AMBO UNIVERSITY
SCHOOL OF GRADUATIES STUDIES
COLLEGE OF BUSSINESS AND ECONOMICS
DEPARTMENT OF MANAGEMENT.

The Effects Of Organizational Culture On Employee’s Performance: The Case Of Habesha Cement S.Co.
BY
Olifan Bayisa Negera.

                                                                                                     JUNE 2024

AMBO, ETHIOPIA.

AMBO UNIVERSITY
SCHOOL OF GRADUATE STUDIES
COLLEGE OF BUSSINESS AND ECONOMICS
DEPARTMENT OF MANAGEMENT
THE EFFECTS OF ORGANIZATIONAL CULTURE ON EMPLOYEE’S PERFORMANCE: THE CASE OF HABESHA CEMENT S.CO.
A Thesis Submitted to Department of Management College Of Business and Economics, Ambo University in Partial fulfillment of the requirements for the Degree of Master of business Administration in Management.
By
Olifan Bayisa Negera
Advisor:
Getachew Gobena (Asst. Prof)

JUNE 2024

AMBO, ETHIOPIA

AMBO UNIVERSITY
SCHOOL OF GRADUATE STUDIES

CERTIFICATION SHEET
As thesis research advisors, we hereby certify that we have read and evaluated the thesis prepared by Olifan Bayisa Negera under our guidance, which is entitled.
“The Effects of Organizational Culture on Employee’s Performance: The Case of Habesha Cement S.CO’’
We recommend that the thesis be submitted as it fulfills the requirements for the Degree of Master of Art in Management.
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As members of the Board of Examiners of the MA. Thesis-Open Defense Examination, we certify that we have read and evaluated the thesis prepared by: -Olifan Bayisa Negera and examined the candidate. We recommend that the thesis be accepted as it fulfills the requirements for the Degree of Master of Management.
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AMBO UNIVERSITY
SCHOOL OF GRADUATE STUDIES

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STATEMENT OF AUTHOR
I declare that the thesis entitled “The Effect of Organizational Culture on Employees’ Performance”: Empirical Evidence from Habesha Cement SC submitted for the partial fulfillment of the requirements for the Degree of Masters of Arts in Management at Ambo University is my original work and it has not been presented for the award of any other degree, diploma, or other similar titles at this or any other university or institution and all the materials used in this study have been duly acknowledged.

Declared by:

Olifan Bayisa Negera                          __________________          ____________
                                                               Signature                                         Date
This research project has been submitted with my authority as the collage advisor.
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Getachew Gobena (Asst. Professor)                  Signature                             Date

BIOGRAPHICAL SKETCH OF AUTHOR
I was born in Guder Toke kutaye Oromia, Ethiopia in February 1989, I completed my elementary and High school at Guder Elementary and high school respectively. I Joined Ambo Micro Business college and graduated by Junior lawyer in 2009 and Oromia state University in 2012 and graduated with BA in Human Resource Management& leadership in 2015. I was employed in Worajarso woreda first instance court of North Shoa court as Legal officer, Abyssinia Integrated steel PLC, Habesha Cement SC and Dangote Cement as HR & Administration officer, Senior HR Officer and Sr, SAP and C&B data analyst respectively.

ACKNOWLEDGEMENT

First, thanks to GOD, the Lord of existence and the most Merciful. Secondly, a sincere gratitude and appreciation goes to my advisor, Getachew Gobena (Asst,Prof) for his valuable guidance and in depth understanding that he extended to me during the entire work of this paper and I would like to acknowledge with gratitude, my debt of thanks to Mr. Dawit Gelana for his valuable advice and support.

I am thankful to all the respondents who had spent their precious time in answering the questionnaires. I also take this opportunity to record my sincere thanks to my beloved wife Haadha/Monet,Tadelu Abera and my Sons Monet and Milki for their endless patience, encouragement and love have contributed a lot for the completion of this paper.

Finally, I would extend my sense of gratitude to all who, directly or indirectly, have lent their helping hand in this venture. I truly appreciate their assistance, encouragement, advice and suggestions on every stage in completing this project.

ABBREVIATIONS AND ACRONYMS  

ANOVA      Analysis of variance
EP                Employees Performance
HCSC         Habesha Cement Share Company
OC              Organizational Culture
     SPSS           Statistical Package for Social Science

CONTENTS
CHAPTER ONE
1.0 INTRODUCTION.
1.1 Background of the study.
1.2 Statement of the problem.
1.3 Research Objectives.
1.3.2 The specific objective of the study.
1.3.3 Statements of Hypotheses
1.4. Research Questions.
1.5. Significance of the study.
1.6. Scope of the Study.
1.7. Limitation of the Study.
1.8 Organization of the Study.
CHAPTER TWO
2. LITERATURE REVIEW
2.1 Theoretical Reviews
2.1.1 Employee performance.
2.1.1.1 Concepts of Employee Performance.
2.1.2 Organizational Culture.
2.1.2.1 Concept of Organizational Culture.
2.1.2.2 Importance and functions of organizational culture.
2.1.2.3 Characteristics of Organizational culture.
2.1.2.4 Types of organizational Culture Models.
2.1.2.4.1 Hofstede’s Model of organizational Culture.
2.1.2.4.2 Edgar Schein Model.
2.1.2.4.3 Cameron and Quinn Model.
2.12.4.4 Deal and Kennedy Model.
2.1.2.4.5 Charles Handy Model.
2.1.2.4.6 Denison organizational culture model
2.2 Empirical Literature Review.
2.2.1. Involvement and Employee Performance
2.2.2 Consistency and Employee Performance
2.2.3 Adaptability and Employee Performance
2.2.4. Mission and Employee Performance
2.3. Conceptual Framework.
CHAPTER THREE.
3. MATERIALS AND METHODS/METHODOLOGY
3.1. Description of the Study Area
3. 2 Research Approach.
3.3 Research Design.
3.4 Study Population.
3.6 Sources of Data.
3.7 Method of Collection.
3.8 Reliability Test.
3.8 Validity Test.
3.9 Data Analysis Technique
3.10 Ethical Consideration.
CHAPTER FOUR
4.0 RESULTS AND DISCUSSIONS
4.2 Demographic profile of Respondents
4.2.1 Gender Distribution of Respondents
4.2.2. Age Distribution of the Respondents
4.2.3. Employment Category of the Respondents
4.2.4 Qualification/Educational Level of the Respondents
4.2.5 Work Experience of the respondent in HCSC
4.3 Descriptive Analysis
4.3.1.1. Involvement as Organizational Culture Dimension.
4.3.1.2. Consistency as organizational culture dimension HCSC
4.3.1.4. Mission as Organizational Culture Dimension
4.3.1.5. Employee Performance
4.4. Correlation Analysis
4.5. Regression Analysis
4.5.1 Checking the Assumption
4.5.1.1. Normality and Linearity Test
4.5.1.2. Multicollinearity
4.5.2 Linear Regression Analysis
4.5.2.1 Analysis of Variance (ANOVA)
4.5.3 Multiple Linear Regression Analysis
4.5.3.1 Model summary
4.5.4. Regression Coefficients
4.6 Hypothesis Testing
CHAPTER FIVE
5. CONCLUSIONS AND RECOMMENDATIONS
5.1 Summary of Major Findings.
5.2 Conclusions.
5.3 Recommendations.
5.4 Future Research Indications
6.	REFERENCE.
7.	APPENDICES
Annex 1
Annex 2
Annex 3
Annex 4

LIST OF TABLES
Table 3. 1:Sample Size Distribution:
Table 3. 2:Reliability statistics
Table 4. 3: Involvement cultural Dimension.
Table 4:4 Consistency Culture Dimension
Table 4. 5:Adaptability as Organizational Culture
Table 4. 6: Mission as Organizational Cultural Dimension
Table 4. 7:Employee Performance
Table 4. 8:Correlation Result
Table 4. 9:Multicollinearity Diagnosis
Table 4. 10:ANOVA
Table 4. 11:Model Summary
Table 4. 12:Coefficients
Table 4. 13:Summary of Hypothesis Test

LIST OF FIGURES
Figure 3.1:Discription of the study area.
Figure 4. 1:P-Plot graph of Employee performance.

LIST OF APENDIX
Appendix 1:Questionaries
Appendix  2:Interview Questions.
Appendix 3:Normal P-P plot 	66
Appendix  4:Discriptive statstics.	68

ABSTRACT
The aim of this study is to assess and examine the effect of organizational culture on employee’s performance in  the case of Habesha Cement S.C. The conceptual framework was designed by treating organizational culture as dependent variables and Employee performance as independent variable. To achieve the objective, five research questions and four hypotheses were formulated. Organizational culture was further expressed using specific culture dimensions such as involvement, consistency, adaptability and mission In order to check the reliability and internal consistency of the questionnaire,  cronbach alpha was tested. Furthermore, pilot test was conducted before the distribution of the questionnaires. The data were obtained by survey questionnaires consisted of 62 statements with five point Likert scale. The study took 180 target population with response rate of 163 respondents. The data were analyzed using SPSS (version 25). Both Descriptive as well as inferential statistics were used to analyze the data and interpret results. According to the results of regression analysis, it can be concluded that 57.8% % of variation in employee performance is accountable for organizational culture and 42.2% of the effect made to employee performance is made by other determinant factors which are related to employee performance.Based on the result of this study the company should  advised to consider those dominant factors such as job satisfaction, leadership style, motivation, salary and benefits working environment as it will later improve employee performance and organization performance in an inclusive way and  also advised to create a system not only measures the individual performance achievement. The advised forwarded for exercising independent power, accepting challenging assignments, participating in decision making, building self-managed work teams and ability to manage own work, take initiations to prepare learn and share sessions at particular interval and experience sharing on best fit practices will maximize the employees’ capability in every corner and build the confidence of employees’ belongingness for realization of both short term and long term organizational goals are advised for employees.

Key Words: Involvement, Consistency, Adaptability, Mission, Employees Performance, HCSC, OC

