!!!!!!!!Predicting*Performance*through*the*Elements*of* Organizational+Culture*

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1 ArchivesofBusinessResearch Vol.2,No.6 PublicationDate:December, DOI: /abr Ibidunni,O.S.,&Mayowa,A.G.(2014).PredictingPerformancethroughtheElementsofOrganizationalCulture.Archives)of) Business)Research,2(6),62S82 PredictingPerformancethroughtheElementsof Organizational+Culture 1 Ibidunni,OlanrewajuSamson, 2 AgboolaGbengaMayowa DepartmentofBusinessManagement,CollegeofBusiness&SocialSciences, CovenantUniversity,Canaanland,Ota,Ogun;State,Nigeria. 1 gbenga.agboola@covenantuniversity.edu.ng)) 2 samson.ibidunning@covenantuniversity.edu.ng) ABSTRACT Organizationalcultureisshapedbytheleadersandbythepurposeforwhich theorganizationexist.therearemanyculturesandsubhcultures,whichmaybe of different strengths and which may have different levels of influence. The main aim of this paper was to determine what elements of organizational culturepredicttheperformanceofanorganization.theobjectivesofthestudy were to determine if the different elements of organizational culture has significant contribution on the performances of Universities and to reveal which of the different elements of organizational culture has the most significant contribution in predicting the performances of Universities. To determinewhatelementsoforganizationalculturepredicttheperformanceof an organization, a sample of 100 staff (academic and nonhacademic)each of CovenantUniversity,Ota,OlabisiOnabanjoUniversity,AgoHIwoye,Universityof Agriculture, Abeokuta, all in Ogun State were drawn. Data was collected with the use of a Likert type questionnaire and were analyzed using multiple regressions with the aid of Statistical Package for Social Sciences (SPSS). The finding shows that Quality Consciousness, Role Clarity, Employee Concern, CustomerCareandCodeofConductmadethemostsignificantcontributionin predictingperformancesoforganizations.conclusively,thereisnosuchthing asa right or best cultureforallorganizations.themostappropriateculture foranorganizationistheonethatbesthelpsitcopewiththeexigenciesofits businessenvironment.themostappropriatecultureforanorganizationisthe onethatbesthelpsitcopewiththeexigenciesofitsbusinessenvironment. Key words: Organizational' Culture,' Elements' of' Organizational' Culture,' Predicting' and'organizational'performance INTRODUCTION: In the beginning nal culture is shaped by the leaders and by the purpose for which the organization has been created. It then develops within the constraints of the environment, technology, values of the leadership, and performance expectations. The initial culture is altered by the design variables of the organization, experiences of the organization, management sleadershipstyle,thestructureoftheorganization,thenatureofthetasksofthe groups, the way decisions are made, and the size of the organization. In addition, the developingcultureisaffectedbytheinternalintegrityoftheorganization,theclimate,andhow welltheorganizationiscompetinginthemarketplace,itseffectiveness DeWitt(2001). Culturegeneratesstrongpressuresonpeopletogoalong,tothinkandactinwaysconsistent withthewayemployeesdressandtheamountoftimeallowedtoelapsebeforemeetingsbegin, tothespeedwithwhichpeoplearepromoted. Copyright SocietyforScienceandEducation,UnitedKingdom

2 ArchivesofBusinessResearch(ABR) Vol.2,Issue6,Dec;2014 Although, it is a known fact that culture has an effect on people s behaviour, management s interest is likely to be prompted by curiosity about why this happens than by its possible bottom;lineeffectsonthecommercialperformanceofanorganization.toalargeextentthis interest was kindled by the writings of authors who view culture as a key component in the performance of successful organizations. These ideas resulted in an increased awareness among managers of the effects of culture but, as is often the case, a more dangerous turn of eventsweresetinmotion. When cultural characteristics of successful organizations were set out in books in a catchy, marketableandeasilygraspedway,therewasanunderstandabletendencyforsomemanagers to believe that, at last, social science had come up with something of immense practical use. Other than the writings of popular authors, there is little evidence of a strong association betweencultureandorganizationalperformance,andnoneforasetofculturalcharacteristics thatarelikelytobeappropriateinallcircumstances. Later, when studies were conducted on firms that were said to have their culture associated withperformance,nocoherentlinkbetweencultureandperformancecouldbeestablishedand severalofthefirmswereinseriousdifficulties. CONCEPTUALFRAMEWORK: Organizational culture is the basic pattern of shared assumptions, values and beliefs considered to be correct way of thinking about and acting on problems and opportunities facing the organization. McShane (2005) simply describes organizational culture as an organization sdnanotvisibletotheeye,butaverypowerfultoolthatshapeswhathappensin anorganization. Mowat(2002)putforwardthatorganizationalcultureisthepersonalityoftheorganization: the shared beliefs, values and behaviours of the group. It is symbolic, holistic, and unifying, stable, and difficult to change. Organizational culture is made up of both the visible and invisible,consciousandunconsciouslearningandartifactsofanorganization.mowatalsosaid that culture is the shared mental model that is assumptions. This mental model that is assumptionsaretakenforgrantedbythosewithintheorganizationanditisdifficultforpeople outsidetheorganizationtodecodeit.itisimportanttonotethereforethattheorganizational culture is not the ideal, vision, and mission stated for the organization towards achieving its goalsandobjectives,rather,itistheexpressionoftheday;to;daypractices,communications, norms,valuesandbeliefsthatexistwithinanorganization. AccordingtoBorgatti(1996)astrongculture: Isinternallyconsistent Iswidelyshared,and Makesitclearwhatappropriatebehaviouris. The result of an organization with a vision that everyone understands to which everyone is committed to, When employees gather and particularly when employees with a common purpose begin to work together, the strategies of work and the processes of thinking will enlargeandthecultureoftheorganizationwillbecreated.noorganizationexistinavacuum justasweknowthat nomanisanisland, mostorganizationalcultureshavekeyfeaturesthat are common with the larger culture of the community or society in which the organization exist.forexampleinmowat(2002),organizationalculturesinamericaallhavesomesimilar underlying thread. Organizational cultures in other countries also have a unifying, cross; organizational flavour. However, even within a social culture, each organizational culture is unique. Copyright SocietyforScienceandEducation,UnitedKingdom 63

