UOFT Management Demographic Data Worksheet

Literature Review
According to Kumari & Singh, (2018) Organizational culture is an invisible, implicit,
intrinsic, either formal or informal awareness of the practices in an organization that directs the
behavior of employees. It is implicit in almost all aspects of the organization, from communication,
customer service, payment schedules, meetings, hierarchy, task delegation, human resource and
so on. It is the internalized code of conduct that is default to everyone working in the organization
(Kumari & Singh, 2018). Employee responses to such implicit paradigms affects their motivation,
desire to contribute their talents, abilities and time towards the benefit of the organization and their
career aspirations. Research from a variety of sources admit to the importance of facilitating an
accommodating and supportive environment for this purpose. There is a wealth of research that
points to a direct correlation between organizational culture and leadership. The chosen articles
for these articles majorly point to correlations between leadership, policies and employees as the
major facets of organizational culture.
Factors Affecting Organizational Culture
Employees Perceived Effectiveness of Performance Reviews
Organizational culture is important because it helps bring a sense of identity and
uniqueness to an organization, a sense of identity to the employees themselves, facilitates and
cultivates a sense of commitment to the organization. Awan et al.’s, (2020) suggested level of
commitment is, however, dependent on a balance between asserting authority and a directive
action, for the purpose of organization and leadership to cultivating commitment from a point of
self-interest. This is the secret to having a productive organizational culture (Awan et al., 2020).
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However, Awan et al. (2020) does not explicitly describe the circumstances that may warrant
asserting authority or proactive action from the front.
It is safe to say that a positive organizational culture requires a means of quantifying or
ranking employee effort and overall performance. A performance review is a formal assessment
of an employee’s work (Modipane et al., 2019). It seeks to identify various aspects of the
employee’s overall contribution to the organization- strengths & weaknesses, delivery metrics &
valuation data (performance scores, units sold- the direct fiscal contribution to the organization),
relationship data with customers and fellow employees among many others (Modipane et al.,
2019). Reviews and information on employee performance directly affect their status of
employment and career prospects within the organization. The research is an excellent description
of various approaches to performance reviews, which sets a precedence for evaluating the
effectiveness of evaluation methods as in the subsequent researches.
As such, research affirms it is imperative for an organization to implement fair, objective
and neutral performance review that reflects the direct contribution of the employee and minimize
bias or foul play. Employee perception of performance reviews has a direct correlation to these
performance metrics. In almost all organizational situations, these opinions vary within employee
populations. According to Worku, (2019)- 63% of a sample of 198 participants viewed their
employee performance review systems as fair, realistic and practical, 37% viewed these systems
in a negative light. It therefore suggests there is no utopian view of employee evaluations in
organizations.
Employees with a negative performance reviews and associate systems are twice as likely
to receive complaints, have conflict with fellow employees and not meet targets. However, an
employee system is only considered bad when more than half of the employees have a negative
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view of the organization (Awan et al., 2020). This suggests the direct responsibility of management
to implement a fair and objective performance review and a commitment by the employee to do
perform to the best of their capabilities. It is this balance that is responsible for a proactive
organizational culture- one driven by merit, skill and contribution to the organization.
If there is a significant proportion of employees that are dissatisfied with the performance
reviews, it may be due to regressive review practices, or the deliberate use of the reviews and
consequences of having unsatisfactory review metrics as personal tools for control. This may lead
to a general sense of dissatisfaction in the organization (Modipane et al., 2019). Employees in such
circumstances tend to only provide minimum acceptable performance to meet review metrics and
not live out their potential. This also places the organization at the risk of high turnover. However,
Modipane et al. (2019) did not implicitly state the factors that lead to ineffective performance
reviews, per se. Most of the research on performance reviews correlate their importance,
perception of employees and the role of leadership, not the internal elements of performance
reviews like frequency of warnings, targets, methods of quantifying value, conflicts and many
others.
If there is a significant proportion of employees that are dissatisfied with the performance
reviews, it may be due to regressive review practices, or the deliberate use of the reviews and
consequences of having unsatisfactory review metrics as personal tools for control. This may lead
to a general sense of dissatisfaction in the organization (Modipane et al., 2019). Employees in such
circumstances tend to only provide minimum acceptable performance to meet review metrics and
not live out their potential. This also places the organization at the risk of high turnover. However,
Modipane et al. (2019) did not implicitly state the factors that lead to ineffective performance
reviews, per se. Most of the research on performance reviews correlate their importance,
3
perception of employees and the role of leadership, not the internal elements of performance
reviews like frequency of warnings, targets, methods of quantifying value, conflicts and many
others.
