Impact of Organizational Culture on the Effectiveness of Organizations: A Case Study of Some Service Sector Organizations in Manipur

Bridget Nungchensha Nungchim and Jibon Kumar Sharma Leihaothabam

Jindal Journal of Business Research, 2022, vol. 11, issue 1, 44-54

Abstract: Background: It may be understood to assume that the performance and effectiveness of an organization solely depend on the setup of organizational culture as it (organizational culture) embodies the vision and mission of the organization including the attitudes and behaviors of the employees and the organization’s manner of functioning in the organization. Nonetheless, the association between the organizational culture and its effectiveness in service sector organizations appears to vary from one organization to the other with varying degrees and directions within the state. Aims and objectives: To assess the impact of organizational culture on the overall effectiveness and to evaluate the association between each component of organizational culture and its effectiveness of service sector organizations. Materials and methods: The present study is based on a primary sample of 140 employees selected from Manipur in Northeast India. The sample size is estimated on the findings of the pilot survey, and stratified random sampling is adopted as the type of sampling. The paired t-test is used as the statistical formula for testing of significance between the mean percentage scores; and Karl Pearson correlation co-efficient r is applied to establish the correlation between overall effectiveness of service sector organization and overall and each facet of organizational culture separately. Results: The findings of the study conclude that the better the organizational culture the better the effectiveness of the organization.

Keywords: Organizational culture; organizational effectiveness; performance; Denison model; 5-point Likert scale (search for similar items in EconPapers)
Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:sae:jjlobr:v:11:y:2022:i:1:p:44-54

DOI: 10.1177/22786821221082592

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