3 Ibidunni,O.S.,&Mayowa,A.G.(2014).PredictingPerformancethroughtheElementsofOrganizationalCulture.Archives)of)Business)Research,2(6), 62S82 Putmoresimply,organizationalcultureisthewaythingsaregettingdoneinanorganization. Itiswhatdeterminestheactioninanorganization,guideshowemployeesthink,actandfeel. Itisthesystematicsetofassumptionsthatdefineday;to;dayworkingbehaviour. Culturecan be described in a circular fashion where philosophy expresses values; values are manifest in behaviour;andbehaviourgivesmeaningtotheunderlyingphilosophy.philosophy,values,and behaviourdescribeanorganization scultureandcultureisthegluethatholdstheorganization together. DeWitt(2001) Organizationalculturecanalsobelookedatasasystemwithinputsfromtheenvironmentand outputssuchasbehaviours,technologiesandproducts.it isdynamicandfluid,anditisnever static.aculturemaybeeffectiveatonetime,underagivensetofcircumstancesandineffective atanothertime.thereisnogenericallygoodculture.therearehowever,genericpatternsof healthandpathology. Hagbergetal(2000). According to BOLA (2001), culture is the shared beliefs, values and norms of a group and it includes: Thewayworkisorganizedandexperienced Howauthorityexercisedanddistributed Howpeopleareandfeelrewarded,organizedandcontrolled Thevaluesandworkorientationofstaff The degree of formalization, standardization and control through systems there is/shouldbe Thevalueplacedonplanning,analysis,logic,fairnessetc. Howmuchinitiative,risk;taking,scopeforindividualityandexpressionisgiven Rules and expectations about such things as informality in interpersonal relations, dress,personaleccentricityetc. Differentialstatus Emphasisgiventorules,procedures,specificationsofperformanceandresults,teamor individualworking Therearemanyculturesandsub;cultures,whichmaybeofdifferentstrengthsandwhichmay havedifferentlevelsofinfluence. Subculturesmaysharecertaincharacteristics,norms,values andbeliefsorbetotallydifferent.thesesubculturescanfunctioncooperativelyorbeinconflict witheachother. Hagbergetal(2000). TheOrganizationalCultureInventory(OCI)definescorporatecultureas thesumofallmoral concepts reflecting direct and indirect behavioural expectations. The central question of the OCI is: How must an employee behave in order to match the organization and meet the expectations? Thereisconsiderableoverallagreementastothegeneraldefinitionoforganizationalculture andmostquestionnairesdefinecultureas:"asetofcognitionssharedbymembersofasocial unit"o'reillyetal(1991),ormorefully:"asystemofsharedvaluesandbeliefsthatproduces norms of behaviour and establishes an organizational way of life" Koberg et al (1987). This latterdefinitionisimportantbecauseitpinpointsthatthecultureconstructcanbeequivocally understoodtodealwith"majorbeliefsandvalues Golletal(1991),oralternativelyas norms andpatternsofbehavioursandnorms Gundryetal(1994). Employeesareinfluencedbymultipleculturalinstitutionssuchasfamily,community,nation, state,church,educationalsystem,andotherworkorganizations,andtheseassociationsshape theirattitudes,behaviour,andidentity;employeesbringtheseinfluenceswiththemwhenthey join an organization, so it is difficult to separate an organizational culture from the larger cultural processes (Hatch, 1997).According to the work of Koteswara, P. K., Srinivasan, P. T. URL: 64