CHAPTER ONE
1.0 INTRODUCTION.
1.1 Background of the study.                     
Humans, as social beings, have abecedarian nature to communicate, cooperate and need the presence of other humans. thus, the actuality of an association is necessary as a forum that can bring people together or grease communication and collaboration (Abdullahi etal., 2021, (ADPEBI, 2023). This balance is the main key to business productivity). and achieve company pretensions thus, productive, and professional work is anticipated from workers, 2019; 2020), (Maartje PAAIS1, JozefR. PATTIRUHU2, 2020). Culture is the result of mortal creation that's produced and used as part of everyday life. Culture, which is applied and used during a certain time in life, affects the pattern of conformation of society. thus, changing culture isn't insolvable if there's a strong will and enthusiasm to make a change, and the only people who can change it are the people themselves (Fahmi, 201649) Organizational culture is long. - a sustainable way that's used and applied in life work as one hand and the driving force to ameliorate the work quality of the directors of the company. principally, the association goes through phases from time to time, or the so- called organizational cycle of the organizational culture. In moment's competitive business terrain, creating a positive and strong organizational culture has come the focus of the company to ameliorate hand performance (Iskamto, 2021; Jufrizen etal., 2021). Organizational culture reflects the values, morals, beliefs, and practices that shape the company's identity and way of doing business. A good organizational culture provides clear direction, motivates workers, and influences their opinions and conduct (Adam etal., 2020). The significance of an effective organizational culture and association aligned with the company's pretensions cannot be overlooked. A strong organizational culture can have a significant impact on hand performance. workers who feel connected to a positive organizational culture and follow their values tend to be more laboriously engaged in their work, have high job satisfaction, and effectively contribute to the achievement of organizational goals. A good organizational culture can also increase cooperation among workers, reduce interpersonal conflicts, and produce an inclusive work terrain. Through a strong organizational culture, companies can inspire their workers to embrace high work norms, invention, and client focus, which in turn can increase the company's competitive advantage. ( Jufrizen etal., 2021). Despite the strong influence of organizational culture on hand performance, a gap can still appear between the asked culture of the company and the culture of the workers. This gap occurs when there's a conflict between the officially expressed values of the company and the diurnal practices of the plant. This mistake can lead to hand dissatisfaction, frustration, and indeed a drop in work performance (Ekosusilo, 2020; Hasibuan and Bangun, 2020). Habesha Cement Share Company was innovated in September 2008 by further than 16,000 shareholders on a29.8-hectare plant point bought in Oromia Regional State and 35 km from Addis Ababa. This study would be conducted on the effect of organizational culture on hand performance with the end of assessing organizational culture grounded on Denison's model( Denison, 1990); which includes four artistic confines( Participation, Cohesion, Rigidity and charge and its relationship with hand performance in Habesha cement S.C., it was also determined which dimension of organizational culture would have been significantly identified with hand performance if they had to maintain the conception of organizational culture and hand performance and culture and workers understanding the positive relationship of job performance as stated by colorful experimenters.
1.2 Statement of the problem.
 Organizational culture is grounded on a set of values, hypotheticals, beliefs and stations and actions and how these together affect change, workers, and performance, (G. Ben Saad andM. Abbas, 2018) “As the pool is decreasingly different and global, changes in organizational culture and this changing terrain really affect the morals, values and beliefs that workers partake in the association (woinshet, 2020) (Stewart, 2010) ( Jufrizen etal., 2021), and a good organizational culture can also. increase cooperation between workers, reduce interpersonal conflicts and produce an inclusive work terrain Through a strong organizational culture, companies can inspire their workers to borrow high performance norms, invention, and client focus, which in turn can increase the company's competitive advantage. The challenge of the common- stock company Habesha Tsement is to achieve the pretensions and objects set in the strategic plan for several reasons, and the development of crucial workers is veritably high. still, despite the strong influence of organizational culture on hand performance, a gap may arise between the culture asked by the company and the culture embodied by the workers. This gap occurs when there's a conflict between the officially declared values of the company and the diurnal practices of the plant (ADPEBI, 2023). In addition, examining organizational culture and its impact on hand performance helped the association understand its dynamic culture and support the operation platoon in using and understanding artistic perspectives. Inspire positive organizational artistic practices and acclimate focus on crucial artistic practices to ameliorate hand performance. also, organizational culture can encourage and help workers achieve organizational pretensions. thus, the experimenter honored that grounded on these factors and other perspectives, it's important to find out the gap in the organizational culture of HCSC, ameliorate the being gap, to effectively achieve the association's thing of achieving competitive advantage and promoting work effectiveness. terrain at work. thus, the investigator tried to identify Habesha CementS.C. understanding and hypotheticals of workers about the influence of organizational culture on hand performance and trying to discover which confines of organizational culture" have further influence on the performance of the company's workers.

1.3 Research Objectives.
1.3.1 General Objective 
The general objective of this research is to study the relationship between organizational culture and employee’s performance’’ in Habesha Cement Share Company.
1.3.2 The specific objective of the study.
This study has the following specific objectives: 
1.	To investigate the extent of the organization ‘s mission as an element of organizational culture influences employee perceived performance in HCSC.
2.	To study the degree of employee involvement as an element of organizational culture influences employee performance in HCSC.
3.	To study the degree of employee adaptability as an element of organizational culture influences employee performance in HCSC.
4.	To study the degree of employee consistency as an element of organizational culture influences employee job performance in HCSC.
1.3.3 Statements of Hypotheses 
Hypotheses for this research are stated as shown below:
Hypothesis one
H1:  There is a positive significant relation between Involvement as an element of organizational culture effect on employee performance and the hypothesis is Accepted.
Hypothesis Two
H2: There is a Positive significant relation between Consistency as an element of organizational culture effect on employee performance and the hypothesis is Accepted.

Hypothesis Three
H3: There is a Positive significant relation between Adaptability as an element of organizational culture effect on employee performance and the hypothesis is Rejected.
Hypothesis Four
H4: There is a positive significant relation between Mission as an element of organizational culture effect on employee performance and the hypothesis is Rejected.
1.4. Research Questions.
Based on the above statement of the problem, the study would have tried to answer the following basic research questions and the central question of this study is “what is the effect of organizational culture on employee performance?’’ specifically the study would have answer for the following questions.
1.	To what extent mission as an element of organizational culture dimension influence employees’ performance in Habesha Cement S.C.
2.	Can consistency as an element of organizational culture influence employees’ performance in Habesha Cement S.C.
3.	 To what extent involvement as an element of organizational culture dimension influence employee job performance in Habesha Cement S.C.
4.	Can adaptability as an element of organizational culture influence employees’ performance in Habesha Cement S.C.
1.5 Significance of the study.
 One of the significant points of this study will be add value to the body of being knowledge in organizational culture and operation, to come up with findings that can be used to attack problems arising from work situations. The study is anticipated to give acceptable information on how culture and values can affect hand's performance at a place of work. The study's finding can be used to enrich the thinking of top operation on how to develop good image of the company through perfecting the company’s organizational culture and values among its workers. thus, the findings of this exploration would be handed inputs for decision- timber, policy change or new rule and regulations, also help to stimulate farther disquisition by the company for farther conduct and be an important resource/ reference material for someone who's interested in bearing analogous exploration and it can be used for academic purpose as well.
1.6. Scope of the Study. 
This study was concentrated on Habesha cement Share Company in Ethiopia located in oromia indigenous state, wolmera woreda Kore oddo kebele and targeting to reflect the effect of organizational culture on hand performance. In terms of abstract frame, the study was concentrated on the model of organizational culture by Daniel Denison (2010). Consequently, the model contains four introductory organizational culture confines Involvement, thickness, rigidity, and charge. The study would have invited endless workers of the company who are their education qualification is above Parchment and original and stayed in the company for times from Head office Addis Ababa and wolmera woreda Kore Oddo kebele factory point and both qualitative and quantitate exploration methodology approaches were applied, as quantitative system is to examine the relationship between two or further variables in study and qualitative system is to conduct an interview for company’s operation With respect to the exploration design, explicatory study was espoused. .
1.7 Limitation of the Study. 
•	The study of the research is restricted with one organization and with limited sample size; therefore, future researchers should also make them researches to consider other similar organization so as widen empirical indications in the area.
•	The study should also be including responses of participants from other all level of position and education level such as junior, senior managers’ permanent and others who have a contract of a temporary nature. 
•	Since this studies implies there are other determinant factors which are related to employee performance. Future researchers can also apply various types of organizational culture models formulated by different authors other than the Denison model; therefore, their perspectives regarding organizational culture will be broadened. 
1.8 Organization of the Study.
 This exploration paper is composed of five chapters The first chapter consists of Background of the study, background of the case association, Statement of the problem, Research questions, and Research objects, Significance of the study, compass of the study, functional terms, and association of the study. Chapter Two – Applicable Literatures were agitating or reviewed under this chapter. Chapter Three – styles on how to approach the exploration is coining in this part of the study Chapter Four – The data collected by the questionnaire are anatomized using SPSS software and bandied under this chapter. Chapter five contained final part of this paper composing of summary, conclusion, and recommendations.

