Kumasi Branch. Questionnaires were
administered to respondents to find out whether organisational culture has an impact on
employee job performance. The summary of the findings, conclusions and recommendations
are therefore outlined.
5.1 Summary of findings
5.1.1 Factors contributing to performance level
It was generally accepted that challenges of the job and the working condition appear to
contribute significantly to the performance level in Toyota Ghana Company Limited, Kumasi
Branch. However, since the factors that were contributing to the performance level is embodied
in the organisational culture of then it could be said that organisational culture is instrumental
in contributing to the performance level of the organisation.
5.1.2 Business focus
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It was found out that not all employees understand the business objectivese and did not know
how their individual efforts contribute to the business success. The organisation was not hiring
new employees that will fit into the organisation.
5.1.3 Discipline
It was found out that, not all employees know that management measure business performance
against its objectives. The organisation is doing well seeking feedback from clients and
customers with a view of improving performance and is bound on delivering quality of service.
The organisation improvement of service is at heart. Not all employees feel that management is
quick to deal with problems concerning employees performance. The organisation does not
have enough measures concerning discipline.
5.1.4 Values
It was found out that the organisation holds values such as punctuality, confidentiality and
quality of service which they cherish very much based on the observation. The organisations
norms are also related to its values. The organisations management has in place a clear set of
values that underpins business performance. 70% of the employees feel driven to make a
difference in the organisation. The foundation for a strong culture is present within the
organisation.
5.1.5 Behaviours
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It was found out thatmanagement encouraging and rewarding specific behaviours is on the low
side. The organisations management rewards employees for the success of the business. The
organisation does not really encourage all employees to challenge how well things are done.
There is certainty within employees about the organisations future. The organisations
workplace behaviour helps stimulate consistency that leads to productivity and profitability.
5.1.6 Communication
It was found out that management of the organisation does not share business strategies with all
employees. The organisation does not really share business results with employees on a regular
basis. The organisation does not really use the employees performance feedback and
appraisals. The organisation does not really communicate to employees about issue within the
organisation. The organisation has a vital opportunity to build its strong Culture.
5.1.7 Workplace Harmony/Socialisation
It was found out that, employee morale is not generally high in the organisation. The
employees do not stay long in the organisation. The organisation does not really provide
socialisation activities that the employees like in and out of the workplace. Employees do not
feel comfortable talking about personal issue in the organisation with other employees and
management. Employees do not encourage friends and relatives into employment opportunities
with the organisation. The organisation has a measure of looking at Business Focus,
Communications, Values, Discipline and Behaviours within the frame work of the
organisation.
5.1.8. Artefacts
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It was observed that the organisation have symbols of Toyota Ghana Company Limited in an
around the organisation. Also, it had it missions and visions hanged on the wall and various
signagess indicating its exit points and where various departments are located in and around
the office. The organisation has a well planned architecture of the office which shows clearly
the various departments. In addition, the dress code for the employees was a white shirt and a
black skirt for the females and a blue shirt and a black trouser for the males. The organisation
also has a Friday wear which is the Toyota T-shirt worn on the first and third Friday of every
month. Employees spoke two different languages in the organisation. There were also security
cameras fixed in the offices that monitor employee and other security related issues.
5.1.9 Performance
5.1.9.1 Questionnaire
It was found out that the results from the questionnaire based on the components of culture
yielded a positive relationship between organisational culture and performance.
5.1.9.2 Effect of organisational culture on employee job performance
The researchers found out that 75% of the respondents based on the interview undoubtedly said
that organisational culture has an effect on the employee job performance.
5.1.9.3 Organisational culture and Productivity level
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It found that 100% the respondents agreed that since culture is the core aspect of every
organisation and most of all Toyota Ghana Company Limited, Kumasi Branch productivity
level will sure depend on it.
5.1.9.4 Organisational Culture and Employee Performance
The researchers found that 75% of the respondents said that there was a positive and direct
relationship between culture of the organisation and employee performance even though there
was little hesitation in their contribution.
5.1.9.4 Organisational Culture and Organisational Productivity
It was found that a 100% of the respondents said that since there is a direct and positive
relationship between organisational culture and employee performance, where employee
performance lead to a general organisational productivity then they could say that there is a
positive relationship between organisational culture and organisational productivity.
5.2 Conclusion
Organisational culture is very important as it has a positive impact on employee job
performance. Organisational culture affects the level of organisational productivity in a positive
way. This study confirms that there is a positive relationship between organisational culture
and employee job performance.
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Organisation should have elements of Business Focus, which will help the organisation focus
on what it has to do, Discipline, giving a vital element in building employee commitment and
positive workplace behaviours, Values, giving a foundation for a strong culture, Behaviours,
that will stimulate consistency that leads to productivity and profitability, Communications,
which also gives a vital opportunity to build culture and Workplace Harmony, often a silent
measure of Business Focus, Communications, Values, Discipline and Behaviours that helps
deliver high levels of productivity and stronger commitment to organisation success.
5.3 Recommendations
Considering the findings of this study the researchers have arrived at the following
recommendations.
5.3.1 Methodological Perspective
This worked focused only on the employees concerning organisational culture. A more
comprehensive analysis can be made by looking at the other stakeholder of the organisation.
This will help form a holistic and balanced picture of the organisational culture.