4 ArchivesofBusinessResearch(ABR) Vol.2,Issue6,Dec;2014 and George J.P. (2005),Literatures have revealed that organizational culture have been measuredbyvariousauthorsintermsofvariouselements.koteswaraetalidentifiedatotal number of 123 elements from ten different authors in his work. This does not connote that there are only 123 elements of organizational culture that can be used to measure organizationalculture;thereisapossibilitythattheremaybesomemorewhichhavenotfallen into the 123 elements. Koteswara and his colleagues went further to summarize the 123 elements into ten elements that can be used in the measurement of organizational culture, which include, unity in diversity, creativity;adaptability, culture nurturing, customer care, quality consciousness, collaboration, open communication, code of conduct, role clarity and employeeconcern. Theobjectivesunderconsiderationinthispaperwas: To determine if the different elements of organizational culture has significant contributionontheperformancesofuniversities. To reveal which of the different elements of organizational culture has the most significantcontributioninpredictingtheperformancesofuniversities. ResearchQuestion: a) Which of the elements of organizational culture has significant contribution on the performancesofuniversities? b) Whichoftheelementsoforganizationalculturehasthemostsignificantcontributionin predictingtheperformancesofuniversities? ResearchHypothesis: H0: H1: There is no significant contribution of the elements of organizational culture in predictingtheperformancesofuniversities. Thereissignificantcontributionoftheelementsoforganizationalcultureinpredicting theperformancesofuniversities. RESEARCHMETHOD The method adopted in this study was the Survey Research Design, which is to research on Predicting Performance through the Elements of Organizational Culture using the questionnaire to harvest opinions on the culture and performances of Universities. The population studied cuts across all staff of the threeuniversities in Ogun State, Nigeria. The hierarchical structure of the study population is made up of three tiers, which include top, middleandlowerlevelstaff.thecharacteristicofthestudypopulationisthatitwasmixedat every level of the organization irrespective of age, sex, educational background, employment level,salaryscaleandmarriagestatus. The sample frame for this study covers all staff at various levels of the three Universities in Ogun State. The sample size, which was determined judgmentally,consistedof 100 staff of each of the Universities. Non;probability sampling technique was the sample technique adoptedandthesamplinginstrumentusedwasastructuredquestionnaire.therespondents tothequestionnairewereselectedbasedonconveniencesamplingineachoftheuniversities. The Questionnaire was the data collecting instrument used in this study. The questionnaire hadtwentymajorstatements,whichwasintendedtoassess PredictingPerformancethrough the Elements of Organizational Culture of three Universities in Ogun State, Nigeria. Twenty item statements of a five point Likert Scale ranging from a Strongly Agree to Strongly Disagree, were asked to get responses on 10 elements of Organizational Culture, which are: Culture Nurturing, Creativity Adaptability, Unity in Diversity, Customer Care, Collaboration, Open Communication, Code of Conduct, Role of Clarity, Quality Consciousness and Employee Concern; and responses on two Performance variables: Perceptions and Effectiveness. The Copyright SocietyforScienceandEducation,UnitedKingdom 65

5 Ibidunni,O.S.,&Mayowa,A.G.(2014).PredictingPerformancethroughtheElementsofOrganizationalCulture.Archives)of)Business)Research,2(6), 62S82 questionnairewasastructuredoneasthemethodofdatacollectionandfieldassistancewas usedinretrievingthequestionnairesfromtherespondents. The data from the questionnaires were collected, collated, sorted, analyzed and presented through the use of multiple regressions. The procedures for processing the data was done throughtheuseofanalyticalsoftwarecalledthestatisticalpackageforsocialsciences(spss). Alltheitemsinthequestionnairewereanalyzed. RESULT Thissectionofthepaperpresentsthedatacollectedonthe"Likertscale,"throughtheuseof Multiple Regression. A frequency table was used for analysing the monthly salary of the respondentsfromthethreeuniversities.afterthedatahadbeencollected,theproceduresfor the processing of the collected data using Likert scale was through the use of analytical softwarecalledthespss.thehypothesiswastestedusingmultipleregression. The table 1 above, shows the total number of respondents monthly salary and their percentages. It reveals that from CU, 23.2 received the salary between below N49,999 every month, 39.0 received the salary between N50,000 N99,999 every month, 20.7 received the salary between N100,000 N199,999 every month, 4.9 received the salary betweenn200,000 aboveeverymonthandnoneweremissing.fromoou,39.3received thesalarybetweenbelow N49,999everymonth,38.1receivedthesalarybetweenN50,000 N99,999 every month, 21.4 received the salary between N100,000 N199,999 every month, 1.2 received the salary between N200,000 above every month and none were missing. From UNAAB, 24.7 received the salary between below N49,999 every month, 27.3receivedthesalarybetweenN50,000 N99,999everymonth,26.0receivedthesalary betweenn100,000 N199,999everymonth,18.2receivedthesalarybetweenN200,000 aboveeverymonthand3.2weremissing. URL: 66