CHAPTER TWO
2. LITERATURE REVIEW
This chapter provides an insight to readers about the theoretical. Empirical and conceptual view of the study on the title of the effects organizational culture on employee’s performance. In addition, the present chapter includes research findings on effect of organizational culture on employee performance.
2.1 Theoretical Reviews
Under the theoretical review, the major topics were reviewed.  It starts with overview of organizational culture to describe the concept and definition. Characteristics of organizational culture, functions of organizational culture, strong and weak organizational culture and models of organizational culture are part of the theoretical section.
2.1.1 Employee performance.
According to (Awadh, A.M. and Alyahya, M.S. , 2013), performance was defined as the degree of and achievement to which an employee fulfills the organizational mission at workplace. Even though performance has been perceived differently by various researchers, most of the scholars relate performance with measurement of transactional efficiency and effectiveness towards organizational goals (Stannack, 1996; Barne, 1991). The job of an employee is built up by degree of achievement of a particular target or mission that defines boundaries of performance (Cascio, 2006). Certain researchers have identified different thought, attitudes, and beliefs of performance as it helps in measurement of input and output efficiency measures that lead to transactional association. The other definition of performance is stated as the ability (both physical psychological) to execute a specific task in a specific manner that can be measured as high, medium, or low in scale.
The word ’performance’ can be used to describe different aspects such as societal performance, organizational performance, employee performance, and individual performance etc. Performance is work results that is achieved by someone or group in organization, suitable with the authority and responsibility, in effort to reach the organizational goals legally, not violate the law, and suitable with moral and ethics.
According to Ramlall (2008), employee performance is important; this is so because an organization’s success is dependent upon the employee’s creativity, innovation, and commitment. Every employee performs different jobs or tasks are performed by the employees properly so they can give their best output at the job. The importance of employees’ performance must be understood by the management and sincere efforts must be put in that direction.
Researchers (Roe 1999; McCloy, Oppler and Sager, 1993; Campbell 1990) leaned in identifying two dimensions of performance: an action dimension (i.e., behavioral aspect) and an outcome dimension (i.e., performance aspect). Here the behavioral aspect of performance is assumed to be matched with work situation and job specifications.
 Then this selective behavioral aspect turns into a means of achieving organizational goal and objectives that is the outcome dimension or performance aspect. Although there is a range of behaviors that could be used for measuring performance Motowildlo, Borman, and Schmit (1997) emphasizes judgmental and evaluative processes that take a great deal along with action itself while defining performance. Furthermore, employee’s performance is the ability of employees to attain goals either personal or organizational by using resources efficiently and effectively (Daft, 2004)
Sometimes, the term performance is mixed with productivity. Ricardo (2001) said that performance and productivity were two different things. Productivity means the ratio represents the volume of work done within the period while performance is an indicator of productivity, consistency, and quality of work and he suggested that developing a result-oriented culture needs high level of education, concepts, instruments, training, and management as well as leadership skills.
2.1.1.1 Concepts of Employee Performance.
Since employee performance is the basis of success for an organization, it is considered as a very critical factor in every organization. It is considered as backbone of the organization when it leads to its development effectively. The loyalty of an employee relies upon knowledge and awareness of culture that improve behavior of organization (Brooks, 2006), If an individual performs according to the expected standards, then organization performance will be enhanced and improved (Chegini, 2010). It is, therefore, logical that job performance is an extremely important criterion that relates to organizational outcomes and success.   
Given the importance of employee job performance, management must carry out an in- depth analysis of their employees and find out the determinant factors that will increase high employee job performance.
 (Armstrong, 2010), also dictates that sustainability of business organization depends on talent, skill, knowledge, and experience of employees and on their performance.
Performance is the accomplishment of a given task measured against present known standards of accuracy, completeness, cost, and speed. Employee’s performance is the contribution of employees for the achievement of organization objective.
Employees expected to perform acceptable level of the standard and managers follow up and evaluate the performance of employees to attain the stated objective of an organization.  (Armstrong, 2010)
2.1.2 Organizational Culture.
According to (Kokila, P., & Ramalingam, 2015, employees are the basic building blocks of an organization.
The success and development of an organization depends on how effectively and efficiently its employees performs and culture is a means through which employees discover and correspond what is suitable or undesirable in an organization in the light of values and norms. Culture sets a framework within which individual and group behavior takes place in terms of employees’ communication whether it is open or closed or they are given autonomy or recognition for achievements.
The authors further described Organizational culture as it is the vital aspect of successful organization.  There must be a positive culture to attract and retain loyal and committed employees, which in turn, can strengthen relationships with customers and other partners. Just like any other asset, organization, and its vision.
“Organizational or corporate culture is the pattern of values, norms, beliefs, attitudes and assumptions that may not have been articulated but shape the ways in which people in organizations behave and things get done” (Armstrong, 2010)
 “The culture of an organization refers the unique configuration of norms, values beliefs and ways of behaving that characterize the manner in which groups and individuals combine to get things done” (Eldrige and Crombie 1974:89). Organizational culture has the potential to enhance organizational performance, employee job satisfaction and a sense of certainty about problem solving (Kotter, 2012), It is also defined as a system of shared meaning held by members that distinguishes the organization from other organizations (P.Robbins, 2015).
According to (Agwu, 2014), organizational culture was represented as it can be a source of powerful instruments for controlling behavior that how can perceive our environment.
Organizational do not exist in a vacuum but in a specific culture or socio- cultural environment that influence the way their employees think, feel, and behave. Workplace culture is a very prevailing force that influences an employee’s work life. Hence, managers and employees do not work in a value free environment; rather they are governed, directed, and tempered by the organization’s culture (Ritchie, 2000). Thus, Organizational culture has a strong influence on employees’ performance and work attitude. For employees, it is like glue which has the strength to maintain their attachment with an organization or what drives them away.
In the book which was written by (Schein, 2004), defined culture as both a dynamic phenomenon that always surrounds us, beings constantly enacted and created by our interactions with others and shaped by leadership behavior, and a set of structures, routines rules, and norms that guide and constrain behavior. Culture has all-inclusive effects on a firm because of firm’s culture not only defines who its relevant employees, customers, suppliers, and competitors are, but also it defines how a firm will interact with these key actors (Louis, 1983).
This conception of organizational culture is shaped classical distinctions between an organization’s culture and its structure and strategy (Tichy,1982) because these attributes of a firm is in how it conducts that business.
 When one brings culture to the level of the organization and even down to groups within the organization and can see clearly how culture is created, embedded, involved, and ultimately manipulated, and at the same time, how culture constraints, stabilizes, and provides structure and meaning to the group members.
Every organization has its own unique set of values and therefore culture. Some companies focus on integrity and honesty, passion for customers while other emphasize on technology, self-improvement or innovation. Irrespective of the organization’s culture the companies should align the core values with the overall performance. It is important to focus on creating a performance culture and to help employees that do not achieve their goals, before finding a better match for the position.
Organizations cultural change does not happy by accident. In most of the cases, culture changes are implemented using a defined strategy for high involvement and by using a measurable action plan.
2.1.2.1 Concept of Organizational Culture.
Organizational culture is a widely used term but one that seems to give rise to a degree of ambiguity.
 (Watson, 2006), emphasizes that the concept of culture originally derived from a metaphor of the organization as something cultivated, For the past number of decades, most academics and practitioners studying organizational suggest the concept of culture is the climate and practices that organizations develop around their handling of people, or to the promoted values and statement of belief of organization (Schein, 2004). He additional highlights that the only things of real importance that leaders do is to create and manage culture that unique talent of leaders is their ability to understand and work with culture; and that it is an ultimate act of leadership to destroy culture when it is viewed as dysfunctional.  Culture therefore gives organizations a sense of identity and determines, through the organization’s legends, rituals, beliefs, meanings, values, norms, and language. An organizations’ cultures encapsulate what it has been good at and what has worked in the past.
2.1.2.2 Importance and functions of organizational culture.
The importance of organizational culture is manifested in several ways. To mention some of the benefit of the culture decides the way employees interact at their workplace and promote a healthy relationship and competition at the workplace. The culture of an organization represents certain predefined policies which guide the employees and give them a sense of direction at the workplace and create a brand image of the organization. In addition, the organization culture brings all the employees on a common platform to be as asocial member and unites the employees who have different background. According to (Ojo, 2014), several writers argue that a strong corporate culture is good for business because it serves three important functions: First, corporate culture is deeply embedded form of social control that influence employee decisions and behavior. Second, corporate culture is the social glue that bonds people together and makes them feel part of the organizational experience. This social glue is increasingly important to attract new staff and retain top performers. Finally, corporate culture assists the sense-making process. In other words, it helps employees understand organizational events and employees can communicate more efficiently and effectively thereby, reaching higher levels of cooperation with each other because they share common mental models of realities (McShane&Glinow, 2005).
2.1.2.3 Characteristics of Organizational culture.
An organization’s culture can provide a sense of identity to its members. The more clearly an organization’s shared perception and values are defined, the more strongly people can associate themselves with their organization’s mission and feel a vital part of it.  (Collins, 2008), stated organizational culture as a system of shared meanings are a set of seven primary characteristics which in aggregate may capture.
Accordingly, these re: 1( innovation  and risk- taking which employees are encouraged to be innovative and take risks, (2) attention to detail- reflects the degree to which employees are expected to exhibit precision, analysis and attention to detail,(3)outcome orientation shows that the degree to which management focuses on results or outcomes rather than on technique and process, (4) People orientation-the degree to which management decisions take into consideration the effect of outcomes on people within the organization, (5) Team orientation-the degree to which work activities are organized around teams rather than individuals, (6) aggressiveness- indicates that the degree to which people are aggressive and competitive rather than easy going and (7)stability emphasizes-the degree to which organizational activities are more focused on maintaining the status quo in contrast to growth.
2.1.2.4 Types of organizational Culture Models.
Different researchers develop models on organizational culture which incorporate different traits or behaviors driven by belief and assumptions that create an organizational culture. Some of the prominent models are discussed here under.
2.1.2.4.1 Hofstede’s Model of organizational Culture. 
According to (Hofstede, 1991), organizational culture involves the various ideologies, beliefs and practices of an organization which makes it different from others. The culture of any workplace decides how employees would behave with each other or with the external parties and decide their involvement in productive tasks. Accordingly, he has identified six factors which influence the culture of the workplace.
The first factor, Power distance orientation, refers to the differences in the work culture as per the power delegated to the employees. There are some organizations believe in appointing team leaders or team managers who are responsible for their respective teams and have the challenge of extracting the best out of the members.
The second factors, Masculinity vs. Feminity, refers to the effect of differences in male and female have a major says in the decision-making process of the organization. Male employees would be more aggressive as compared to the females who would be more caring and soft-hearted.
The third factors, Individualism vs Collectivism: the degree to which an organization integrates a group mentality and promotes a strong sense of community as (opposed to independence) within the organization.
There are some organizations which strongly rely on teamwork. Here individuals with a common interest come together and work as a team.
The fourth factors, Uncertainty Avoidance: organizations comfort level with risk-taking. As risk and return are largely correlative in the business environment, it is particularly important for organizations to instill a consistent level of comfort with taking risks.
The fifths factor, long term Operation. The degree to which an organization or culture plans pragmatically for the future or attempts to create short-term gains. There are some organizational which focuses on long term relationship with the employees and Tolerance vs. restraint: this pertains to the amount of spending and fulfillment of needs.
For example, a restrained culture may have strict rules and regulations for tapping company resources.
2.1.2.4.2 Edgar Schein Model.
The most widely used organizational culture framework of (Schein, 2004), adopts the functionalist view and described culture as a pattern of basic assumptions, invented, discovered, or developed by a given group, as it learns to cope with its problems of external adaption and internal integration, that has worked well enough to be considered valid and therefore is to be taught to new members as the correct way to perceive, think, and feel in relation to those problems. According to the author, understanding the organization’s culture may start from observing its objects: its physical environment, employee interactions, company policies, reward systems and other observable characteristics.  However, simply looking at these tangible aspects is unlikely to give a full picture of organization, since an important amount of what makes up culture exists below one’s degree of awareness.
The values and deeper, the assumptions that shape the organization’s culture can be uncovered by observing how employees interact and the choices they make, as well as by inquiring about their belief and perceptions regarding what is right and appropriate behavior.
Hence, this model has three layers in it and the first layer that is recognized by the author is artifacts which are difficult to measure and they deal with organizational attributes that can be observed, felt and heard as an individual enters a new culture, Values deals with the espoused goals, ideals, norms, standards, and moral principles and underlying assumptions which deals with phenomena that remain unexplained when insiders are asked about the values of the organizational culture. Information is gathered in this level by observing behavior carefully to gather underlying assumptions because they are sometimes taken for granted and not recognized. According to the author, the essence of organizational culture lies in this level.
2.1.2.4.3 Cameron and Quinn Model.
The culture model presented by (Cameron, K.S. and Quinn, R.E. , 2011), places organizations in a continuum of four core values called flexibility, stability, Differentiation, and Integration.
“What is notable about these four core values is that they represent opposite or competing assumptions. Each continuum highlights are core value that is opposite from the value on the other end of the continuum’’ (Cameron, &and Quinn, R.E. , 2011). The authors have named the quadrants in a way that vibrates well with managers and researchers alike that have some knowledge in organizational culture frameworks. The four types of cultures are.
Clan culture which is fully shared values and common goals, and atmosphere of collectivity and mutual help, and an emphasis on empowerment and employee evolvement. A kind of organizational culture where the sense of family is strongly existing. Teamwork is emphasized and leader’s role is as mentor,
The adhocracy Culture is like a temporary institution, which is dismissed where never the organizational tasks are ended and reloaded rapidly whenever new tasks emerge. Adhocracy is an organizational culture which gives a lot more opportunity for individuals to develop in their own way, if they are consistent with the organization goals.
 The market culture focuses on the transactions with the environment outside the organization instead on the internal management. The organizational goal is to earn profits through market competition. Market culture is a type of culture which stresses on the effectiveness on achieving and the fourth category; the Hierarchy culture has a clear organizational structure, standardized rules and procedures, strict control, and well defined responsibilities. This culture can be simply identified through the domination of rule, system, and procedure. Stability inside the organization is a prime orientation which should be maintained through a set of fixed and tight rules.
2.12.4.4 Deal and Kennedy Model.
 This model measures organization in terms of feedback. Dolan and Ligham (2012) developed four types of organizational culture. These are, Tough-Guy macho Culture that reflects the culture whereby feedback is quick, and the rewards are high. These often applies to fast moving financial activities such as brokerage and it is very stressful culture in which to operate, the work hard/play hard culture is characterized by few risks being taken, all with rapid feedback.
This is typical in large organizations, which strive for high quality customer service. Bet your company culture shows that in which big stakes decisions are taken, but it may be years before the results are known. Typically, this might involve development or exploration projects, which take years to come to completion, such as oil prospecting or military aviation and process culture which occurs in organizations where there is lightly or no feedback. People become suspicious with low things are done not with what is to be achieved.  This is often associated bureaucracies.
2.1.2.4.5 Charles Handy Model.
 A model which is called charles handy is developed by Dolan and lingham (2012), organizational structure is the foundation for this model to classify organizational culture in to four categories: Power culture, Role culture, Task culture and person culture.
The power culture describes the concentration of power within few, and control emit from the center like a web. Power cultures have few roles and little bureaucracy.
 The role culture is characterized by people has clearly delegated authorities within a highly defined structure. Typically, these organizations from hierarchical bureaucracies thus, power derives from a person’s position and little scope exists for expert power. In a task culture team are formed to solve problems. Power derives from expertise as long a team requires expertise. These cultures often feature the multiple reporting lines of a matrix structure. Handy, (1993, the person culture exists where all individuals believe themselves superior to the organization survival can become difficult for such organization suggests that a group of like-minded individuals pursue the organizational goals.  
2.1.2.4.6 Denison organizational culture model 
It is developed based on 20 years of studies and research (Denison, 1990). Daniel Denison’s model (1990) asserts that organizational culture can be described by four general dimensions – Mission, Adaptability, Involvement and Consistency.  Denison’s model also allows cultures to be described broadly as externally or internally focused as well as flexible versus stable. The model has been typically used to diagnose cultural problems in the organizations. 
2.2 Empirical Literature Review.
In this section, highlight of different studies on effects of Organizational Culture on 
Employee Performance is reviewed.    
The relationship between organizational culture and employees’ performance affects how employees manage themselves in the firm towards the achievement of organization’s goals and objectives.
 Different studies showed that a positive and strong culture help employees perform in a great manner and achieve success, while weak and negative cultures may decrease their performance and even demotivate an excellent employee.   According to (Alvesson, 2002) points out that employees’ high performance is the effect of organizational strong culture.  Atosokhi, (as cited in (Nasution, F.N. Mariatin, E. and Zahreni, S.,, 2018), proves on his research that the stronger the organizational culture, the stronger its influence on employees’ behavior which will eventually increase their performance. He further points out that strong culture is identified by firm values which are held more intensively and tenaciously, and which are widely followed and inherited.   (Deal, T.E. and Kennedy, 1983), showed that strong organization culture is very beneficial to enhance employee performance which leads to the attainment of goals and increases the general organization performance.  
 (Lunenburg, 2011), investigated the relationship between organizational culture and performance and stated that organizational culture is the set of shared values, beliefs, and norms that influence the way employees think, feel, and behave in the workplace. An organization’s culture can have an impact on organizational effectiveness.  He mentioned that every organization which has significantly strong culture will have the influence on the attitude and behavior of the members of a certain organization which will eventually has the effect on the increase in the performance. He further explains that the value which is understood and stated in the form of behavior will consistently lead to employees who have one perception on achieving organizational success through their work performance.  
 According to (Nasution, F.N. Mariatin, E. and Zahreni, S.,, 2018), also proves that organizational culture has the influence on increasing employee performance. A company which has good work culture will enable its management to direct the employees to work as what has been expected by the company. A strong culture will motivate employees to have a certain behavior according to an organization’s goal so that it will support individual performance.  (Kaufman, 2002), supported on the positive organizational culture strengthens the core characters and beliefs that a person in a leadership position wishes while weakening the activities and the values the person in leadership opposes.  
Therefore, being aware of the culture of a firm enables individuals to understand the organization’s modern ways of operation and history. The awareness gives a guide on the expected future behavior (Yilmaz, C. and Ergun, E. , 2008).  Moreover, it can promote performing tasks towards the common objectives. Furthermore, organizational culture serves as a control tool to direct behavior toward desired characters and away from unwanted characters through its norms (Schein, 2004).    
(Ratnawat, R.G. and Jha, P.C, 2014) conducted research on the impact of organizational culture on employee performance, it is vital to understand the organizational culture and different aspects of employee performance. Though there are varying perspectives on organizational culture resulting into different model, there is no unanimity about what constitutes an organizational culture. It was found that the researchers have considered varying dimensions of culture on one hand and different criteria to assess employees’ performance.  
(Agwu, 2014), conducted research on organizational culture and employees’ performance in the National Agency for Food and Drugs Administration and Control (NAFDAC), Nigeria. It views organizational culture as shared values, beliefs and norms that influence the way employees think, feel, and behave in the Workplace. It assumes that a positive organizational culture will enhance employees’ performance. Results from the data analysis indicated that significant relationship exists between organizational culture and increased employees’ commitment/productivity in NAFDAC and recommends among others: continuous staff training, increased government funding, continuous improvement of employees’ condition of service, sustenance of the prevailing organizational culture of decentralization and current team building efforts.  (Narayana, 2017), examined the effect of organizational culture on employee performance and its evaluation has been identified by certain researcher’s research. The owners and top management of an organization generally tends to have a large impact on establishing a culture. The organization’s culture results from the interaction between the top management’s assumptions and shared visions of cultural values and human behavior and what the employees of the organization learn from their own experiences. Managers relate organizational culture and employee performance to each other as they help in providing competitive advantage to the organizations. Hence Organizational culture plays a vital role in enhancing employee performance, must be binding on all members and employees of the organization to encourage uniformity among members of the organization and to enhance commitment, group efficiency and overall performance of employees.  
(Uddin, 2013), examined the impact of organizational culture on employee performance and productivity from the perspectives of multinational companies operating especially under the telecommunication sector of Bangladesh in South Asia. The paper has applied qualitative methodology focusing on a case study of Gramenphone (GP) (a subsidiary of Teleron in Norway), the leading telecommunication-based subsidiary in Bangladesh. The paper argues that organizational culture significantly Influences employee performance and productivity in the dynamic emerging context.  (Shahzad, F., Luqman, R.A., Khan, A.R. and Shabbir, L. , 2013)) conducted research to find the influence of organizational culture on employee performance within software houses working in Pakistan. Customer service, employee participation, reward system, innovation & risk taking and communication system, are considered variables for this study. Sample size is (n=110) therefore, descriptive statics, correlation and regression analysis have been used. The overall results support that culture of organizations has the significant positive impact on employee’s job performance at selected software houses in Pakistan. 
Employee’s participation is a most important factor for achieving organizational goals.  
Thus, all the aforementioned empirical studies have increased the confidence level of the researcher that the effect of organizational culture is highly influential factor that can best enhance employee performance.  
2.2.1. Involvement and Employee Performance  
(Chen, G., Tjosvold, D., and Liu, C. , 2006), disclosed that involvement is making employees participate the decision-making process of the organization where they feel that they are given a chance to freely discuss issues and consequently can influence the decision-making process in the organization they work for. The general result of involvement is low turnover and increased employee job performance. Employees will be inspired since management deems them colleagues in contribution to firm’s success rather than being seen as just subordinates hence would avoid engaging in prejudicial characters and thus improvement in performance level through timely accomplishment of organizational goals and objectives (Carrell, M. R., Kuzmits, F. E., and Elbert, N. F., 1992). Accordingly, the following 
hypothesis (1) was tested. 
H1.  Involvement has a significant and positive impact on employees’ performance.  
2.2.2 Consistency and Employee Performance 
According to (Mousavi, Hosseni, & Hassanpour, N.2015), consistency is the relationship between organizational culture and effectiveness presents a somewhat different explanation. Consistency emphasizes the positive impact that a “strong culture” can have on performance; arguing that a shared system of beliefs, values, and symbols that are widely understood by an organization’s member has a positive effect on their ability to reach consensus and carry out coordinated actions. 
Consistency implies the extent to which the values, beliefs and standards of behavior are acquired and shared among employees in an organization (Denison, 1990).
Organizational culture defines a normative order that serves as a source of consistent behavior inside an organization (Achua, and Lussier, 2013).  
Therefore, the following hypothesis (2) was be tested in the study.  
H1:  Consistency has a significant and positive impact on employees’ performance.  
2.2.3 Adaptability and Employee Performance  
A positive culture embraces adaptation and strengthens employees’ performance by inspiring them and molding their characters towards achieving of organizational corporate objectives (Daft, R.L., Murphy, J. and Willmott, H., 2010).  
Adaptability is the ability of business managers in the organization in perceiving and responding to the external environments (Schein E. H., 2010) In an effective organizational culture, managers are passionate and responsive to internal and external factors. In adaptability principle, business managers can modify the existing organizational culture to accommodate necessary changes. The change includes improving internal elements, modernizing internal departments and products in response to external competitions (Mousavi, S. A., Hosseni, S. Y., & Hassanpour, N. , 2015) 
 Stewar, (2010) agreed that culture would still stay attached to high performance if only the culture can adjust to changes in environmental conditions. In addition, employees seek new and better ways to meet customer expectations on a continuous basis and controlled risk taking is encouraged as the organizations learn from both successes and failures.
 Therefore, the following hypothesis (3) was tested.  
H1:  Adaptability has a significant and positive impact on employees’ performance.  
2.2.4. Mission and Employee Performance 
Mission provides purpose and meaning by defining a social role and external goals for the organization. It also gives clear direction and goals that serves to define an appropriate course of action for the origination and its members which result the increase employee performance to the organization.  (Denison, R.D. and Neale, S.W., 2011).
Effective organizations have a clear sense of purpose and direction defining goals and strategic objectives and expressing a vision of the future (Mintzberg, 1987; Hamel and Prahalad, 2010). When an organization’s underlying mission changes, changes also occur in other aspects of the organization’s culture. 
To check the theory, the following hypothesis (4) was be tested in this study.  
H4: Mission has a significant and positive impact on employees’ performance.  
2.3. Conceptual Framework.
Though there are different models and frameworks for organizational culture, the researcher preferred to take the Denison’s organizational culture model (Denison, 1990). The reasons for adoption of this model as a conceptual framework are as follows: The basis of the model is that it tests the behavior of group, it is applicable to all the hierarchy levels from viewpoint of the measuring indices and measurement of organizational culture dimensions, it is a detailed model.  
This model has a direct effect on organizational culture and provides a novel framework over the other organizational culture models and lastly the Denison’s model has been extensively employed by various organizations in other countries to diagnosis organizational culture.  
Figure 2.3.1 Conceptual Relationships of Organizational Culture and Employee Performance.

