ORGANIZATIONAL CULTURE AND EMPLOYEES’ PERFORMANCE IN SELECTED DEPOSIT MONEY BANKS IN NIGERIA

Abstract

This study investigated organizational culture and employee performance in selected Deposit Money Banks (DMBs). It focused on dimensions such as power distance, risk-taking, teamwork, competitiveness, strategic goal orientation, and spent culture. Methodologically, a survey research design was used with a sample size of 704 staff members from selected DMBs. Statistical analyses, including mean, frequency tables, and multiple regression modelling, were employed to understand the complex relationship between organizational culture dimensions and employee effectiveness. The result revealed a non-significant impact of power distance and competitiveness on employee performance. However, risk-taking, teamwork, strategic goal orientation, and spent culture showed significant positive effects on performance. The introduction of creativity as a mediating variable had minimal influence, highlighting the direct and independent impacts of organizational culture dimensions. It was recommended that leadership training aligned with cultural dimensions should include promoting open communication, integrating cultural considerations into decision-making, aligning recognition systems with cultural values, and regularly assessing cultural dynamics.