Corporate Culture and Perceived Organization Performance in Nepalese Commercial Banks
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Department of Management
Abstract
The purpose of this study has to investigate the Corporate Culture and Perceived
Organization Performance in Nepalese Commercial Banks The sample for study
comprised 120 respondents from five commercial banks. The data were obtained
through five point Likert Scale questionnaire. The data thus obtained were analyzed
using maximum, minimum, mean, standard deviation, Cronbach’s Alpha, correlation,
regression, t-test and analysis of variance test. Under the descriptive statistics, mean,
maximum, minimum and standard deviation were used to describe the situation of
involvement, communication, teamwork and training culture and organization
performance, employee's satisfaction and commitment. Under the correlation analysis,
Pearson correlation coefficient and regression analysis were used. Pearson’s ‘r’ was
calculated to test the first hypothesis. Regression analysis was used to examine the
degree of relationship between corporate culture and perceived organization
performance related variables. That is, to see the reliability of data, Cronbach’s Alpha
was calculated. There is that the positive significant relationship between organization
performances, Employee satisfaction & Employee Commitment and corporate culture
related variables i.e. are Involvement, Communication, teamwork and training because
p value is lower than 0.05. There is significant positive relationship between
organization performance and involvement culture as well as training. However, there
is insignificant negative relationship between organization performance and
communication as well as teamwork culture. Similar finding has found in case of
employees satisfaction and employees commitment. It shows that organization culture
related factors are important for improve the performance of Nepalese commercial
banks among other variables ,The study conclude that commercial banks had
involvement and training culture that determined how things were done, employees
were like-minded and held similar beliefs and values regarding involvement and
training related factors