Mission

Employee Performance

Involvement

Adaptability

                                                
Consistency

                   Dependent Variable.
 
Independent Variables
Source; Developed by own based on literature review,2023.
 Involvement and performance; organizational culture characterized as highly involved’’ strongly encourage employee involvement and create sense of ownership and responsibility in their performance. Hence, receiving input from organizational members increases the quality of the decision and improves their implementation. When individuals are empowered, they have the authority, initiative, and ability to manage their own work, when employee at all levels of organization feel that they have at least some inputs into decisions that will affect their work is directly connected to the goals of the organization.
Consistency and performance: it creates a strong culture based on a shares system of beliefs, values and symbols that are widely understood by members of an organization. Implicit control systems based on internalized values can be a more effective means of achieving coordination and integration that external- control systems that rely on explicit rules and regulations.
Adaptability and Performance: Adaptability organizations translate the demands of the organizational environment in to action, take risks, learn from their mistakes, and have capacity and experience at change.
Mission and Performance: A mission provides purpose and meaning by defining a social role and external goals for the organization.

CHAPTER THREE.
3. MATERIALS AND METHODS/METHODOLOGY
3.1. Description of the Study Area
The study area for this research was inadequate to local clinker-producing cement company in Ethiopia, Habesha Cement.
The Habesha Cement share company was established in September 2008 by more than 16000 shareholders in Oromia regional state on acquired 29.8-hectare plant site and 35 Km distance from Addis Ababa and, excels with a daily clinker production capacity of 3,000 tons and 4,500 tons of Portland Pozzolana Cement (PPC) and Ordinary Portland Cement (OPC), contributing a significant 1.4 million tons per year at full operation.
Leading integrated cement and other construction inputs supplier and the first choice and customer focus, teamwork, honesty, committed for quality and caring for its employees are the core values of the company and, to ensuring the customers satisfaction that exceeds their expectations through utilizing state- of- the- art technology, highly qualified and motivated work, and encouraging continual improvement in the products ‘quality and service are clearly stated as Vision and mission of the company on five years strategic plan of the company  .
A good organizational culture provides clear direction, motivates employees, and influences their decisions and actions (Adam et al., 2020). But currently Habesha Cement share company is challenged to achieve goal and objective that stated on its’ strategic plan due to several reasons such as downtime, less production, turnover of the senior employees and other social issues. 
The misalignment of Organization culture practice can result in employee dissatisfaction, frustration, and even decreased performance (Ekosusilo, 2020; Hasibuan, and Bangun, 2020); (Iskamto, 2023). 

                           Figure 1:Map of the study area.

