Impact of Organisational Culture on Employee Performance

This study aims to understand the impact of organisational culture on employee performance towards the attainment of organisational goals in the UK, with a case study of John Lewis & Partners. It explores the factors affecting organisational culture and employee performance, their correlation, and provides recommendations for enhancing organisational culture to improve employee performance.

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Running head: ORGANISATIONAL CULTURE AND EMPLOYEE PERFORMANCE
A STUDY TO UNDERSTAND THE IMPACT OF ORGANIZATIONAL CULTURE ON
EMPLOYEE’S PERFORMANCE TOWARDS THE ATTAINMENT OF ORGANIZATIONAL
GOALS IN UK. A CASE STUDY OF JOHN LEWIS & PARTNERS
Name of the Student:
Name of the University:
Author’s Note:
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ABSTRACT
The concept of organisational culture had gained a significant amount of prominence within
the framework of the contemporary business world. Previous researches define it as the
conglomeration of the values, beliefs, customs and other attributes of an organisation which
distinguish it from others and thereby creates a unique identify for it. More importantly, it is
seen that there are various factors which affect the entity of organisational culture, like
organisational values, HRM practices, leadership style, employees, clientele and others.
Recent researches have clearly revealed that there exists a correlation between the entities
of organisational culture and employee performance.
Employee performance can be defined as the productivity or the performance which each of
the employees within the framework of an organisation gives on the basis of the job roles
which are allocated or delegated to them. Previous researches have revealed the fact that
performance or the productivity of the employees depends on the factors like leadership
style, HRM practices, training and motivation, job fit and others. On the basis of this, it can
be said that there are various common factors between the entities of organisational culture
and employee performance and both of them are dependent on each other on the score of
the common factors that they share. It is precisely this relation that this research work will try
to explore in the particular context of the organisation John Lewis.
The topic that the researcher had selected is “A study to understand the impact of
organizational culture on employee’s performance towards the attainment of organizational
goals in UK. A case study of John Lewis & Partners”. The researcher for the collection of the
required data or information and also for the completion of the research takes the help of
quantitative research method and the findings of the research reveals the fact that the entity
of organisational culture does have an impact on employee performance.
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ACKNOWLEDGEMENT
I would like to thank my supervisor for offering me the opportunity to undertake this research
work and complete my dissertation on the topic “A study to understand the impact of
organizational culture on employee’s performance towards the attainment of organizational
goals in UK. A case study of John Lewis & Partners”. I would also like to thank all my friends
for the help that they have offered during the entire course of this research work.
I would also like to thank Mr. .................................... for helping me out at every important
step of this research and without whose support I would not have been able to complete this
work.
Lastly, I would also like to thank my family members for the support that they have given me
during the entire time. Thank You All.
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Table of Contents
Chapter 1: INTRODUCTION..................................................................................................6
1.1 Introduction.................................................................................................................. 6
1.2 Background of the Study.............................................................................................6
1.3 Overview of the organisation John Lewis.....................................................................6
1.4 Problem Statement......................................................................................................7
1.5 Rationale of the Study.................................................................................................7
1.6 Research Aim...................................................................................................................8
1.7 Research Objectives........................................................................................................8
1.8 Research Questions.........................................................................................................8
1.9 Significance of the Study..................................................................................................8
1.10 Outline of the Study........................................................................................................8
Chapter 2: LITERATURE REVIEW......................................................................................10
2.1 Introduction..................................................................................................................... 10
2.2 Conceptual Framework..................................................................................................11
2.3 Concept of organisational Culture..................................................................................11
2.4 Factors affecting organisational culture..........................................................................13
2.4.1 Leadership Approach..............................................................................................13
2.4.2 Nature of the Business............................................................................................14
2.4.3 Organisational values, policies and workplace ambience........................................14
2.4.4 Employees of the organisation................................................................................15
2.4.5 HRM practices followed by the organisation............................................................15
2.4.6 Clientele of the organisation....................................................................................16
2.5 Concept of employee performance.................................................................................16
2.6 Factors affecting employee performance........................................................................17
2.6.1 Job Fit...................................................................................................................... 17
2.6.2 Training offered to the employees...........................................................................17
2.6.3 Morale and workplace culture..................................................................................18
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2.6.4 Goals and Expectations...........................................................................................18
2.6.5 Rewards and Incentives..........................................................................................19
2.6.6 HRM approaches and policies.................................................................................19
2.7 Impact of organisational culture on employee performance............................................20
2.8 Summary........................................................................................................................ 20
Chapter 3: RESEARCH METHODOLOGY...........................................................................21
3.1 Introduction..................................................................................................................... 21
3.2 Research Philosophy......................................................................................................21
3.3 Research Approach........................................................................................................22
3.4 Research Design............................................................................................................ 22
3.5 Data Collection Method..................................................................................................22
3.6 Sample Size................................................................................................................... 23
3.7 Research Method........................................................................................................... 23
3.8 Ethical Considerations....................................................................................................23
3.9 Research Limitations......................................................................................................24
3.10 Summary...................................................................................................................... 24
Chapter 4: FINDINGS AND ANALYSIS................................................................................25
4.1 Reliability analysis..........................................................................................................25
4.2 Demographic Questions.................................................................................................26
4.3 Questions on Organizational Culture (questions on linear scale ranging from 1 to 5, and
two limits are strongly agree and strongly disagree).............................................................31
4.4 Questions on employee performance.............................................................................42
4.5 Descriptive...................................................................................................................... 47
4.6 Correlation...................................................................................................................... 49
4.7 Regression Analysis.......................................................................................................50
Chapter 5: CONCLUSION AND RECOMMENDATIONS.....................................................76
5.1 Introduction..................................................................................................................... 76
5.2 Conclusion...................................................................................................................... 76
5.3 Linking with objectives....................................................................................................76
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5.4 Recommendations.........................................................................................................78
5.5 Future scope.................................................................................................................. 79
Reflective Report.................................................................................................................. 80
References........................................................................................................................... 81
Appendix.............................................................................................................................. 87
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Chapter 1: INTRODUCTION
1.1 Introduction
This chapter intends to offer an overview of the entire study which had been undertaken
by the researcher. For examples, the chapter will enumerate the research aim, objectives,
questions, problem and other aspects of the research work. More importantly, the chapter
will also offer an outline of the structure of the entire dissertation. Furthermore, the chapter
will also shed light on the topic, namely, “A study to understand the impact of organizational
culture on employee’s performance towards the attainment of organizational goals in UK: A
case study of John Lewis & Partners” which had been selected for the conduct of the
research.
1.2 Background of the Study
Shields et al. (2015) are of the viewpoint that the term ‘employee performance’ had
become the catch-phrase of the contemporary business world because of the fact that the
overall productivity of an organisation is dependent on the individual job productivity of the
different workers. As opined by Anitha (2016), this is important from the perspective that the
gross revenue earned by an organisation is directly related to the individual job productivity
of the employees. The net result of this is that the different organisations are increasingly
focusing on the aspect of employee performance as a way to earn a higher amount of
revenue and also to attain a higher level of growth (Kontoghiorghes 2016). However, at the
same time it needs to be said that there are various factors which affect the job productivity
of workers like workplace culture, leadership, job design, HRM practices and others
(Ramdhani, Ramdhani and Ainissyifa 2017). According to Fu et al. (2015), one of the most
important factors which affect the job productivity of the workers is the culture that is being
followed within the framework of an organisation. Terzioglu, Temel and Sahan (2016) have
articulated the viewpoint that the entities of workplace culture and employee performance
are directly related to each other and a congenial organisation culture positively affects the
performance of the workers. This is perhaps one of the major reasons why the different
organisations are increasingly focusing on the creation of a positive workplace culture for the
enhancement of the job productivity of the workers.
1.3 Overview of the organisation John Lewis
The organisation John Lewis & Partners, founded in 1864 by John Lewis, is a UK based
“chain of high-end department stores” (John Lewis & Partners 2019). The organisation is
known for the wide array of products or services that it offers to the customers starting from
electronics, home-ware to other kinds of nursery and healthcare products and services
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(Butler 2019). More importantly, the organisation currently has 51 departmental stores in
different parts of UK and its focus on the cost leadership strategy had enabled it to become a
household name among the customers of UK (John Lewis & Partners 2019). Furthermore, in
the recent times following the path of internationalisation the concerned organisation had
opened its departmental stores in the nations of Australia, Ireland and others (John Lewis &
Partners 2019). The gross revenue earned by the organisation for the year 2017 was £3.78
billion and the organisation at the same time offers employment to more than 94,000
individuals (John Lewis & Partners 2019).
1.4 Problem Statement
The organisation in the wake of the fierce competition that it is currently facing in the
retail industry of UK from organisations like Tesco, Asda and others had decided to cut down
the bonus of more than 85,000 employees (BBC News 2019). More importantly, the
incentives that the employees were entitled to in the earlier times had also been reduced
and commissions are being offered to the employees in its place on the basis of the
business that they give to the organisation (Butler 2019). This in turn had created the kind of
culture within the organisation which is fiercely competitive and is also affecting the job
productivity of these employees. This is precisely the problem that the researcher intends to
analyse and also aspires to show the manner in which inculcation of a positive workplace
culture is likely to enable the organisation to improve the performance of the workers.
1.5 Rationale of the Study
The issue that the researcher had selected for the purpose of this study is the manner in
which the entity of organisational culture can be used by the organisations to boost the
performance of the workers. This is important in the light of the fact that the focus of the
contemporary organisations is on the manner in which their profitability can be enhanced
and thereby they are devising measures through the job productivity of the workers can be
improved (Anitha 2016). However, many times it is seen that the organisations in order to
enhance the job productivity of the workers evolve a coercive or aggressive kind of
workplace culture which in the longer run proves to be detrimental for the interests of the
organisation and also adversely affects their performance (Ramdhani, Ramdhani and
Ainissyifa 2017). Thus, it can be said that this is one of the major problems that the different
organisations are facing currently and the resolution of which is of paramount interest for
their growth as well as development. It is in this context that the researcher had decided to
analyse the correlation between organisational culture and employee performance and also
understand the manner in which workplace culture can be used to improve the job
productivity of the workers in an effective manner.
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1.6 Research Aim
The aim of the study is to understand the impact of organizational culture on
employee’s performance towards the attainment of organizational goals in UK, considering
John Lewis & Partners as the case study.
1.7 Research Objectives
1. To evaluate the factors that affect organizational culture and employee performance
towards the attainment of organizational goals in retail sector of UK
2. To understand the co-relation between the factors affecting organisational culture
and the improvement in employee’s performance which help in the attainment of
organizational goals in retail sector of UK
3. To recommend the probable ways of enhancing organisational culture to improve
employee’s performance which help in the attainment of organizational goals in retail
sector of UK
1.8 Research Questions
1. What are the factors that impact organizational culture and the employee’s
performance towards the attainment of organizational goals in retail sector of UK?
2. What is the co-relation between the factors affecting organisational culture and the
improvement in employee’s performance which help in the attainment of
organizational goals in retail sector of UK?
3. What are the probable ways of enhancing organisational culture to improve
employee’s performance which help in the attainment of organizational goals in retail
sector of UK?
