A survey of organizational culture and organizational performance in a manufacturing company
- Authors: Dom, Veliswa Virginia
- Date: 2018
- Subjects: Corporate culture -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Factories -- South Africa -- Eastern Cape , Analysis of variance , Shift systems -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape , Competing Values Framework (CVF)
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/61861 , vital:28069
- Description: The purpose of this research was to explore the relationship between organizational culture and organizational performance in a manufacturing company. This company supplies metal products to the motor vehicle manufacturing industry, where the quality and quantity of parts produced is of paramount importance, since the buyers of these products are quality conscious. The organization has three production shifts that rotate each week. Anecdotal observations are that irrespective of the time that a shift operates over the course of the month, the different shifts tend to perform at different levels in terms of quality and quantity of output. This study therefore sought to investigate if these differences between shifts are statistically significant, and if so, whether these shifts also have differences in organizational culture. Components of organizational culture include values, norms, beliefs, attitudes, principles and expectations that give the organization a unique personality and differentiate it from other organizations. While the literature indicates that qualitative or quantitative approaches can be used in organizational culture research, this research adopted the quantitative approach, making use of the Competing Values Framework (CVF). The CVF is a four-category organizational culture typology established by Cameron and Quinn (2006). The framework is based on two dimensions: stability or flexibility of the organization, and external or internal focus. In this research, the CVF was used as a measurement tool to evaluate organizational culture. In order to determine differences in organizational culture between shifts, a survey was undertaken (N=138) which measured employee perceptions pertaining to the existing organizational culture of each of the three production shifts at the company. Secondly, differences in performance between the shifts were examined by using the performance data for a three-month period for each shift in terms of quantity and quality. This data was obtained from the management of the production process at the company. Statistical analysis was done using ANOVA to analyse the differences between the shifts. The findings indicated that the dominant existing organizational culture at the company under investigation is a clan culture. Furthermore, there is a statistically significant difference between the cultures of all the three shifts at the manufacturing company. The results also indicated that there is a statistically significant difference in the quantity and quality of production between the three shifts. In conclusion, the research indicated there are differences in culture and in performance, but given the nature of the data, it was not possible to statistically analyse the relationship between shift culture and performance. However, it is conceivable that cultural differences between shifts may be contributing to performance differences. With regards to further research, it is recommended that this research be extended to other branches of the manufacturing company in other regions, in order to determine whether there are any significant differences in culture and performance between these branches and their shifts. Research could also be extended to other South African organizations to create a sufficiently large sample of shift and/or business units, so as to be able to do statistical analysis of the relationship between culture and performance.
- Full Text:
- Date Issued: 2018
- Authors: Dom, Veliswa Virginia
- Date: 2018
- Subjects: Corporate culture -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Factories -- South Africa -- Eastern Cape , Analysis of variance , Shift systems -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape , Competing Values Framework (CVF)
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/61861 , vital:28069
- Description: The purpose of this research was to explore the relationship between organizational culture and organizational performance in a manufacturing company. This company supplies metal products to the motor vehicle manufacturing industry, where the quality and quantity of parts produced is of paramount importance, since the buyers of these products are quality conscious. The organization has three production shifts that rotate each week. Anecdotal observations are that irrespective of the time that a shift operates over the course of the month, the different shifts tend to perform at different levels in terms of quality and quantity of output. This study therefore sought to investigate if these differences between shifts are statistically significant, and if so, whether these shifts also have differences in organizational culture. Components of organizational culture include values, norms, beliefs, attitudes, principles and expectations that give the organization a unique personality and differentiate it from other organizations. While the literature indicates that qualitative or quantitative approaches can be used in organizational culture research, this research adopted the quantitative approach, making use of the Competing Values Framework (CVF). The CVF is a four-category organizational culture typology established by Cameron and Quinn (2006). The framework is based on two dimensions: stability or flexibility of the organization, and external or internal focus. In this research, the CVF was used as a measurement tool to evaluate organizational culture. In order to determine differences in organizational culture between shifts, a survey was undertaken (N=138) which measured employee perceptions pertaining to the existing organizational culture of each of the three production shifts at the company. Secondly, differences in performance between the shifts were examined by using the performance data for a three-month period for each shift in terms of quantity and quality. This data was obtained from the management of the production process at the company. Statistical analysis was done using ANOVA to analyse the differences between the shifts. The findings indicated that the dominant existing organizational culture at the company under investigation is a clan culture. Furthermore, there is a statistically significant difference between the cultures of all the three shifts at the manufacturing company. The results also indicated that there is a statistically significant difference in the quantity and quality of production between the three shifts. In conclusion, the research indicated there are differences in culture and in performance, but given the nature of the data, it was not possible to statistically analyse the relationship between shift culture and performance. However, it is conceivable that cultural differences between shifts may be contributing to performance differences. With regards to further research, it is recommended that this research be extended to other branches of the manufacturing company in other regions, in order to determine whether there are any significant differences in culture and performance between these branches and their shifts. Research could also be extended to other South African organizations to create a sufficiently large sample of shift and/or business units, so as to be able to do statistical analysis of the relationship between culture and performance.
- Full Text:
- Date Issued: 2018
Evaluating the effectiveness of the performance management and development system in the Eastern Cape Liquor Board
- Authors: Tini, Linda Lindelwa
- Date: 2014
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8937 , http://hdl.handle.net/10948/d1021216
- Description: Research studies have reported that many organisations implement a performance management and development system. However, it is often not as effective as it is intended. Against this background, the purpose of this study was to evaluate the effectiveness of the performance management and development in the Eastern Cape Liquor Board (ECLB). The study emphasised the importance of an organisational culture that supports management of performance in order for the system to be effective. The study further highlighted that alignment between the performance of individuals and the organisation is critical as all efforts have to focus on the achievement of the organisational vision. The study also emphasised the importance of a process of determining key performance areas that is transparent and involves participation by all employees. The study further argued that the development and rewarding of employees for performance is crucial in ensuring an effective performance management system. The target population for this study consisted of ECLB employees including the district offices. The findings suggested that when the performance management and development system is not implemented in its entirety it cannot be effective. Furthermore, the findings revealed that ECLB implements some of the elements of the system correctly whilst other areas still require more attention.
- Full Text:
- Date Issued: 2014
- Authors: Tini, Linda Lindelwa
- Date: 2014
- Subjects: Performance -- Management , Employees -- Rating of -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8937 , http://hdl.handle.net/10948/d1021216
- Description: Research studies have reported that many organisations implement a performance management and development system. However, it is often not as effective as it is intended. Against this background, the purpose of this study was to evaluate the effectiveness of the performance management and development in the Eastern Cape Liquor Board (ECLB). The study emphasised the importance of an organisational culture that supports management of performance in order for the system to be effective. The study further highlighted that alignment between the performance of individuals and the organisation is critical as all efforts have to focus on the achievement of the organisational vision. The study also emphasised the importance of a process of determining key performance areas that is transparent and involves participation by all employees. The study further argued that the development and rewarding of employees for performance is crucial in ensuring an effective performance management system. The target population for this study consisted of ECLB employees including the district offices. The findings suggested that when the performance management and development system is not implemented in its entirety it cannot be effective. Furthermore, the findings revealed that ECLB implements some of the elements of the system correctly whilst other areas still require more attention.
- Full Text:
- Date Issued: 2014
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