Effect of Organizational Culture On Employee Productivity and Mental Health in Selected Non-Profit Organizations in Nigeria (Published)
Issues related to lowered employee productivity and deteriorating mental health outcomes have increased in the non-profit sector of Nigeria, yet little is understood of the role of organizational culture affecting these events. This paper reviews how organizational culture influences productivity and mental health of workers in some non-profit organizations (NPOs) within Nigeria. The research in particular considers the impacts of four cultural dimensions clan culture, adhocracy culture, market culture and hierarchy culture on the mental health of workers (measured by psychological well-being, burnout levels, and work-related stress) and their productivity (measured by task efficiency, work engagement, and output quality). The study will use the cross-sectional survey research design to collect primary data on 350 non-profit organizations to represent the six geopolitical zones in Nigeria. A multi-stage sampling procedure was done by purposive selection and stratified random sampling. Validated structured questionnaires that were modified from well-known tools, such as the WHO-5 Well-Being Index, the Utrecht Work Engagement Scale (UWES), and the Organizational Culture Assessment Instrument (OCAI), were used to gather data. Using SPSS version 28, descriptive statistics, multiple regression analysis, and Pearson correlation were used in the data analysis. Based on the empirical data, the favorable effect of the clan culture on employee productivity (β = 0.412, p < 0.001) and mental health (0.378, p < 0.001) is both statistically significant. This implies that family-like, supportive cultures enhance production and psychological welfare. Adhocracy culture has a significant and positive influence on productivity (β = 0.298, p = 0.002) and no significant effect on mental health (p = 0.187), meaning that cultures that promote innovation make organizations gain efficiency at a potential psychological cost. The productivity had no statistically significant relationship with the market culture (p = 0.342), but mentally, competitive and results-driven cultures had a negative and significant impact ( -0.324, p = 0.001). Hierarchy culture has a significant negative effect on both productivity (= -0.215, p = 0.018) and mental health (= -0.289, p = 0.004) indicating that rigid bureaucratic structures negatively impact both productivity and psychological well-being. The effects of the control variables of organizational size, source of financing, and years of operation are different. The study has concluded that the organizational culture has a significant impact on the employee performance in the Nigerian NPOs and the organizational culture based on the clan and adhocracy cultures have a superior result compared to the market and the hierarchical orientations. To enhance productivity and mental health performance, the paper indicates that the non-profit-making organizations must intentionally develop clan-oriented cultures characterized by trust, collaboration, and support of workers; balance at the same time innovation urgency and psychological protection, and undertake systematic erosion of bureaucratic stubbornness.
Keywords: Employee Productivity, Mental Health, Organizational Culture, non-profit organizations