Organisational Culture and Employee Performance in Anambra State Civil Service: A Study of Selected Ministries in Awka

Organisational culture shapes the values, beliefs, and behavioural norms that govern how employees approach their responsibilities, making it a central determinant of public sector performance outcomes. This study examines the influence of organisational culture on employee performance in selected ministries of the Anambra State Civil Service in Awka. The research is anchored on Schein's Organisational Culture Model, which identifies underlying assumptions, espoused values, and artefacts as the three layers through which culture influences organisational behaviour and outcomes. A cross-sectional survey design was employed. The population consisted of 412 civil servants across four selected ministries, including Finance, Education, Trade, and Health. Using stratified random sampling, a sample of 201 respondents was drawn. A validated questionnaire was used for data collection, and the data were analysed using Pearson correlation, regression analysis, and ANOVA. Findings reveal that collaborative culture, innovation orientation, and clarity of organisational values are the cultural dimensions most strongly associated with high employee performance ratings. The study further finds that cultural alignment between individual and organisational values significantly mediates the relationship between cultural strength and task completion efficiency. It is concluded that the Anambra State Civil Service can achieve substantial improvements in service delivery by deliberately cultivating performance-oriented cultures within ministries. It is recommended that state government authorities institute periodic cultural assessments and use the findings to redesign civil service orientation programmes that reinforce core performance values.

Keywords: Organisational culture, employee performance, civil service, Schein's model, Anambra State