1.9 Significance of the Study
In the UK retail industry it is seen that the majority of the organisations like John
Lewis, Tesco, Asda and others are suffering from the problem of inadequate employee
performance which in turn is adversely affecting the revenue generated by them. It is
precisely here that the significance of the research lies since it intends to propose a manner
in which the entity of organisational culture can be used by the organisations for the
improvement of the job productivity of the workers or employees. More importantly, the use
of this proposed framework for the enhancement of the job productivity of the workers will at
the same time aid the organisations to increase their profit margin.
1.10 Outline of the Study
In the first chapter of the study, the researcher had outlined the aim, research
objectives, questions and other aspects on the basis of which the entire study will be
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conducted. In the second chapter, an analysis of the past literature had been conducted to
understand the manner in which the entities of organisational culture and employee
performance are interlinked. In the third chapter, the researcher had proposed the detailed
methodology like the data collection method, data analysis process and other attributes
which will be used by the researcher for the completion of the study. In the fourth chapter,
the collected data will be analysed to address the research questions and objectives which
had been selected for the conduct of the study. Lastly, in the final chapter, the researcher
will summarise the key findings of the study and will also suggest ways through
organisational culture can be used as a tool to improve the individual job productivity of the
workers or employees.
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Chapter 2: LITERATURE REVIEW
2.1 Introduction
In this chapter, the researcher had discussed the different concepts as well as
theoretical frameworks related to the notions of organisational culture and employee
performance. More importantly, it is through the use of these concepts and theoretical
frameworks that the researcher will try to show the impact of organisational culture on the
entity of employee performance.
Kumar and Sharma (2018) are of the viewpoint that the focus of the different
contemporary firms is on the attribute of employee performance because of the fact that the
overall productivity or the performance of an organisation is directly related to the individual
performance of the different employees. The impact that the attribute of organisational
culture has on the performance of the workers or the employees had formed the central
lacuna of a great many debates. It is because of this reason that the different organisations
are increasingly focusing on fostering an effective workplace culture within their organisation
so as to positively affect the employee performance.
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Leadership Style
Nature of Business
Organisation’s Employees
Organisational Values Organisational Culture
HRM practices
Organisation’s clientele
Employee Performance
2.2 Conceptual Framework
Figure 1: Conceptual Framework
Source: (Created by the Author)
2.3 Concept of organisational Culture
As opined by Elsmore (2017), the concept of organisational culture can be defined as
the amelioration of the organisational values, beliefs, assumptions and ways of interaction
which contributes towards the creation of a unique psychological as well as social
environment within the framework of an organisation. On the other hand, Franco and Lucas
(2016) have articulated the viewpoint that it is the attribute of organisational culture which
differentiates one organisation or business firm from another while contributing towards the
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creation of the kind of workplace wherein the workers or the employees would be able to
maximise their productivity. More importantly, apart from the values, beliefs, assumptions
and other attributes of the founding fathers of an organisation the individual values, customs,
beliefs and others also contribute in a significant manner towards the organisational culture
of a firm (Rahimi 2017). Furthermore, it is seen that the entity of organisational culture is
being reflected in the inner working mechanisms, self-image of an organisation or firm, future
expectations and also the interactions or the conversations of the same with the outside
world or the stakeholders (Anitha 2016). In other words, the notion of organisational culture
refers to the manner or the mechanism in which the work or tasks are being completed
within an organisation.
Byrne, Dwyer and Doyle (2019) are of the viewpoint that the organisational culture of
a firm is determined to a great extent by the leadership approach followed by the firm, the
workforce diversity which exists within the firm, the kind of business or work that the firm
does, the clientele of the firm, management as well as HRM practices and others. This can
be explained on the basis of the fact that these are directly related to the workers or the
employees who are a part of the organisation and also towards the work or the tasks that
they perform. More importantly, in the recent times it is seen that different kinds of
organisational cultures have emerged because of the diverse working environment in which
the workers are required to work (Kallio, Kallio and Blomberg 2015). In this regard, mention
needs to be made of the clan culture, adhocracy culture, market culture, hierarchical culture
and others (Al Saifi 2015). The difference between these types of organisational culture can
be explained on the basis of the kind of interaction which exists among the employees and
the management of the organisation. For example, within the framework of the clan culture
the different employees of a firm see themselves as a part of one big family and thus the
policy of collaboration is being followed for the completion of different jobs (Laforet 2016).
On the other hand, the adhocracy culture is the one in which the workers are encouraged to
be risk-taking whereas the entrepreneurs are seen as innovators and experimentalism
dictates the actions of the workers (Crane 2017). The entities of completion and
achievement of the strategic goals outlined by the organisation forms the crux of the market
culture in which the employees are motivated to be goal-oriented (Elsmore 2017). Lastly, the
hierarchical culture focuses on the structure as well as the control of the different processes
of the organisation or firm and strict guidelines are being followed for regulating the
behaviour as well as the performance of the workers (Mohelska and Sokolova 2015).
However, at the same time it is seen that the six attributes of Hofstede’s cultural model,
namely, individualism, masculinity, power distance, uncertainty avoidance, long-term
orientation and indulgence, contribute in a significant manner towards the culture of an
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organisation by dictating the individual behaviour of the different employees (Huhtala and
Feldt 2016).
2.4 Factors affecting organisational culture
2.4.1 Leadership Approach
Fu et al. (2015) are of the viewpoint that the factor of leadership is perhaps one of the
most important ones which influences the organisational culture of an organisation or firm.
On the other hand, Cropley and Cropley (2017) have articulated that the philosophies,
values, beliefs and other attributes propounded by the leaders need to be in synchronicity
with the values, beliefs, philosophies of the founding fathers of the organisation or firm. For
example, it is seen that the values, beliefs, philosophies followed by Howard Schultz
resonate with the ones followed by the organisation Starbucks itself, namely, the philosophy
of respecting the employees and treating them in a dignified manner (Corfield and Paton
2016). The same can be said regarding the leadership approach followed by Richard
Branson who believes in treating the employees in a dignified manner through the usage of
emotional intelligence (Cropley and Cropley 2017). In this regard, it needs to be said that the
leaders as well as the managers wield a significant amount of influence not only on the
manner in which the work is being completed within the organisation but at the same time on
the workplace environment as well. More importantly, the leaders also play an integral in the
formulation of the policies as well as practices related to the corporate governance style
followed by an organisation. In addition to these, it is also seen that the leaders are required
to undertake different kinds of job roles within the organisation like coaching, mentoring,
performance management, grooming, motivating and others which are coterminous with the
productivity of the employees (Anitha 2016). It is because of the plethora of job roles that the
leaders are required to perform within the framework of an organisation that they are often
seen as the stewards of the contemporary organisations.
As opined by Kumar and Sharma (2018), the leadership style which is being
followed by a leader greatly determines the organisation culture of an organisation and also
the job satisfaction level of the employees as well. For example, it is seen that if a particular
leader follows the authentic style of leadership then it is likely that an organisational culture
which is dominated by ethics as well as moral will get fostered within the workplace of the
organisation. On the other hand, if the leader of an organisation follows autocratic leadership
style then an organisational culture which is dominated by autocracy gets fostered within the
organisation. In addition to these, the personal character attributes of the leader like risk
taking approach, decision making ability, time management and others also greatly decides
the manner in which the different employees of an organisation will complete the work that
had been allocated to them (Rahimi 2017). Moreover, the leaders also undertake various
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kinds of activities like recreational events, social events and others to improve the
engagement level between the different employees or the workers of an organisation and
thereby contribute towards the inculcation of an effective workplace culture. Thus, it can be
said that the leaders and the leadership style or approach followed by them contribute in a
significant manner towards the creation of an effective organisational culture. However, in
the particular context of the organisation John Lewis it is seen that because of the ineffective
leadership approach that the organisation is currently following the organisational culture is
getting adversely affected.
2.4.2 Nature of the Business
Byrne, Dwyer and Doyle (2019) have articulated the viewpoint that the nature of
business that an organisation or firm conducts greatly affects the workplace culture of the
concerned organisation or firm. As opined by Franco and Lucas (2016), the products or
services offered by an organisation and also the manner in which it affects the lives of the
stakeholders or the clients dictates the culture of the workplace in a significant manner. For
example, it is seen that the organisations or firms which offer innovative kind of products or
services to the clients are more likely to have a continuous learning environment or an
innovative culture within their workplace (Crane 2017). A pertinent example of this is the
innovative culture which had evolved within the organisation Apple because of the innovative
kind of products and services that it offers to the customers (Kumar and Sharma 2018). This
can be explained on the basis of the fact that the products or services offered by a firm
greatly affects the behaviour as well as the confident level of the employees and also the
effectiveness with which they would complete the tasks that had been allocated to them. For
example, if an individual who specialises in hard labour is given a task which requires him or
her to design a particular object then it is likely that they would not be able to complete the
task and thereby feel dissatisfied. This in turn affects the culture of the concerned firm
because of the dissatisfaction that the employees feel towards the work that they are
performing. Thus, it can be said that the kind of products or services that the organisation
John Lewis is offering to the clients is likely to have an effect on the workplace culture which
is being followed within the organisation.
2.4.3 Organisational values, policies and workplace ambience
As argued by Fu et al. (2015), the values and policies followed by an organisation
had a profound influence on the culture which prevails within the framework of an
organisation. For example, in the majority of the cases it is seen that the behaviour as well
as the values held by the employees within a particular organisation are being influenced by
the values and policies which are predominant within the organisation. This is directly related
to the culture which is being followed within the organisation and also the productivity of the
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employees. In addition to these, the workplace ambience also determines greatly the kind of
culture which is being followed within an organisation. In this regard, it needs to be said that
if an organisation encourages professional interaction of the employees then it not only
facilitates the interchange of work information but at the same time helps in a much better
completion of tasks as well (Mohelska and Sokolova 2015). This in turn creates a
collaborative kind of culture within the organisation wherein the workload or work-stress felt
by the employees is comparatively lower. However, in the particular context of John Lewis it
is seen that the workplace culture is being dominated by competition which is not only
hampering the organisational culture but at the same time taking a toll on the employee
performance as well.
2.4.4 Employees of the organisation
Huhtala and Feldt (2016) have articulated the viewpoint that the employees or the
workers of an organisation play a major role in the kind of workplace culture which prevails
within the organisation. As opined by Corfield and Paton (2016), it is commonly seen that the
organisations which had a higher level of workforce diversity are more likely to have a
congenial workplace culture wherein the employees can perform as per their maximum
potential. This not only facilitates a higher level of interaction or engagement between the
employees but at the same time ensures the effective completion of different tasks as well.
Recent researches have clearly revealed the fact that the men and women are equipped to
different kinds of job roles and the organisations need to allocate the tasks or the work
keeping this into effective consideration (Byrne, Dwyer and Doyle 2019). More importantly, a
higher level of workplace diversity improves the workplace culture through an increase in the
adaptability of the organisation to different kinds of situations or risks, broadening the
cannon of the services or products offered by the organisation because of the different job
roles performed by the men and women employees, fostering creativity and others (Franco
and Lucas 2016). A pertinent example of this is the success gained by the organisation
Apple through the inculcation of an effective organisational culture by means of promoting
workplace diversity. However, in the case of John Lewis it is seen that the organisation has a
very low level of workplace diversity which in turn hampers the creation of an effective
workplace culture.