6 ArchivesofBusinessResearch(ABR) TESTOFHYPOTHESIS Vol.2,Issue6,Dec;2014 ThedatafromCovenantUniversity(CU),OlabisiOnabanjoUniversity(OOU)andUniversityof Agriculture (UNAAB) were also combined and analyzed to determine the significant contribution of the elements of organizational culture in predicting the performances of the three Universities on general terms. The analysis of the three Universities combined is as presentedbelow: Table2a:ModelSummaryforthethreeUniversities(CU,OOU,andUNAAB) Model R RSquare AdjustedR Square Std.Errorof theestimate 1.659(a) Model Table2b:ANOVAforthethreeUniversities(CU,OOU,andUNAAB) Sumof Squares df MeanSquare F Sig. 1 Regression (a) Residual Total Table2c:CoefficientsforthethreeUniversities(CU,OOU,andUNAAB) Unstandardized Standardized Collinearity Model Coefficients Coefficients t Sig. Statistics Std. B Std.Error Beta Tolerance VIF B Error 1 (Constant) i1a ResponsestoItem i3a ResponsestoItem ResponsestoItem5 ; ;.211 ; ResponsestoItem6 ; ;.064 ; ResponsestoItem7 ; ;.034 ; ResponsestoItem8 ; ;.177 ; ResponsestoItem9 ; ;.145 ; ResponsestoItem a. DependentVariable:Performance Key: i1a:unityindiversity; Item5:QualityConsciousness Item9:RoleClarity Item2:Creativity;Adaptability; Item6:Collaboration Item10:Employee Concern i3a:culturenurturing Item7:OpenCommunication Item4:CustomerCare Item8:CodeofConduct Copyright SocietyforScienceandEducation,UnitedKingdom 67

7 Ibidunni,(O.(S.,(&((Mayowa,(A.(G.((2014).(Predicting(Performance(through(the(Elements(of(Organizational(Culture.(Archives)of)Business)Research,(2(6),( 62I82 Table2d:MultipleRegressionAnalysisforthethreeUniversities(CU,OOU,andUNAAB) URL: 68

8 ArchivesofBusinessResearch(ABR) Vol.2,Issue6,Dec;2014 The above analysis is part of the results generated from the SPSS package using multiple regression analysis. The three Universities were investigated together as a whole. From the analysis, several tables were generated, but for the basis of measuring the significant contributionofeachelementoforganizationalcultureinpredictingperformance,threetables will be used to explain the significant contribution of each of the elements of organizational cultureonperformance.thesetablesaremodelsummary,correlationandcoefficient. Inthemultipleregressionanalysistable(Table2d),thecolumnshowingi1A,responsestoitem 2, i3a, and responses item 4 to responses to item 10, represent each of the cultural element analyzed.fromtheanalysisintable4.9,items2,4,5,6,8,9and10,havemoderatelystrong correlations with the dependent variable(performance), which is equal to and above.300. Also, the correlation among each of the independent variables is not too high. Researchers suggestthatwedonotincludetwovariableswithabivariatecorrelationof.7 ormoreinthe sameanalysis. Intable2a (model summary), the result shows how much of the variance in the dependent variable(performance)isexplainedbythemodel,whichincludesthevariableitem1to10(the elements of organizational culture). The.434 in the R square column is expressed in percentage.thismeansthatourmodel(theculturalelements)explains43.4ofthevariance onperformancesofthethreeuniversities,whichisaweakrelationship. In comparing the contribution of each independent variable (cultural elements), table 2c (coefficient table) will be used to determine this. In the Beta column, the largest value is considered,thatis.251 foritem10.thismeansthat,theculturalelementitem10makesthe strongestuniquecontributioninexplainingthedependentvariable(performance).thebeta valuesfortheotherelementsindicatethattheymadelesscontributiononperformance.the Sig. columnofthesametableshows,whetherthisvariableismakingastatisticallysignificant unique contribution. The decision rule is that if the Sig. value is less than.05, then the variable is making a statistically significant unique contribution on the dependent variable (Performance). Therefore, items 4, 5, 8, 9, and 10 made a statistically significant unique contributiononperformancesofthethreeuniversitiescombinedasawhole. A further analysis was also done on each of the threeuniversitiestocheckthe significant contributionoftheelementsoforganizationalcultureinpredictingperformance.theanalysis belowisamultipleregressionanalysisoncovenantuniversity: Table3a:ModelSummaryforCovenantUniversity(CU) Model R RSquare AdjustedR Square Std.Errorof theestimate 1.693(a) Table3b:ANOVAforCovenantUniversity(CU) Sumof Model Squares df MeanSquare F Sig. 1 Regression (a) Residual Total Copyright SocietyforScienceandEducation,UnitedKingdom 69

