Journal of Management Policies and Practices

An Appraisal of Organizational Culure on the Performance of Employees of AG Vision Construction Nigeria Limited, Abuja
Faruna, D.O. Ph.D; Ikupolati, A. O. Ph.D; Olaleye, Y. O. Ph.D; Adelodun S.S. Ph.D; Aliu, J.N. Ph.D

Abstract
This study seeks to assess organizational culture on the performance of employees of AG Vision Construction Nigeria Limited, Abuja. This was achieved by investigating effects of employee’s orientation on resource utilization and examining the effects of team management on employee’s accomplishment of self development in AG Vision Construction Nigeria Limited, Abuja. The study used explanatory research design with both quantitative and qualitative research approach in order to meet the objectives. The target population for the study was employees of AG Vision Construction Nigeria Limited, Abuja. The firm has 414 permanent employees, 240 employees were selected using stratified random sampling technique. 168 respondents returned fully answered questionnaire representing 70%. Data collected were analyzed using both descriptive and inferential statistics (mean, t-test and chi-square). The study revealed that there was statistically significant positive relationship between the two organizational culture dimensions and employees performance. The result of the t-test analyzed that teamwork has effect on employee’s performance at 95% confidence level. While for the employee’s orientation, the p-value of 0.000 is less than alpha value of 0.05, thus the null hypothesis is rejected, this concludes that employees orientation does change employees performance in AG Vision Construction Nigeria Limited, Abuja. The study therefore recommended that the firm should have an organizational standard and expectation that will define the individual employees and a transparent reward system put in place to recognize positive behavior of employees. The firm should also ensure that employees are made comfortable with adequate communication/information in the workplace changes.

Full Text: PDF     DOI: 10.15640/jmpp.v11n1a3