Organisational Cultures and Subcultures and their Influence on Job Performance in a Mid-size Company in Jamaica

Abstract

Introduction: Organisational culture can contribute to a company's success, while other theorists advance that it may positively develop and sustain high levels of dedication and effectiveness in the company, drive and participation, loyalty, performance, and company commitment. All these factors need to cohere into realising a successful business. Objective: The objectives of this study are as follows: 1) A critical review of literature on the main factors of organisational culture and subcultures impacting the performance of workers in a mid-size enterprise in Jamaica; 2) Undertake a critical review of literature on the interrelatedness of culture and subcultures; 3) Determine possible influences on performance of organisational culture and subcultures in the focal organisation, and 4) Identify the main factors of organisational culture and subcultures impacting performance in the selected enterprise in Jamaica. Methods and materials: A correlation cross-sectional survey design was employed for this study. The standardized web-based questionnaire was administered to all 52 employees of the mid-size enterprise. A paid version of Survey Monkey was bought, and the data was collected via this platform. The instrument was so designed that only one response could come from a mobile telephone number. Findings: A positive statistical correlation existed between Organisational Performance and Organisational Culture (r = 0.510, r² = 0.26, p-value < 0.05). Additionally, a direct, strong statistical correlation existed between Organisational Performance and Organisational Subculture (r = 0.7067, r² = 0.4994., p-value < 0.05). Conclusion: There is research-based evidence that organizational culture and subculture influence organizational performance. The literature articulates that organizational culture shapes people's thinking, decision-making, and, by extension, their actions.