Availability of Negative Culture
The effect of organizational culture on employee performance is generally positive in an
ideal, healthy organization culture. Gabriel (2015) suggests this is an environment where
employees get the notion of being valued and appreciated, which enhances their willingness to
work and perform. The opposite of this circumstance is a negative organizational culture. A
negative culture has the general effect of not valuing the quality of employee output, and of giving
employees very little incentive to strive for quality. Negative culture also tends to tolerate uncouth
and unprofessional behavior among employees and their management (Taylor et al., 2018). It also
has the effect of leaving employees miserable, resulting in reduced motivation and commitment to
their job. Although a bulk of the research generally agreed positive culture as a direct consequences
of valuing employees, they do not explicitly explain how employees experience this prerequisite
value.
Negative organizational culture was the leading cause of workplace turnover before the
COVID-19 pandemic, suggesting an underlying issue that will resurface after the pandemic. In a
survey carried out in 2018, more than half of the employees that quit their jobs within a year cited
‘toxic work environment’ as the primary reason they quit their jobs (Awan et al., 2020).
What really causes toxic work environments? A toxic environment arises when there is a
prevalence of poor professional and personal mannerism, personalities and practices that
negatively affect the well-being and ability to work for a significant proportion of the employee
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population. A meta-analysis of various research articles revealed several percussors to toxic work
environment. One of the precursors of a toxic work environment is poor communication. This
usually starts when managers do not talk openly and truthfully to staff (Ellinas et al., 2017). It also
arises when there is a value breakdown in workplace interaction, which usually stems from
employees feeling that they are not trusted, valued or they cannot share their thoughts with
management. In many ways, communication is a skill and crucial workplace tool that needs to be
cultivated, it establishes culture. There is a gap in a bulk of literature encountered on how an
organization can turn communication practices to more positive and proactive practices.
Negative workplace culture may also arise because of workplace politics. The precursor to
betrayal, bullying or any other form of unwarranted and unfair workplace practices is when a staff
member prioritizes their individual needs and career prospects above others (Shakoor, 2020). The
desire and scramble for positions in the organization can turn messy, ugly, albeit starting out as
toxic. Also, a bulk of the literature encountered, more so the well-written Shakoor (2020) only
describe how to establish good workplace politics, not how to make a turn around on negative
workplace politics. What is the role of leadership in workplace politics? How do they get
employees to want what’s best for the organization?
A toxic work environment may also develop when the organization prioritizes profits
above anything else. In such circumstances, the organization blurs the line between ethical and
unethical practices for the sake of profit (Shakoor, 2020). This can be manifested within both the
internal and external business environment. Internally, it may cause management to overwork and
underpay employees and in some cases, show very little concern for the wellbeing and health of
employees because of the presumed financial cost. Externally, it may manifest through poor
customer service, product & service quality, tax evasion among many others that may endanger
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the safety or even freedom of employees (Shakoor, 2020). Other causes of negative culture include
resistance to change, micromanagement on the part of employers and poor leadership style.
Availability of Positive Culture
As already stated, a positive and healthy organizational culture is one filled with respect
and support, while at the same time maintaining a strict expectation of quality work. The overriding
benefit of a positive culture is encouraging collaboration (Moon et al., 2012). As such, a positive
organizational culture is one in which management professes a sense of trust in the experience and
decision-making of the employees, allowing them to take on tasks with only sufficient amounts of
oversight and direction, which makes the team-members generally feel a connection between their
efforts, the greater good of the organization and their career prospects (Moon et al., 2012). The
article reveals the need for employers to make employees align themselves with the organization’s
interest, lending their time, energy, expertise and anything necessary for the fulfilment of tasks
and completing projects. However, the article fails to describe how employers can progressively
build their interest in the well-being of the organization.
As such, positive cultures generally have the effect of recognizing, appreciating and
enhancing an employee’s strength, while at the same time committing to complementing their
weaknesses. As already stated, one of the key components of achieving such a level of employee
dedication to an organization is motivation. As Wisetsri, (2020) suggests, motivation is essentially
a function of critical leadership roles, affirming an employee’s role, value and contribution to the
organization, offering support as part of correction when an employee faces challenges or appears
to be underworking and rewarding employees that meet or exceed expectation in terms of their
fiscal contribution to the organization. In a nutshell, the same factors that may cause a positive or
negative organizational culture are, more or less connected (Wisetsri, 2020).