Source; (Firdissa, 2024)
3. 2 Research Approach.
To achieve the study objectives, the research adopted mixed type of research approach which comprises both quantitative and qualitative methods. Quantitative method is appropriate to examine the relationship between two and more variables in the study and is mainly relevant for theory testing and the qualitative method is appropriate to explore the phenomenon in the study situation through using interviews, questioners, and document reviews (Tsang, 2014).
3.3 Research Design.
The study applied an explanatory research design as it is relevant to explore the effect of organizational culture on employee performance in the study in Habesha cement S.C. Explanatory research design used to identify the extent and nature of relationships and focus on an analysis of a situation or a specific problem to explain the patterns of relationships between variables (Saunders, Thornhill, A.& Wang, C. , 2009).  For this use, organizational culture is an independent variable while employee performance is taken as dependent variable.
3.4 Study Population.
The target population for the study was the employees of Habesha Cement share company with the assumption that employees can have a better experience and knowledge for the strategic matters and position to understand and identify the prevailing cultures with the company and what is missed elements in the working culture.
 The permanent employees particularly those are less than one-year work experience and less than level 3 or less than Diploma and equivalent education level from Head office and plant site were excluded from the study.
3.5 Sampling Method
 Employees who work in deferent job titles: Managers, officers, Engineers, and Technicians were selected as a target population for the study. 
The total number of the sampling frame for the study was 328. Accordingly, the sampling size was calculated using the formula adopted from (Yamane,1964.)  n=N/ (1+N (e) 2).
Table 3. 1:Sample Size Distribution: 
No.	Target Population	Sample proportionate to size	
	Gender	No.	%	No.	%	
 1	 Male	 265	 80.8%	142	78.9	
 2	Female	63	 19.2%	38	21.1	
 	Total	328	 100	180	100	
Own source; HR Employee Data Master 
Where N= is Total population
       N = is the Sample from the population
       E= is the error term, which is 5% (i.e.at 95% confidence interval)
       n=328/ (1+328(0.05)2) =180 target respondents.
Therefore, based on the above formula, the sample size of the study was determined, and the total target population was 180 employees. The sampling technical was simple random sampling technique.
3.6 Sources of Data.
To achieve the objects of this study, both primary and secondary data have been applied. The Primary data was collected from Habesha Cement S.C, through a formal interviews and check questionnaires. The check questionnaires were distributed aimlessly to named workers in the company. The questionnaire applied for the primary data collection had a title of effect of Organizational Culture on workers Performance Questionnaire”.
The interview involved directors, Division directors and administrators who are under departments of conservation, Operation and Administration to gain perceptivity and accurate environment into the study.
the experimenter intended to measure the being comprehensions about the goods of the company’s being organizational culture that significantly influences of hand performance. The experimenter was directly involved in the interview process to explore the content in- depth and strengthening the knowledge on the content.
To measuring the organizational culture, 39 item check questionnaires were developed which was grounded on the Denison Organizational Culture Survey, which included the four artistic traits of Involvement, thickness, adaptability, and charge and for each of these four traits, the model defined three sub confines. On the other hand, to measure the perception of workers towards their performance, 18 item questionnaires were designed for this variable which was espoused from Onyango (2014).
Regarding the secondary data, over all periodic company’s performance report for the time of 2023 was attained. The bracket of the questionnaire was divided into three sections (1) Demographic data of the replier workers, (2) Questionnaires on Organizational Culture confines and (3) Questionnaires on hand performance. The demographic data was used to gain information about members of staff of the company.
The individualities were anticipated to respond grounded on their comprehensions, and guided as per the confines of the organizational culture and was useful and accurate in diagnosing important aspects of the company’s beginning culture. The questionnaire responses were anticipated to fall on the five- point Likert scale of (explosively agree (5) Agree (4), Neutral (3), Disagree (2), explosively disagree (1).
3.7 Method of Collection.
The first action the experimenter took was move the company’s operation to allow me to do my study and give needed data and documents demanded for the exploration on the title of the effect organizational culture on hand’s performance and as it's only for academic purpose.
To collect the necessary data, the experimenter follows the following procedures.
Design the sample ways.
Determine and elect the sample size.
Develop the questionnaire and interview companion questions.
Distribute the questionnaire for the named repliers.
Conduct interview with the named pollsters.
Collect the distributed questionnaires from the repliers.
The main data collection instruments are structured questionnaires along with structured interview.
Structured interview is used to gain data for farther clarity and credibility of the exploration with the workers of Habesha Cement S.C grounded on intentional slice. The main reason to use interview on the study is to gain in- depth understanding of the issue from the company. On the other hands the experimenter believes that those company directors, Division directors and administrators who are anticipated to have better knowledge and experience on the case issue. so that they will be suitable to answer the question more compactly and directly. thus, 2 Department head and 5 five division directors and three administrators were targeted for the interview.
The interview is directly concentrated on the organizational culture practices and to the specific area on Involvement, thickness, Rigidity, and charge and of the company. The information gathered have helped the information collected from the replier through questionnaires as has been collected from persons who have believed to have better knowledge on the study area.
3.8 Reliability Test.
The questionnaires were pretested using Cronbach ‘s nascence trust ability dimension scales, according to (Davidson, 2003) a trust ability measure of between0.60 and0.90 is recommended. Any measure below this scale were rejected as having the characteristics of inter inconsistency The questionnaires have two corridors the cover runner contains repliers ‘general information and it contains statements designed to assess the organizational practices in Habesha Cement S.C. It's allocated in to five (5) points from explosively agree (5 points) to explosively disagree (1 points). As part two 2 contains interview questions for named replier which will be related to organizational culture rehearsed by the company and the trust ability dimension result is as follows. 
Table 3. 2:Reliability statistics
Independent Variables	Cronbach Alpha	No of Items	
Involvement	.754	14	
Consistency	.776		9	
Adaptability	.747		10	
Mission	.607		6	
Employees performance	.850		18	
		57	
Source; Own Survey,2024
Hence, the Cronbach ‘s alpha coefficient of all the above variables was fall within the stated range and concluded that there is consistency among each question in the questionnaire.
3.9 Validity Test.
The clarity of the instrument items to the respondents was established so as to enhance the instrument’s validity. According to Sekaran (2003), validity is the most critical criterion and indicates the degree by which the sample of test items represents the content the test is designed to measure. To establish the validity of the research instrument the researcher required opinions of experts in the field of study especially the feedback obtained from the advisor of this research, who assessed and reviewed the appropriateness of questions and the scales of measurement. Moreover, pilot test has been made to check the questionnaires.
3.10 Data Analysis Technique 
The data were analyzed by using both descriptive and inferential statistics. The data that would be collected, summarized, and described from questionnaires are systematically coordinated in a manner to facilitate the analysis by using Statistical Package for Social Sciences (SPSS) version 25 and summarized to relate the variables that would be collected from questionnaires. Pearson correlation coefficient and Cronbach’s Alpha coefficient is uses to test goodness and internal consistency of the measure the data are classifying, tabulating, and summarizing using descriptive measures such as mean, standard deviation, and percentages. In this study, regression and correlation analysis were applied to explain the relation and the effect of organizational culture on Employee Performance, respectively and finally the major findings of the study are reported, and recommendations are putted.
3.11 Ethical Consideration.
By determined care the research conducted the study in professional and ethical manner. Hence, the researcher exerted his maximum effort to clearly inform to the respondents about the purpose of the study i.e. exclusively used for academic purpose and ensure them not for other purpose.
The respondents were informed that their participation in the study was entirely depending on their willingness and, they ensured that any of the respondents’ response will not be personalized, in the process of data presentations, analysis, and interpretation. Furthermore, confidentiality of data was maintained during the process. The researcher was also told the respondents the existence of privacy and confidentiality in processing the data analysis and presentation. 

CHAPTER FOUR
4.0 RESULTS AND DISCUSSIONS
This chapter focuses on data analysis and discussion results and findings about the effect of Organizational Culture on Employee Performance in the Habesha Cement S.CO, Ethiopia mission based on the data collected from the questionnaires gathered from employees of the organization.  
Table 4:1 Response of Respondents
Description	Respondents	
Sample size	 180	
Questionnaire Distributed	 180	
Questionnaire Returned	 163	
Returned rate % 	 90.5%	
Unreturned rate%	9.5%	
 Source, own survey, 2024.		
Returned rate is the total number of respondents who participated in the study. Out of the total questionnaires distributed 163 employees returned the questionnaires which were used for survey. The percentage of returned rate was 90.5% and the percentage of unreturned rate was 9.5%.
4.2 Demographic profile of Respondents  
Table 4.2: Demographic profile of Respondents
No.	Items	Response	
		No.	%	
1	Gender of the Respondents	
 	a) Male	 133	 81.6%	
 	b) Female	 30	 18.4%	
 	Total	 163	 100	
2	Age of Respondents	
 	a)   23 - 29 	 38	 23.3%	
 	b) 30 – 39	 81	 49.7%	
 	c) 40 – 49	 41	 25.2%	
 	d) Above 50	 3	 1.8%	
 	Total	 163	 	
3	Employment Category	
 	a) Clerical  	 0	 0%	
 	 b) Professional  	 151	 92.6%	
 	 c) Managerial 	 12	 7.4%	
 	 Total	 	 100	
4	Educational level of the respondents	
 	Diploma	 70	 42.9%	
 	Degree	 78	 47.9%	
 	Master’s and above	 15	 9.2%	
	Total	163	100	
5	Experience in HCSC	
 	a) 1-3 	 40	 24.5%	
 	b) 4-6 	 80	 49.1%	
 	c) Above 7 	 43	 26.4%	
 	Total	 163	 100	
Source, own survey, 2024.
For the purposes of this study, the first section of the research questionnaire provided the demographic profile of the respondents to be used as a building frame for the interpretation of the results. The respondent’s profile is organized in terms of gender, age, employment Category, qualification and, experience in the organization. The result of this demographic presentation is stated below using descriptive statistics analysis using graphs and pie charts. The respondents’ demographic profile is captured and analyzed in below table. 
4.2.1 Gender Distribution of Respondents  
As shown in the above table:2 gender categories, most of the respondents, 133 (81.6%) are male, and 30 (18.4%) are female. Gender is considered as an important attribute while reviewing the employee performance variations between men and women as they have different perceptions on organizational culture and its effect on performance. 
4.2.2. Age Distribution of the Respondents  
 As depicted in table 4.2 above, the respondents’ age groups were categorized into four groups. The first group ranges between 23-29 years, the second is 30-39 years, the third is 40-49 years, and the last age group is above 50 years. The 38 results showed that 23.3% of the respondents were between the ages of 23-29.  The age group between 30-39 years’ age formed majority part of the response which were 81 (49.7%).  The age group between 40-49 years’ age of the response which were 41(25.2%) and above 50 years of respondents have 3 (1.8%) of the total respondents. 
The organization under study has a young workforce that has the capability of promoting and directing the existence of the desired corporate culture at Habesha Cement S.Co, Ethiopia mission.  Also, the age group has a characteristic to career development and performance oriented; accepting challenging assignments and adopts constant change. 
4.2.3. Employment Category of the Respondents 
As depicted in the table 4.2 above, the research obtained no Clerical positions. The researcher obtained 151 responses (92.6%) from the professional employees while 12 (7.4%) of the respondent fall under managerial position.      
4.2.4 Qualification/Educational Level of the Respondents 
Looking at the educational qualification of respondents, the highest number of respondents, 78 (47.9%) have first Degree followed while 70 (42.9%) of the respondents were Diploma holders, 15 (9.2%) are master’s degree holders. Therefore, it is possible to say that academically, majority of respondents hold Diploma and first Degree.  
4.2.5 Work Experience of the respondent in HCSC 
The descriptive data analysis of experience levels of the respondents in Habesha Cement S.Co showed that 40 (24.5%) had from 2 to 3 years of experience with their current organization followed by 80 (49.1%) with 4 to 6 years, and finally 43 (26.4%) with above 7 years of experience. This may have implied that most of the employees were not hired in recent years but stayed in the organization above four years.  
Generally, the analysis of the demographic statistics demonstrated that, the work force comprises with larger number of male and productive employees while majority of the respondents represented Diploma and undergraduate. On top of this, the result showed that quite a few employees stay in the organization more than four years.   
4.3 Descriptive Analysis  
4.3.1 Research Objective One:  To investigate the effect of organizational culture dimension on employee performance in the in relation to Habesha cement share company Ethiopia (HCSC).
As per the research objective stated above, understanding the existing organizational culture at Habesha Cement S. Co Employees were asked to give their extent of agreement to the statements regarding the four organizational cultural dimensions. 
Therefore, the respondents were asked to rate how they felt about the organizational culture dimensions of Involvement, Consistency, Adaptability and Mission on their performance using five-point Likert scale were then analyzed with descriptive statistics of mean score and standard deviation. 
Quantitative data analyses were used based on the collected data from the questionnaires. The questionnaires were closed ended. It should be noted that the questions were opinion based which seek to find out views, opinions, and perceptions of respondents. 
The standard deviation measures how concentrated the data are around the mean; the more concentrated, the smaller the standard deviation and according to Zaidaton and Bagheri (2009) the mean score below 3.39 was considered as low, the mean score from 3.40 up to 3.79 was considered as moderate and mean score above 3.8 was considers as high.  A 5-point Likert scale was used to rate the various indicators whereby 1 point was accorded to ‘Strongly disagree’, 2 points as ‘Disagree’, 3-point as ‘Neither agree nor disagree’, 4-point as ‘Agree’, and 5-point as ‘Strongly Agree’. Thus, detail of the analysis was presented as follows.    
The following subsections present the results of descriptive analysis as per the research objectives. 
4.3.1.1. Involvement as Organizational Culture Dimension.  
Table 4. 3: Involvement cultural Dimension.

