Organizational Culture and Employee Discipline in Nigerian Deposit Money Banks: Evidence from Akwa Ibom State

This study examines the relationship between organizational culture and employee discipline in deposit money banks in Akwa Ibom State, South South Nigeria. Employee misconduct, including fraudulent transactions, absenteeism, and policy violations, remains a persistent challenge in Nigerian banking, raising questions about the cultural norms that shape employee behaviour. A descriptive survey approach was adopted, and data were collected from 145 bank employees, branch managers, and compliance officers. Edgar Schein's Organizational Culture Model and Bandura's Social Learning Theory underpin the theoretical analysis. Findings indicate that banks with strong clan and hierarchical cultures, characterized by shared values, clear behavioural norms, and consistent leadership role modelling, exhibit lower rates of employee misconduct compared to those with fragmented or transactional cultural environments. The study further reveals that onboarding socialization practices, regular ethics training, and transparent disciplinary procedures are the most effective cultural tools for reinforcing employee discipline. Junior employees, particularly fresh graduates, are more susceptible to cultural mimicry and are therefore most responsive to positive organizational cultural signals. Recommendations include the institutionalization of ethics charters, regular culture audits, and the integration of cultural fit assessments into recruitment processes. This study contributes to the literature on organizational behaviour and compliance in Nigeria's banking sector, with direct implications for bank management, the Central Bank of Nigeria, and HR practitioners. Keywords: organizational culture, employee discipline, deposit money banks, Akwa Ibom, Nigeria