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Please use this identifier to cite or link to this item: http://hdl.handle.net/123456789/10256

Title: The Effect of Corporate Cultures on Employee Performance in Banking: A Comparative Study of Ghanaian and Non-Ghanaian Banks in Ghana.
Authors: Owusu, Daniel
Issue Date: 25-Jan-2017
Abstract: The study sought to ascertain the effect of corporate cultures on employee performance. A comparative study of Ghanaian (Fidelity and GCB) and non-Ghanaian banks (Stanbic and Access) in Ghana. The study was quantitative in nature and adopted descriptive research approach. The population for the study consisted of all staff of these banks, but for the purposes of data collection, the study was limited to Kumasi metropolis. Using convenience sampling technique, 124 staff were drawn from the two Ghanaian banks and 112 from the two non-Ghanaian banks. Data analytical tools used were frequencies, percentages, mean, standard deviation, independent samples t-test, and multiple regression model. After the analysis, it was concluded there existed a very strong relationship between organizational culture and employee performance. Emphasis on individual performance, leadership, human resources management practices, and innovation, were not statistically significant at influencing employee performance. Conflict management practices, professionalism, and organizational goal integration, had an inverse and significant relationship with employee performance. Customer centeredness, organization structure, communication, employee participation, decision making, and fun, had a positive and significant relationship with employee performance. Although organizational cultures among these groups of banks were similar, the Ghanaian banks ranked more favourably on most of the dimensions. And this difference was statistically significant. Employee performance across groups were similar, although the Ghanaian banks ranked more favourably. And this difference was statistically significant. It is recommended that management members in the various organizations must have the authority to make decisions in their area of responsibility, roles and responsibilities in the organization must be clearly defined.
Description: A thesis submitted to the Department of Marketing and Corporate Strategy, Kwame Nkrumah University of Science and Technology in partial fulfillment of the requirements for the degree of Master of Business Administration (International Business Option), 2016
URI: http://hdl.handle.net/123456789/10256
Appears in Collections:College of Arts and Social Sciences

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