Organizational culure and employee performance at Makerere University: a case of College of Humanities and Social Sciences (CHUSS)

Abstract

The purpose of the study was to examine the effect of organizational culture on the performance of employees working at the College of Humanities and Social Sciences (CHUSS), Makerere University. The study was guided by the following objectives; Examine the level of employee performance at CHUSS, Makerere University and to Examine how organizational culture influences employee performance at CHUSS, Makerere University. The study adopted a quantitative cross-sectional research design. And from the accessible population of 80 staff, a sample size of 65 staff were selected for the study. The study findings show that performance orientation at CHUSS is not determined by rewarding employees in promotion to their contribution, is determined by performance characterized by frequent appraisal of employees, is surely determined by promotion based on individual competence and is not determined by individual well-doing in the organization in order to be shrewd and competitive with a strong driver for power. It is recommended that Organizations can achieve performance by attracting employees who already poses this knowledge, or by providing employees with formal and/or informal training. Employee motivation, job performance and organization performance are needed to achieving higher levels of performance since individuals can be motivated through incentives and job performance management approaches. The production of periodic reports on work done indicates employee performance. Reports measures employee’s commitment at work especially in absence of coercive measures.