The Influence of Organizational Culture on Employee Job Performance: A Case Study of Pacis Insurance Company Limited

A Project Report Submitted to the Chandaria School of Business in Partial Fulfilment of the Requirement for the Degree of Executive Master of Science in Organizational Development (EMOD)The aim of this research study was to expand the base of knowledge and empirically test the influence of organizational culture on employee job performance at Pacis Insurance Company Ltd. The study revolved around three specific objectives: To what extent does involvement as an element of organizational culture influence employee job performance? To what extent does consistency as an element of organizational culture influence employee job performance? To what extent does the organization’s mission as an element of organizational culture influence employee job performance? The analysis was conducted using the Statistical Package for Social Sciences (SPSS). A descriptive analysis, one sample t-test and correlation analyses were triangulated with both qualitative and quantitative tools of analysis. The study involved the whole population of seventy-six employees. A self-administered questionnaire was used to gather data. Out of the seventy-six questionnaires sent out, fifty-two responses were valid for analysis, which represented a sixty eight percent response rate. The results from the analysis were presented using tables, to provide an accurate picture of the research findings. From the population analysis, the study found that Pacis Insurance Company has a majority of employees in the age category of 25 to 30 years than other age categories. The study found out that the ability of employees to communicate better influences their knowledge and understanding of tasks, their ability to perform work to the expected standards, their ability to manage their time and allocate resources effectively, as well as their practice to have careful thoughts before responding to customers and project activities. The study confirmed that high performing organizations have a committed workforce that is aligned with the organization’s mission, vision and values. Supervisors and management help employees contribute towards the fulfillment of their organization’s purpose. This study found out that personal values and behaviors are consistent with those of the employees’ organization; senior executives usually set the tone by exerting core values that form the overall dominant culture shared by the majority of the members in the organization; and finally, a strong culture can be likened to an anchor for letting people loose to create a lot of change and not what impedes change. From the findings, the study concluded that an organization that has a culture of involving its employees will tend to perform well because the employees tend to own the organization’s decisions. A culture of involvement emphasizes the input and participation of its employees, promotes teamwork and improves self-esteem, treats its employees with dignity and respect; hence improved job performance and productivity in the organization. We can also conclude that organizations that have mission statements and values that have a meaning serve as powerful guides for everyday action. Nevertheless, this study recommends that the organization focuses more on adherence to its mission by the employees and end results that are translated into performance. In order to further improve and maintain high performance, this study recommends that the organization under study extends its staff involvement in decision-making to key decisions that directly affect employees, and to involve them more in performance evaluations. To promote the culture of consistency, this study recommends that leaders design physical work environment to reflect the values they want to promote within the organization. Finally, this study recommends that further research on the same organization be carried out but using a different Framework on Organizational Culture other than Daniel Denison’s Framework. Recommendations are also made for further research study on the influence of organizational culture on other subsets of organizational performance like financial performance, performance management, employee job satisfaction, leadership behavior, person-organizational fit, organizational change, customer satisfaction, and strategy implementation. Lastly, we recommend for further research on organizational culture in a different insurance company in order to broaden research in this industry