Descriptive Statistics
	
Involvement	N	Min	Max	Mean	Std. Deviation	
In HCSC most employees are highly involved in their work	163	2	5	3.65	.716	
In HCSC decision are usually made at the level where the best information is available.	163	2	4	3.44	.712	
In HCSC information is widely shared. so that every can get the information s/he need when it is needed.	163	2	5	3.65	.716	
 Everyone in HCSC believes that S/He can have a positive impact.	163	2	4	3.46	.696	
Business planning is ongoing and involves every in the process to some degree.	163	2	5	3.69	.733	
Average	163	2.00	4.60	3.5767	.50007	
Team Orientation						
In HCSC Cooperation across different parts of the organization is actively encouraged.	163	2	4	3.46	.696	
In HCSC, i feel like i am part of a team.	163	2	5	3.63	.738	
In HCSC teamwork is used to get work done, rather than hierarchy.	163	2	4	3.46	.696	
In HCSC, work is organized in a way everyone can easily see the relationship with the goal of the organization.	163	2	4	3.46	.687	
Teams are given primary building blocks.	163	2	5	3.66	.705	
Average	163	2.00	4.40	3.5337	.49043	
Capability Development						
Authority is delegated so that people can act on their own.	163	2	4	3.47	.687	
I believed; the capability of people is constantly improving.	163	2	4	3.45	.704	
I agree that HCSC is constantly working on developing its employee's capability.	163	2	5	3.66	.705	
 In my opinion, capabilities of employees within HCSC are viewed as an important source of capability development.	163	1	4	3.44	.720	
Average	163	2.00	4.25	3.5031	.53575	
Involvement	163	2.00	4.43	3.5403	.48432	

   Source: Own survey: 2024
As showed in the above table 4 :3, involvement dimension has three sub section: 
Involvement, Team Orientation and Capacity Development. Team Orientation has got the highest mean score of (M=3.5767) with SD=.50007), Involvement (M=3.5337) and SD=.49043), capacity development, (M=3.5031, SD=.53575).   
 All mean score for involvement cultural dimension were got Moderate mean score 3.54, SD=0.48 that confirmed team orientation and employee involvement and capability development culture practice is well adopted in HCSC and employees feels that they are part of a team and involved in their work.  
4.3.1.2. Consistency as organizational culture dimension HCSC 
Table 4:4 Consistency Culture Dimension

Descriptive Statistics
	
Consistency	N	Min	Max	Mean	Std. Deviation	
Core value						
The core value of HCSC is shared widely to everyone and accessible as needed.	163	1	5	3.42	.776	
In our organization, managers and supervisors are usually doing what they are saying in practice.	163	2	5	3.65	.716	
In Our Organization, there is ethical values that guides our behavior and tells us right or wrong	163	1	5	3.45	.763	
HCSC has a clear and consistent set of values that dictates the way i do my work.	163	2	5	3.65	.716	
Average	163	1.50	5.00	3.5414	.52135	
Agreement						
Different departments and division of HCSC can work together well to achieve common goals.	163	2	5	3.66	.715	
I think HCSC has a strong organizational culture.	163	2	5	3.65	.716	
 In our organization, when disagreement occurs, employee work hard to achieve a win-win solution, reaching consensus, conflicting issues.	163	2	5	3.66	.715	
Average	163	2.67	5.00	3.6544	.38292	
Coordination and Integration						
In our organization, the approach to doing business is very consistent and predictable.	163	2	5	3.65	.716	
In our organization, there is a good alignment of goals across level.	163	2	5	3.65	.716	
Average	163	2.00	5.00	3.6503	.56693	
Consistency	163	2.33	4.67	3.6033	.40327	
   Source: Own survey: 2024
Consistency is the other organizational culture dimension which was intended to evaluate the degree of the HCSC consistency culture in terms of three sub items namely: Core values, Agreement and Coordination and Integration.  
 Hence, nine questions were presented to investigate the opinion and agreement level of the sampled employees. While evaluating the perception of respondents on whether HCSC core values are shared among the members in the organization, and the average mean and standard deviation rate was displayed (M=3.5414; SD=.52135), and their perception exposed that they are familiar with the HCSC existing core values.  
 The overall mean score for the three sub dimensions of consistency culture: Core Value, Agreement, Coordination, and Integration are (M=3.6544; SD= .38292, M=3.6503; SD=.56693, and M=3.6503; SD=.56693), respectively. All the consistency sub-dimensions mean score falls under Moderate range.  While their mean score was compared, Core value mean result was less than agreement and, coordination and integration, this tends to indicate that the organization may have a relatively low intention in resolving work related sharing core value and being an example.  
4.3.1.3 Adaptability as organizational culture dimension 
Table 4. 5:Adaptability as Organizational Culture
Adaptability	N	Min	Max	Mean	Std. Deviation	
Creating Change						
In our organization, the way things are done is very flexible and easy to change.	163	2	5	3.60	.705	
In HCSC responds well to competitors and other changes in the business environment.	163	2	4	3.56	.620	
New improved ways of doing works are continually adopted in HCSC.	163	2	5	3.60	.705	
Average	163	2.33	4.67	3.5992	.54579	
Customer Focus						
customer comment and recommendation often lead to changes	163	2	5	3.63	.714	
customer input directly influences our decision.	163	1	5	3.38	.722	
All members in HCSC Have a deep understanding of customer want and needs.	163	2	5	3.63	.714	
Average	163	2.00	4.67	3.5685	.55794	
Organizational Learning						
learning is an important objective in our day-day work.	163	2	4	3.56	.620	
In our organization, highest priority and support is given to meet the needs of clients and customers and solving their problems.	163	2	5	3.61	.732	
we view failure as an opportunity for learning, and improvement.	163	2	4	3.56	.620	
In HCSC, innovation risk taking are encouraged and rewarded.	163	2	5	3.63	.714	
Average	163	2.00	4.50	3.6043	.53706	
Adaptability	163	2.30	4.60	3.5920	.51087	

Source: Own survey: 2024
The above table 4.5 sought that majority of the respondents agreed that Organizational learning is a key adaptability culture dimension on employee’s performance as shown by a mean of 3.6043 and a standard deviation of .53706. Customer focus and Creating Change has also got the high mean score (M=3.5992, SD.54579), and (M=3.5685, SD=.55794) respectively.   
However, lower mean score shows customer input directly influence on decision were encouraged and rewarded among the other questions. In general, the importance and practice of adaptability cultural dimension in HCSC was indicated as a moderate mean score of (M=3.5920, SD= .51087).  
4.3.1.4. Mission as Organizational Culture Dimension  
Table 4. 6: Mission as Organizational Cultural Dimension
Mission	N	Min	Max	Mean	Std. Deviation	
Strategic Direction and Intent						
There is a clear mission that gives meaning and direction to our work in HCSC.	163	2	4	3.46	.687	
There is a clear strategy for the future in HCSC.	163	2	5	3.61	.732	
Average	163	2.00	4.50	3.5491	.58059	
Goal and Objectives						
The goal of the organization is widespread among employees of HCSC.	163	2	5	3.64	.726	
 we continuously track our progress against our stated goals.	163	2	5	3.66	.710	
Average	163	2.00	5.00	3.6656	.54165	
Vision						
we have shared the vision of what HCSC will be like in the future.	163	2	4	3.46	.687	
HCSC vision always make me happy and motivate me to accomplish may work.	163	2	5	3.65	.711	
Average	163	2.50	4.50	3.5706	.52669	
Mission	163	2.50	4.67	3.5951	.48502	
Source: Own survey: 2024
The above table 4.6 finding that majority of the respondents agreed that goal and objective is a key mission culture dimension on employee’s performance as shown by a mean of 3.6656 and a standard deviation of .54165. Strategic direction, Vision has also got low mean score (M=3.5491, SD=.58059), and (M=2.68, SD=0.59) respectively. Most of the respondents agreed with widely raced strategic direction and having shared Vision of the company will be like in future that less motivated employees to perform. 
4.3.1.5. Employee Performance  
 Table 4. 7:Employee Performance
Performance 	N	Min	Max	Mean	Std. Deviation	
 I have a complete knowledge understanding of my tasks.	163	2	4	3.46	.687	
I have the required skills to perform my task.	163	2	4	3.46	.687	
 I have the required level of motivation to perform the tasks with minimum will and efforts	163	1	5	3.46	.995	
I can manage my time and allocate resources effectively.	163	2	4	3.46	.687	
My organization examines targets given for employees or teams against the planned objectives.	163	1	5	3.61	.764	
I perform my work to the expected standards.	163	2	4	3.46	.687	
 I complete in all areas of my job handling tasks with proficiency.	163	2	5	3.66	.730	
 I receive regular performance reviews.	163	2	4	3.47	.679	
 I always reach my objective set (performance target).	163	2	5	3.58	.784	
I understand how my performance is evaluated.	163	2	5	3.58	.785	
I understand the link between my performance and my pay.	163	2	4	3.48	.670	
I do my job independently.	163	1	5	3.34	.905	
 I can make quick judgements with limited information.	163	1	5	3.13	.857	
 I am effectively communicated to perform my job.	163	1	5	3.31	.714	
 I trust the feedback i receive from my immediate boss.	163	2	4	3.47	.679	
I can judge a given work situation and respond to it.	163	2	4	3.46	.687	
I delivered my work assignments timely.	163	2	5	3.43	.860	
 I think carefully before responding to customers and project activities.	163	2	5	3.43	.801	
Average 	163	2.22	4.00	3.4594	.36389	
Source: Own survey: 2024
The above table 4.7 shows at the mean of employees’ performance 3.45 and standard deviation of 0.36.   
Employees’ of HCSC performance return rate was assessed with eighteen performance indicator parameters. The sampled employees were asked to indicate whether they agreed or disagreed with the statements to rate with a five-scale agreement, and it was presented in the above table.    
The overall mean score for employee performance is 3.45, with standard deviation of 0.36 which is moderate. Majority of the respondents agreed that employee performance towards their task was generally good as per their perception.  
All in all, from statistic mean score (M= 3.60; SD=0.40) Consistency has got the highest among the other four cultural dimension. Followed by Mission (M=3.59; SD=0.48), Adaptability (M=3.59; SD=0.51.), and Involvement (M=3.54; SD= 0.48) respectively. It means that consistency organizational culture is mostly practice in the organization. According to Zaidaton and Bagheri (2009); the mean score for dependent variables, Employee performance mean score also shown a moderate score.   
4.4. Correlation Analysis   
Research Objective Two:   To examine the effect of Involvement, Consistency, Mission, and Adaptability of cultural dimensions on employee’s performance.  
To examine the effect of organizational culture on employee performance, inferential statistics i.e. correlation and regression analysis, have been considered and the results are interpreted as follows.    
Correlation analysis is used to measures association and confirm the relationship between the variables.  Accordingly, Pearson correlation coefficient was used to examine the magnitude (intensity of relationship -1 to +1) and the direction of the relationships (+Ve/-Ve) (Mark et. al., 2009). Likewise, the significance level, P-value, is labeled as “Sig.” in the SPSS output and helped to statistically determine the significance of the results during a hypothesis test. If the significance value is less than 0.05 (P<0.05) then the relationship is statistically significant. If the significance value is greater than 0.05 (P>0.05) then the relationship is not statistically significant.
Table 4. 8:Correlation Result
Correlations
	
Variable	Performance	Involvement	Consistency	Adaptability	Mission	
Performance	Pearson Correlation	1					
	Sig. (2-tailed)						
	N	163					
Involvement	Pearson Correlation	.665**	1				
	Sig. (2-tailed)	.000					
	N	163	163				
Consistency	Pearson Correlation	.028	.507**	1			
	Sig. (2-tailed)	.727	.000				
	N	163	163	163			
Adaptability	Pearson Correlation	.362**	.400**	.001	1		
	Sig. (2-tailed)	.000	.000	.995			
	N	163	163	163	163		
Mission	Pearson Correlation	.473**	.511**	.050	.863**	1	
	Sig. (2-tailed)	.000	.000	.524	.000		
	N	163	163	163	163	163	
**. Correlation is significant at the 0.01 level (2-tailed).	
Source; own survey;2024
According to Marczyk, Dematteo and Festinger, (2005) correlations of 0.01 to 0.30 are considered small, correlations of 0.30 to 0.70 are considered moderate, correlations of 0.70 to 0.90 are considered large, and correlations of 0.90 to 1.00 are considered very large.  
From the Pearson correlation analysis, employee performance was found moderate positive correlation with involvement, adaptability, and mission.  Involvement dimension with (r=0.66, P < 0.05) followed by Mission dimension (r=0.473, P<0.05), Adaptability (r=0.362, P < 0.05) and employee performance was found a small positive correlation with the Consistency (r=0.028, P>0.05).  
From this correlation output obtained sig. (2- tailed) of 0.01 < 0.05 it can be concluded that there is statistically positive significant relationship between organizational culture dimensions and employee’s performance practices in HCSC. 
  4.5. Regression Analysis 
In the application of regression analysis, the first step is to check assumption to ensure the appropriateness of data for a regression analysis.  
4.5.1 Checking the Assumption    
4.5.1.1. Normality and Linearity Test  
Linearity refers to the degree to which the change in the dependent variable is related to the change in the independent variables. To determine whether the relationship between the independent variable organizational culture (Involvement, Consistency, Adaptability and Mission) and the dependent variable that is employee performance linear; Normal probability of the regression residual through SPSS software had been used.  
Figure 4. 2:P-Plot graph of Employee performance.

