Jinka University

College of Business and Economics

Department of Management

EFFECT OF ORGANIZATIONAL CULTURE ON EMPLOYEE’S PERFORMANCE (IN CASE OF

COMMERCIAL BANK OF ETHIOPIA NEKEMTE BRANCH)

A PROPOSAL SUBMITTED TO THE DEPARTMENT OF MANAGEMNT IN PARTIAL

FULLFILMENT OF THE REQUIRMENT FOR THE SUBJECT MATTER OF EMPLOYEE
PERFORMANCE IN MANAGEMENT (MGMT 4221)

BY: Temir Endris Hussen ID No: 16192/14

Advisor Mr. Tenaw (Msc)

JUNE, 2024
JINKA UNIVERSITY, ETHIOPIA

ETHIOPIA

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 CHAPTER ONE
INTRODUCTION

1.1. Back ground of the study

Organization culture is system of shared assumption values and beliefs, which governs how peoples
behave in organization. This shared values a strong influence on the people in the organization and dictate
how they dress, act and perform their jobs. Every organization develops and maintains a unique culture,
which provides guidelines and boundaries for behavior of members of the organization. Organization
culture is the set of shared assumption value and norms that identifies what the organization consider and
important how employees in doing manage should have to do (Noe and Wright2001,P186).

The organization culture and employees performance have been interrelated to each other. The
employee’s performance improves by establishment of strong culture of an organization. The employee’s
performance would be considered as backbones of organizations as it lead to its development of
effectively. The loyalty of employees relies up on knowledge and awareness of the culture that improves
behaviors of organization. The employs performance is measurement system helps in improving
organization association to achieve goals and objectives at effective manner (Brooks, 2006).

The concept of organization culture has retained its place within business life and academic study for
many company, interest in the topic how been sustained and indeed raised by three factors.

First: increase globalization, which has placed organization culture sharply in to focus alongside national
culture.

Second: the enduring assumption that organizational performance depends on employee value being
aligned with company strategy.

Third: the contentious view that management can consciously manipulate culture to achieve
organizational objective and increase performance of organization(ogbonna and harril 2002 P 642)

1.2. Statement of problem

Most organizations put more effort on the focus of only intrinsic and extrinsic reward system give less
concern on traditional culture activity. According to kandula (2006) the key to good performance is a

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strong culture. The further maintains that due to difference in organizational culture, same strategies do
not yield same results to organization in the same industry and in the same location. A positive and strong
culture can make an average individual performance and achieve brilliantly were as a negative and weak
culture may demotivate an outstanding employee to underperform and end up with no achievement.
Therefore, organizational culture has an active and direct role in performance management (Ahmed,2012).

Good organization culture creates good society as well as good citizen good organization culture provide
better quality, better job satisfaction, low absenteeism, increase organization productivity and increase the
knowledge of workers. So, the impact of the culture plays a major contribution in any society.
Organization culture is bender that combines people to gather and makes them part of the organization
experience. Organization culture refers to how broadly and steeply employees hold the company strong
values and beliefs. Organization culture guides the sense making process. It aids employee understand
what happens and why things happen in the organization. Also bad organization culture is affect
employees behavior, high turnover, high absenteeism, customer complaints, work place conflict, poor
performance, challenges employees task, complaints about building and harassment, employee is
motivated and employees compensation claims for psychological injury, whether this organization
provides to be good or bad were depend on the working is formed and maintenance (John 2004).

The central issue the researcher focused on was what the organizational culture looks like in the
commercial bank of Ethiopia Nekemte Town and its impact on employee’s performance. Therefore
numbers of regarding the organization culture and employees performance there for by observing the
above gap the researcher would be under taken the study on the organization culture and employee
performance in commercial bank of Ethiopia in Nekemte Town.

However organizational culture has received relatively low levels of empirical investigation among the
possible antecedents of employee performance(Lock&Crawford,2004).Although empirical research has
been carried out there has been little evidence to prove the impact of organization culture on employee
performance(Mckinono et al.2003). Thus the researchers fulfilled contradicted findings between different
studies on performance of organization.

1.3. Research question

1. What is the existing overall culture of Commercial bank of Ethiopia in Nekemte Town?

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 2. Does the organization culture have relationship with employee’s performance to their
organization?
3. Does the bank give attention to the existing culture?

1.4. Objective of the study

1.4.1. General objective

The main objective of the study will be to assess the impact of organization culture on the employee’s
performance in commercial bank of Ethiopia Nekemte Town.

1.4.2. Specific objective

 To assess the existing overall culture of commercial bank of Ethiopia Nekemte Town.
 To examine the main organizational culture of commercial bank of Ethiopia and its influence on
employee’s performance.
 To assess the bank give attention to the existing culture.

1.5. Significance of the study

This study in expected to give some importance information for final users about organization culture and
employees performance. The study was helps other researcher as a reference when they conduct the study
especially who select similar topic. This study on organization culture and employees performance was
help in making better decision and effective problem solving. It aids to encourage and achieve self-
development and self-confidence. It would help them to increase job satisfaction and it provides the
employees with information for improving leadership, knowledge, communication skills and attitudes.

1.6. Scope of the study

This study was focused only on the impact of organization culture and employees performance in
commercial bank of Ethiopia Town, because it is difficult to include other banks due to time and financial
constraint. It also the study was conducted only in commercial bank of Ethiopia Nekemte Town, even the
case is concerned other organization.

