Swanepoel, Sybel (2010) The relationship between organisational culture and financial performance : an exploratory study in a selected financial institution in South Africa. Masters thesis, Rhodes University.
This research investigates the relationship between organisational culture and financial performance in a selected financial services institution in South Africa. The banking sector as part of the financial services industry contributes to economic growth in the economy. The banking sector in South Africa is highly concentrated, but also highly competitive. It is important for banks to retain their competitiveness and increased global competition places further pressure on banks to perform financially in order to satisfy the demands of shareholders. The literature reviewed and previous studies both suggest that organisational culture is an important variable that influences organisational performance. For purposes of this research, organisational performance will be measured in terms of financial performance. The concepts of organisational culture and financial performance are discussed and a questionnaire based on Hall’s (1988) theory of organisational competence is used to determine the strength of the levels of the dimensions of competence as indicators of organisational culture within the selected financial institution. The financial performance of the branches within the organisation is determined by calculating certain selected financial performance ratios, namely cost-to-income ratio, cumulative leverage and contribution per employee. A correlation analysis is conducted in order to establish whether there is a statistically significant relationship between organisational culture and financial performance. A conclusion is drawn that there is a statistically significant relationship between the organisational culture and the financial performance of the branches of the selected institution and recommendations are made as to how financial performance can be improved by strengthening the dimensions of competence as indicators of organisational culture. These recommendations include specific actions that can be taken by leaders to improve commitment, collaboration and creativity.
|Item Type:||Thesis (Masters)|
|Uncontrolled Keywords:||Organizational culture, South Africa, Banks|
|Subjects:||H Social Sciences > HF Commerce|
H Social Sciences > HG Finance
|Divisions:||Research Institutes and Units > Rhodes Business School|
|Deposited By:||Mrs Carol Perold|
|Deposited On:||16 Apr 2012 10:28|
|Last Modified:||16 Apr 2012 10:28|
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