                                              Source; Own Survey,2024
The scatter plot of residuals shows no larger difference in the spread of the residual as you look from left to right on figure 4.1. This result suggests the relationship we are trying to predict is linear. Similarly, the above figure shows the normal distribution of residuals around its mean of zero. Hence the normality assumption is fulfilled as required based on the above figure, it is possible to conclude that the inference that the researcher made about the population is somewhat valid.
4.5.1.2. Multicollinearity   
 Multiple linear regression analysis was employed in addition to linearity and normality test to examine the significant effect of the independent variables on the dependent variable.  This is because the study comprises one dependent variable and two or more independent variables (Kothari 2004).  Multicollinearity verifies that the independent variables are not highly correlated with each other, tested using VIF/Variance Inflation Factor and tolerance.  If the results of VIF are below 10 and the tolerance value greater than 0.1 then there is no possibility of multicollinearity among these variables (Hair et al., 2006).  
Table 4. 9:Multicollinearity Diagnosis
Model	Collinearity Statistics	
	Tolerance	VIF	
Involvement	0.684	1.463	
Consistent	0.252	3.970	
Adaptability	0.506	1.977	
Mission	0.218	4.577	
Source; own survey;2024
Dependent variable: employee performance
The above table:9 displays that the multicollinearity tests by computing tolerance values and Variance Inflation Factor (VIF) for each independent variable. In this case, all the tolerance values are greater than 0.10 and VIF is less than 10. Hence, the researcher assumed Multicollinearity was not a problem so that regression analysis can be conducted.  
4.5.2 Linear Regression Analysis 
4.5.2.1 Analysis of Variance (ANOVA)    
The key purpose of ANOVA test is to show whether the model is significantly better at predicting the dependent variable, employee performance or using the means.  
Table 4. 10:ANOVA
	
Model	Sum of Squares	df	Mean Square	F	Sig.	
1	Regression	12.389	4	3.097	54.000	.001b	
	Residual	9.062	159	.057			
	Total	21.451	163				
a. Dependent Variable: Performance	
b. Predictors: (Constant), Mission, Consistency, Involvement, Adaptability	
Source,2024
The overall statistical acceptability or significance of the model was proved as indicated in the above ANOVA table.  Accordingly, the findings in Table 4.10 established the independent variables significantly predict the dependent variables, F=54.000, p value .001, i.e. p<.005 inferring that the model was significant.  This can be concluded that accepting at least one of the cultural dimensions (i.e. involvement or consistency or adaptability or mission) had a significant influential relationship on employees’ performance.  
4.5.3 Multiple Linear Regression Analysis  
Multiple regression models attempt to determine whether a group of variables together predict a given dependent variable. A multiple regression model separates each individual variable from the rest allowing each to have its own coefficient describing its relationship to the dependent variable. Multiple regression models were used to determine the causal relationship between organizational culture and employees’ Performance.  

4.5.3.1 Model summary 
Table 4. 11:Model Summary
	
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate	Change Statistics	
					R Square Change	F Change	df1	df2	Sig. F Change	
1	.760a	.578	.567	.23949	.578	54.000	4	159	.000	
a. Predictors: (Constant), Mission, Consistency, Involvement, Adaptability	
Source;own survey;2024	
In the above table 4.11, R Square is the coefficient of determination of the two variables which shows the percentage of total variation of the dependent variable explained by the independent variable. The analysis shows, R2 = 0.578 (57.8%), which is a moderate coefficient and clearly implies that 57.8% variation in employees’ performance are explained by organization culture of Habesha Cement Share Company. The remaining 42.2 % variation is explained by stochastic error term, meaning that 42.2 % of changes in employees’ performance are explained by factors that are not explained in the model.
4.5.4. Regression Coefficients 
Table 4. 12:Coefficients
	
Model	Unstandardized Coefficients	Standardized Coefficients	T	Sig.	
	B	Std. Error	Beta			
1	(Constant)	2.395	.218		10.997	.000	
	Involvement	.620	.055	.826	11.358	.000	
	Consistency	.360	.056	.399	6.387	.000	
	Adaptability	.083	.073	.117	1.136	.258	
	Mission	.130	.083	.173	1.562	.120	
a. Dependent Variable: Performance	
  b. Dependent Variable: Performance
Source: Own survey: 2024 
The regression coefficients in table:4.12 demonstrate that the relative extent of the influence that each independent variable has on the dependent variable and through which the most contributing predictor/independent variable is revealed. The results of the analyses presented above allow us to answer the second and third research questions.  Standardized beta coefficient was considered to compare the strength of each predictor/independent variable influence on the criterion employee performance.   
 The above table describes Consistency and Involvement had significant contribution in predicting employee performance (â=0.399 and 0.826, P<0.05). The significance levels of Consistency and Involvement, 0.000, which was less than 0.05. Thus, Consistency and Involvement are the most contributing organizational culture dimension in the prediction of employee performance with beta value 0.399 and 0.826, that make statistically significant to the prediction of employee performance. Hence, the overall result established that Consistency and Involvement cultural dimension has the greater rate of influence than the other predictors considered in this study. 
 Therefore, the hypotheses related to Consistency and Involvement were accepted, but the significant level of adaptability is 0.073 and 0.083 for Mission, which is greater than 0.05. This implies adaptability and Mission variables were statistically insignificant relationship between employee’s performance as per this study and hypotheses were rejected.  
In general, Consistency and Involvement have statistically significant influential relationship (contribution) to employees’ performance. But adaptability and Mission have positive but statistically insignificant influential   relationship (contribution) to employees’ performance as it is explained by the significance level p>0.05 according to this study. This indicates that, though the company tries to maintain a strong culture by being highly maintain a strong culture on Consistency and Involvement culture, this doesn’t significantly contribute to the levels of adaptability and Mission with employees’ performance based on this study. 
4.6 Hypothesis Testing  
The four hypotheses which were developed earlier in chapter two were tested based on the regression coefficient data.  
Table 4. 13:Summary of Hypothesis Test
No.	Developed Hypothesis	Test Result	
1	Involvement has a significant and positive effect on employees’ performance.	Accepted	
2	Consistency has a significant and positive effect on employees’ performance.	Accepted	
3	Mission has a significant and positive effect on employees’ performance.	Rejected	
4	Adaptability has a significant and positive effect on employees’ performance.	Rejected	
   Source: Own survey: 2024

CHAPTER FIVE
5. CONCLUSIONS AND RECOMMENDATIONS
This chapter presents a summary of the study findings, conclusions, recommendations, limitation of the study and future research direction. Based on the key findings and results, conclusions are drawn, and recommendations were made. The recommendations included involvements to improve employee performance in the studied organization and cover the way for further studies.
5.1 Summary of Major Findings.
 The findings are combined from the data analyzed by using descriptive statics, correlation and regression are presented as follows.
From the mean values generated by the descriptive statics, it shows that Involvement (M=3.54; SD=0.48), Consistency (M=3.60; SD=0.40, Adaptability (M=3.59; SD=0.51) Mission (M=3.95; SD=0.48) are found the moderate mean score. Based on the result we can understand the employees of Habesha Cement Share Company are being satisfied with the current practiced of organizational culture. 
The lowest mean represented among four Organizational Culture Dimension, capacity development from involvement, customer focus from adaptability and core value from Consistency cultural dimension. This implies that the need to exercising consistent employees’ capacity development intervention and sharing the core value of the company to employees, practicing the value of customers’ input in decision making were indicated.
Employees’ Performance were assessed with eighteen performance indicator parameters, and it got a moderate mean score of (M= 3.45; SD=0.36) however lower mean scored quick judgements with limited information and effective communication to do job given by the organization. 
From the Pearson correlation analysis, employee performance was found to have a moderate positive correlation with the organizational culture dimensions.  Involvement dimension with (r=0.665; p < 0.01) followed by consistency dimension (r=0.028; p > 0.01), Mission (r=0.473; p < 0.01) and adaptability with (r=0.362; p < 0.01). From this correlation, it can be inferred that consistency, involvement, adaptability, and mission culture dimensions have statistically moderate positive correlation with employees’ performance.  This finding was consistent with early research studies (Senit L, (2017); Bethelhem H, (2017)).   
The regression coefficient result of Involvement and consistency dimension in Habesha Cement was indicated as (â=0.826, P<0.05), implying 82.6 % and of increase in employee performance is due to the change in the involvement culture practices, and consistency culture dimension has got a Beta coefficient with (â = 0.399 P>.05) which entails that involvement and consistency culture dimension have a positive relationship and significant effect on employee performance. P are less than 0.05 statistically significant and H1and H2 were accepted. 
The regression coefficient result of adaptability and Mission culture dimension was denoted as (â = .117, P<0.01) and Mission was defined with (â=0.173, P<0.05), which infers that 17.3% of increase in employee performance in this relation, Mission, and adaptability culture positive relationship with employee’s performance but insignificance coefficient result which were above the p value of 0.05. Therefore, the hypothesis of H1 and H2 are Rejected.
In respect to the finding of this research, involvement and consistency cultural dimension was statistically positive effect on employee performance.  This indicates that when involvement and Consistency culture dimensions are practical, performance of employees would increase.   
5.2 Conclusions.
The study assessed the impact of organizational culture on employee performance at Habesha Cement Share Company. The study also found four types of dimensions of organizational culture: participation, cohesion, adaptability and mission effect on employee performance.
Based on the summary of the findings of this study, the researcher drew the following conclusions to address the research questions that this study aimed to answer.
The results showed that all organizational culture variables (participation, cohesion, adaptability and mission) have a positive relationship with employee performance. The study showed that the dimension of participation and continuity culture was the most important cultural practice of Habesha Cement Joint Stock Company according to the descriptive analysis of four organizational cultures. This is consistent with another study (woinshet, 2020) (Messeret N, 2018; Bethelehem H, 2017)).
As the descriptive analysis showed, the high commitment of employees in their work led them to feel like members of the organizational team, teamwork was highly encouraged, and the perceived gaps of employees in the cultural practices of the organization in their work, especially the need for employees. engage in continuous development of employee's ability and share the company for employees’ core value, practice evaluation of the contribution of customers during decisions. This result was consistent with research (Omondi, D.O 2014); (Meseret N, 2018) (woinshet, 2020)
Regression analysis also found that participation and continuity culture showed a statistically significant cultural dimension that influenced employee performance. Instead, the mission adaptability and cultural dimension showed a positive but insignificant relationship with employee performance based on the beta coefficient result of this study. This is contrary to (Woinshet, 2020) studies that show that mission and adaptable subcultural dimensions have a positive and highly significant effect on employee performance.
In addition, different research results have been revealed about the practices of cultural dimensions of organizations, which differ from organization to organization. For immediate task and adaptability, the cultural dimension has a statistically significant effect on ECA performance practice, while participation has a negative effect. (Senit, L 2017); consistency as a factor of organizational culture was found to be an important predictor of job performance. It was also found that the mission of organizations has a significant impact on work performance in Nigeria. (1Salihu, Adam Jiddah, 2Salihu, Muhammad Bello Rayyan, 3Musa Idris Umar, 2016).
Overall, organizational culture dimensions, participation, coherence, adaptability and mission showed a positive relationship with organizational culture. In addition, the impact of each dimension of organizational culture practice varies from organization to organization, as shown in the above study. Therefore, it is extremely important to understand the various aspects of organizational culture and employee performance, (Ratnawat, R.G. and Jha, P.C., 2014) Research has also shown that the relationship between many cultural characteristics and employee performance has not been consistent over time, (Denison) , 1990).
However, Adaptability and Mission have a positive but statistically insignificant effect on employee performance, p>0.05. Finally, we can conclude that not all cultural measures contribute significantly to employee performance, but there may be other factors that are not covered by this study.
5.3 Recommendations.
According to the observation and the conclusion made, the following recommendations given by the researcher will strengthen and help the authority to improve the organizational culture and to know the level of relationship between the organizational culture and the performance of the employee.
For the organization.
Habesha Cement Joint Stock Company should develop a participatory strategy to develop employee skills, although strategic development programs are recommended to improve employee skills, knowledge and behavior.
•	 According to the conclusion of this study, adaptability and mission culture have a significant impact on employee performance, and HCSC must maintain the capacity building intervention and share the company's core value to employees by practicing customer input value decision making to improve employee performance. .
•	Because organizations must be able to understand and respond to the competitive environment, HCSC requires that innovation and risk-taking be encouraged and rewarded through an adaptive strategy to improve employee confidence and the organization to be more proactive about change. .
•	As revealed by the result of this study, 42.2% of the variation in employee performance was predicted by the independent variables of the study (i.e. commitment, consistency, adaptability and task). This means that there were other influencing factors (represented by the remaining 57.8% of the variance) that were related to the employee's performance. These may include job satisfaction, employee compensation, employee motivation, employee engagement, etc.