2.4.5 HRM practices followed by the organisation
The HRM practices or policies followed by an organisation directly influence the
workplace culture which is predominant within an organisation. In this regard, it is to be said
that the HRM practices like effective job design, compensations, rewards and recognition,
conflict resolution and others not only affects the performance but at the same time the level
of job satisfaction of the workers as well (Kallio, Kallio and Blomberg 2015). This in turn is
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directly related to the kind of workplace that the concerned organisation would have since it
is seen that the organisations in which the employees have a higher level of job satisfaction
generally tend to have a congenial or effective workplace culture. In addition to these, the
HR professionals also need to take into effective consideration the wellbeing as well as the
safety of the employees while ensuring that they are being treated in a humanistic manner
(Al Saifi 2015). Furthermore, the HR professionals also have a responsibility to recruit the
kind of individuals who would not only enhance the overall organisational productivity but at
the same time add value to the workplace culture as well (Laforet 2016). Moreover, the HR
professionals also need to ensure that diversity is being effectively managed within an
organisation and there are no disputes between the employees on the score of the
differences in social, cultural and others. Thus, it can be said that the HR professionals play
a pivotal role in shaping the workplace culture of an organisation. However, in the particular
context of John Lewis it is seen that the majority of HRM policies followed are outdated ones
and not in synchronicity with the needs or the demands of the workers.
2.4.6 Clientele of the organisation
The kind of clients or customers that an organisation is serving or catering also
influences the culture of the organisation. This can be explained on the basis of the fact that
if the clients or the customers that an organisation is serving is not happy with the services
or products that they are getting it is natural that they will vent out their dissatisfaction on the
representatives or the employees of the organisation (Rahimi 2017). This often adversely
affects the morale or the enthusiasm of the employees which in turn not only hampers the
quality of the work that they are supposed to do but at the same time the culture of the
organisation as well (Byrne, Dwyer and Doyle 2019). This becomes especially important
when a particular organisation is catering to the interests of a large customer base and is
unable to meet their demands. Thus, it is important for the organisations to take into effective
consideration the satisfaction level of the clients or the external parties that they are serving
so as to foster a congenial workplace culture. In this regard, it needs to be said that the
organisation John Lewis in the recent times had failed to meet the demands or the needs of
their customers and this in turn is taking a toll on its workplace culture.
2.5 Concept of employee performance
According to Bin (2015), the concept of employee performance refers to the job-
related tasks or activities that are expected of the employees and also the effectiveness with
which they are being completed by the employees. More importantly, it is seen that for the
effective management of the performance or the productivity of the employees the
management teams of the different organisations take the help of diverse kinds of
performance management processes and also regularly measure the performance of the
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employees on a quarterly or annual basis (Harwiki 2016). Newman et al. (2019) are of the
viewpoint that the prominence held by the concept of employee performance can be
explained on the basis of the fact that the overall gross productivity of a firm and thereby the
profit earned by them is directly dependent on the individual productivity of the different
employees. However, at the same time it needs to be said that there are various factors
which affect employee performance, namely, organisational culture, job fit, HRM practices or
policies, training, motivation, rewards and recognition and others. Thus, the business firms in
order to enhance or improve the employee performance need to take into effective
consideration the above-mentioned factors.
2.6 Factors affecting employee performance
2.6.1 Job Fit
As argued by Bradler et al. (2016), the entity of employee performance largely
depends on the kind of tasks or work roles that the workers or the employees are required to
perform within the framework of a firm. In this regard, Mone and London (2018) have
articulated the viewpoint that the firms need to allocate or delegate the tasks to the
employees on the basis of their skill sets, aptitude, the training that had offered to them, their
comfort level and others. Recent researches have clearly revealed the fact that if the
individuals performing a particular job role are not fit for it or for that matter it is not in
synchronicity with their skill sets then the organisation or the firm might not get the desired
results (Gabler et al. 2018). This is perhaps one of the major reasons why the entity of job fit
is being taken into effective consideration by the different business firms for the
enhancement of the employee performance of the employees of their firm. However, in the
particular context of John Lewis it is seen that the employees are regularly transferred from
one department of the organisation to another and this in turn is taking a toll on the
productivity of these employees.
2.6.2 Training offered to the employees
Sharma, Kong and Kingshott (2016) are of the viewpoint that the primary purpose of
the different kinds of training programs which are being offered to the employees of a firm is
to equip them with the kind of skill sets that are likely to enable them to perform the different
job roles required of them in an effective manner. More importantly, on the basis of the kind
of job roles that the employees are required to perform different kinds of training programs
are being offered by the firms like on-job training, soft skill training, advanced training and
others (Atmojo 2015). These training programs not only offer an effective information to the
individuals regarding the manner in which they need to complete the tasks that had allocated
to them but at the same time enable them to perform as per the expectations of the firm as
well (Alagaraja and Shuck 2015). Thus, it can be said that the process of training is one of
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18IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
the most basic needs of the employees within a firm which is directly related to their
productivity. However, in the particular context of the organisation John Lewis it is seen that
the organisation only offers on-job training to the employees during the time of their joining
and very few advanced training or soft skill training programs are being organised by the
organisation for the enhancement of the performance of these employees.
2.6.3 Morale and workplace culture
According to Gupta and Sharma (2016), the factor of workplace culture is perhaps
one of the most important ones which directly affect the level of productivity or the
performance of the workers of an organisation. Dall’Ora et al. (2016) are of the viewpoint
that a congenial workplace is one of the most basic needs of the employees and it is seen
that the organisations which have a congenial workplace are being able to enjoy a higher
employee performance. More importantly, it is seen that the workplace culture is directly
related to the morale or the motivation level of the workers as well. For example, if a firm has
a positive workplace culture then it is more likely that the morale or the motivation level of
the workers will be very high and this in turn gets reflected in the performance of these
individuals and vice versa (Gong et al. 2017). This is perhaps one of the major reasons why
the different firms are increasingly resorting to the usage of different kinds of measures like
effective leadership, HRM practices, employee engagement and others for the improvement
of the workplace culture so as to positively influence the employee performance (Vîrgă et al.
2018). However, as already mentioned the workplace of the organisation John Lewis is
dominated by intense competition and this often takes a toll on the workplace culture and
employee performance by enhancing the work-stress faced by the employees.
2.6.4 Goals and Expectations
The organisation goals as well as expectations from the employees also have a
profound influence on the aspect of employee performance. In this regard, it needs to be
said that the organisations or firms which have a clear set of strategic goals or expectations
have a far better chance of derive fruitful performance from the employees rather than the
ones which unclear or ineffective goals or expectations (Reb et al. 2018). This can be
explained on the basis of the fact that if an organisation had clear strategic goals or
expectations then it becomes easier for them to set targets or performance objectives for the
employees (Nyberg, Pieper and Trevor 2016). This in turn enables them to offer the right
kind of training or use strategies for the achievement of those goals or objectives and also to
measure the employee performance. Thus, it can be said that the strategic goals or
expectations of the firms play a pivotal role in the context of employee performance.
However, in the particular context of the organisation John Lewis it is seen that because of
the frequent changes in the leadership style and also the product line of the organisation the
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19IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
strategic goals or expectations of the organisation are not clear to the employees and this in
turn is adversely affecting the employee performance.
2.6.5 Rewards and Incentives
Iqbal, Anwar and Haider (2015) are of the viewpoint that the construct of reward and
recognition had emerged as one of the most important tools which is being used by the
different firms to motivate the workers and thereby enhance their performance. In this
regard, it needs to be said that there are many types of reward and recognition policies
which are being commonly used by the firms, namely, monetary incentives, designations,
compensation, recognition, holidays and trips, paid leaves and others (Tomczak, Lanzo and
Aguinis 2018). However, at the same time it needs to be said that the firms need to effective
monitor or measure the employee performance and also take into consideration the
quantitative as well as qualitative performance of the workers while offering rewards to them
(Shields et al. 2015). In addition to these, the firms also need to ensure that the rewards or
the incentives are being offered to the employees in a regulated manner otherwise this can
give rise to a greed culture within the framework of the workplace (Reb et al. 2018).
However, in the majority of the cases it is seen that the rewards and recognitions have a
positive influence on the workplace culture and also on the employee performance (Harwiki
2016). In this regard, it needs to be said that although the organisation John Lewis is a very
old one yet the organisation does not have an effective reward management process which
in turn affecting the employee productivity.
2.6.6 HRM approaches and policies
The manner in which the human as well as the psychological capital of an
organisation is being managed has a profound influence on the aspect of employee
performance. For example, if an organisation has effective HRM policies related to leaves,
compensation, work-life balance, training and others then it is more that the employees
would feel motivate as well as positive to give their maximum efforts towards the tasks or the
work that they are required to perform and vice versa (Bin 2015). More importantly, the HRM
policies like conflict resolution, diversity management, talent and performance management
and others also contribute in a positive manner towards the workplace culture which in turn
had a positive impact on the aspect of employee performance (Newman et al. 2019). In this
regard, it needs to be said that if the HRM team of an organisation adopts a humanistic
approach and treats workers with respect and dignity then it is more likely that the employee
would feel obliged to follow the norms as well as guidelines outlined by the firm. Thus, it can
be said that the HRM approaches as well as policies followed by a firm have a profound
impact on the aspect of employee performance. However, in the particular context of the
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20IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
organisation John Lewis it is seen that the organisation does not have clear HRM policies
and this in turn affects the employee performance.
2.7 Impact of organisational culture on employee performance
The above discussion clearly reveals the fact that the entity of organisational culture
had an impact on the aspect of employee performance. For example, it becomes clear that
an effective workplace culture is one of the most important needs of the employees and the
performance given by them is directly related to the kind of workplace culture which is
predominant within the organisation or firm. This can be explained on the basis of the fact
that the employees or the workers are the building blocks of an organisation and if the
organisation does not have clear leadership approach, HRM policies and others then it is
likely to affect not only the entity of employee performance but at the same time
organisational performance. This is perhaps one of the major reasons why the organisations
for the enhancement of the employee performance not only need to take into effective
consideration the factors which affect organisational culture but also the ones that affect the
employee performance. Thus, the organisation John Lewis for the enhancement of
employee performance would have to take into consideration all these factors.
2.8 Summary
Thus, from the above analysis it becomes clear that the entity of organisational
culture has a profound impact on the employee performance. More importantly, the
researcher had analysed the different factors which affect organisational culture and also
employee performance so as to gain a better understanding of the concept and also the
primary data that will be collected through survey.
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21IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
Chapter 3: RESEARCH METHODOLOGY
3.1 Introduction
In this chapter, the researcher will outline the detailed methodology which will be
used for the conduct of the entire research or study itself. More importantly, the researcher
will highlight the research philosophy, approach, design, data collection and analysis
methods which were used for the completion of the study.
3.2 Research Philosophy
As opined by Koro-Ljungberg (2015), research philosophy refers to the belief or the
ideas that outlines or enumerates the manner in which the data or information needed for the
completion of the research is being collected as well as analysed. Quinlan et al. (2019) are
of the viewpoint that the researchers need to ensure that the research philosophy that they
are opting for should be in synchronicity with the topic that they have selected and also the
research questions that they are trying to answer. In this regard, the research philosophies
of positivism, pragmatism and interpretivism are the three most important philosophies which
are being commonly used by the different researchers (Flick 2015).