1.7 Limitation of the study

 The limitation of this study the researcher faced was ;
 Lack of or unavailability’s source of data

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  Because of covid 19 no sufficient information.
 Target respondent’s unwillingness to respond the question properly
 The methodology used by the researcher may not enough to measuring the result of the data.

1.8 Organization of the Study

The study has covers five chapters. The first chapter includes background of the study, background of the
organization, statement of problems, objective of the study, significance of the study, scope of the study
and limitation of the study. The second chapter deals with the review of literature and empirical studies of
services in banks and on customer’s satisfaction. Chapter three includes research design and methodology
of the study. Chapter four contains data analysis, results and interpretation the last chapter may deals with
summary, conclusions and recommendations that originates from the analysis.

CHAPTER TWO
REVIEW OF RELATED LITERATURE

2. Introduction
This chapter deals about related literature. This literature review is aimed at providing more inclusive
theoretical concepts on the impacts of organizational culture on the employee’s performance. The
literature review section discuss about the impacts of organizational culture. Under this sub section issues
like theories of organizational culture, determinants of organizational culture impacts of organizational
culture.

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2.1 Definition of organization culture
Organization culture is the represent a common perception held by the organization member. This was
made explicit when we defined culture as system of shared meaning we should expect, therefore, that
individual with different back ground or at different level in the organizations (Robbins 2005, P384).

Organization culture is the social or normative give that holds in organization together. It expresses the
value of social ideas and believes that the organization member come to share manifest in symbolic device
such as myths ritual legends stores and specialized language (cast 1998 P.326).

Organization culture is the ways that the basic pattern of shared assumption values & beliefs governing
the ways employees with in organization think about and set on problems & opportunities
(Meshan&Glinows 1994)

2.2 Element of organization culture

Many definition or organization culture has been proposed almost all of them stated that there are different
ingredients that organizational culture (neisen and quick 2003) culture involves there levels ranges from
visible artifact and creation to testable values and even precious basic assumptions.

2.2.1 Artifacts and creation (level one)

Artifacts are the organization visible structure and process they are what the observer as see her and fee
about in organization (Neaet 1996).

This includes an organization physical environment its technology and products the way employees dress
and behave toward one another and stores they tell about the organization and its headers more over
moshane and glinow(1995) defined artifacts as “ the observation symbol and sign of an organizations
culture including its physical structure ceremonies language and stories.” Personal enactment is the
behavior that reflect organization culture through the examination of behavior that freshectis organization
value. Ceremonies and rites send massage that individual who both espouse and exhibit cooperative values
one theory to be old mired

Rituals are the programming routines of doing organizational life that dramatize the organizational
culture”(meshane and gila new 1994)they are usually unwritten but they sanda clear massage about how

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can mode things in the organization and also used as formulization techniques and means of transmitting
culture. Activities such recognition and word ceremonies training program promotion retirement and
management conference one rituals (robbing 1987).

2.2.2 Values (level two)

“Values are the things that the members of an organization collectively see as important and which
consequently tend to guide their behavior” (sadier 1995). Every organization has a distinctvieseet of
values spoken and unspoken, which may guide how people interest in the organization. Although there
might not a ways be working in the organization seems to have a pretty good idea of the culture at large
consider important many of these values standards seem from the words & needs of the management in
their day to day operation. The formal values systems determine the types of behavior to be encouraged &
awarded and those to be discouraged and punished. These formed values one communicated through
policies, rules and regulation of organization. Besides the informal values (rituals, myths, symbol etc.) and
developed through organizations founders and members consciously or unconsciously (singh and
chnabra).

2.2.3 Basic underlying assumption or norms (level three)

These are the care & deepest level of an organization culture. According to (Noes 1996) basic underline
assumption is defined as shared view that one taken for granted and considered as nonnegotiable.

There are the deeply held beliefs that guide the members behavior & tell how think and see things. As the
deepest and fundamental level an organization culture usually assumption are unconscious. The members
of the organization my not because of their assumption & may not be willing or unable to discuss them or
change than (Lelso&Qpuick, 1997:P. 480).

2.3 Dimension (Characteristics) or organization culture

Organization culture has its characteristics or dimensions that interdependent on each other the presence
of these dimension used to understand the organization culture more over culture should have distinct
characteristics that can be depend & measured when we combine & see this dimension and used for
different from one organization culture from other (Robbing 1987).

Robbing’s writes that there are eight dimensions that enable us to differentiation & measure culture. These
are:

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Individual Autonomy – the degree of how much individual has responsibility in dependence on the
organization.

Risk tolerance – the degree of which employee are encouraged to be free to express their conflict with
individual or group in the organization.

Performance reward – the degree to which rewards are given beased up on employees performance rather
than seniority or cohesiveness.

Structure control – the degree rural, regulation, procedures and amount of direct supervision the
organization sue in order to control the employee’s behavior.

Management control – the degree to which manager give assistance, advice when employed go in wrong
direction & encourage them doing things nicely.

Identity – the degree to which members identify with the organization as a whole rather than with their
department of professional expertise.

Communication pattern – the degree to which relationship in the organization is according to specified
from hierarchical line.

Integration – the degree to which unit within organization in encouraged to operate in coordinate manners.