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Affirming an employee’s role, value and contribution to an organization is dependent on
the communication patterns within the organization. A positive organization culture is therefore,
established and pivoted on positive and proactive communication between employees as well as
members of staff and management. This means employees are only as good as how they are
supported by the upper echelon, those in charge. A manager gives employees feedback on their
immediate performance, conduct or all aspects of their workplace experience. Poor communication
or mainly negative feedback plants the seeds for a negative workplace culture. A manager must
also be willing to listen and take into consideration the input of employees.
The organization must also be guided by distinct value systems that describe its ethos as
well as codes of conduct that describe professional expectations within the workplace environment
(Sueldo, 2016). Distinct value systems may be enshrined in mission and vision statements to
reinforce their importance in the organization. However, it is imperative that the organization
applies and portrays these values, first fro managers and upper echelon management and then to
lower echelon employees (Sueldo, 2016). Although most researches encountered in pursuit of
research knowledge on positive culture describe the facets of organizational culture from a generic
point of view, they do not implicitly describe the contribution and role of personality type, cultural
backgrounds and other individual aspects that have a huge bearing on organizational culture. This
is one of the primary intents of this research- exploring other research articles on how organizations
can maneuver through individual characteristics in creating an effective organizational culture and
encourage employee performance.
Employee Perceived Performance
Perceived job performance entails the internalized perspectives and opinions of employees
that directly affect and predicts their pro-environmental behaviors. It is essentially the extent to
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which employees feel compelled and responsible for meeting the organizational expectations via
pro-environmental behavior (Peng et al., 2020). Members of staff need to experience a sense of
commitment and a desire to take part in pro-environmental behavior. This means they should be
willing to actively and proactively engage in the organizational activities, taking part in problem
solving, teamwork and creative activities.
Research suggests that employees who generally feel free to work on behalf of and for the
benefit of the organization generally require low levels of supervision, enjoy high rates of
teamwork and apply great on-the-spot problem solving abilities (Peng et al., 2020). Moreover,
employees that are mentored and coached during their experience with the organization in question
have a higher probability of positive perceived performance. Employees that have received some
form of mentorship and coaching support are better placed to handle emerging issues within the
organization because they have a better understanding of how the organization works and exhibit
more accurate responses to emerging challenges. It is therefore not surprising that problem,
solving, support and teamwork, work best in a decentralized workplace hierarchy, as shown in the
figure (Tang et al., 2017). It is almost entirely responsible for the creation of an environment that
encourages creativity and openness (Tang et al., 2017).
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Figure: Correlation Between Creativity, Organizational Culture and Support (Tang et al.,
2017)
Factors Leading to the Development of a Positive Organizational Culture
A supporting organizational culture is one of the secrets to firm success. It is one where
employees feel valued and part of the organization which makes them willing to give their best to
the organization (Schein, 2005). Since this is the standard of organizational performance, it is
imperative for organizations to develop a proven research-based framework on the methodologies
of creating a positive organizational culture.
It is, therefore, important to appreciate that organizational culture is almost entirely a
function of how well a leader or manger interacts with subordinates. A positive culture starts from
the head, trickling down to the other aspects of the organization, similar to running a government
or polity (Schein, 2005). A leader and manager should first develop an environment where they
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portray a genuine interest in the employee’s productivity, performance and overall well-being. It
is fundamental that the leader develops an appropriate professional and personal relationship with
as many members of staff as possible.
This is achieved via a deliberate action by the leader and the organization to harmonize
interests of both employees, managers and the organization. This can be achieved through frequent
structured and informal interaction functions within the organization (Loughead & Massengale,
2013). Team building functions, end-of year parties, celebrating birthdays and celebrating wins in
the workplace are excellent avenues through which leaders and mangers can reinforce the
supportive culture needed, making employees feel valued and help loosen the communication
channels that may be tight because of hierarchy or formality (Loughead & Massengale, 2013). The
manager may also use formal meetings and regular formal interactions to demonstrate their support
to members of staff.