Taylor, Bogdan and DeVault (2015) are of the viewpoint that the primary focus of the
positivism philosophy is on the different kinds of numerical data or information like statistics,
figures, facts, observations, opinions and others. More importantly, the researchers opting
for the usage of this kind of philosophy needs to formulate hypotheses on the basis of the
topic that they have selected and through the usage of the numerical data test their validity
over the course of the study. In contrast to this, the interpretivism philosophy believes in
separating the human behaviour or attitude from the social factors which could affect the
study (Barnham 2015). McCusker and Gunaydin (2015) have articulated the viewpoint that
in this particular philosophy research is being conducted on the human attributes through the
usage of the tools of surveys, interviews and others and the analysis of these data or
information is greatly dependent on the manner in which it is being interpreted by the
researcher. On the other hand, Silverman (2016) has stated that the pragmatism philosophy
for the conduct of a single study or research takes the help of different kinds of views or
standpoints since one single viewpoint or standpoint is not enough to enable the researchers
to objectively answer the research questions that they have selected. Thus, the researcher
had opted for the pragmatism philosophy because of the fact that it will afford the researcher
the opportunity to analyse the topic, that is, “The Impact of Organisational Culture on
Employee Performance” from different points-of-views and thereby answer the research
questions in a much better manner.
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22IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
3.3 Research Approach
Taylor, Bogdan and DeVault (2015) have articulated the viewpoint that the inductive
and deductive research approaches are the two commonly used ones by the researchers for
the completion of the research work that they have undertaken. As opined by Kumar (2019),
the usage of the deductive approach of research requires the researchers to use different
kinds of models, theories, concepts and others for the completion of the research work. In
addition to this, the researchers are also required to indulge in activities like hypotheses
testing, implementation of models, theories and others for testing or analysing the validity of
the hypotheses that have formulated (Brannen 2017). In contrast to this, the inductive
approach is the one wherein the researchers are required to collect different kinds of data or
information related to the topic that they are researching and also to analyse the information
through the usage of different kind of tools so as to answer the research questions in an
effective manner (Barnham 2015). The researcher for the conduct of this research work had
opted for the usage of the inductive approach since it will enable the researcher to collect
primary data and also use the past literature related to the topics of organisational culture
and employee performance to answer the research questions in an effective manner.
3.4 Research Design
Exploratory, descriptive and the explanatory research designs are the three most
commonly used research designs by the researchers for the completion of their research
works (Koro-Ljungberg 2015). Quinlan et al. (2019) have articulated the viewpoint that the
exploratory research design is the one in which the researchers explores the background of
the problem statement or the research questions that had been selected for research. On
the other hand, as stated by Flick (2015), the researchers through the usage of the
explanatory research design out to find out or analyse the factors or causes which have
contributed towards the problem being studied. Lastly, the researchers through the usage of
the descriptive research design are required to formulate objectives at the very beginning of
the research and then relate these objectives with the findings or the results that they have
derived from the entire research work (Silverman 2016). For this study, the researcher had
opted for the descriptive research design since it will enable the researcher to relate the
findings of the study with the research objectives.
3.5 Data Collection Method
Data collection method is the method through which the data or information which is
needed for the completion of a research or study is collected (Brannen 2017). There are two
commonly used methods of data collection, namely, primary data collection method and
secondary data collection method (Taylor, Bogdan and DeVault 2015). Through the usage of
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23IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
the primary data collection method the researchers collect primary or numerical data related
to the topic being researched with the help of tools like surveys, questionnaires, interviews
and others (Kumar 2019). On the other hand, through the usage of the secondary collection
method, the researchers collect various kinds of secondary information related to the topic
being researched like peer-reviewed articles, newspaper articles, annual reports and others
(Brannen 2017). The researcher for the collection of data or information required for the
completion of this research had taken the help of primary data collection method and thereby
collected information from the employees of John Lewis through the use of the tool of
surveys.
3.6 Sample Size
The sample size or the number of employees of John Lewis who participated in the
survey conducted by the researcher to analyse the “impact of organisational culture on
employee performance” is 100.
3.7 Research Method
McCusker and Gunaydin (2015) are of the viewpoint that two of the most important
research methods which are being commonly used by the different researchers are
quantitative and qualitative. In this regard, it needs to be said that the quantitative research
is especially suitable for the research works which involves a large number of respondents
or surveys, questionnaires and others (Barnham 2015). On the other hand, the qualitative
research is an exploratory kind of research in which the opinion, ideas, theories and others
are being explored (Koro-Ljungberg 2015). The researcher for the completion of this
research work had opted for the quantitative research because of the fact that through the
usage of this method the researcher will able to collect firsthand data from the employees of
John Lewis and thereby answer the research questions in an effective manner.
3.8 Ethical Considerations
The researcher for the completion of this research work had followed the ethical
guidelines of conducting academic research works. For example, while formulating the
survey questionnaires especial care was taken so that the respondents were not required to
answer any personal questions. In addition to this, the researcher had also taken into
effective consideration the precepts of “Data Protection Act” and thereby ensured that the
responses offered by the participants are not being used for any commercial purposes.
Lastly, the guidelines of plagiarism had been followed and due credit had been given to the
authors who works have been sued for the completion of the research.
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24IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
3.9 Research Limitations
One of the most important limitations of the research work is the fact that it is solely
dependent on primary data and thereby depends on the data gathered from the employees
of John Lewis through surveys for its completion. The researcher because of time and
resource constraint had not been able to conduct interviews with the managers and other
employees of the concerned organisation and this in turn could have affected the quality or
the efficiency of the entire research itself. More importantly, the researcher is not completely
sure regarding the validity of the primary data since it is likely that some of the respondents
while answer the survey might have shown biasness.
3.10 Summary
In this chapter, the researcher clearly stated that the pragmatism philosophy,
inductive approach and descriptive research design will be used for the research work.
Furthermore, the research will collect primary data from 50 employees of John Lewis
through the use of the tool of surveys for the completion of this research work.
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25IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
Chapter 4: FINDINGS AND ANALYSIS
This chapter has conducted the data analysis based on the research methodology
chosen in the previous chapter. This chapter has aimed to establish a relationship between
organizational culture and employee performance in respect to John Lewis & Partners.
Inferential statistics have been used in the research to develop valid analysis. The results
have been linked to literature discussed in the chapter so that suitable recommendations can
be provided.
4.1 Reliability analysis
Reliability Statistics
Cronbach's Alpha N of Items
.955 12
Item-Total Statistics
Scale
Mean
if Item
Delete
d
Scale
Varianc
e if Item
Deleted
Corrected
Item-
Total
Correlatio
n
Cronbach'
s Alpha if
Item
Deleted
@5.Howfardoyouagreethattheorganizationhasclearlydefi
ne
41.84 139.792.810 .950
@6.Howfardoyouagreethattheorganizationprovidesrewar
dsi
42.11 142.139.709 .954
@7.Howfardoyouagreethattheorganizationhasdeveloped
afr
41.85 139.846.832 .949
@8.Howfardoyouagreethattheorganizationbelievesthatco
nf
41.89 144.927.687 .954
@9.Howfardoyouagreethattheorganizationvaluesfriendly
an
41.87 144.902.696 .954
@10.Howfardoyouagreethattheorganizationprovidesopp
ortun
41.85 143.503.785 .951
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26IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
@11.Howfardoyouagreethatthemanagementandtheempl
oyeess
41.92 141.832.810 .950
@12.Howfardoyouagreethatmanagementandsupervisors
helpth
41.98 141.171.775 .951
@13.Howfardoyouagreethatthemanagementmaintainsah
igher
41.90 141.061.847 .949
@14.Howfardoyouagreethatyouaremotivatedatwork 41.72 143.295.795 .951
@15.Howfardoyouagreethatyouaresatisfiedwiththeorgani
z
41.87 140.437.834 .949
@16.Howfardoyouagreethatyouareworkingatyourfullestp
o
41.79 142.875.792 .951
In this research, Cronbach’s alpha has been used to check the reliability of the data
collected. Cronbach’s Alpha is used to measure the internal consistency of the data
collected which measures the scale reliability. The value of alpha needs to be greater than
0.7 for the data to be acceptable for the research. In this study, the value of Cronbach’s
alpha is 0.955 which shows that the internal consistency is high. The item-total statistics
measures the internal consistency of the data when one of the items is deleted from the
study. In this study, in all the cases, it can be seen that the value of alpha is reduced when
one of the above items are deleted. This means that each of the items have significant
contribution to the research.
4.2 Demographic Questions
Frequency Percent Valid Percent
Cumulative
Percent
Valid Female 39 39.0 39.0 39.0
Male 55 55.0 55.0 94.0
Prefer not to say 6 6.0 6.0 100.0
Total 100 100.0 100.0
Table 1: Gender
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27IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
(Source: As created by author)
Graph 1: Gender
(Source: As created by author)
This question examines the gender of the respondents taking part in the research.
The results show that 39% are female respondents, 55% are male respondents and 6%
have preferred not to say. The response on all the questions may vary depending upon the
gender of the participants where gender can be used as a control variable.
Frequency Percent Valid Percent
Cumulative
Percent
Valid 26-35 39 39.0 39.0 39.0
36-45 22 22.0 22.0 61.0
46-55 8 8.0 8.0 69.0
56 and above 2 2.0 2.0 71.0
Less than 25 29 29.0 29.0 100.0
Total 100 100.0 100.0
Table 2: Age
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28IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
(Source: As created by author)
Graph 2: Age
(Source: As created by author)
This question measures the age of the respondents as people from different
generations may have varied opinions as their values will be different. The results
highlighted that 39% of the respondents belong to the age group of 26-35, 29% are below
the age of 25, 22% are between the age group of 36-45, 8% are between the age group of
46-55 and remaining respondents are above the age group of 56.
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29IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
Frequency Percent Valid Percent
Cumulative
Percent
Valid 1-2 years 51 51.0 51.0 51.0
3-5 years 13 13.0 13.0 64.0
Less than 1 year 27 27.0 27.0 91.0
More than 5 9 9.0 9.0 100.0
Total 100 100.0 100.0
Table 3: Tenure
(Source: As created by author)
Graph 3: Tenure
(Source: As created by author)
The questions evaluated the length of stay of respondent in John Lewis & Partners.
The results show that majority of the respondents have been working in the organization for
1-2 years which accounts to 51%. On the other hand, 27% have been working in the
organization for less than a year and 13% have been working between 3-5 years. The rest
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30IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
have worked in the organization for more than 5 years. The results clearly indicate that the
employee retention rate in the organization is low as majority of the employees have low
tenure. This can be linked to the lack of effective organizational culture as employees are
leaving due to the new policies implemented by the management. This result provides
relevant information on the failure of the management in developing an effective
organizational culture.
Frequency Percent Valid Percent
Cumulative
Percent
Valid Married 21 21.0 21.0 21.0
Separated 7 7.0 7.0 28.0
Unmarried 59 59.0 59.0 87.0
Widower 13 13.0 13.0 100.0
Total 100 100.0 100.0
Table 4: Marital Status
(Source: As created by author)
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31IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
Graph 4: Marital Status
(Source: As created by author)
This question aims to highlight the marital status of the employees working in the
organization. The results suggest that 59% of the employees are unmarried which is the
majority. On the other hand, 21% are married, 7% are separated and 13% are widower. This
can be linked to the previous demographics which shows that majority of the employees are
relatively new to the organization. The employees that have stayed within the organization
have responsibilities as they are either married, separated or widower. However, 59%
employees are unmarried and majority of the employees have been in the organization for
less than 2 years which means that they can leave the organization at any time due to the
excessive stringent policies implemented by the management.