9 Ibidunni,(O.(S.,(&((Mayowa,(A.(G.((2014).(Predicting(Performance(through(the(Elements(of(Organizational(Culture.(Archives)of)Business)Research,(2(6),( 62I82 Table3c:CoefficientsforCovenantUniversity(CU) Model Unstandardized Coefficients Standardized Coefficients t Sig. Collinearity Statistics B Std.Error Beta Tolerance VIF B Std.Error 1 (Constant) i1a ResponsestoItem i3a ; ;.017 ; ResponsestoItem ResponsestoItem5 ; ;.028 ; ResponsestoItem ResponsestoItem ResponsestoItem8 ; ;.283 ; ResponsestoItem9 ; ;.168 ; ResponsestoItem10 ; ;.050 ; Key: i1a:unityindiversity; Item5:QualityConsciousness Item9:RoleClarity Item2:Creativity;Adaptability; Item6:Collaboration Item10:Employee Concern i3a:culturenurturing Item7:OpenCommunication Item4:CustomerCare Item8:CodeofConduct URL: 70

10 ArchivesofBusinessResearch(ABR) Vol.2,Issue6,Dec;2014 Table3d:MultipleRegressionAnalysisforCovenantUniversity(CU) Performance i1a Responses toitem2 i3a Responses toitem4 Responses toitem5 Responses toitem6 Responses toitem7 Responses toitem8 Responses toitem9 ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem Copyright SocietyforScienceandEducation,UnitedKingdom 71 Responses toitem10 Pearson Performance ; ;.297 ; ;.372 ; Correlation i1a ; ;.222 ;.215 ; ; ResponsestoItem ;.472 ; ;.063 ; i3a ;.267 ; ;.281 ; ResponsestoItem4.471 ; ;.057 ; ; ResponsestoItem5 ;.297 ;.215 ;.472 ;.267 ; ; ;.260 ResponsestoItem6 ;.316 ;.051 ;.284 ;.190 ; ; ;.136 ResponsestoItem ;.301 ; ;.075 ; ResponsestoItem8 ; ;.063 ;.281 ; ; ResponsestoItem9 ;.324 ;.072 ;.272 ; ; ;.185 ResponsestoItem ;.260 ; ; Sig.(1;tailed) Performance i1a ResponsestoItem i3a ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem N Performance i1a ResponsestoItem i3a ResponsestoItem

11 Ibidunni,(O.(S.,(&((Mayowa,(A.(G.((2014).(Predicting(Performance(through(the(Elements(of(Organizational(Culture.(Archives)of)Business)Research,(2(6),( 62I82 The tables above are the result from multiple regression analysis of the contribution of the culturalelementsonperformanceforcovenantuniversity.inthecorrelationtable(table3d), thecolumnshowingi1a,responsestoitem2,i3a,andresponsesitem4toresponsestoitem 10,representeachoftheculturalelementanalyzedforCovenantUniversity.Fromtheanalysis in table 4.13, items 2, i3a, 4, 6, 7, 8, 9 and 10, have moderately strong correlations with the dependent variable(performance), which is equal to and above.300. Also, the correlation among each of the independent variables is not too high; therefore, we retain all the independentvariablesforfurtheranalysis. Intable3a(modelsummary),theresultshows.480 inthe R squarecolumn,whichmeans that our model (the cultural elements) explains 48.0 of the variance on performances of CovenantUniversity,meaningitisaweakrelationship. Inthe Beta columnoftable3c(coefficienttable),thelargestvalueisconsidered,thatis.391 for item 4. This means that, the cultural element item 4 makes the strongest unique contributiononthedependentvariable(performance).thebetavaluesfortheotherelements indicatethattheymadelesscontributiononperformance.the Sig. columnofthesametable 4.12 reflects that items 2, 4, and 8, made a statistically significant unique contribution on performancesofcovenantuniversity. TheanalysisbelowisamultipleregressionanalysisonOlabisiOnabanjoUniversity: Table4a:ModelSummaryforOlabisiOnabanjoUniversity(OOU) Model R RSquare Adjusted RSquare Std.Errorof the Estimate 1.648(a) Model Table4b:ANOVAforOlabisiOnabanjoUniversity(OOU) Sumof Squares df Mean Square F Sig. 1 Regression (a) Residual Total URL: 72