Although informal interactions within an organization help accentuate the quality of
communication and openness to support, it is also imperative that leaders and managers maintain
a certain level of positive control over the organization and its actions. This may be through a strict
code of conduct and standard of practice, which strikes an important balance between maintaining
fairness, professional expectations and protecting members of staff from bias, foul play or any
other covert action fueled by malice. It should have a clear reporting system and actions taken
thereafter to enhance this feeling of protection, appreciation and maintenance of a proactive work
environment. As already stated, the major research gap deciphered from this research is
harmonizing individual aspects such as cultural competency, personality, temperament and the
like with organizational culture in a manner that maximizes their output.
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References
Awan, S. H., Habib, N., Shoaib Akhtar, C., & Naveed, S. (2020). Effectiveness of Performance
Management System for Employee Performance Through Engagement. SAGE Open,
10(4), 215824402096938. https://doi.org/10.1177/2158244020969383
Ellinas, C., Allan, N., & Johansson, A. (2017). Dynamics of organizational culture: Individual
beliefs vs. social conformity. PLOS ONE, 12(6), e0180193.
https://doi.org/10.1371/journal.pone.0180193
Gabriel, K. K. (2015). Organizational Development, Organizational Culture and Organizational
Change. SSRN Electronic Journal. https://doi.org/10.2139/ssrn.2686104
Kumari, N., & Singh, D. (2018). Impact of Organizational Culture on Employee Performance.
Prabandhan: Indian Journal of Management, 11(6), 53.
https://doi.org/10.17010/pijom/2018/v11i6/128442
Loughead, M., & Massengale, R. (2013). Creating a Performance Culture. Organizational
Cultures: An International Journal, 12(3), 63–72. https://doi.org/10.18848/23278013/cgp/v12i03/50916
Modipane, P. I., Botha, P. A., & Blom, T. (2019). Employees’ perceived effectiveness of the
performance management system at a North-West provincial government department. SA
Journal of Human Resource Management, 17(1), 1-12.
https://doi.org/10.4102/sajhrm.v17i0.1081
Moon, H., Quigley, N. R., & Marr, J. C. (2012). How interpersonal motives explain the influence
of organizational culture on organizational productivity, creativity, and adaptation.
Organizational Psychology Review, 2(2), 109–128.
https://doi.org/10.1177/2041386611433085
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Peng, X., Lee, S., & Lu, Z. (2020). Employees’ perceived job performance, organizational
identification, and pro-environmental behaviors in the hotel industry. International
Journal of Hospitality Management, 90, 102632.
https://doi.org/10.1016/j.ijhm.2020.102632
Schein, E. H. (2005). The Role of the Founder in Creating Organizational Culture.
Organizational Dynamics, 12(1), 13–28. https://doi.org/10.1016/0090-2616(83)90023-2
Shakoor, R. (2020). Workplace Conflicts and its Effect on Employee Productivity: A Mediating
Role of Workplace Politics. International Journal of Psychosocial Rehabilitation, 24(3),
2774–2783. https://doi.org/10.37200/ijpr/v24i3/pr2020313
Sueldo, M. (2016). The impact of integrated organizational communication on organizational
sustainability. Management of Organizations: Systematic Research, 75(2016), 121–140.
https://doi.org/10.7220/mosr.2335.8750.2016.75.9
Tang, G., Yu, B., Cooke, F. L., & Chen, Y. (2017). High-performance work system and
employee creativity. Personnel Review, 46(7), 1318–1334. https://doi.org/10.1108/pr-092016-0235
Taylor, W. C., Suminski, R. R., Das, B. M., Paxton, R. J., & Craig, D. W. (2018). Organizational
Culture and Implications for Workplace Interventions to Reduce Sitting Time Among
Office-Based Workers: A Systematic Review. Frontiers in Public Health, 6:263.
https://doi.org/10.3389/fpubh.2018.00263
Wisetsri, W. (2020). The Influence of Leadership, Work Motivation and Organizational Culture
on Job Performance. International Journal of Psychosocial Rehabilitation, 24(5), 7336–
7350. https://doi.org/10.37200/ijpr/v24i5/pr2020768
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Worku, Z. (2019). A Study Of Employee Perceptions About Performance Appraisal At Transnet
Engineering, South Africa. Journal of Applied Business Research (JABR), 35(5), 145–
156. https://doi.org/10.19030/jabr.v35i5.10307
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To find a Questionnaire for a research project paper (Impact of Organizational Culture on
Employee Performance).
Questionnaire
Strongly Agree
1
2
3
This range will be used for all questions.