4.3 Questions on Organizational Culture (questions on linear scale ranging from 1 to
5, and two limits are strongly agree and strongly disagree)
Frequency Percent Valid Percent Cumulative Percent
Valid 1 10 10.0 10.0 10.0
2 13 13.0 13.0 23.0
3 6 6.0 6.0 29.0
4 24 24.0 24.0 53.0
5 47 47.0 47.0 100.0
Total 100 100.0 100.0
Table 5: Clearly defined policies and structures
(Source: As created by author)
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32IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
Graph 5: Clearly defined policies and structures
(Source: As created by author)
This questions aims to examine whether the management within the organization has
been able to develop clearly defined policies and structures or not. The results show that
47% and 24% have disagreed to the research question. On the other hand, 10% and 13%
have almost agreed to the research question and remaining respondents have remained
neutral to the question. This shows the frequent changes within the management policies
and structures have affected the organizational culture which is the reason that the majority
of the respondents have disagreed to the research question.
Frequency Percent Valid Percent Cumulative Percent
Valid 1 13 13.0 13.0 13.0
2 14 14.0 14.0 27.0
3 12 12.0 12.0 39.0
4 24 24.0 24.0 63.0
5 37 37.0 37.0 100.0
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33IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
Total 100 100.0 100.0
Table 6: Rewards in proportion to the performance
(Source: As created by author)
Graph 6: Rewards in proportion to the performance
(Source: As created by author)
This question aims to examine whether the rewards provided by the organizations in
proportion to the performance of the employees or not. The results show that 37% and 24%
have disagreed to the research question. On the contrary, 12% is neutral, 13% and 14%
have disagreed to the research question. This shows that the respondents think that are
getting paid less for their performances. The company has implemented a number of cost-
cutting measures and the rewards are relative in nature. The management has not been
able to fulfil the expectation of the employees and this is expected to impact their
performances. This could be one of the biggest demotivating factors for the employees.
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34IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
Frequency Percent Valid Percent Cumulative Percent
Valid 1 12 12.0 12.0 12.0
2 7 7.0 7.0 19.0
3 8 8.0 8.0 27.0
4 31 31.0 31.0 58.0
5 42 42.0 42.0 100.0
Total 100 100.0 100.0
Table 7: Development of a friendly atmosphere
(Source: As created by author)
Graph 7: Development of a friendly atmosphere
(Source: As created by author)
This question aims to highlight whether the organization has been able to develop a
friendly environment or not. The results show that 42% and 31% have disagreed to the
research question. On the contrary, 8% is neutral, 12% and 7% have disagreed to the
research question. This clearly shows that the policies implemented the organization has
had adverse effect on the organizational culture. The increase in the level of competitiveness
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35IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
have reduced the level of friendliness among the employees. The employees consider each
other as rivals rather than being workforce working together to contribute to the goals of the
organization.
Frequency Percent Valid Percent Cumulative Percent
Valid 1 9 9.0 9.0 9.0
2 11 11.0 11.0 20.0
3 11 11.0 11.0 31.0
4 29 29.0 29.0 60.0
5 40 40.0 40.0 100.0
Total 100 100.0 100.0
Table 8: Conflict between individuals and team is healthy
(Source: As created by author)
Graph 8: Conflict between individuals and team is healthy
(Source: As created by author)
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36IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
This question aims to portray whether the organizations thinks that conflict between
team or individuals is healthy or not. The results show that 40% and 29% have disagreed to
the research question. On the contrary, 11% is neutral, 9% and 11% have disagreed to the
research question. This shows that even though the organization implemented the policy to
make sure that there is increase in business and market share, employees have not
received it well. Employees may feel that they are being deprived of various facilities which
are availed by employees in different organizations in the same sector. The organization is
far from the industry benchmark set by its competitors which is the reason that employees
think that organizations is only aiming to increase their profit margin.
Frequency Percent Valid Percent Cumulative Percent
Valid 1 10 10.0 10.0 10.0
2 8 8.0 8.0 18.0
3 11 11.0 11.0 29.0
4 32 32.0 32.0 61.0
5 39 39.0 39.0 100.0
Total 100 100.0 100.0
Table 9: Values friendly and trusted relationship
(Source: As created by author)
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37IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
Graph 9: Values friendly and trusted relationship
(Source: As created by author)
This question aims to examine whether the organization values friendly and trusted
relationship or not. The results show that 39% and 32% have disagreed to the research
question. On the contrary, 11% is neutral, 10% and 8% have disagreed to the research
question. This result shows that majority of the respondents have disagreed to the research
and the policy implemented by the organization reflects the same thing. The organization
would not have implemented such a strategy as it invokes competitiveness and rivalry. The
employees are forced to be competitive and lookout for their own good. Therefore,
employees seeking help will not receive from the other employees as they will not waste
their time in helping others when their own commissions are dependent on their
performance.
Frequency Percent Valid Percent Cumulative Percent
Valid 1 7 7.0 7.0 7.0
2 10 10.0 10.0 17.0
3 14 14.0 14.0 31.0
4 30 30.0 30.0 61.0
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38IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
5 39 39.0 39.0 100.0
Total 100 100.0 100.0
Table 10: Opportunity to work together to solve issues
(Source: As created by author)
Graph 10: Opportunity to work together to solve issues
(Source: As created by author)
This question aims to evaluate whether the organization provides enough opportunity
to work together or not. The results show that 39% and 30% have disagreed to the research
question. On the contrary, 14% is neutral, 7% and 10% have disagreed to the research
question. The previous question already highlighted the fact that the organization wants to
develop a competitive environment at work so working together to solve issues is completely
different to the goals of the management. The employees are only focused on fulfilling their
own objectives so there is no opportunity to think about working together to solve issues.
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39IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
Frequency Percent Valid Percent Cumulative Percent
Valid 1 8 8.0 8.0 8.0
2 14 14.0 14.0 22.0
3 7 7.0 7.0 29.0
4 35 35.0 35.0 64.0
5 36 36.0 36.0 100.0
Total 100 100.0 100.0
Table 11: Cordial relationship between employees and management
(Source: As created by author)
Graph 11: Cordial relationship between employees and management
(Source: As created by author)
This question aims to highlight whether the employees and the managers are or not.
The results show that 37% and 24% have disagreed to the research question. On the
contrary, 12% is neutral, 13% and 14% have disagreed to the research question. The
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40IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
findings clearly show that there is high level of animosity between the employees and the
management due to the extreme policies implemented by the organization. There is no
understanding between the management and the employees as majority of the employees
have disagreed. Moreover, this may result in de-motivation among the employees and they
may be forced to leave the organization.
Frequency Percent Valid Percent Cumulative Percent
Valid 1 13 13.0 13.0 13.0
2 8 8.0 8.0 21.0
3 11 11.0 11.0 32.0
4 31 31.0 31.0 63.0
5 37 37.0 37.0 100.0
Total 100 100.0 100.0
Table 12: Management and supervisor assist in problem solving
(Source: As created by author)
Graph 12: Management and supervisor assist in problem solving
(Source: As created by author)
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41IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
This question aims to highlight whether the managers and the supervisor help in
solving issues or not. The results show that 37% and 31% have disagreed to the research
question. On the contrary, 11% is neutral, 13% and 8% have disagreed to the research
question. The previous questions have clearly stated that employees do not have a good
relationship with the management level employees due to implementation of the new
policies. Therefore, employees do not approach their management for solving their issues
and even if the managers would want to help the employees, they need to be aware of the
problems faced by each of the employees which is practically impossible unless employees
approach them.
Frequency Percent Valid Percent Cumulative Percent
Valid 1 8 8.0 8.0 8.0
2 12 12.0 12.0 20.0
3 10 10.0 10.0 30.0
4 33 33.0 33.0 63.0
5 37 37.0 37.0 100.0
Total 100 100.0 100.0
Table 13: Maintains a higher human orientation
(Source: As created by author)
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42IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
Graph 13: Maintains a higher human orientation
(Source: As created by author)
This question aims to understand whether the management maintain a higher human
orientation or not. The results show that 37% and 33% have disagreed to the research
question. On the contrary, 10% is neutral, 8% and 12% have disagreed to the research
question. The previous question already addressed the fact that the organization is aiming to
develop a competitive nature within the employees which is completely opposite from the
human orientation. The management is focused on improving the productivity of their
organization by using any means so they are not encouraging or rewarding people to be
friendly, fair and caring. The policy itself has put more pressure on the employees where
they will have to be selfish and think about themselves to achieve commission. Therefore,
human orientation is getting compromised due to the implementation of the commission
system.
4.4 Questions on employee performance
Frequency Percent Valid Percent Cumulative Percent
Valid 1 7 7.0 7.0 7.0
2 10 10.0 10.0 17.0
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43IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
3 6 6.0 6.0 23.0
4 33 33.0 33.0 56.0
5 44 44.0 44.0 100.0
Total 100 100.0 100.0
Table 14: Motivation level
(Source: As created by author)
Graph 14: Motivation level
(Source: As created by author)
This question aims to examine whether the respondent is motivated at work or not.
The results show that 44% and 33% have disagreed to the research question. On the
contrary, 6% is neutral, 7% and 10% have disagreed to the research question. This shows
that the motivation level of the employees is low and they are not satisfied with the
organization culture. The new policies have de-motivated them where some of them are
looking for better options and the others are in dilemma as they have worked in the
organization for considerable amount of time.
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44IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
Frequency Percent Valid Percent Cumulative Percent
Valid 1 11 11.0 11.0 11.0
2 8 8.0 8.0 19.0
3 8 8.0 8.0 27.0
4 34 34.0 34.0 61.0
5 39 39.0 39.0 100.0
Total 100 100.0 100.0
Table 15: Satisfaction level
(Source: As created by author)
Graph 15: Satisfaction level
(Source: As created by author)
This question aims to identify whether the employees are satisfied with the
organizational policies or not. The results show that 39% and 34% have disagreed to the
research question. On the contrary, 8% is neutral, 11% and 8% have disagreed to the
research question. It also already been seen that the motivation level of the employees are
low which means they are not satisfied with the organizational policies and processes. This
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45IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
is expected to impact the performance of the employees and turnover rate of the
organization.
Frequency Percent Valid Percent Cumulative Percent
Valid 1 7 7.0 7.0 7.0
2 12 12.0 12.0 19.0
3 7 7.0 7.0 26.0
4 32 32.0 32.0 58.0
5 42 42.0 42.0 100.0
Total 100 100.0 100.0
Table 16: Fullest Potential
(Source: As created by author)
Graph 16: Fullest Potential
(Source: As created by author)
This question aims to highlight whether the employees are working to their fullest
potential or not. The results show that 42% and 32% have disagreed to the research
question. On the contrary, 7% is neutral, 7% and 12% have disagreed to the research
Page 45 of 83

46IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
question. The result is as expected due to the low level of motivation and satisfaction among
majority of the employees.