12 ArchivesofBusinessResearch(ABR) Vol.2,Issue6,Dec_2014 Table4c:CoefficientsforOlabisiOnabanjoUniversity(OOU) Model Unstandardized Coefficients Standardized Coefficients t Sig. Collinearity Statistics Std. B Std.Error Beta Tolerance VIF B Error 1 (Constant) i1a _ _.260 _ ResponsestoItem2 _ _.121 _ i3a ResponsestoItem ResponsestoItem5 _ _.201 _ ResponsestoItem6 _ _.108 _ ResponsestoItem7 _ _.147 _ ResponsestoItem8 _ _.015 _ ResponsestoItem9 _ _.161 _ ResponsestoItem Key: i1a:unityindiversity; Item5:QualityConsciousness Item9:RoleClarity Item2:Creativity_Adaptability; Item6:Collaboration Item 10: Employee Concern i3a:culturenurturing Item7:OpenCommunication Item4:CustomerCare Item8:CodeofConduct Copyright SocietyforScienceandEducation,UnitedKingdom 73

13 Ibidunni,(O.(S.,(&((Mayowa,(A.(G.((2014).(Predicting(Performance(through(the(Elements(of(Organizational(Culture.(Archives)of)Business)Research,(2(6),( 62I82 Table4d:MultipleRegressionAnalysisforOlabisiOnabanjoUniversity(OOU) Performance i1a Responses toitem2 i3a Responses toitem4 Responses toitem5 Responses toitem6 Responses toitem7 Responses toitem8 Responses toitem9 ResponsestoItem9 URL: ResponsestoItem Responses toitem10 Pearson Performance A A.363 A.310 A.097 A.272 A Correlation i1a A A A.107 ResponsestoItem A A A i3a A.209 A.075 A A ResponsestoItem4.169 A A.176 A A.066 A.337 A.051 ResponsestoItem5 A A.025 A.209 A A A.053 ResponsestoItem6 A A.075 A A A.059 ResponsestoItem7 A A.048 A A.118 A A ResponsestoItem8 A A ResponsestoItem9 A A.102 A.221 A A ResponsestoItem A A.051 A.053 A Sig.(1Atailed) Performance i1a ResponsestoItem i3a ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem N Performance i1a ResponsestoItem i3a ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem

14 ArchivesofBusinessResearch(ABR) Vol.2,Issue6,Dec;2014 Fromtheanalysisabove,thecontributionoftheculturalelementsonperformanceforOlabisi OnabanjoUniversity(OOU)asreflectedinthecorrelationtable(Table4.17)showsthatitems i1a, 5, 6, and 10, have moderately strong correlations with the dependent variable (Performance), which is equal to and above.300. Also, the correlation among each of the independentvariablesisalsonottoohigh;therefore,weretainalltheindependentvariables forfurtheranalysis. Intable4.14(modelsummary),theresultshows.420 inthe R squarecolumn,whichmeans that our model (the cultural elements) explains 42.0 of the variance on performances of OlabisiOnabanjoUniversityreflectingaweakrelationship. Inthe Beta column of table 4.16 (coefficient table), the largest value is considered, that is.351 for item 10 meaning that, the cultural element item 10 makes the strongest unique contributiononthedependentvariable(performance).thebetavaluesfortheotherelements indicatethattheymadelesscontributiononperformance.the Sig. columnofthesametable 4.12 reflects that items 1, and 10, made a statistically significant unique contribution on performancesofcovenantuniversity. TheanalysisbelowisamultipleregressionanalysisonUniversityofAgriculture: Table5a:ModelSummaryforUniversityofAgriculture Model R RSquare Adjusted RSquare Std.Errorof the Estimate 1.818(a) Table5b:ANOVAforUniversityofAgriculture Model Sumof Squares df Mean Square F Sig. 1 Regression (a) Residual Total Copyright SocietyforScienceandEducation,UnitedKingdom 75

15 Ibidunni,(O.(S.,(&((Mayowa,(A.(G.((2014).(Predicting(Performance(through(the(Elements(of(Organizational(Culture.(Archives)of)Business)Research,(2(6),( 62I82 Table5c:CoefficientsforUniversityofAgriculture Model Unstandardized Coefficients Standardized Coefficients B Std.Error Beta t Sig. CollinearityStatistics Toleranc e VIF B Std.Error 1 (Constant) i1a ResponsestoItem i3a ; ;.058 ; ResponsestoItem ResponsestoItem5 ; ;.441 ; ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem9 ; ;.294 ; ResponsestoItem Key: i1a:unityindiversity; Item5:QualityConsciousness Item9:RoleClarity Item2:Creativity;Adaptability; Item6:Collaboration Item 10: Employee Concern i3a:culturenurturing Item7:OpenCommunication Item4:CustomerCare Item8:CodeofConduct URL: 76