2.4 Types of organization culture

According to (Sadier, 1995: P. 70-72) culture can be categorized in to four types they are:

2.4.1 Bureaucratic or role culture

This organization have a formal structure & operate by will established role and procures job description
established definite tasks for each person’s job & procedure established for many work routines.
Communication b/n individual, department, the settlement as disputes &appeals members of the culture
are to do things right but not necessary in doing the right thing the organization structure defines
authority& responsibility to individual manners (Sadier 1995).

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2.4.2 The power culture
A power individual at the center who control all resources & makes all decision dominates the members of
this culture organization with such culture can achieve out sanding performance a time as long as the
sources of power has strong sense of direction exercise sound judgment, making the right decision be have
with integrity & wins loyalty from other (Sadler 1995).

2.4.3 Task or matrix or achievement culture

On this culture there is no dominant or clear the particular in this culture is to get job done therefore the
individual who are paramount are the experts with ability to accomplish a particular aspect of the
individual who are paramount one the experts with ability to accomplish a particular aspect of the task
organizational power is distributed to employees up on competence & expertise rather than charisma on
the holding of particular office. So there will be hen job satisfaction (Sadler 1995).

2.4.4 Personal or support culture

This type of culture is formed in an organization whose purpose is to serve the interest of the person or the
individual within it. The individual is very important and the organization structure and system are
designed to facilitate and support the work of individual width earns. Such type of culture exists in
partnership of a few individual who do all the work of organization themselves. Other type of business
culture which do not fit nastily in the typologies, are the entrepreneurial culture and the family business
culture (Sadler 1995).

2.5. The rule of culture in the organization

Organization culture plays important role in the organization. It has a culture that meet its operating
environment.

According to (Singh and Chhabra, 2002) culture serve ass two critical functions in the organization. The
first role is creates internal integration in the organization. This means that the culture guides the day-to-
day work relationship in the organization and determine how people communication in the organization.
In addition it show what it shows what is accepted and what is not acceptable behavior in the organization
is. This lead them collective identity and know how to work together effective to meet the organization
objective.

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The second role is external adaption. This means how the organization meet its goal and response to
outside its employees performance their work cooperatively. The can meet the goal of the organization.
This enables them to respond rapidly to customer needs and the moves of the competition.

Moreover culture can play a socializing role. It expresses for the new comers how work is done, in which
manner they have to behave in order to community with this win hope the new employee’s behavior to fit
with organization culture (Wright and noe, 1996).

Finally the organization culture can act as a boundary that differentiates one organization from the other.
This may encourage employees sense of identify. If it is strongly accepted by members it generates
commitment to the organization and can act as a rule and regulation and mechanisms. Because this is not
like a written rules and regulation rather it is mind rules beliefs that performance people to behave
(Robbins, 1986).

2.6. The dimension of culture difference among nation

Organizational culture has dimensions that differentiate one organization culture from the other, so does
national culture. These dimensions can be used a method for describing culture in terms of five dimension
(Wright and 1996).

Individual collectivism: The degree to which people acts as individual rather than as member of group.
Thus in structure that emphasizes individual people expected to take care proud of their personal
accomplishment in a culture, where collectivism is strongly people are expected to look after the
community, and they are expected to get support from the community when they need it.

Uncertainty avoidance: Describes the degree to which people preferred structure rather than unstructured
situation. A culture with strong uncertainty avoidance favors structured situation.

This type of culture socializes people to seek security through clear rules from how to act. On the other
hand, in culture with work uncertainty avoidance people copy by note warning too much about the future
their flexible and take each day as it comes.

Power distance: Peoples do not all have equal amounts of power in societies and culture take different
views of how much inequality in normal. Those power distances describe expectation for the unequal
distribution of power in a hierarchy. In higher power distance culture people seek to maintain difference

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between variation levels of a hierarchy. In contrast in low power distance culture, people seek eliminate
inequalities.

Long term short term orientation: this describes the degree to which culture focus on the future rather than
past present. A culture with long term orientation value such traits us thirty as persistence, which pay off
in the future rather than present. In culture with short term orientation, the orientation is toward the past
and the present.

Managers how are aware of this dimension appreciate some of the difference. They can also be a wise of
where people from specific countries tend to pay along each dimension this preparing them from the
cultural difference that are likely when working with people from those country.

However, Managers must recognize that individual differs with any culture. So hose generalization, and
are only tendency that will describe some member of a culture better than other.

2.7. How leader manage culture:

Managing organizational culture is difficult because manages as non-manager’s influence is parts of it and
share its assumptions. However this task is not optional if managers culture is necessary party of leading
in the work of (Schien 1992 leaders do not have a choose about whether or not to communicated (culture
content) they only have a choose about how much to manage what they communicate.

The basic ways in which leader manage culture involve how they decide what is measured and controlled,
react to raise, all act scarce, use role modeling, all at rewards, decide on criteria for selection and
promotion managers who want to change the organization culture must sue all of them. Furthermore
managers must ensure that all the mechanisms are consistence with one other (Schien, 1992).

2.7.1. Deciding what to measure and control:

Employees are actually aware of what their boss measure and control. Workers who get fade by the piece
will care about how much they produce, or if they vice president routinely focuses on costs when
evaluating a proposal. The peoples planning it will spend a lot of time estimating costs. Employees are
affected when the boss in consistent in such care, they devote a lot of energy to predicting what will
measure and training to figure out the boss motive (Wright and Neo, 1992). The implication for
organization cultures that manager can style values by paying attention to the area of behavior they

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believe are most important. They can do this through formal control system as well as through the kind of
question they ask and contents of meeting agenda.

