Corporate Culture and Organizational Performance; A case of National Water and Sewerage Corporation Ibanda Branch, Uganda

Abstract

The study aimed at assessing the effect of Corporate Culture on Organizational Performance of National Water and Sewerage Corporation Ibanda Area. The objectives of the study were; (i)To examine the effect of Clan (Cooperative) Culture on Organizational performance in NWSC Ibanda, (ii)To assess the effect Hierarchical (Control) Culture on Organizational performance at NWSC Ibanda Area, (iii) To assess the effect of Market (Competitive) Culture on organizational
performance in NWSC in Ibanda Area and (iv) To examine the effect of Adhocracy (Creative) Culture on Organizational Performance at NWSC Ibanda Area.The study was conducted among employees and clients of NWSC Ibanda and employed a cross-sectional case-study design in which a combination of both quantitative and qualitative approaches was employed. Using simple random and purposive sampling techniques, a sample size of 112 was selected from a
study population of 145 subjects composed of Clients and staff of NWSC Ibanda. Pre-programed questionnaires, interviews and documentary review were used to collect data. Descriptive and inferential techniques were used to analyze quantitative data while content analysis helped in analyzing qualitative data. Quantitative analysis was enhanced using SPSS V 20.0. Using multiple regressions, there was no significant effect found between the predictor variables (clan
culture, market culture, hierarchical culture and adhocracy) and organizational performance. It was concluded that organizational culture has a weak effect on the organizational performance of NWSC Ibanda area. The study recommended that NWSC should implement cororate culture variables to enhance organizational performance and also to conduct another research on factors that are responsible for the performance of National Water and Sewerage Corporation since corporate culture was completely insignificant