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47IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
4.5 Descriptive
N Minimum
Maximu
m Mean
Std.
Deviation
Varianc
e Skewness
Statistic Statistic Statistic Statistic Statistic Statistic Statistic
Std.
Error
@5.Howfardoyouagr
eethattheorganizatio
nhasclearlydefine
100 1 5 3.85 1.395 1.947 -.933 .241
@6.Howfardoyouagr
eethattheorganizatio
nprovidesrewardsi
100 1 5 3.58 1.437 2.064 -.602 .241
@7.Howfardoyouagr
eethattheorganizatio
nhasdevelopedafr
100 1 5 3.84 1.361 1.853 -1.052 .241
@8.Howfardoyouagr
eethattheorganizatio
nbelievesthatconf
100 1 5 3.80 1.318 1.737 -.891 .241
@9.Howfardoyouagr
eethattheorganizatio
nvaluesfriendlyan
100 1 5 3.82 1.306 1.705 -.992 .241
@10.Howfardoyoua
greethattheorganizat
ionprovidesopportun
100 1 5 3.84 1.245 1.550 -.908 .241
@11.Howfardoyoua
greethatthemanage
mentandtheemploye
ess
100 1 5 3.77 1.294 1.674 -.873 .241
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48IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
@12.Howfardoyoua
greethatmanagemen
tandsupervisorshelpt
h
100 1 5 3.71 1.380 1.905 -.872 .241
@13.Howfardoyoua
greethatthemanage
mentmaintainsahigh
er
100 1 5 3.79 1.282 1.642 -.890 .241
@14.Howfardoyoua
greethatyouaremotiv
atedatwork
100 1 5 3.97 1.243 1.545 -1.166 .241
@15.Howfardoyoua
greethatyouaresatisf
iedwiththeorganiz
100 1 5 3.82 1.329 1.765 -1.033 .241
@16.Howfardoyoua
greethatyouareworki
ngatyourfullestpo
100 1 5 3.90 1.267 1.606 -1.024 .241
Valid N (listwise) 100
Descriptive Statistics
Kurtosis
Statistic Std. Error
@5.Howfardoyouagreethattheorganizationhasclearl
ydefine
-.552 .478
@6.Howfardoyouagreethattheorganizationprovidesr
ewardsi
-1.038 .478
@7.Howfardoyouagreethattheorganizationhasdevel
opedafr
-.152 .478
@8.Howfardoyouagreethattheorganizationbelievest
hatconf
-.405 .478
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49IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
@9.Howfardoyouagreethattheorganizationvaluesfri
endlyan
-.135 .478
@10.Howfardoyouagreethattheorganizationprovide
sopportun
-.200 .478
@11.Howfardoyouagreethatthemanagementandthe
employeess
-.437 .478
@12.Howfardoyouagreethatmanagementandsuper
visorshelpth
-.505 .478
@13.Howfardoyouagreethatthemanagementmainta
insahigher
-.343 .478
@14.Howfardoyouagreethatyouaremotivatedatwork.281 .478
@15.Howfardoyouagreethatyouaresatisfiedwiththe
organiz
-.122 .478
@16.Howfardoyouagreethatyouareworkingatyourful
lestpo
-.108 .478
Valid N (listwise)
The descriptive statistics shows that the mean of all the question is almost 4 which
means that the majority of the respondents have disagreed to all the questions. This means
that employees are not satisfied with the policies and processes of the organization which
has resulted in the decrease in performance of majority of the employees. The kurtosis and
skewness values show that the data is following a normal distribution and is expected to
provide valid results.
4.6 Correlation
The correlation data in the appendix section also shows that all the variables are
moderately correlated with each other and is significant at two tail. This means that
all the elements of organizational culture are linked to each other. Moreover, the elements of
employee motivation are linked to the elements of organizational culture. This means that
change in one element has impact on the other variable which can already been deduced
from the frequency table.
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50IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
4.7 Regression Analysis
The first regression model is developed by taking all the elements of organizational
culture and performance level of the employees. The value of Durbin Watson is 2.020 which
is between 1.5 and 2.5 which means that there is no autocorrelation between the variables.
The value multiple R shows the correlation between the dependent variable and the
predictors. The value of R is 0.85 which is relatively high and it means that the model is
precise and the measurement of employee performance has been conducted accurately. R
square determines the variance in employee performance explained by the factors. The
value of R square is 0.722 which is relatively and it means that the predictors are able to
explain 72.2 % characteristics of employee performance. The F-value of the model is less
than 0.05 which means that model is significant.
The summary of the regression model shows that,
Employee performance potential= .389 Friendly atmosphere + 0.331cordial relationship
The other factors taken in the model are not significant as the p value is greater than
0.05 in all the other cases. The two factors have been highlighted in the research so it can
be identified in the coefficient table. This means that the organization can make
improvement to the performance of the employees if they are able to develop a friendly
environment and if the managers are able to develop a cordial relationship with the
employees. The frequency and past literature have already explained that leadership style
and working environment is a key factor for improving the performance level of the
employees.
Model Summaryb
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate Durbin-Watson
1 .850a .722 .694 .701 2.020
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51IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
a. Predictors: (Constant),
@13.Howfardoyouagreethatthemanagementmaintainsahigher,
@9.Howfardoyouagreethattheorganizationvaluesfriendlyan,
@6.Howfardoyouagreethattheorganizationprovidesrewardsi,
@10.Howfardoyouagreethattheorganizationprovidesopportun,
@8.Howfardoyouagreethattheorganizationbelievesthatconf,
@12.Howfardoyouagreethatmanagementandsupervisorshelpth,
@11.Howfardoyouagreethatthemanagementandtheemployeess,
@5.Howfardoyouagreethattheorganizationhasclearlydefine,
@7.Howfardoyouagreethattheorganizationhasdevelopedafr
b. Dependent Variable:
@16.Howfardoyouagreethatyouareworkingatyourfullestpo
ANOVAa
Model
Sum of
Squares df Mean Square F Sig.
1 Regression 114.770 9 12.752 25.948 .000b
Residual 44.230 90 .491
Total 159.000 99
a. Dependent Variable: @16.Howfardoyouagreethatyouareworkingatyourfullestpo
b. Predictors: (Constant),
@13.Howfardoyouagreethatthemanagementmaintainsahigher,
@9.Howfardoyouagreethattheorganizationvaluesfriendlyan,
@6.Howfardoyouagreethattheorganizationprovidesrewardsi,
@10.Howfardoyouagreethattheorganizationprovidesopportun,
@8.Howfardoyouagreethattheorganizationbelievesthatconf,
@12.Howfardoyouagreethatmanagementandsupervisorshelpth,
@11.Howfardoyouagreethatthemanagementandtheemployeess,
@5.Howfardoyouagreethattheorganizationhasclearlydefine,
@7.Howfardoyouagreethattheorganizationhasdevelopedafr
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52IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) .435 .263 1.651 .102
@5.Howfardoyouagreet
hattheorganizationhascle
arlydefine
.097 .095 .106 1.023 .309
@6.Howfardoyouagreet
hattheorganizationprovid
esrewardsi
.109 .074 .124 1.482 .142
@7.Howfardoyouagreet
hattheorganizationhasde
velopedafr
.389 .097 .418 4.010 .000
@8.Howfardoyouagreet
hattheorganizationbeliev
esthatconf
.047 .082 .049 .576 .566
@9.Howfardoyouagreet
hattheorganizationvalues
friendlyan
-.052 .081 -.053 -.640 .524
@10.Howfardoyouagree
thattheorganizationprovi
desopportun
.146 .093 .143 1.563 .122
@11.Howfardoyouagree
thatthemanagementandt
heemployeess
.331 .095 .338 3.500 .001
@12.Howfardoyouagree
thatmanagementandsup
ervisorshelpth
-.156 .083 -.170 -1.889 .062
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53IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
@13.Howfardoyouagree
thatthemanagementmain
tainsahigher
-.001 .107 -.001 -.011 .991
a. Dependent Variable: @16.Howfardoyouagreethatyouareworkingatyourfullestpo
Residuals Statisticsa
Minimum Maximum Mean Std. Deviation N
Predicted Value 1.35 5.35 3.90 1.077 100
Residual -2.352 2.076 .000 .668 100
Std. Predicted
Value
-2.373 1.349 .000 1.000 100
Std. Residual -3.355 2.961 .000 .953 100
a. Dependent Variable:
@16.Howfardoyouagreethatyouareworkingatyourfullestpo
4.7.1 Second Regression
The second regression model is quite similar to the previous regression model which
shows that the value of multiple R is 0.859 which is high. This means that the model has
high predictions and the value of Durbin Watson is between 1.5 and 2.5 which mean that
there is no autocorrelation between the variables. The value of R square in the research is
0.738 which means that the explaining capability of the predictors is 73.8% which is good
considering the fact that human involvement in the research, as it is extremely difficult to
predict human behaviour. The summary regression model shows that,
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54IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
Employee motivation= 0.272 Friendly atmosphere+ 0.300working together + 0.210 problem
solving + .211 human orientation
This shows that employee motivation highly dependent on all of the above factors
which suggest that employees can be motivated if the management work of these areas.
Model Summaryb
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate Durbin-Watson
1 .859a .738 .711 .668 1.688
a. Predictors: (Constant),
@13.Howfardoyouagreethatthemanagementmaintainsahigher,
@9.Howfardoyouagreethattheorganizationvaluesfriendlyan,
@6.Howfardoyouagreethattheorganizationprovidesrewardsi,
@10.Howfardoyouagreethattheorganizationprovidesopportun,
@8.Howfardoyouagreethattheorganizationbelievesthatconf,
@12.Howfardoyouagreethatmanagementandsupervisorshelpth,
@11.Howfardoyouagreethatthemanagementandtheemployeess,
@5.Howfardoyouagreethattheorganizationhasclearlydefine,
@7.Howfardoyouagreethattheorganizationhasdevelopedafr
b. Dependent Variable: @14.Howfardoyouagreethatyouaremotivatedatwork
ANOVAa
Model
Sum of
Squares df Mean Square F Sig.