Empowering employees, taking on challenging tasks, participating in decision-making, creating self-directed work teams and being able to manage their own work, taking initiatives to prepare learning and sharing sessions at regular intervals, and sharing best-practice experiences maximizes employee capabilities in each angle and increases reliance on employee cohesion to achieve both short-term and long-term organizational goals.
In addition, employees should develop effective communication with their superiors regarding goals, achievements, regular feedback and training on performance achievements and shortcomings will have a positive impact on employee performance levels, which will ultimately increase organizational productivity.
5.4 Indicators for Future Research
Future researchers can expand the sample to examine the effect of organizational culture on employee performance, gain a broader understanding of the effect and/or relationships, and protect the generalizability of the findings. The following in different production companies and other different organizations to extend the empirical evidence of the area.
Future researchers can also apply different organizational culture models formulated by different authors in addition to Denison's model; Therefore, their views extend to organizational culture. Because these studies suggest that there are other determinants associated with employee performance.

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APPENDICES
Appendix 1: Questionnaire

        AMBO UNIVERSITY, COLLEGE OF BUSINESS AND ECONOMICS.
                        MBA IN MANAGEMENT MASTERS PROGRAM
Questionnaire to be filled by Employees of Habesha Cement S.C, 
Dear Participant, 
I am Olifan Bayisa, a graduate student at Ambo University, college of business Economics. As part of my master’s degree requirement, I am expected to successfully conduct a research paper on a relevant topic in my area of concentration. Therefore, I am undertaking research to identify the ‘Effect of Organizational Culture on Employee’s Performance’. The result of the study will assist the case study of the organization, Habesha Cement S.C (HCSC).
Hence, this questionnaire is designed to collect relevant information to conduct the study. Your participation in this survey is voluntary. You may refuse to participate or leave blank any questions you don’t want wish to answer. You are not required to write your name to maintain anonymity and your responses will remain confidential and the information you provide will be used only for the purpose of the study. Results will be reported as aggregate and there is no way a response can be traced to any individual respondents. Hence, there is no harm in participating in this study.
If you agree to participate, please answer the questionnaire to the best of your knowledge. It only takes about 15 minutes to fill out questions under General profile, Organizational Culture and Employees’ performance category. Please take into consideration that the soundness and the validity of the findings will highly depend on your genuine responses.
Thank you in advance for your kind cooperation and your support is highly appreciated.
Yours sincerely,

Olifan Bayisa Negera.

PART I: GENERAL PROFILE (PLEASE PUT  MARK USING THE CHECK BOX THAT BEST DESCRIBES YOU). 
1. Gender: ☐ Male ☐ Female
2. Age between: ☐ 23-29 ☐ 30-39 ☐ 40-49 ☐ >50 
3. Employment category: ☐ Clerical ☐ Professional ☐ Managerial
4. Qualification: ☐ Diploma ☐ Degree ☐ Master’s ☐ Above
5. Experience in HCSC: ☐ 1 - 3 ☐ 4 - 6 ☐ above 7 years
PART II: ORGANIZATIONAL CULTURE SECTION 
Please indicate the degree of your agreement/disagreement with the following statements associated with the four dimensions of organizational culture; Involvement, Consistency, Adaptability and Mission to what extent each statement fits the culture of your organization, Habesha Cement Share Company (HCSC) 
(Please click on the check box to put  mark that best describes your view by using the scale of 1-5, were,
(1) Strongly Disagree (SD)   (2) Disagree (D)        (3)   Neutral (N)   (4)   Agree (A)     (5)      Strongly Agree (SA)
S.NO	Questions on organizational culture Dimension	(1) SD	(2) D 	(3)N 	 (4) A 	 (5) SA	
	      Involvement.						
6	In Habesha Cement S.C most employees are highly involved in their work. 						
7	In Habesha Cement, decisions are usually made at the level where the best information is available.						
8	In Habesha Cement S.C, information is widely shared so that everyone can get the information s/he need when it is needed.						
9	Everyone in Habesha cement S.C believes that’s/he can have a positive impact.						
10	Business planning is ongoing and involves everyone in the process to some degree.						
II 	Team Orientation						
11	In Habesha Cement S.C, cooperation across different parts of the organization is actively encouraged.						
12	In Habesha Cement S.C, I feel like I am part of a team						
13	In Habesha Cement S.C, teamwork is used to get work done, rather than hierarchy.						
14	In Habesha Cement S.C, work is organized in a way everyone can easily see the relationship with the goal of the organization.						
15	Teams are given primary building blocks.						
III 	Capability Development						
16	Authority is delegated so that people can act on their own.						
17	I believe, the capability of people is constantly improving.						
18	I agree that Habesha Cement S.C is constantly working on developing its employee’s capability.						
19	In my opinion, capabilities of employees within Habesha Cement S.C are viewed as an important source of capability development.						
	Consistency						
IV 	Core Value						
20	The core value of Habesha Cement S.C is shared widely to everyone and accessible as needed.						
21	In our organization, managers and supervisors are usually doing what they are saying in practice.						
22	 In our organization, there is ethical value that guides our behavior and tells us right or wrong.						
23	HCSC has a clear and consistent set of values that dictates the way I do my work.						
V. 	Agreement						
24	Different departments and division of HCSC can work together well to achieve common goals.						
25	I think HCSC has a strong organizational culture.						
26	In our organization, when disagreement occurs, employee work hard to achieve a ‘win-win’ solutions, reaching consensus, conflicting issues.						
VI 	Coordination and Integration.						
27	In our organization, the approach to doing business is very consistent and predictable.						
28	In our organization, there is a good alignment of goals across level.						
	Adaptability.						
VII 	Creating Change.						
29	In our organization, the way things are done is very flexible and easy to change.						
30	HCSC responds well to competitors and other changes in the business environment.						
31	New and improved ways of doing works are continually adopted in HCSC.						
VIII 	Customer Focus.						
32	Customer comments and recommendation often lead to changes.						
33	Customer input directly influence our decision.						
34	All members in HCSC have a deep understanding of customer want and needs.						
XI 	Organizational Learning.						
35	Learning is an important objective in our day-to-day work.						
36	In our organization, highest priority and support is given to meet the needs of clients and customers and solving their problems.						
37	We view failure as an opportunity for learning and improvement.						
38	In HCSC, innovation and risk taking are encouraged and rewarded.						
	Mission						
X 	Strategic Direction and Intent.						
39	There is a clear mission that gives meaning and direction to our work in HCSC.						
40	There is a clear strategy for the future in HCSC.						
XI 	Goal and Objectives.						
41	The goal of the organization is widespread among employees of HCSC.						
42	We continuously track our progress against our stated goals.						
XII 	Vision						
43	We have shared the vision of what HCSC will be like 
in the future.						
44	HCSC Vision always make me happy and motive me to accomplish my work.						

Part III. Employee performance section.
This part of the questionnaire consists of questionnaires which are designed to assess your perception about the level of your Performance accomplishment within your organization, Habesha Cement S.C.
S.NO	Questions on organizational culture Dimension	(1) SD		(2) D 		(3)N 	 	(4) A 	 	(5) SA	
1	I have a complete knowledge and understanding of my tasks.						
2	I have the required skills to perform my task.						
3	I have the required level of motivation to perform the tasks with minimum will and efforts.						
4	I can manage my time and allocate resources effectively.						
5	My organization examines targets given for employees or teams against the planned objectives.						
6	I perform my work to the expected standards.						
7	I complete in all areas of my job handling tasks with proficiency.						
8	 I receive regular performance reviews.						
9	I always reach my objective set (performance target).						
10	I understand how my performance is evaluated.						
11	I understand the link between my performance and my pay.						
12	I do my job independently.						
13	 I can make quick judgments with limited information.						
14	I am effectively communicated to perform my job						
15	I trust the feedback I receive from my supervisor.						
16	I can judge a given work situation and respond to it.						
17	I delivered my work assignments timely.						
18	I think carefully before responding to customers and project activities.						

              THANK YOU VERY MUCH FOR YOUR TIME AND WILLINGNESS!

Appendix 2
AMBO UNIVERSITY
COLLEGE OF BUSSINESS AND ECONOMICS
DEPARTMENT OF MANAGEMENT.
THE EFFECTS OF ORGANIZATIONAL CULTURE ON EMPLOYEES’ PERFORMANCE
THE CASE STUDY OF HABESHA CEMENT S.CO.
This interview questions are prepared for Managers and Division Managers and Senior Supervisors within different departments. The purpose of preparing this interview questions is with the assumption that a better and open responses will be given, and the reliability of the data and quality may be enhanced.
Questions.
1.	What do you understand about organizational culture?
2.	Do you introduce your organizational culture to new employees?
3.	How do you describe the existing organizational culture with respect to the organizational culture dimensions: Consistency, Adaptability, Involvement and Mission?
4.	Do you perceive the relationship between organizational culture and employee Performance? Why?
5.	How do you perceive the effect of organizational cultures on your employees’ performance? Why?
6.	Do you believe these cultural dimensions are part of the existing culture of the Habesha Cement Share Company? How?
7.	How do you rate the level of employee’s performance in relation with existing culture?
8.	What do you think to build a strong organizational culture to enhance employees’ performance?

Thank you for time and commitment.

Appendix 3

DESCRIPTIVE STATSTICS
Annex 4

Descriptive Statistics	
	N	Range	Minimum	Maximum	Mean	Std. Deviation	Skewness	Kurtosis	
	Statistic	Statistic	Statistic	Statistic	Statistic	Std. Error	Statistic	Statistic	Std. Error	Statistic	Std. Error	
Zscore(Involvement)	163	5.01435	3.18034	1.83401	.0000000	.07832604	1.00000000	.424	.190	.450	.378	
Zscore(Consistencey)	163	5.78610	3.14914	2.63696	.0000000	.07832604	1.00000000	-.303	.190	.260	.378	
Zscore(Adaptability)	163	4.50215	2.52908	1.97307	.0000000	.07832604	1.00000000	.434	.190	.207	.378	
Zscore(Mission)	163	4.46718	2.25783	2.20935	.0000000	.07832604	1.00000000	.208	.190	.484	.378	
Valid N (listwise)	163