The culture incorporates a belief that issues driven by values, such as meeting ethical standards and
fostering diversity are liked to business success (Mitchell, 1994).

2.7.2. Reacting to crisis

During crisis, emotion runs high as people strive to solve the crisis and reduce their own anxiety, they
notice how the organization leaders behave more so than at other times. Employees resets to information
about underlying assumption consequently, crisis are important times for creating and transmitting
organizational culture. They types culture influence not only how leader behave nut what they define are
rises in the first place (Wright and Neo, 1992).

2.7.3. Modeling
In organization culture role models who embody the attributes of the culture are known as heroes, of
courses these needs not be managers. The organization myths and legends tell of remarkable needs not be
managers. The organization myths and legends tell or remarkable needs by the organization heroes in
which their behavior examples a values or underlying assumption of the culture (Conger, Patrick and Neo,
1992).

2.7.4. Allocating rewards

Organization has many ways to reward employees. Probably performance, pay increases, promotion
business, awards and praise. The criteria for allocating rewards provide employees with information about
the organization culture. Managers consciously disseminate values by their choice the make concerning
what kind of performance to rewards and how generously to reward it. When manager went to change the
organization culture its rewards system therefore a logical place to make change (Wright and Neo, 1992).

2.8. Organizational/Workplace culture

According to Cropanzano et al (1997), a work place can be conceptualized as a social marketplace in
which individual engage in transaction all seeking to earn a return on their investments. The possibility of
receiving a favorable return on one’s investment. The possibility of receiving a favorable return on one’s
investment is contingent on the extent to which organization rewards are perceived to be fairly allocated.
Two constructs which are German to the allocate process are perceptions of organizational culture and
organizational justice particular, procedural justice. (Aryee et al, 2004).
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According to the organizational communication, perspective and trends text book, communication is
known as a process of creating shared meaning through the use of signs and symbols (Papa, m J. Daniels, t
D anaSpiker. b k ) to better help understand organization we might consider them as culture system.
Culture help to recognize or even reconcile competing interest within an organization essentially all
employees bring their own interest, desire wants and needs to the workplaces which leads to a diversity
interest in which culture form culture in an organization are viewed as both negative and positive. Every
one practices culture in some from or in some degree in an organization but viewing culture positive are
conceded to have a positive force within the organization relationships norms, processes, performance and
outcome are all enormously affected and influenced culture because they are all intertwined in to the
management system (Aryee et al 2004)

2.9. Conceptual frame work

The impacts of organizational culture on employee’s performance (in case of commercial bank of Ethiopia
nekemte branch).
Organizational structure How leader manage culture

 Bureaucracy  Deciding what to measure

 Power culture & Control

 Reacting to crisis
 Achievement culture
 Modeling
 Personal support culture
 Allocating reward

Source:

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 CHAPTER THREE

3. RESEARCH METHODOLOGY

3.1 Research Design

The study was employed the descriptive research design. Because it is a one type of research design which
describes the state of nature of affaires as exist at present without altering the real situation. Therefore, this
study is describing the situation about organization culture and employees performance in commercial
bank of Ethiopia Nekemte Town).

3.2 Sources of data

The data sources of this study were primary data sources. The researcher is using the primary data has
been collected by using different data collection techniques and instrument such as questionnaire and
interviews. Questionnaires are collecting from the employees of organization and interviews are collecting
from the manager of the bank.

3.3 Data collection instrument

To collect the necessary data, questionnaires and interview is the most valuable tools through the data are
collected form participants. Closed ended Questionnaires were used mostly in the study because of
convenience to reach wild participants and appropriate to set relatively uniform data regarding the
researcher problem and with the given recourses. Interview is the other data collection method in which
the researcher is interview key respondents such as manager and has deputy’s to gate relevant information
in sights to the problem.

3.4 Target population

To conduct this study the researcher used simple random sampling method. Because the total population
of the study is 100. So it is possible to collect data randomly from the employees’ of the organization and
manager.

3.5 Sample size determination

To reduce the number of the sample or respondent the researcher used

e =0.05 N = 100

Sample size = target population/1+ target population (e) 2

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i.e. n= N /1+N(e)2

n=100/1+100(0.05) 2

n=100/1+100(0.0025)

n=100/1.25

n=80

Where: n = statistically acceptable sample size

N = Total size of target population

e = level of precision (depends on level of significance). Finally, I decide to take a sample of 80

respondents due to shortage of time and due to homogeneity of respondents.

3.6 Data analysis and presentation

After the data are collects carefully edited, arranged, coded and tabulated depending on the type of
questions. Then it analyzed by using both descriptive of the data and analyses tools like frequency and
percentage The study used data presentation tools such as table and percentage.

CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4. Introduction
This chapter is concerned with data presentation and analysis that are collected through questionnaires and
interviews. Questionnaires have been prepared and distribute to employees commercial bank of Ethiopia

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 in Nekemte town. The researcher distributed to 80 respondent and 70 respondents filled and returned, the
rest 10 respondents did not return the questionnaire paper.

Table 4.1 Distribution of questionnaire

Frequency Percentage
Returned question 70 87.5℅
Unreturned question 10 12.5%
Grand total 80 100%
Source: own survey 2023

According to the information in the table 4.1item 1 the returned question composition out of 80
respondents 70(87.5%) of them were male and 10(12.5%)of the ware females.This shows that
composition of respondent is male dominated.