4
Strongly Disagree
5
6
Arrangement of the questionnaire based on the final literature review
(Approved questionnaires from previous research papers (Cited) used in the literature review or
from different ones talking about the same topic)
Full questionnaire used in those published papers for each factor. For example, my project
contains five factors
1.
2.
3.
4.
5.
Employees Perceived Effectiveness of Performance Reviews
Availability of Negative Culture
Availability of Positive Culture
Employee Perceived Performance
Factors Leading to the Development of a Positive Organizational Culture
For example, we need to look for a published paper with its questionnaire survey measuring
Employees Perceived Effectiveness of Performance Reviews. The full survey questionnaire will be
taken AS IS without changing any word and used in our survey.
This method will be applied for the rest of the factors mentioned in our project.
To be considered, if one paper found with 30 questions in their questionnaire and another one
talking about the same topic found with 15 questions, we will choose the 15 questions.
For all factors, we’re aiming to reach around 50 to 70 questions.
Demography questions at the beginning for the questionnaire survey.
Page of reference at the end for documentation.
Questionnaire
Demographic Data
Thank you for participating in this anonymous study on how people perceive their organizational
culture and its effect. As you can notice, we ask you not to make any marks that point to your
identity or the identity of the company you work for. Your responses will be kept anonymous and
confidential and will only be used by the researchers for statistical purposes.
Thank you for your cooperation, and please answer ALL the questions as the range from 1 to 6
where 1 is Strongly agree and 6 is Strongly disagree.
Part I – Personal and Demographic Data
1 – Gender
□ Male
□Female
2 – Age (years)
□21 – 30
□31 – 40
□41 – 50
□51 – 60 □More than 60
3 – Educational level attained
□ Baccalaureat (High School or equivalent)
□ Bachelors’ University Degree (BA/BS)
□ Professional Certifications (PMP/CFA/CMA/ etc…)
□ Masters University Degree (MA/MS/MBA)
□ Doctoral Degree (PhD/DBA/DLaw/DEd/etc…)
4 – Educational specialization
□ Business Studies
□ Social Studies
□ Computer/Communications □ Arts/Literature
□ Engineering Studies
□ Other, specify …………
5 – Job Category / Rank
□
□
□
□
□
Employee
Support Employee
Supervisor
Management
Self-employed
6 – Number of years of work experience in this company
□ 0 – 5 years □ 6 – 10 years
□ 11 – 15 years
□ More than 15 years
7 – Number of years of total work experience
□ 0 – 5 years □ 6 – 10 years
□ 11 – 15 years
□ More than 15 years
8 – Economic sector you work in:
1. Oil & Gas
3. Education/ Training/ Research
5. Finance/ Insurance/ Banking
7. Health/ Social work
9. Retail/ Services/ Hospitality
2.
4.
6.
8.
10.
1
Construction/ Manufacturing
Public Administration/ Government
Transport/ Post/ Communication
Agriculture/ Fishing
Others
Employees Perceived Effectiveness of Performance Reviews
Statements
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
1
2
3
4
5
6
2
3
4
5
6
I feel that performance appraisal system is effective
I have a greater understanding of the results expected of me
because of the performance appraisal system
I usually receive feedback from my supervisor on the past
performance.
I feel that results of performance appraisal usually motivate me.
I feel that performance appraisal has improved my relationship
with the supervisor.
I feel the importance of time spent on performance appraisal.
My job performance has improved as a result of performance
appraisal.
I feel employees are only promoted according to the results of
performance appraisal.
I feel that performance objectives are well defined by the
supervisor during the first meeting
I feel that performance appraisal is consistent with the objectives
of the organization strategy.
Performance appraisal gives me an opportunity to set relevant
goals beneficial to myself and the organization.
I feel that all information pertaining to performance appraisal is
treated with utmost confidentiality.
I that performance appraisal make me to understand my job
roles.
I feel that Performance appraisal system is conducted fairly.
I understand why performance appraisal is conducted in this
organization
I can identify areas of personal development because of
performance appraisal system.
I have developed individually as a result of performance
appraisal system in this organization.
Availability of Negative Culture
Statements
1
2
1
2
3
4
5
6
7
8
9
10
11
12
In my workplace senior management acts quickly to correct
problems/issues that affect employees’ psychological health
Senior management acts decisively when concern of an
employees’ psychological status is raised
Senior management show support for stress prevention through
involvement and commitment
Psychological wellbeing of staff is a priority for this
organization
Senior management clearly considers the psychological health
of employees to be of great importance
Senior management considers employee psychological health
to be as important as productivity
There is good communication here about psychological safety
issues which affect me.
