The Influence of Organizational Culture on Employees' Performance of Plan International (INGO) in Delivering Services in South Sudan

Abstract

For several years, non-governmental organizations (NGOs) have aimed to create corporate cultures that align with their core values and beliefs to guide their operations. This study focused on the impact of organizational culture on employee performance at Plan International South Sudan, an international NGO. The study utilized Hofstede's (1980) 6-D model to identify the effects of organizational culture on employee performance, as few studies have used a simplified cultural model to assess the impact of organizational culture on performance in a multinational NGO with diverse cultures in a developing African economy. The study examined the influence of organizational structure, risk-taking, teamwork, competitiveness, strategic goal orientation, and spending culture on employee performance, using an online structured Likert scale questionnaire to survey 153 mid-level to senior staff. Employing a quantitative approach, the study used multiple regression analysis to test six hypotheses drawn from the literature review. The analysis indicated that organizational structure, risk-taking, competitiveness, and spending culture did not significantly affect employee performance. However, teamwork and strategic goal orientation had a significant impact on employee performance. The study also found that teamwork can thrive among employees in a high-power distance multinational organization setting, contrary to the Hofstede (1980) Power Distance Index dimension's principles. Additionally, strategic goal orientation was linked to employees' intrinsic need for job security, which is crucial to their performance. The study provided practical recommendations, outlining the steps organizations can take to improve these aspects of their culture and the costs and implications of implementing them.

Keywords: Influence, organisation, Culture, Employee Performance, South Sudan