Every organisation has something unique about the way it operates. It is that uniqueness that every other organisation uses as a mark of distinction in describing that organisation. The ways an organisation operates, with special reference to its beliefs, values and assumptions is what I have conceptualized as organisational culture. The culture of an organisation, to a very large extent, determines the performance of the individuals that work in that organisation and by extension, the organisational performance. This paper takes an in-depth review of the relationships between some organisational culture parameters and individual performance, organisational performance and sustainability. From the extant literature, it still stands to reason that organisations should focus on those aspects of their cultures that are positive in outlook and yield the greatest positive result in terms of individuals and organisational outcomes. On the other hand, they should do away with those aspects of their culture, which are not adding any intrinsic or extrinsic value to their bottom-line. This study totally supports the evidence that managing your organisational culture effectively will lead to a higher organisational performance.
This study aims at investigating the extent to which of perception of organizational justice predict organizational citizenship behaviour (OCB) among Adhoc teaching staff of Delta State Polytechnic, Ogwashi Uku. OCB here is conceptualized as a term that encompasses any positive and constructive action that employees engage in, on their own volition which supports co-workers and benefits the organization. This study adopted the survey research design. The population of the study consisted of 150 Adhoc teaching staff of the Polytechnic, out of which 120 was conveniently sampled. Data was collected through questionnaires. To determine its reliability, Cronbach-alpha was used (organizational citizenship behaviour 0.81 and 0.83 for organizational justice.) The collected data were analyzed using descriptive and inferential statistics. The results showed that mean of OCB are slightly above average. And there is significant positive relationship between the components of organizational justice and OCB. Furthermore, the three dimensions of organizational justice (distributive, procedural and interactional) indicated a positive relationship with the two main dimensions of OCB, namely OCB-interpersonal and OCB-organisational.
Recruitment and selection have become essential tools in organizations because individuals with appropriate qualifications need to be attracted in sufficient numbers and on a timely basis. The objective of this paper therefore, is to examine the recruitment and selection process and procedures in Nigeria with special reference to institutions of higher learning. This is an opinion paper which made use of secondary data and on point assessment of information from the critical sector. The study revealed that the recruitment and selection process in Nigerian higher institutions is clouded in subjectivity and not based on objective criteria that make the whole activity both inefficient and ineffective. The authors therefore, recommend that there should be a reversal of this trend first, by making the application process less complex and cumbersome so that highly qualified candidates will be motivated to apply for vacant positions. Secondly, there should be some form of objective criteria in the selection process instead of basing everything on subjectivity. Thirdly, recruitment and selection should be based on manpower needs assessment and requirement. Finally, there should be transparency in the entire process of recruitment and selection rather than behind the scene recruitment and selection. When all these are done, there will be a robust recruitment and selection process that will ensure finding the right people that will not be difficult to lead and manage in a way that maximizes the level of their individual engagement.
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