1 Regression 112.779 9 12.531 28.103 .000b
Residual 40.131 90 .446
Total 152.910 99
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55IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
a. Dependent Variable: @14.Howfardoyouagreethatyouaremotivatedatwork
b. Predictors: (Constant),
@13.Howfardoyouagreethatthemanagementmaintainsahigher,
@9.Howfardoyouagreethattheorganizationvaluesfriendlyan,
@6.Howfardoyouagreethattheorganizationprovidesrewardsi,
@10.Howfardoyouagreethattheorganizationprovidesopportun,
@8.Howfardoyouagreethattheorganizationbelievesthatconf,
@12.Howfardoyouagreethatmanagementandsupervisorshelpth,
@11.Howfardoyouagreethatthemanagementandtheemployeess,
@5.Howfardoyouagreethattheorganizationhasclearlydefine,
@7.Howfardoyouagreethattheorganizationhasdevelopedafr
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) .512 .251 2.043 .044
@5.Howfardoyouagreet
hattheorganizationhascle
arlydefine
-.013 .090 -.015 -.145 .885
@6.Howfardoyouagreet
hattheorganizationprovid
esrewardsi
-.101 .070 -.117 -1.441 .153
@7.Howfardoyouagreet
hattheorganizationhasde
velopedafr
.272 .092 .297 2.937 .004
@8.Howfardoyouagreet
hattheorganizationbeliev
esthatconf
-.010 .078 -.010 -.122 .903
@9.Howfardoyouagreet
hattheorganizationvalues
friendlyan
-.089 .077 -.094 -1.160 .249
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56IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
@10.Howfardoyouagree
thattheorganizationprovi
desopportun
.300 .089 .301 3.378 .001
@11.Howfardoyouagree
thatthemanagementandt
heemployeess
.125 .090 .131 1.392 .167
@12.Howfardoyouagree
thatmanagementandsup
ervisorshelpth
.210 .079 .233 2.666 .009
@13.Howfardoyouagree
thatthemanagementmain
tainsahigher
.211 .102 .217 2.070 .041
a. Dependent Variable: @14.Howfardoyouagreethatyouaremotivatedatwork
Residuals Statisticsa
Minimum Maximum Mean Std. Deviation N
Predicted Value 1.15 5.24 3.97 1.067 100
Residual -1.683 1.886 .000 .637 100
Std. Predicted
Value
-2.639 1.190 .000 1.000 100
Std. Residual -2.521 2.825 .000 .953 100
a. Dependent Variable: @14.Howfardoyouagreethatyouaremotivatedatwork
4.7.2 Third Regression
The value of multiple R in this model is 0.870 which is high, so the precision of the
developed model is high. The value of R square is the coefficient of determination which
shows the variation in the explaining capability of the predictors. The value of R square is
0.756 which is relatively high. This means that the model can explain 75.6% characteristics
of employee satisfaction. The value of Durbin Watson is 1.971 which means that there is no
autocorrelation between the variables. The summary model shows that,
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57IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
Employee satisfaction= 0.274problem solving
The remaining variables are not significant as the p value is greater than 0.05. This
means that employee’s satisfaction can be improved by helping them out with their issues.
Model Summaryb
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate Durbin-Watson
1 .870a .756 .732 .688 1.971
a. Predictors: (Constant),
@13.Howfardoyouagreethatthemanagementmaintainsahigher,
@9.Howfardoyouagreethattheorganizationvaluesfriendlyan,
@6.Howfardoyouagreethattheorganizationprovidesrewardsi,
@10.Howfardoyouagreethattheorganizationprovidesopportun,
@8.Howfardoyouagreethattheorganizationbelievesthatconf,
@12.Howfardoyouagreethatmanagementandsupervisorshelpth,
@11.Howfardoyouagreethatthemanagementandtheemployeess,
@5.Howfardoyouagreethattheorganizationhasclearlydefine,
@7.Howfardoyouagreethattheorganizationhasdevelopedafr
b. Dependent Variable:
@15.Howfardoyouagreethatyouaresatisfiedwiththeorganiz
ANOVAa
Model
Sum of
Squares df Mean Square F Sig.
1 Regression 132.142 9 14.682 31.006 .000b
Residual 42.618 90 .474
Total 174.760 99
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58IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
a. Dependent Variable: @15.Howfardoyouagreethatyouaresatisfiedwiththeorganiz
b. Predictors: (Constant),
@13.Howfardoyouagreethatthemanagementmaintainsahigher,
@9.Howfardoyouagreethattheorganizationvaluesfriendlyan,
@6.Howfardoyouagreethattheorganizationprovidesrewardsi,
@10.Howfardoyouagreethattheorganizationprovidesopportun,
@8.Howfardoyouagreethattheorganizationbelievesthatconf,
@12.Howfardoyouagreethatmanagementandsupervisorshelpth,
@11.Howfardoyouagreethatthemanagementandtheemployeess,
@5.Howfardoyouagreethattheorganizationhasclearlydefine,
@7.Howfardoyouagreethattheorganizationhasdevelopedafr
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) -.033 .259 -.128 .898
@5.Howfardoyouagreet
hattheorganizationhascle
arlydefine
.179 .093 .188 1.925 .057
@6.Howfardoyouagreet
hattheorganizationprovid
esrewardsi
-.046 .072 -.049 -.630 .531
@7.Howfardoyouagreet
hattheorganizationhasde
velopedafr
.136 .095 .140 1.430 .156
@8.Howfardoyouagreet
hattheorganizationbeliev
esthatconf
.147 .081 .145 1.818 .072
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59IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
@9.Howfardoyouagreet
hattheorganizationvalues
friendlyan
.145 .079 .143 1.838 .069
@10.Howfardoyouagree
thattheorganizationprovi
desopportun
-.125 .092 -.117 -1.366 .175
@11.Howfardoyouagree
thatthemanagementandt
heemployeess
.145 .093 .141 1.561 .122
@12.Howfardoyouagree
thatmanagementandsup
ervisorshelpth
.274 .081 .285 3.378 .001
@13.Howfardoyouagree
thatthemanagementmain
tainsahigher
.161 .105 .155 1.535 .128
a. Dependent Variable: @15.Howfardoyouagreethatyouaresatisfiedwiththeorganiz
Residuals Statisticsa
Minimum Maximum Mean Std. Deviation N
Predicted Value .98 5.14 3.82 1.155 100
Residual -1.890 1.728 .000 .656 100
Std. Predicted Value -2.456 1.141 .000 1.000 100
Std. Residual -2.746 2.511 .000 .953 100
a. Dependent Variable: @15.Howfardoyouagreethatyouaresatisfiedwiththeorganiz
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IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
Chapter 5: CONCLUSION AND RECOMMENDATIONS
5.1 Introduction
In this chapter, the researcher had tried to summarise the major findings of the
research and also linked it with the three research objectives which were outlined at the very
beginning of the work. More importantly, the researcher also analyses whether the objective
outlined at the beginning of the report have been met or not. Lastly, the researcher also
outlines the future scope of this study.
5.2 Conclusion
The data analysis conducted in the fourth chapter of this research clearly reveals the
fact that the majority of the factors which the literature review stated affected the
organisational culture and employee performance hold true. However, at the same time it
needs to be same said that some of these factors and also their correlation may be
organisation specific and thereby can vary from organisation to organisation. For example, in
the particular context of the UK organisation John Lewis, as the answer of the respondents
or the participants in the survey reveal, the entity of organisational culture had a significant
or prominent impact on the performance or the productivity of the employees of the
concerned organisation. More importantly, the respondents of the survey clearly revealed
the fact that the entities of leadership style, nature of business, HRM practices,
organisational values, employees, clientele and others not only shape the workplace culture
of the concerned firm but at the same time have a profound influence on the productivity of
the employees as well. This can be explained on the basis of the fact that one of the most
essential requirements of the employees is a congenial workplace wherein they would be
able to work in an effective manner and thereby maximise their performance. Therefore, it
can be said that the organisation John Lewis in order to enhance the individual performance
or productivity of the different workers or employees of their organisation would have to take
into effective consideration the entity of organisational culture and also the diverse factors
which influence or affect it.
5.3 Linking with objectives
Objective 1: To evaluate the factors that affect organizational culture and employee
performance towards the attainment of organizational goals in retail sector of UK
The review of past literature undertaken by the researcher and also the answer of the
respondents for the survey clearly reveal the fact that there are various factors which affect
the aspects of organisational culture and employee performance. For example, the research
clearly reveals that the major factors which affect the culture of an organisation are the
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IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
leadership style, HRM practices, nature of business, organisational values, employees,
clientele and others. On the other hand, the factors which affect the aspect of employee
performance are leadership style, reward and recognition, training and mentoring,
organisational values, clientele, HRM practices and others. This makes it clear that there are
various common factors between the entities of organisational culture and employee
performance which in turn has made each of them dependent on the other.
Objective 2: To understand the co-relation between the factors affecting
organisational culture and the improvement in employee’s performance which help in
the attainment of organizational goals in retail sector of UK
The above study makes it clear that the entities of organisational culture and
employee performance are indeed related to each other. For example, within the particular
framework of the organisation John Lewis it is seen that one of the most essential
requirements of the employees is a congenial workplace environment or culture wherein
they would be able to maximise their potential and thereby give the best possible
performance for the organisation. On the other hand, it is also seen that the firms or
organisations in which the employees are being able to deliver an above expectation
performance the morale or the atmosphere of the entire workplace automatically gets lifted
which in turn have a positive effect on the culture of the entire organisation. On the basis of
this it can be said that the entities of organisational culture and employee performance are
not only related to each other but at the same time it is seen that the most of the factors
which affect organisational culture also have an impact on the factor of employee
performance and vice versa. Thus, it can be said that the organisations or firms which are
trying to enhance the performance of their employees would have to take into effective
consideration not only the entity of organisational culture but also the factors which affect it.
Objective 3: To recommend the probable ways of enhancing organisational culture to
improve employee’s performance which help in the attainment of organizational goals
in retail sector of UK
The above research in a succinct manner makes it clear that there are various ways
through which organisations like John Lewis can enhance the performance of their workers
or employees so as to achieve their organisational goals in the best possible manner. Some
of the most important measures in this regard are listed below-
 One of the best possible ways to improve organisational culture so as to positively
influence the employee performance is the usage of effective leadership skills. In this
regard, it needs to be said that the style of leadership adopted by the leaders of an
organisation or the organisation itself greatly determines the culture of the
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IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
organisation and thereby the performance of the employees. For example, if an
organisation or a leader adopts authentic or transformational leadership then it is
likely that a positive environment or culture gets created within the workplace which
in turn enables the employees to maximise their performance. More importantly, if an
organisation is taking the help of effective leadership then it is more likely that it will
be able to improve the performance of their employees through the adequate usage
of various tools like motivation, employee engagement and others.
 Use of effective HRM practices or policies is another important way through which
organisations like John Lewis can not only improve the organisational culture of their
organisation but at the same the individual performance of their employees as well.
This however requires the firms to take the help of the kind of HRM practices which
will significantly enhance the job satisfaction level of the employees which in turn
would significantly contribute towards their performance and also the workplace as
well. This can be explained on the basis of the fact that the HRM practices or policies
directly affect the employees, the common factor, which not only affects
organisational culture but employee performance as well. Thus, it is likely that
through the usage of effective HRM practices the organisations would be able to
improve organisational culture and also employee performance.
 Enhancing the job satisfaction level of the employees is another way through which
the firms can not only improve their organisational culture but employee performance
as well. To achieve this particular objective, the organisations can take the help of
different measures or steps like reward and recognition, effective job design,
compensations, diversity management, employee engagement, training, mentoring,
motivation and others. It is pertinent to note that through the effective usage of these
elements the organisations can enhance the satisfaction level of their employees
which will in turn enable them to increase their productivity and also the workplace of
their organisation.
5.4 Recommendations
There are various measures that the firm John Lewis can use for the improvement of
its organisational culture so as to enhance the employee performance and thereby attain the
strategic goals or objectives that it had outlined for itself. In this regard, one of the most
important measures is to take the help of help of effective leadership style which will not only
enable the firm to improve its organisational culture and also employee performance through
the creation of a congenial workplace that will help the employees to perform in a better
manner. Secondly, the usage of effective HRM practices is also likely to enable the
concerned firm to improve its organisational culture and also employee performance through
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IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
the implementation of the kind of HRM practices which will be in synchronicity with the needs
or the demands of the employees and thereby fulfil their basic psychosocial needs. This is
especially important from the perspective of the employee performance since it is seen that
the employees whose basic psychosocial needs are being fulfilled in an effective manner by
the firms are likely to perform in a much better manner and vice versa. Lastly, the firm needs
to enhance the job-satisfaction level of the employees through the usage of different
measures like diversity management, employee engagement and others for the
improvement of their performance and also the organisational culture as well.
