Impact of Organizational Culture on Human Resource Practices: A Study of Selected Nigerian Private Universities

Abstract

This paper shows results of the impact of organizational culture on human resource practices in some selected Nigerian private universities. The statistical analysis was based on two hundred and thirty-seven respondents in the selected studied private universities showing that a close relationship exists between organizational culture and recruitment process, training programmes, job performance management, performance of employees, pay structure, and compensation administration. The paper suggested that given the organizational context of the study, each of the variables will be appreciated more by the individuals in values, beliefs, and practices of the organization. It is therefore suggested that prospective employees or job seekers should endeavor to familiarize themselves with the organizational culture before accepting job offers.

Organisational Culture Dimensions And Employee Performance In Nigerian Fast Food Restaurants

“…Attention to detail refers to the degree to which workers are expected to analyse every decisions, precision, and pay attention to every detail that are required for achieving organisational goals (Fakhar, Rana, Ayesha and Lalarukh, 2012). Outcome orientation which is the degree to which organisation focuses on results, expectations or outcomes other than the technique, processes and modes of operations used to achieve them (Osibanjo and Adeniji, 2013;Robbins and Judge, 2018). People orientation (respect for people) is the extent to which organisation's decisions take into consideration the effect of results on individual within the organization (Mohammad, Rumana and Saad, 2013).…”

“…2009; Osibanjo and Adeniji, 2013); and stability is the degree to which firms emphasizes stability other than growth which maybe as a result of high performance recorded at the time expressed in the mission statements (Kotter and Heskett, 1992).…”

“…The culture of service organizations has a strong influence on the behaviour and performance of its employees (Kotter and Heskett, 1992;Fakhar, Rana, Ayesha and Lalarukh, 2012;ISSN: 1430-3663 Vol-14-Issue-6-November-December-2019 P a g e | 1084 Mohammad, Rumana and Saad, 2013). Thus, corporate culture creates harmony amongst all employees through their values and norms enshrined by founding members of the organization thereby stimulating the performance of its employees (Hartnell, Ou and Kinicki, 2011;Osibanjo and Adeniji, 2013;Kotter and Heskett, 1992). Daft (2013) asserts that firm culture shapes and motivates employees' behaviour towards a specific direction of attaining performance.…”

Influence of Leadership Behavior and Compensation Management on Job Satisfaction: Evidence from Taiwan

“…Gupta (2014) mentioned that businesses having reasonable compensation management not only can make employees work happily, but also can improve employees' attitude toward work, quality and productivity. The main function of compensation is to encourage employees' efficiency and further maximize the application of human resources; compensation management should include a set of guidelines, strategies, skills, and steps (Osibanjo & Adeniji, 2013). Lee (2005) illustrated that in addition to a comfortable working environment, interpersonal relationships within an organization, and more participation in decision-making, it is more difficult to compensate employees for challenges, a sense of achievement and a higher level of development by way of money; moreover, compensation management benefits corporate cultures considerably and maintains a stable labor/management relation (Chang, 2010).…”

Analysing the Relationship Between Sustainable Leadership, Talent Management and Organization Health as Predictors of University Transformation

“…Besides, Schneider, Ehrhart, Macey, (2013) states that organizational leadership should put in place enabling culture and climate environment that enables workers to think and carry out research that can help and organization to innovate and solve challenges at hand. Equally Osibanjo and Adeniji, (2013) states that organizations should always ensure that their norms, beliefs and values are well stated to help the employees understand the environment under which they operate other than pinning them every now and then of which at the end can impinge on their efforts and frustrate their momentum of work. They should therefore have positive responses towards employee challenges and attain their willing hearts to serve diligently.…”