16 ArchivesofBusinessResearch(ABR) Vol.2,Issue6,Dec;2014 Table5d:CorrelationsfromMultipleRegressionforUniversityofAgriculture Performance i1a Responses toitem2 i3a Responses toitem4 Responses toitem5 Responses toitem6 Responses toitem7 Responses toitem8 Responses toitem9 ResponsestoItem10 77 Copyright SocietyforScienceandEducation,UnitedKingdom Responses toitem10 Pearson Performance ; ;.591 ; ;.400 ; Correlation i1a ; ResponsestoItem ; ;.457 ; ;.313 ; i3a ; ;.096 ; ; ; ResponsestoItem4.426 ; ; ;.278 ; ;.096 ; ResponsestoItem5 ; ; ; ; ;.264 ResponsestoItem6 ; ; ; ; ;.380 ResponsestoItem ; ;.224 ; ;.258 ; ResponsestoItem8 ; ; ; ; ;.341 ResponsestoItem9 ; ; ; ; ;.164 ResponsestoItem ; ;.264 ; ;.341 ; Sig.(1;tailed) Performance i1a ResponsestoItem i3a ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem N Performance i1a ResponsestoItem i3a ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem ResponsestoItem

17 Ibidunni,(O.(S.,(&((Mayowa,(A.(G.((2014).(Predicting(Performance(through(the(Elements(of(Organizational(Culture.(Archives)of)Business)Research,(2(6),( 62I82 From the analysis above for University of Agriculture (UNAAB), the correlation table (Table 4.21)showsthatitems2,i3A,4,5,6,7,8,9,and10,havemoderatelystrongcorrelationswith the dependent variable (Performance), which is equal to and above.300. Also, the correlationamongeachoftheindependentvariablesisalsonottoohigh;therefore,weretain alltheindependentvariablesforfurtheranalysis. Intable4.18(modelsummary),theresultshows.669 inthe R squarecolumn,whichmeans that the model (the cultural elements) explains 66.9 of the variances on performances of UniversityofAgriculturerevealingastrongrelationship. Inthe Beta columnoftable4.20(coefficienttable),thelargestvalueisconsidered,thatis X.441 (ignoringthenegativesign)foritem5meaningthat,theculturalelementitem5makes thestrongestuniquecontributiononthedependentvariable(performance).thebetavalues for the other elements indicate that they made less contribution on performance. The Sig. column of the same table 4.20 reflects that items 1, 4, 5, 9, and 10, made a statistically significantuniquecontributiononperformancesofuniversityofagriculture. TheanalysisbelowisamultipleregressionanalysisonPublicUniversity: Table6a:ModelSummaryforPublicUniversities Model R RSquare Adjusted RSquare Std.Errorof the Estimate 1.704(a) Table6b:ANOVAforPublicUniversities Model Sumof Squares df Mean Square F Sig. 1 Regression (a) Residual Total URL: 78

18 ArchivesofBusinessResearch(ABR) Vol.2,Issue6,DecX2014 Table6c:CoefficientsforPublicUniversities Unstandardized Standardized Collinearity Model Coefficients Coefficients t Sig. Statistics B Std.Error Beta Tolerance VIF B Std. Error 1 (Constant) i1a ResponsestoItem2 X X.049 X i3a ResponsestoItem ResponsestoItem5 X X.299 X ResponsestoItem6 X X.017 X ResponsestoItem7 X X.055 X ResponsestoItem8 X X.091 X ResponsestoItem9 X X.160 X ResponsestoItem Key: i1a:unityindiversity; Item5:QualityConsciousness Item9:RoleClarity Item2:CreativityXAdaptability; Item6:Collaboration Item 10: Employee Concern i3a:culturenurturing Item7:OpenCommunication Item4:CustomerCare Item8:CodeofConduct From the analysis above for Public Universities, the multiple regression analysis table(table 6d) shows that items 2, 4, 5, 8, 9 and 10, have moderately strong correlations with the dependent variable(performance), which is equal to and above.300. Also, the correlation among each of the independent variables is also not too high; therefore, we retain all the independentvariablesforfurtheranalysis. Intable6a(modelsummary),theresultshows.496 inthe R squarecolumn,whichmeans that the model (the cultural elements) explains 49.6 of the variances on performances of PublicUniversitiesrevealingamoderaterelationship. In the Beta column of table 6c (coefficient table), the largest value is.369 for item 10 meaning that, the cultural element item 10 makes the strongest unique contribution on the dependentvariable(performance).thebetavaluesfortheotherelementsindicatethatthey madelesscontributiononperformance.the Sig. columnofthesametable4.24reflectsthat items 4, 5, 9, and 10, made a statistically significant unique contribution on performances of PublicUniversities. Basedontheaboveanalysis therefore, we shall reject the null hypothesis (H0) stating that there is no significant contribution of elements of organizational culture in predicting the performances of Universities and accept the alternate hypothesis (H1) stating that there is significantcontributionoforganizationculturalelementsonperformancesofuniversities. CONCLUSION Shanietal(2005)concludedthatorganizationalculturescanhaveasignificantimpactonan organization s long term economic performance; organizational cultures will probably be an Copyright SocietyforScienceandEducation,UnitedKingdom 79

