Examining the Impact of Organisational Values on Corporate Performance in Selected Ghanaian

• Autorzy: Daniel F. Ofori , Evans Sokro
• Języki publikacji: EN

Abstrakty

EN

One of the hallmarks of leading-edge organisations is the strict adherence to their core values. Organisational values are seen as the constant passionate beliefs that drive the behaviour of its people. All organisations have values, whether formally articulated or not. The companies that are classified as high performers are assumed to have a strong value-driven culture and their core values guide the decisions and actions of organisational members. In light of the above, this study sought to identify the values espoused by selected Ghanaian organisations, how the values are lived out, and the factors that hinder firms in the process of living out their core values. This study uses a hybrid of quantitative and qualitative research methodologies. It used a cross-sectional survey technique as well as critical instance case study approach. Ghanaian firms espoused values such as focus on quality, the customer first ethos, team work, being innovative, flexibility, and trust. In living their core values, firms often integrated these into their company's vision and mission statement, communicated them to organisational members, and ensured that behaviours of members are value congruent. However, the study also found that employee attitudes, organisational communication gap, lack of motivation, and favouritism on the part of management are some of the factors that hinder firms as they desire to live out their core values. Only seven organisations were selected from four sectors of the Ghanaian economy based on their willingness to take part in the study. Future research should expand the sample size to test and validate the findings of this study and also investigate the role of managerial values in the formulation of organisational values. Also, a study of this kind could consider only senior managers and middle level managers as respondents to avoid the confusion of some junior staff who struggle with the meaning of a number of the concepts addressed. The value of this research is that this topic, that is, identification and degree of practice of core values in Ghanaian firms, is the first of its kind, and will be of interest to managers, organisational members and stakeholders. (original abstract)

Słowa kluczowe

EN

Business ethics; Value and ethical norms; Performance evaluation of enterprises

PL

Etyka biznesu; Wartości i normy etyczne; Ocena działalności przedsiębiorstwa

• Czasopismo: Global Management Journal
• Rocznik: 2010
• Tom: 2
• Numer: nr 1
• Strony: 50--63

Twórcy

autor

Daniel F. Ofori

• University of Ghana Business School, Ghana

autor

Evans Sokro

• University of Ghana Business School, Ghana

Bibliografia

• Aldag, R.J. and L. W. Kuzuhara, Organisational Behaviour and Management,Florence, KY: South-Western College, 2002.
• Adeyoyin, O. S., "Managing the Library's Corporate Culture for Organisational Efficiency, Productivity and Enhanced Service," Library Philosophy and Practice, Vol. 8, No. 2, 2006, pp. 1-10.
• Badu, E. E., "The African Corporate Culture: An Obstacle to Strategic Planning in Ghanaian University Libraries," Library Management, Vol. 22 No.4/5, 2001, pp.212-220.
• Begley, T. M., "Articulating Corporate Values through Human Resource Policies," Business Horizons, Vol. 43, Issue 4, 2000, pp. 8-12.
• Creswell, J. W., Qualitative Inquiry and Research Design, Choosing among Five Traditions, Thousand Oaks, CA: SAGE, 1998.
• Daily Graphic, Thursday, 31 May 2007, "The Award Winners for the 6th Ghana Banking Awards 2006," p. 34.
• Debrah, L. N. and J. C. Quick, Organisational Behaviour: Foundations, Realities and Challenges, 5th Ed., Florence, KY: South-Western Thomson, 2006.
• Deshpande, R. and F. Webster, "Organisational Culture and Marketing: Defining the Research Agenda," Journal of Marketing, Vol. 53, 1989, pp 3-15.
• Dolan, S. and S. Garcia, "Managing of Values: Cultural Redesign for Strategic Organisational Change at the Dawn of the Twenty-first Century," Journal of Management Development, Vol. 21, No. 2, 2002, pp.101-117.
• Dose, J. J., "Work Values: An Integrative Framework and Illustrative Application to Organisational Socialisation," Journal of Occupational and Organisational Psychology, Vol. 70, 1997, pp 219-241.
• Flyvbjerg, B., "Five Misunderstandings about Case Study Research," Qualitative Inquiry, Vol. 12, No. 2, 2006, pp. 219-245.
• Goodman, E., R. Zammuto, and B. Gifford, "The Competing Values Framework: Understanding the Impact of Organisational Values on the Quality of Working Life," Organisational Development Journal, Vol. 19, No. 3, 2003, pp. 58-68.
• Hofstede, G., B. Neuijen, D. D. Ohayv, and G. Sanders, "Measuring Organisational Cultures: A Qualitative and Quantitative Study across Twenty Cases," Administrative Science Quarterly, Vol. 35, 1990, pp. 286-316.
• Hyde, P. and B. Williamson, "The Importance of Organisational Values: Choosing and Implementing Organisational Values," Focus on Change Management, Issue 68, 2000, pp. 10-14.
• Internal Revenue Service, Internal Revenue Service- A Hand Book, Accra, Ghana: Internal Revenue Service, 2004.
• Kaliprasad, M., "The Human Factor II: Creating a High Performance Standard in an Organisation," Cost Engineering, 48(6), 2006, pp. 27-34.
• McAllister, D. J. and G. A. Bigley, "Work Context and Definition of Self: How Organisational Care Influences Organisational-based Self-esteem," Academy of Management Journal, No. 45, 2002, pp. 894-905.
• McShane, S. L. and V. Glinow, Organisational Behaviour: Emerging Realities for the Workplace Revolution, New York: McGraw-Hill Companies, Inc., 2003.
• Mullins, L. J., Management and Organisational Behaviour, London: Pitman, 1999.
• Murphy, M. and D. K. MacKenzie, "Ambiguity, Ambivalence and Indifference in Organisational Values," Human Resource Management Journal, Vol. 12, No. 1, 2002, pp.17-32.
• Nourburn, D., S. Birley, and M. Dunn, "A Four Nation Study of the Relationship between Marketing Effectiveness, Corporate Culture, Corporate Values and Market Orientation," Journal of International Business Studies, Third Quarter, 1990, pp. 451-468.
• O'Reilly, C. A., "Corporations, Culture, and Commitment," Californian Management Review, Vol. 31, 1989, pp. 9-23.
• O'Reilly, C. A., J. Chatman, and D. F. Caldwell, "People and Organisational Culture: A Profile Comparison Approach to Assessing Person-Organisation Fit," Academy of Management Journal, Vol. 34, 1991, pp. 487-516.
• Peters, T. and R. Waterman, In Search of Excellence, New York: Harper and Row, 1982.
• Posner, B. and W. Schmidt, "Values and the American Manager: An Update Updated," California Management Review, 34(3), 1992, pp. 80-94.
• Puplampu, B. B., "Capacity Building, Asset Development, and Corporate Values: A Study of Three International Firms in Ghana," in Frederick Bird and Stewart Herman, eds., International Business and the Challenge of Poverty in the Developing World, East Bone: Palgrave Macmillan, 2004.
• Reid, C., D. Marshall, and B. Fynes, "The Impact of Organizational Values on Buyer-Supplier Relationships," paper presented at the 15th IPSERA Conference, San Diego, USA, which incorporated the 4th Worldwide Research Symposium on Purchasing & Supply Chain Management, the 17th Annual NARTS and 15th Annual IPSERA conferences, 6-8 April 2006.
• Schein, E. H., "Organisational Culture," American Psychologist, Vol. 45, 1990, pp. 109-119.
• Yin, R. K., "Case Study Research. Design and Methods," Applied Social Research Method Series, Vol. 5, 2002.