Effect of Organisational Culture On Employee Productivity and Well-Being in Lagos State Civil Service (Published)
This study examines the effect of organisational culture on employee productivity and well-being in the Lagos State Civil Service. Despite ongoing public sector reforms aimed at improving efficiency through structural and technological changes, challenges such as low employee motivation, moderate productivity levels, and increasing work-related stress persist. The research adopts a descriptive survey research design, with data collected from 400 civil servants across selected Ministries, Departments, and Agencies using a structured questionnaire. Organisational culture is conceptualised through leadership practices, communication patterns, reward systems, and innovation, while employee productivity and well-being serve as outcome variables. To achieve proper representation of the cadres, stratified random sampling is used, and data is analysed using descriptive and inferential statistics.Findings reveal a significant positive effect of organisational culture on both employee productivity and well-being. Leadership and innovation emerged as the strongest cultural determinants of productivity, while weaknesses in reward systems and employee participation limited motivational and well-being outcomes. The study is anchored in the Resource-Based View, Dynamic Capabilities Theory, and Social Exchange Theory, highlighting organisational culture as a strategic internal resource that shapes employee performance and experience, particularly within a reform-oriented public sector context. The study concludes that sustainable productivity and employee well-being in the Lagos State Civil Service require deliberate cultural alignment alongside structural reforms. It therefore recommends strengthening inclusive leadership, fair reward systems, open communication, and innovation-friendly practices to enhance service delivery and employee welfare.
Keywords: Civil service, Employee Productivity, Employee well-being, Organisational Culture, Public Sector
Employee Well-Being: Recognition and Non-Academic Staff Performance in Select Federal Universities, South-South Geo-Political Zone, Nigeria (Published)
Employee recognition has become essential aspect of employee well-being in work place worldwide. This is so, as it affects performance of employees in organisations. The researcher investigated, the extent which employee well-being variable, recognition affect performance of non-academic staff (PNAS) in select Federal Universities, South-South geo-political zone, Nigeria. A survey research design was employed for this study. Hypothesis was developed to guide the study. The population of 19649 non-academic staff was used. Sample size of 392 was determined from Taro Yamane method. Data were collected from structured questionnaire. Stratified and random sampling technique were adopted. Useable instruments of 380 were returned. This was analysed using descriptive statistics and linear regression. The findings indicated that a relationship existed between employee recognition and performance in terms of commitment. The results also revealed that positive and significant relationship existed between employee well-being: recognition with Beta coefficients (β) value of 0.444, at P<0.000). In conclusion, employee well-being and recognition had significant and positive effect on staff performance. It is recommended that universities should establish and maintain work culture that acknowledges employees’ achievement openly among peers, to motivate employees for superior performance.
Keywords: Employee well-being, Performance, Recognition, and non-academic staff.