Relationship between organizational culture and organizational performance: a case of Sheema district local government. A cross-sectional study.

Abstract

Background

The term 'organizational performance' is commonly used yet lacks a universally agreed-upon definition. The study aims to assess the relationship between organizational culture and organizational performance, a case of Sheema District Local Government.

 Methodology

A cross-sectional study employing a correlational research design. The Unit of analysis was a local government, and the study targeted all local governments in Sheema District, with a sample of 115 respondents.  Quantitative data analysis was done using SPSS, and qualitative data was analyzed through the thematic analysis procedures.

 Results

The majority, 32.6% were aged between 26 and 35 years. Respondents were asked whether there were clear communication channels; 66.9% agreed. On whether the employees were trained on the best work practices, 83.7% agreed. When respondents were asked whether the stakeholders followed policy as they performed their duties, 79.8% agreed. On whether the employee participated in policy development, 51.0% agreed.  When respondents were asked whether there was constant policy review for work improvement, 60.1% agreed. Respondents were asked whether their district was one of the best-performing in Uganda, and 66.9% agreed. When asked whether they got positive feedback from the community, 83.7% agreed. The correlational analysis indicated a significant positive relationship between organizational culture and organizational performance among local governments, as shown by (r =.425*, P≤.05).

 Conclusions  

There is an association and, actually, an effect of organizational culture on organizational performance. There is a significant positive relationship between organizational culture and organizational performance among local governments in western Uganda, as shown by (r =.425*, P≤.05).

 Recommendations

The organizational culture should not only be limited to the national policies, but the cultural practices of a given local government can be made in the form of local policies and regularly communicated to the stakeholders.