4.1Background of respondents
Any organization which is established to provide service (or) to produce goods always involves
employees in its work place. These employees have demographic profiles like age, sex, educational level,
year of experience, marital status and monthly salary which one the determinant the following item in
table below.

Table 4.1 Personal for profile of the respondents

No Item Respondents
Total %
1 Sex Male 60 86%
Female 10 14%
Total 70 100%
2 Age 18-25 20 34%
26-33 33 47%
34-41 13 19%
41-50 - -
Total 70 100%
3 Educational level MBA 27 39%
BA 43 61%
Diploma - -
Certificate - -
Total 70 100%
4 Years of experience 0-2 26 37%
2-4 24 34%
4-6 16 23%

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 6-8 4 6%
Above 8 - -
Total 70 100%
5 Marital states Married 27 39%
Unmarried 31 44%
Divorced 12 17%
Total 70 100%
6 Monthly salary 2000-2500 - -
2500-3000 12 17%
3500-4000 26 37%
Above 4000 32 46%
Total 70 100%
Source: own survey; 2023

According to the information in the table 4.1 item 1 the sex composition out of 70 respondents 60(86%) of
them were male and 10(14%) of the ware females. This shows that composition of respondent is male
dominated.

Regarding in the table 4.1 item 2 age of respondent about 20(34%) of the respondents between the range
18-25 of years 33(47%) of the respondents between the range 26-33 of years and 13(19%) of respondents
is age 34-41 years. This implies the existence of high employment situation with range for 26-33 ages.

Item 3 of table 4.1 show that 43(61% of respondent have degree (BA) and 27(39%) of the respondent
MBA. Generally the education qualification of the majority of the respondent has BA degree. From this
researcher can finalize generally the education qualification of the majority of the respondent have BA
degree and understanding that the bank has enough man power.

As shown in the above table 4.1 item 4 regarding employee’s years of experience in the bank about
26(37%) of respondent 0-2 years 4(34%) respondents 2-4-year experience16 (23%) respondents 4-6 years
and 4(6%) 6-8-year experience in the bank. From this implies the organization have good experience
employee and this is very important for efficient achieve of the organization goal. From above finding we
infer that the organizational culture is not focused in tolerating women in the bank appropriately, the
major number of the worker under the categories of young age and this limit the bank from getting more
experienced personnel and the other thing we infer is the bank focused on employees who have BA degree
and this also another issue that the bank work on it.

Item 5 table 4.1 shows that 12(17%) of respondents have 2500-3000 birr monthly salary and 26(37%) of
respondents employees have 3500-4000 birr monthly salary and 32(46%) respondents have above
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 4000birr monthly salary. The majority of respondents 32(46%) are paid salary that account above 4000
birr. From this researcher can fertilize the bank employees satisfied their salary and strongly work on the
organization.

Item 6 table 4.1 shows that 27(39%s) of the respondents are married 31(44%) of the respondents
unmarried and 12(17%) of the respondents Divorced. From this researcher understand that most of the
employees are unmarried organization is concentrated by them. This implies the major employees are
unmarried and younger, but very important to achieve organization goals and increase organization
productivity.

Table 4.2 Question related employees behavior

No Item Alternatives Respondents
In numbers Percentage
1 What are the existing Team work 43 61%
working cultures in Coordination 20 29%
your organization? Motivate employees 7 10%
Reward - -
Total 70 100%
Source: Questionnaires, 2023

According to table 4.2 question shows 43(61%) of the respondent employees said team work in existing
working culture in our organization 20(29%) of the respondent employees said coordination the existing
working culture in our organization and 7(10%) of the respondent said Motivate employees the existing
working culture in our organization. This implies that team work is major organization culture in the
organization. More used team work main employees learn different activity and methods share each other
in the organization.

Table 4.3 Question related employee behavior

No Item Alternative Respondents
Nu number Percentage
2 Do you think organizational Yes 65 93%
culture affect employees No 5 7%
performance? Total 70 100%
Source: own survey, 2023

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 According table 4.3 shows above 65(93%) of the respondent’s employees respond that organizational
culture affects employee’s performance and the remaining 5(7%) said no employee’s performance not
affected by organizational culture. This shows organizational culture affect employee’s performance.

Table 4.4 Question relate employee behaviors

No Item Alternative Respondents
Nu number Percentage
3 Is your organization Yes 58 83%
managerial problem is No 12 17%
affects employee’s Total 70 100%
behaviors?
Source: own survey, 2023

Table 4.4 shows that 58(83%) of the respondents employees yes managerial problem effect of employees
behavior and 12(17%) of the respondents employees said not managerial problem is affect employees
behavior. This implies that the major managerial problem in the organization and this problem affect
behavior of employees, but there is not enough managerial system in the organization.

Table 4.5 question relate technology measure skill of employees.

No Item Alternative Respondents
In number Percentage
4 Does the bank use Yes 61 87%
technological method to No 9 13%
measure skill of employees? Total 70 100%
5 If answer is yes question no 4 Very satisfied 23 33%
how is your satisfaction? Satisfied 33 47%
Very dissatisfied - -
Dies satisfied 14 20%
Undetermined - -
Total 70 100%
Source: own survey, 2023

From the table 4.5 question 4 given above 61(87%) of the respondents employees related to the use
technological method to measure skill and 9(13%) of the respondent employees said that not technological
method to measure skill of the employees in the organization.