Information about workplace psychological well-being is
always brought to my attention by my manager/supervisor.
My contributions to resolving occupational health and safety
concerns in the organization are listened to.
Participation and consultation in psychological health and
safety occurs with employees’, unions and health and safety
representatives in my workplace
Employees are encouraged to become involved in
psychological safety and health matters.
In my organization, the prevention of stress involves all levels
of the organization.
Availability of Positive Culture
Statements
1
2
3
4
5
6
7
8
9
10
11
1
My supervisor encourages me to make decisions on my own.
My workload is reasonable here.
When management says they will do something, I know they
will.
Our reporting structure helps achieve the organization’s goals.
Management thoughtfully considers adopting employee
suggestions.
My work is well coordinated with other people’s work here.
There is openness to improving work methods at this
organization.
Decision making in this organization is timely.
My supervisor gives me a chance to make my own decisions.
I can get the work done within the work hours I am allowed to
work.
Compared with similar organizations, this one sets the pace.
3
2
3
4
5
6
12
13
14
15
The reporting structure helps implement the organization’s
strategies.
This organization is responsive to change in its business
environment.
Management follows up on suggestions for improvement.
Decision making in this organization is innovative.
Employee Perceived Performance
Statements
1
2
3
4
5
6
7
8
9
10
11
12
13
1
2
3
4
5
6
4
5
6
When changes are made in this organization, the employees
win.
Employees trust management in this organization.
Decisions are based on adequate information.
I trust management to treat me with consideration.
People are free to take independent actions when needed to do
their jobs.
Deadlines for work completion are realistic.
All things considered; I have confidence in the leaders of my
organization.
Looking into the future, the leaders will do the right.
I trust the leaders of my organization.
My organization is competently led.
I get helpful suggestions on how I can improve my
performance.
This organization’s customers love to do business with us.
This organization has a good performance appraisal system.
Factors Leading to the Development of a Positive Organizational Culture
Statements
1
2
3
4
5
1
My organization is flexible in operating its procedures and
policies.
In my organization, employees are given the freedom to work
independently.
My organization encourages innovative approaches towards
business operations and initiatives.
My organization believes success depends on a clear system of
rules being in place and respected.
In my organization, employees treat each other based on
fairness and respect.
4
2
3
6
7
8
9
10
There is high priority placed on the enforcement of the rules,
obligations and values at my organization.
In my organization, employees are given clear instructions and
support in performing tasks and duties.
Senior managers at my organization follow and enforce high
ethical standards and practices.
Most staff members adhere strictly to organizational code of
ethics.
Management and staff members do not accept gratification of
any kind from satisfied customers.
References
Dollard, M. F., Dormann, C., Tuckey, M. R., & Escartín, J. (2017). Psychosocial safety
climate (PSC) and enacted PSC for workplace bullying and psychological health problem
reduction. European Journal of Work and Organizational Psychology, 26(6), 844–857.
https://doi.org/10.1080/1359432x.2017.1380626
Marais, L. (1998). The Relationship between Organizational Culture and the Practice the
Relationship between Organizational Culture and the Practice of Program Evaluation in
Human Service Organizations of Program Evaluation in Human Service Organizations.
https://scholarworks.wmich.edu/cgi/viewcontent.cgi?referer=&httpsredir=1&article=257
7&context=dissertations
Namano, V. O. (2016). Employee Perception of The Effectiveness of Performance Appraisal
System in The Humanitarian Non-Governmental Organizations in Nairobi South.
Http://Erepository.uonbi.ac.ke/.
http://erepository.uonbi.ac.ke/bitstream/handle/11295/99954/VERONICA%20NAMAN
O%20FINAL%20PROJECT.pdf?sequence=1
Obijiaku, O. (2019). The Impact of Organizational Culture on Organizational Performance
in Nigerian Banks. National College of Ireland.
http://norma.ncirl.ie/4024/1/obiagelilorettaobijiaku.pdf
Peng, X., Lee, S., & Lu, Z. (2020). Employees’ perceived job performance, organizational
identification, and pro-environmental behaviors in the hotel industry. International
Journal of Hospitality Management, 90, 102632.
https://doi.org/10.1016/j.ijhm.2020.102632
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