UNVEILING AND ADDRESSING FACTORS INFLUENCING THE  ORGANIZATIONAL CULTURE IN CAMEROONIAN COMPANIES

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

 The ever-evolving landscape surrounding organizations leads to dynamic transformations in the factors influencing their organizational culture. Initially, it was believed that managers were solely responsible for developing organizational culture. Later, this perspective expanded to acknowledge broader cultural influences, such as national culture, which helped explain the diversity in management practices across different countries. Further evolution in understanding occurred with the rise of industrialization, suggesting universal practices in work management driven by the global dissemination of knowledge and technology. This shift emphasized a standardized logic of industrial conduct, shared principles, and organizational frameworks. 

Presently, the focus has shifted towards human resource management actions that reinforce desired employee attitudes and behaviors, seen as crucial for building and sustaining organizational culture. The contemporary trend towards knowledge-intensive industries highlights the importance of managing the relational aspects of organizational members, where culture, attitudes, values, and employee commitment are paramount for success (Ahsanullah et al., 2020). However, organizational culture is increasingly recognized as a strategic asset, setting companies apart from competitors in an economy where products and services are often interchangeable.  Similarly, according to Ada & Croos (2021),  the culture fosters creative and innovative behavior, risk-taking, long-term orientation, result-driven focus, adaptability, collaboration, independence, tolerance of ambiguity, and a preference for assuming responsibility. Thus, in order to guarantee that the organization meets its goals, employees need to adopt a well defined organizational culture. These factors demonstrate the impact of different circumstances on the formation and maintenance of organizational culture. Organizational culture is shaped by various factors, which are categorized based on the organization's environmental context. These factors include: the general environment, which establishes the temporal and spatial conditions within which the organization operates (Marie, et al., 2023). This also includes economic and political systems, technological advancements, legal frameworks, as well as cultural norms and values. The target environment, comprising the organization itself and the entities it interacts with. Nevertheless, it's important to note that the general environment can be understood as consisting of the task environment, which involves competitive relations, and the social environment, including broader economic and political factors. Therefore, a survey will be conducted in order to unveil and address  factors influencing organizational culture in Cameroonian companies.

1.2 Statement of the Problem

The factors influencing organizational culture includes both internal and external elements. Internally, organizational culture is shaped by the founders, managers, and employees who interact within the formal structure, thereby being influenced by management style and leadership. According to Etalong (2020), external factors influencing organizational culture include shifts in the market, political landscape, technological advancements, social dynamics, globalization trends, mobility patterns, changing consumer behaviors, and societal lifestyles. Similarly, external factors related to organizational growth entail market positioning, demand trends, expansion into new markets, competition dynamics, customer expectations, access to capital, and the availability of skilled personnel (Sürücü & Maslakçi, 2020). Additionally, managers must possess an understanding of the factors of organizational culture to deliberately shape it. This awareness empowers them to influence organizational culture through factors within their control as well as those beyond their immediate influence. Furthermore, a comprehensive understanding of these factors allows for the alignment of organizational culture with the needs of the organization. However, it remains essential to investigate the strength of the connections between these factors and their impact on organizational culture.Thus, it is in the light of these that the study seeks to unveil and address  factors influencing organizational culture in Cameroonian companies.

1.3 Objectives of the Study

The main purpose of this study is to unveil and address factors influencing organizational culture in Cameroonian companies.  Specifically, the study will;

Find out whether organizational culture have a significant influence on the performance of Cameroonian companies.

Find out the factors affecting the organizational culture in Cameroonian companies

Find out  the impact of organizational culture on employee performance in Cameroonian companies.

1.4 Research Questions

The following questions have been prepared for the study:

Does organizational culture have a significant influence on the performance of Cameroonian companies?

What are the factors affecting the organizational culture in Cameroonian companies?

What is the impact of organizational culture on employee performance in Cameroonian companies?

1.5 Research Hypotheses

Ho: There is no significant impact of organizational culture on employee performance in Cameroonian companies.

Ha: There is a significant impact of organizational culture on employee performance in Cameroonian companies.

1.6 Significance of the Study

The results of this study will assist Cameroonian companies in maintaining ethical standards and meeting their social responsibilities, thereby promoting sustainable business practices and generating positive societal outcomes. Additionally, policymakers and HR professionals in Cameroon stand to gain valuable insights from this research, understanding the significance of cultivating a positive organizational culture. This understanding may lead to the development of initiatives and policies aimed at cultivating a supportive work environment that enhances employee well-being and productivity. Additionally, subsequent researchers will use it as a literature review. This means that other students who may decide to conduct studies in this area will have the opportunity to use this study as available literature that can be subjected to critical review. Invariably, the result of the study contributes immensely to the body of academic knowledge with regard to unveiling and addressing  factors influencing organizational culture in Cameroonian companies.

1.6 Scope of the study

The scope of this study is to unveil and address  factors influencing organizational culture in Cameroonian companies. Empirically, this study will find out  the impact of organizational culture on employee performance in Cameroonian companies, find out whether organizational culture have a significant influence on the performance of Cameroonian companies and the factors affecting the organizational culture in Cameroonian companies

Geographically, the study will be delimited to employees in Cameroon.

1.7 Limitation of the study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. In addition, there was the element of researcher bias. Here, the researcher possessed some biases that may have been reflected in the way the data was collected, the type of people interviewed or sampled, and how the data gathered was interpreted thereafter. The potential for all this to influence the findings and conclusions could not be downplayed. 

More so, the findings of this study are limited to the sample population in the study area, hence they may not be suitable for use in comparison to other schools, local governments, states, and other countries in the world.

1.8 Definition of Terms

Organizational culture: the shared values, beliefs, norms, and practices that characterize an organization and guide the behavior of its members.

Employee performance: refers to the level of productivity, efficiency, and effectiveness with which an employee performs their job responsibilities and meets the expectations set by their employer.