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 From the table 4.5 questions 5, 23(33%) of the respondent is very satisfied 33(47%) of respondent is
satisfied and 14(20%) respondent employees is dies satisfied of the technological method. From this
shows organization employees are more used technological methods and measure skills and performance
in the organization.

Table 4.6 Question related employees performance

No Item Alternative Respondents
In number Percentage
6 The bank properly identifies the limitless Strong agree 22 31%
of the employee’s performance in bank? Agree 37 53%
Strong disagree - -
Disagree 11 16%
Undetermined - -
Total 70 100%
7 If there is no coordination and interaction Yes 53 76%
in your bank, do you think that thence is No 17 24%
negative impact on employee’s Total 70 100%
performance?
Source: own survey 2023

According the table 4.6 question 6, shows 22(31%) of the respondent said that they strong agree idea the
properly identify the limitless of the employees performance 37(53%) of the respondent employees said
that they agree the bank properly identify the limits of the employees performance and 11(16%) of the
respondent do not accepted disagree the bank identify the limits of the employee performance in the bank.
This implies that the employees and management body have awareness about limits of the employee’s
performance in the organization.

As shown in the table 4.6 question 7, 53(76%) of the respondents ware said yes the negative impact on the
employees 17(24%) of the respondents were said no coordination and interaction have no negative impact
on employees performance. This implies good coordination and interaction in the organization employees
and managers by that cause organization profitable and encourages employee’s performance.

20
Table 4.7 Question related to employees performance
No Item Alternative Respondents
In number Percentage
8 Do you think the organization culture Yes 59 84%
having relationship with employee’s No 11 16%
performance to their organization? Total 70 100%
9 Question no 8 is your answer yes what Very high 39 56%
level is relationship in bank? High 12 17%
Moderate 19 27%
Low - -
Very low - -
Total 70 100%
Source: own survey 2023

According in the above table 4.7 question 8 59(84%) of the respondent said yes the relationship between
organization culture and employees performance and 11(16%) of the respondents said no relationship
between organization culture and employee performance in the organization. From this researcher finalize
strong relationship between organization culture and employees performance in the organization.

As shown in the table 4.7 question 9 39(56%) respondents suggest their ideas very high relation between
managers and employees, 12(17%) of respondents were high relationship and 19(27%) of the respondent
give their suggestion moderate relationship between organization culture and employees performance in
the organization. This implies strong relationship between organization culture and by that cause major
employees are very high level related in the organization.

21
 Table 4.8 Question related organization culture
No Item Alternative Respondents
In number Percentage
10 Do you think organizational Yes 62 89%
culture have significant No 8 11%
relationship with employees Total 70 100%
performance?
11 If your answer is yes for question Very high 38 54.3%
number 10 what is level of it in High 17 24.3%
your organization?
Moderate 10 14.3%
Low 5 7.1%
Total 70 100%
Source: own survey, 2023

According to table 4.8 question shows 62(89%) of the respondent employees said yes Organizational
culture have significant relation with employees performance. And the remaining 8(11%) of the
respondent employees said Organizational culture have No significant relation with employee’s
performance. This implies that Organizational culture have significant relation with employee’s
performance.

Table 4.8 question 11 given above shows that, 38(54.3%) of the respondents said the level is very high,
17(24.3%) answered high and the remaining 10(14.3%) and 5(7.1%) said that moderate and low
respectively.

Table 4.9 Question related organization culture

No Item Alternative Respondents
In number Percentage
12 Does your organization give reward and Yes 54 77%
motivation to improve employee’s No 16 23%
performance? Total 70 100%
13 In your bank do you think there is good Yes 25 35.7%
organizational culture No 45 64.3%
Total 70 100%

Source: own survey, 2023

22
As table 4.9 question 12 shows that, 54(77%) of respondent said yes the organization gives reward and
motivation to improve employees performance and the remaining 16(23%) said that the organization No
gives reward and motivation to improve employees performance.45 (64.3%) of the respondents said that
there is no good organizational culture in the bank and the remaining 25(35.7%) of them responded yes
there is good organizational culture.

Table 4.10 Question related organization culture

No Item Alternative Responses
In number Percentage
14 Does the bank manager Yes 32 45.7%
give attention to No 38 54.3%
organizational culture? Total 70 100%
Source own survey, 2023

According table 4.10 38(54.3%) of the respondents said that the manager did not gives attention to
organizational culture and the remaining 32(45.7%) said yes. We understand that the manager gives
moderate attention to culture of the organization.

4.2 Analysis of data collected from interview

Q1 what are the existing organization culture Nekemte town?

According to the above open ended questions, the respondents responded some of their existing
organization culture of Nekemte town as follows. Good attitude and wearing style. Good understanding,
punctuality and transparence Working against the rule and regulation of the organization’s indicated in the
review part of the study and respondent mentioned existing organization culture commercial bank of
Ethiopia Nekemte Town.

23
Q2 what is your expectation for the promotion of employees in the organization?

According to the above open-ended question the respondents answer that the expectation for the
promotion of employees in the organization as follows:-Based on their experience, work performance and
discipline and their initiatives. Good reward system based on the performance and ability of employees.

Q3 what types of organization culture in your organization?

