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
Revisiting Innovation Typologies among Agro-food Small and Medium-Size Enterprises (SMEs) in a Developing Country (Published)
Innovation has been identified as an enhancer of competitiveness of Small and Medium-Size Enterprises (SMEs). Moreover, a growing body of scholarly research demonstrate the that organisations stand to gain competitive advantage if they combine the right mix of culturally embedded innovative and knowledge sharing practices. Despite the vast amount of studies that have spawned concerning innovation in SMEs, very few have been done among Agro-food SMEs in developing countries of Sub-Saharan Africa, such as Nigeria. Given the importance of the agri-food sector, particularly with respect to the many SMEs in developing countries, this study considers it fruitful to identify the typologies of innovation of such firms in Nigeria, in order for them to compete in world markets. Moreover, this study draws its relevance from the fact that agri-SMEs in Nigeria still lag behind those in developed countries in terms of innovation. Based on the reviewed literature, this study advances two conceptual frameworks for further studies on Agro-food SMEs in developing countries, viz: (i) the relationship between culturally-embedded innovation and competitiveness (ii) the relationship between knowledge-based innovation and competitiveness.
Keywords: Agro-food SMEs, Competitiveness, Knowledge Sharing, Organisational Culture, Organisational innovation
Organisational Culture: A Catalyst For Employee Engagement in the Ghanaian Public Sector (Published)
Given that public sector organisations have a mandate to advance the greater public good, makes hiring and retaining highly engaged employees critical to their success. Understanding, therefore, the conditions under which individuals would actively engage through the influence of organisational culture, is highly relevant for both employees and employers. The focus of this study was to determine whether culture affects three dimensions (Cognitive, affective and physical)of engagement in the public sector in order to encourage high levels of engagement within the sector.Though more research has been done in this area, most have looked at other engagement dimensions other than the cognitive, physical and emotional, and especially, in the Ghanaian public sector. The study adopted a descriptive approach. Questionnaires were used to gather data from 192 respondents who were selected based on convenience. With the help of a linear regression, the findings of the study showed a statistically positive effect of organisational culture on all three dimensions of engagement: cognitive engagement (β=.489, F statistic= 59.746, sig. value=.000); affective engagement (β=.397, F statistic= 35.474, sig. value =.000); behavioural engagement (β=.512, F statistic=67.418, sig. value =.000). It was therefore recommended that management must make Employee engagement strategic; instil a sense of belongingness and ownership in public sector employees, by clearly defining and ensuring a favourable corporate culture and emphasising assumptions and beliefs that are shared by members to assist in imporoving their collaboration with the mission, values and goals of the organisation.
Keywords: Affective Engagement, Behavioural Engagement, Cognitive Engagement, Organisational Culture