The Relationship Between Organizational Culture and Academic Staff Performance in Universities in Zimbabwe

Abstract

Organizational culture has been overlooked as a necessary ingredient to employee performance. Studies on organizational performance have focused on different contexts, such as the mining, retail, and hospitality industries. The study is guided by the following objective of the investigation, which will seek to establish the relationship between academic staff performance and four dimensions of Hofstede's theory: power distance, masculinity, uncertainty avoidance, and individualism. The hypotheses were developed around the four dimensions. Various scholars have tested and proved these four dimensions to represent organizational culture. What other scholars have failed to do is to test these dimensions in the academic context. The investigation used quantitative methodologies. Three hundred eighty-five questionnaires were distributed through Google Forms. The study found a negative relationship between organizational culture indicators and academic staff performance. The study emphasizes that organizations should encourage collective culture.