According to the shows above open-ended question the respondent responded the follows:-Team work and
Coordination Motivate employee’s one basic organization culture in the organization

Q4 is there good relationship between management and employees in the organization? If you answer is
“Yes” please mention?

According to the above, the generally manager said “Yes” that the employees have good relationship with
management of the organization by freely participating in decision making to solve organizational
problem some of the issues that needs a relationship between employees and management in the
organization.

Q5 how does your organization satisfy employees?

According the respondents, organizational satisfy employees by Giving bones and give promotion all
owing permission who has special case to absent Giving training and share experience to other employees
of the organizations.

Q6 How do you develop employee’s performance?

According to the managers they said the employees to develop the performance education .A Diploma
(Development agent) to bachelor, degree of science (Bask) to give chance of competition and other work
load that they give equal chance who are perfectly finished daily, weekly, monthly and annually work and
evaluate to them and to give rewarding money and education program.

24
 CHAPTER FIVE

5. SUMMARY, CONCLUSION AND RECOMMENDATION

In this chapter the researcher come up with major summary, conclusion and forwarded recommendation to
be bank.

5.1. Summary
 Most of employees have replied that the existing organizational culture is majorly team work.
 Majority of employees responded that organizational culture affect employee performance and
65% of them responded yes.
 Majority of them responded that managerial problem affect employee performance and constitute
58%.
 About 61% of the respondents said that yes for the bank use technological method to measure the
skills of employees.
 About 33% of the respondents satisfied with the measurement method of the employee’s skill.
 37% of the employees responded the bank is properly identified of the employee’s performance.
 About 53% of the respondents said yes if there is no coordination and interaction employee
performace impacted negatively.
 Majority of employs replied organization culture have relationship with employee’s performance.
 39% of them responded very high to that of organizational culture has relationship with
employee’s performace.
 Regarding to the relationship between organization culture and employees performance signifanct
in the organization.
 38% of the respondents said very high organizational culture and employee performance have
significant relationship.
 About 54% of the respondents said yes for that the organization gives reward and motivation to
improve employee’s performance.

25
  About45 (64.3%) of the respondents replied none there is not good organizational culture in their
bank.
 About 38(54.3%) of the employees replied that the manager gives less attention to organizational
culture.
 Finally, the bank managers & employees responded giving education program diploma to degree
and degree to master base of the develop employees performance in the organization.

5.2. Conclusion
Based on the findings, the researcher come up the following major conclusion.

The diffident values and beliefs based up on employees performance helps in organization association.
The organization culture helps in internalizing joint relationship that leads to manage effective
organization process. The productive and culture of organization helps in improving performance in the
commercial bank of Ethiopia in Nekemte town.

The job performance of organization has strong impact organization culture as it leads to enhance
productivity in the commercial bank of Ethiopia in Nekemte town. The norms and values of organization
based up on different cultures influence on work force management. In an organization strong culture
enables to effective and efficient management of workforce employees.

The common path for making perfect use of resources in some culture association helps in positive
development of organization in Nekemte town. On basis of particular conditions organization culture is
helpful in improving and providing edge. The employee’s performance and group efficiency helps in
improving performance based up on organizations sustainability. The nature and power of organization
culture influence up on sustainability and effective organization culture of the commercial bank of
Ethiopia in Nekemte town.

Based on the researcher concluded that there is strong relationship between organizational culture and
employees feeling of performance. Employees constantly quit of here job and new entrains ate hired even
if cooperation tries to improve it composition system, this continuing the cooperation unit it change its
culture.

26
5.3. Recommendations
Based on the findings of the study the researcher forwarded the following suggestions of the commercial
bank of Ethiopia, Nekemte Town.

The organization should be gives independent to the employees in the work areas. The existence of
autonomy gives to employee’s discretion and control over job related decisions. On order to strength this
culture and performance in commercial bank of Ethiopia in Wolkite town that practicing management by
objectives. In addition to other mechanism. This gives employees the power to set their objective for their
goal.

T o reduce stress and moral disaster among employees the bank should to work on conflict handling to
become more profitable. Supervisors mostly spend much time to discuss on job related problem in both
educational background and gender basis these types of culture advised to be encouraged in the
organization in Nekemte town.

Regular meeting communication also needs to be modified managers must conduct regular meeting with
various employees in order to achieve the organization objective.

Finally the manager should have to give attention to organizational culture for better productivity.

27
References

Scholl and Alle.A 1997 organization behavior an introductory text 5th Ed.

Neo, wright and Lensen, Quick 1997 Human resource management gaining competitive advantage 2nd Ed.

John (7004) organization behavior and management 2 ndet .

Robbines 1997 organization behavior concepts, control verses and application 3rd Ed.

Ogbonna and Harris 7002 organization behavior an introductory text 5th Ed.

Singth and Chhabra 7002 organization theory and behavior, Dhahpater& Co.(P) LTD, Delhi.

Meshan, Glinouls and Sadler 1995 Organization behavior 2nd West publishing company USA.

Wright Neo et al (1992) management of organization von Hottman press.Inc, USA.

Cropratin, R Howes I.C Grady A.A anToth’ P (1997).The relationship of organization politics and
support to work behavior, attitudes, stress, journals of organization behavior.

Argeeetal (7004) fundamental of manage mental essential concepts and Application 5th prentice.

Conger, patricke and Neo (1992) organization behavior foundation, realities and challenge 2 nd west
published company.