5.5 Future scope
Future scope plays a pivotal role in conducting further research on the aspects or
sections which have been left uncovered because of various reasons like time constraint,
resource constraint, accessibility issues and others. In the particular context of this research
it is seen that the researcher because of time constraint and accessibility issues did not
undertake interviews with the managers and other employees of the organisation John
Lewis. This could have revealed important information regarding the topic under discussion
here and thereby could have made the entire research much more credible. Furthermore,
the researcher had focused only on one firm however to understand the topic in a much
better manner and also to get more credible results it would have been better had the
researcher use two or three organisations for the analysis. This would have not only
broadened the scope of the research but would have also made it much more credible as
well.
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IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
Reflective Report
I would like to say that the process of undertaking the study and also writing the
dissertation was a great learning process for. As a matter of fact, prior to the start of the
course I had a very rudimentary amount of knowledge regarding the relationship between
the entities of organisational culture and employee performance and also the manner in
which the improvement of the organisational culture can contribute in an effective manner
towards the improvement of the employee performance. However, for the completion of this I
was not only required to undertake a thorough literature review and also collect primary data
so as to effectively address the research objectives or for that matter answer the research
questions that I formulated at the beginning of the study. This in turn helped me in a
substantial manner to gain a working knowledge of the concepts of employee performance
and organisational culture and also the manner in which they are interlinked to each other.
More importantly, during the conduct of the study under discussion here I was also being
able to gain an effective working knowledge regarding the organisation John Lewis and also
understand the manner in which the different retail firms operate and also manage the
performance of their employees. Furthermore, the opportunity that I got to interact with the
employees of John Lewis for the collection of primary data which were needed for the
completion of the study also helped me to understand the manner in which concepts like
employee performance, organisational culture and others were being used in the real
business firms.
The process of completion of the study also offered me the opportunity to learn the
process of conducting academic research or for that matter to understand the manner in
which academic writings are being written. As a matter of fact, at the very beginning of
starting the dissertation this seemed a very tough job however as by categorising the entire
study into different chapters and setting separate timeframes for their completion helped me
to complete the entire study within the deadline stipulated by the professor. More
importantly, I personally believe that the experience as well as the knowledge that I gained
through the completion of this study would not help me during the course of academic career
but also during my professional career as well since I am hoping that I would be able to
apply the knowledge that I have gained for the completion of the job roles that I would be
assigned. On the score of these aspects, I would say that the experience of completing the
dissertation under discussion here was a positive one for me and I was able to learn many
new things from the same.
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Appendix
Correlations
@5.Howfardoyouagre
ethattheorganizationh
asclearlydefine
@6.Howfardoyouagre
ethattheorganizationpr
ovidesrewardsi
@7.Howfardoyouagre
ethattheorganizationha
sdevelopedafr
@8.Howfardoyouagre
ethattheorganizationb
elievesthatconf
@9.Howfardoyouagre
ethattheorganizationv
aluesfriendlyan
@5.Howfardoyouagreet
hattheorganizationhascl
earlydefine
Pea
rso
n
Cor
rela
tion
1 .583** .780** .467** .661**
Sig.
(2-
taile
d)
.000 .000 .000 .000
N 100 100 100 100 100
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IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
@6.Howfardoyouagreet
hattheorganizationprovi
desrewardsi
Pea
rso
n
Cor
rela
tion
.583** 1 .554** .643** .482**
Sig.
(2-
taile
d)
.000 .000 .000 .000
N 100 100 100 100 100
@7.Howfardoyouagreet
hattheorganizationhasd
evelopedafr
Pea
rso
n
Cor
rela
tion
.780** .554** 1 .522** .711**
Sig.
(2-
taile
d)
.000 .000 .000 .000
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IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
N 100 100 100 100 100
@8.Howfardoyouagreet
hattheorganizationbeliev
esthatconf
Pea
rso
n
Cor
rela
tion
.467** .643** .522** 1 .472**
Sig.
(2-
taile
d)
.000 .000 .000 .000
N 100 100 100 100 100
@9.Howfardoyouagreet
hattheorganizationvalue
sfriendlyan
Pea
rso
n
Cor
rela
tion
.661** .482** .711** .472** 1
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IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
Sig.
(2-
taile
d)
.000 .000 .000 .000
N 100 100 100 100 100
@10.Howfardoyouagre
ethattheorganizationpro
videsopportun
Pea
rso
n
Cor
rela
tion
.666** .572** .664** .602** .523**
Sig.
(2-
taile
d)
.000 .000 .000 .000 .000
N 100 100 100 100 100
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IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
@11.Howfardoyouagre
ethatthemanagementan
dtheemployeess
Pea
rso
n
Cor
rela
tion
.635** .616** .656** .612** .573**
Sig.
(2-
taile
d)
.000 .000 .000 .000 .000
N 100 100 100 100 100
@12.Howfardoyouagre
ethatmanagementandsu
pervisorshelpth
Pea
rso
n
Cor
rela
tion
.701** .610** .647** .529** .531**
Sig.
(2-
taile
d)
.000 .000 .000 .000 .000
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IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
N 100 100 100 100 100
@13.Howfardoyouagre
ethatthemanagementma
intainsahigher
Pea
rso
n
Cor
rela
tion
.688** .654** .699** .681** .593**
Sig.
(2-
taile
d)
.000 .000 .000 .000 .000
N 100 100 100 100 100
@14.Howfardoyouagre
ethatyouaremotivatedat
work
Pea
rso
n
Cor
rela
tion
.679** .525** .738** .551** .532**
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IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
Sig.
(2-
taile
d)
.000 .000 .000 .000 .000
N 100 100 100 100 100
@15.Howfardoyouagre
ethatyouaresatisfiedwith
theorganiz
Pea
rso
n
Cor
rela
tion
.748** .595** .743** .614** .674**
Sig.
(2-
taile
d)
.000 .000 .000 .000 .000
N 100 100 100 100 100
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IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
@16.Howfardoyouagre
ethatyouareworkingatyo
urfullestpo
Pea
rso
n
Cor
rela
tion
.683** .609** .764** .574** .575**
Sig.
(2-
taile
d)
.000 .000 .000 .000 .000
N 100 100 100 100 100
Correlations
@10.Howfa
rdoyouagre
ethattheorg
anizationpr
ovidesoppo
rtun
@11.Howfa
rdoyouagre
ethatthema
nagementa
ndtheemplo
yeess
@12.Howfa
rdoyouagre
ethatmanag
ementands
upervisorsh
elpth
@13.Howfa
rdoyouagre
ethatthema
nagementm
aintainsahi
gher
@14.Howfa
rdoyouagre
ethatyouare
motivatedat
work
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IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
@5.Howfardoyoua
greethattheorganiz
ationhasclearlydefin
e
Pearson
Correlation
.666** .635** .701** .688** .679**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 100 100 100 100 100
@6.Howfardoyoua
greethattheorganiz
ationprovidesrewar
dsi
Pearson
Correlation
.572** .616** .610** .654** .525**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 100 100 100 100 100
@7.Howfardoyoua
greethattheorganiz
ationhasdeveloped
afr
Pearson
Correlation
.664** .656** .647** .699** .738**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 100 100 100 100 100
@8.Howfardoyoua
greethattheorganiz
ationbelievesthatco
nf
Pearson
Correlation
.602** .612** .529** .681** .551**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 100 100 100 100 100
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IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
@9.Howfardoyoua
greethattheorganiz
ationvaluesfriendlya
n
Pearson
Correlation
.523** .573** .531** .593** .532**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 100 100 100 100 100
@10.Howfardoyou
agreethattheorgani
zationprovidesoppo
rtun
Pearson
Correlation
1 .686** .672** .650** .754**
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100
@11.Howfardoyou
agreethatthemanag
ementandtheemplo
yeess
Pearson
Correlation
.686** 1 .607** .769** .699**
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100
@12.Howfardoyou
agreethatmanagem
entandsupervisorsh
elpth
Pearson
Correlation
.672** .607** 1 .685** .719**
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100
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IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
@13.Howfardoyou
agreethatthemanag
ementmaintainsahi
gher
Pearson
Correlation
.650** .769** .685** 1 .732**
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100
@14.Howfardoyou
agreethatyouaremo
tivatedatwork
Pearson
Correlation
.754** .699** .719** .732** 1
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100
@15.Howfardoyou
agreethatyouaresati
sfiedwiththeorganiz
Pearson
Correlation
.624** .704** .742** .761** .621**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 100 100 100 100 100
@16.Howfardoyou
agreethatyouarewo
rkingatyourfullestpo
Pearson
Correlation
.681** .750** .549** .684** .620**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 100 100 100 100 100
Correlations
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IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
@15.Howfardoyou
agreethatyouaresa
tisfiedwiththeorgan
iz
@16.Howfardoyou
agreethatyouarew
orkingatyourfullest
po
@5.Howfardoyouagreethattheo
rganizationhasclearlydefine
Pearson Correlation .748** .683**
Sig. (2-tailed) .000 .000
N 100 100
@6.Howfardoyouagreethattheo
rganizationprovidesrewardsi
Pearson Correlation .595** .609**
Sig. (2-tailed) .000 .000
N 100 100
@7.Howfardoyouagreethattheo
rganizationhasdevelopedafr
Pearson Correlation .743** .764**
Sig. (2-tailed) .000 .000
N 100 100
@8.Howfardoyouagreethattheo
rganizationbelievesthatconf
Pearson Correlation .614** .574**
Sig. (2-tailed) .000 .000
N 100 100
@9.Howfardoyouagreethattheo Pearson Correlation .674** .575**
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IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
rganizationvaluesfriendlyan Sig. (2-tailed) .000 .000
N 100 100
@10.Howfardoyouagreethatthe
organizationprovidesopportun
Pearson Correlation .624** .681**
Sig. (2-tailed) .000 .000
N 100 100
@11.Howfardoyouagreethatthe
managementandtheemployees
s
Pearson Correlation .704** .750**
Sig. (2-tailed) .000 .000
N 100 100
@12.Howfardoyouagreethatma
nagementandsupervisorshelpth
Pearson Correlation .742** .549**
Sig. (2-tailed) .000 .000
N 100 100
@13.Howfardoyouagreethatthe
managementmaintainsahigher
Pearson Correlation .761** .684**
Sig. (2-tailed) .000 .000
N 100 100
@14.Howfardoyouagreethatyo
uaremotivatedatwork
Pearson Correlation .621** .620**
Sig. (2-tailed) .000 .000
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IMPACT OF ORGANISATIONAL CULTURE ON EMPLOYEE PERFORMANCE
N 100 100
@15.Howfardoyouagreethatyo
uaresatisfiedwiththeorganiz
Pearson Correlation 1 .655**
Sig. (2-tailed) .000
N 100 100
@16.Howfardoyouagreethatyo
uareworkingatyourfullestpo
Pearson Correlation .655** 1
Sig. (2-tailed) .000
N 100 100
Page 100 of 83