19 Ibidunni,(O.(S.,(&((Mayowa,(A.(G.((2014).(Predicting(Performance(through(the(Elements(of(Organizational(Culture.(Archives)of)Business)Research,(2(6),( 62I82 evenmoreimportantfactorindeterminingthesuccessoffailureoforganizationsinthenext decade; organizational cultures that inhibit strong longxterm financial performance are not rare, they develop easily, even in organizations that are full of reasonable and intelligent people,and;althoughtoughtochange,organizationalculturescanbemademoreperformance enhancing. A recent perspective of Rollinson (2005) was firmly part of what is now known as the excellencemovement,whichholdsthatcultureisakeyingredientinthecommercialsuccess of an organization. Because authors list cultural characteristics that are said to lead to this outcomeofsuccess,itiseasytoseewhytheideashaveaninstantappealtomanagers. The challenge, however, is that this perspective and others like it imply a one best culture suitable for all organizations. Since different organizations face different circumstances, the most useful approach to the culturexperformance relationship is likely to be a contingency perspective; an assumption that there is no such thing as a right or best culture for all organizations. The most appropriate culture for an organization is the one that best helps it copewiththeexigenciesofitsbusinessenvironment. Many managers have attempted to revamp their business culture, some by bench marking themselves against their most admired competitors. This offers few insights for those attemptingabusinessturnaroundandthetaskisallthemoredauntingbecausecultureisnot justabout howwedothings,butalsoabout whatwedo. References: Bola: Business Open Learning Archive. (2001). What is this thing called organisational culture? [Online]. Available: cited in Mowat, J. (2002). Corporate Culture,theHerridgeGroup. Borgatti,S.P.(1996).OrganizationalCulture.[Online].Available: HerridgeGroup. DeWitt,D.J.(2001).TheChangingCorporateCulture[onXline].Available: Group. Goll,I.,&Zeitz,G.(1991).Conceptualizingandmeasuringcorporateideology.OrganizationStudies,12,191X 207;citedinDelobbe,N.,Haccoun,R.R.andVandenberghe,C.MeasuringCoreDimensionsofOrganizational Culture:AReviewofResearchandDevelopmentofaNewInstrument. Gundry, L.K., & Rousseau, D.M. (1994). Critical incidents in communicating culture to newcomers: The meaning is the message. Human Relations, 47, 1063X1088; cited in Delobbe, N., Haccoun, R. R. and Vandenberghe, C. Measuring Core Dimensions of Organizational Culture: A Review of Research and DevelopmentofaNewInstrument. Hagberg,R.andHeifetz,J.(2000).CorporateCulture/OrganizationalCulture:UnderstandingandAssessment. [Online]. Available: cited in Mowat, J. (2002).CorporateCulture,TheHerridgeGroup. Hatch, M. J. (1993). The Dynamics Of Organizational Culture, Academy Of Management Review, 18,Pp.657X 693;citedinKoteswara,P.K.,Srinivasan,P.T.andGeorgeJ.P.(2002).AstudyonDevelopmentofaToolto AssessOrganizationalCultureinIndianOrganizations,India,Available[online] Koberg,C.S.,&Chusmir,L.H.(1987).OrganizationalculturerelationshipswithcreativityandotherjobXrelated variables.journalofbusinessresearch,15,397x409;citedindelobbe,n.,haccoun,r.r.andvandenberghe,c. URL: 80

20 ArchivesofBusinessResearch(ABR) Vol.2,Issue6,DecX2014 Measuring Core Dimensions of Organizational Culture: A Review of Research and Development of a New Instrument. Koteswara, P. K., Srinivasan, P. T. and George J.P. (2002). A study on Development of a Tool to Assess OrganizationalCultureinIndianOrganizations,India,Available[online] McShane, S. L. and Von Glinow M. A. (2005) Organizational Behaviour, Boston, McGraw Hill/Irwin, (3rd Edition) Mowat, J. (2002) Corporate Culture, the Herridge Group. Retrieved from O'Reilly, C.A., Chatman, J., & Caldwell, D. (1991). People and organizational culture: A profile comparison approach to assessing personxorganization fit. Academy of Management Journal, 34, 487X516; cited in Delobbe, N., Haccoun, R. R. and Vandenberghe, C. Measuring Core Dimensions of Organizational Culture: A ReviewofResearchandDevelopmentofaNewInstrument. Rollinson, D. (2005). Organizational Behaviour and Analysis: An Integrated Approach, England, Pearson Education,(3rdEdition) Shani,A.B.and Lau, J. B. (2005).Behaviour in Organizations: An Experiential Approach, USA, McGraw Hill Irwin,(8thEdition) Copyright SocietyforScienceandEducation,UnitedKingdom 81

21 Ibidunni,(O.(S.,(&((Mayowa,(A.(G.((2014).(Predicting(Performance(through(the(Elements(of(Organizational(Culture.(Archives)of)Business)Research,(2(6),( 62I82 URL: 82