28
 GREAT LAND COLLEGE

DepartmentofManagement

Questionnairetobefilledbycbe:

This questionnaire is prepared for management student in great land college for partial fulfillment
of Degree in the in management program. The aim of this questionnaire is to collect data about
―customer satisfaction in banks..The information you provide is pertinent for
successfullyaccomplishing the research. For this sake, I really confirm you that all the data will be
used for academic purpose and will be analyzed anonymously. Hence, because of your provision,
you will never be exposed to any harm. I am thanking and appreciating your kind cooperation in
advance; and I need to say thank you!!!!!!!!

GeneralInstruction:1.Pleaseencircleyouranswerformultiplechoicequestions.
2.Toopen-endedquestions,pleasewriteyourresponseonthespace provided.

QuestionnaireID: Enumerator’s name

SectionI:DemographicCharacteristics

District Name Sub-district Name Village Name

Sex:1.Male 0. Female
Age (years)
MaritalStatus
Religion
Educational Status: (Numberofyearsofschooling)
FamilySize (Number)
Number of Dependents: 1. < 15 years old (Number) 2.>65yearsold (Number)
Remittanceperyear (Birr)
10. Which of the following do you belong?

A. Staff B. Customer C. None

11. IF you are a customer, how long have you been doing business with the bank?

A. Less than 1 year B. 1-3 years C. 4-6 years

29
 D. 7-8 years E. 10 and above years

12. If you are a staff of private CBE, how many years have you been with the bank?

A. Less than 1 year B. 1-3 year’s C. 4-6 years

D. 7-8 years E. 10 and above years

13. How frequent do you operate/put money in your account(s) during PLS?

A. Daily B. Regularly C. Occasionally.

D. Monthly E. Never

14. How often do you withdraw from your bank account(s) during PLS?

A. Daily B. Regularly C. Occasionally

D. Monthly E. Never

Section II. Prize linked saving effect on Deposit Mobilization ofPrivateCBE

9. Please tick in the appropriate box using a scale of 1-5, where, 1=strongly disagree, 2= disagree, 3= Not
sure, 4= agree, and 5= strongly agree; indicate your level of agreement with regards to the Effects PLS on
Deposited Mobilization of private CBE

1 2 3 4 5

PLS is attracting new customers in private CBE branches.

PLS scheme influenced customers to save regularly and to

save extra deposit in the bank.

Prize-linked saving programs positively affect customer’s

attitude towards saving.

During the PLS periods there was a significant monthly

deposit increment

PLS influenced customers to minimize frequent withdrawal

from their accounts.

Prize linked saving program affect bank deposit mobilization.

30
10. Please tick in the appropriate box using a scale of 1-5, where 1=strongly disagree, 2= disagree, 3= Not
sure, 4= agree, and 5= strongly agree; which factor stimulate you to join private CBE?

1 2 3 4 5

The existence of good work culture

Deposit and withdrawal money using mobile phone

Service excellence

Branch accessibility

Reduce Queuing and waiting time

Availability and functional modern ICT facilities like ATMs

Section III. Performance of DETERMINANTS

11. Please tick in the appropriate box using a scale of 1-5, 1=strongly disagree, 2= disagree, 3= Not sure,
4= agree, and 5= strongly agree. Do you agree with regards to performance PLS program?

1 2 3 4 5

TIME MANGEMENT

Respect customers

Giving fair and equal service

Handling conflict

Disclose information that are private

Reward for hard workers

Salary is based on work burden and experience

31
Corruption in promotion

Work area

Managers attitude

competition

32
SectionIV.FactorsAffectingwork culture

No. Issues/Concerns Description

1
2
3
4
5
Whendid youreallysellyour products?
THANKYOUVERYMUCH!

33
 AppendixII
QUESTIONSFORINTERVIEWFOCUSGROUPDISCUSSION QUESTIONS
FOR INTERVIEW
What do you think are the basic and backbreaking factors that paralyze agricultural
production despite different endowments of the region/district?
Doyouthinkthatpaucityofagriculturaltechnologiesisonefactorofpoorproduction?
Do you think that the overall environment can enable smallholder farmers to produce
sufficient production that could satisfy annual household consumption?
Would youpleasesuggestthewayoutstocurbthechallengesthesocietyisfacing?
Do you think that off-farm participation of smallholder farmers could worth
bementioned as one determinant of agricultural production? Would you please specify
the dimensional or both positive and negative aspects of off-farm participation and
agricultural production vis-à-vis the determinants of off-farm participation?
Since marketing and agricultural production are complements, how do you see the
effect of agricultural production on agricultural marketing and vice versa?
Do you think that there is an enabling environment that could instigate agricultural
marketing? Would you please elaborate it taking the issue of transportation and over all
infrastructure,creditinventory,fairprice,roleofcooperativesorfarmers’associationand
extension agents?
QUESTIONSFORFOCUSGROUPDISCUSSION
What are the factors are hindering you in producingmorethat could be
sufficient enough for your annual household consumption?
Is fertilizervitaltoproducemorewithinyourlimitedlandacreage?
Howdoyouseetheimpactofoff-farmparticipation oncropproduction?
Howdoyouseemarketingchallengesthatyouarefacing?
Docooperatives,farmers’ association and development agents are serving you
to be benefited from market?
Whatdoyouthinkarethepossiblesolutionstosolveproductionandmarketing
challenges?

1
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