Work Environment and Socialization Practices and Organisational
Performance
The respondents were asked if work environment and socialization was
conducive for best organisational performance. The table 4.11 below presents
the results.
Table Work Environment and Socialization Practices and
Organisational Performance
Work Environment and Socialization Practices and
Organisational Performance
Mean Standard
Deviation
Team work is highly valued in this organization to achieve high
performance
1.9 1.8632
NOC provides employment security to its employees to
encourage higher performance
1.8 0.8917
I feel that my personal values are a good fit with this
organizational culture
1.2 0.79720
Average Mean 1.28
The findings from the above Table 4.11, the study indicates the respondents
reported low extent (Mean of 1.9, SD 1.8932) that teamwork is valued at NOC
and that provision for employment security, is practiced to low extent (Mean of
1.8 SD, 18632), in addition, the respondents reported at low extent that their
personal values are a good fit with those of the organisation. Further, the
respondents report to lower extent that (Mean of 1.2, SDm .79720. The above
assessments reveal that, teamwork spirit is not customarily valued at NOC, that
employment security is not provided at NOC and that employee‟s personal
values are not a good fit with the NOC values.
Supervisor Support and Relationship Practices and
Organizational Performance
The respondents were asked to state if supervisor support and
relationship increases organisational performance at NOC. Table 4.12
below presents the results.
Table Supervisor Support and Relationship to enhance performance
Supervisor Support and Relationship to enhance
performance
Mean Standard
Deviation
My Supervisor gives me clear job objectives and instructions
and we ordinarily agree on work plan
3.0 1.79201
In the appraisal exercise, my Supervisor and I agree to aim
higher always
3.0 0.89151
I receive open, honest and constructive feedback on my
performance from my supervisor.
2.1 1.89322
Average Mean 2.1
The findings shown in the Table above reveals that respondents indicated that
they moderately receive clear job objectives & instructions and work plan
(Mean of 3.0, SD 1.79201), that there is an agreement between supervisor and
employees during the appraisal to aim higher and that the respondents
reported on moderate (Mean of 3.0, SD.89151). However, respondents
indicated at low extent (Mean of 2.1, SD1.8932) that they receive constructive
feedback from their supervisors. The analysis from the above investigation
reveals that sometimes a few employees at NOC get clear job instruction while
other do not and that employee and supervisors agree on work plan. However,
at NOC, supervisors to some extent do not give their supervisors open, honest
and constructive feedback on their performance.
Organisation Culture Practices and Organisational Performance
The respondents were asked to state if organisation culture practices helps
boost organisational performance at NOC. Table 4.13 below presents the
results.
Table Organisation Culture Practices and Organisational Performance
Organisation Culture Practices and Organisational Performance Mean Standard
Deviation
I am proud to tell others that I am part of this organization 4.1 0.8915
I am willing to work harder to help my organization be successful. 3.5 1.0962
My organization‟s core values, goals, strategy and vision are clear to me 3.0 1.7920
NOC corporate culture supports my work performance. 1.9 0.8265
Average Mean 3.1
Findings from the above Table 4.13 reveals that the respondents agreed to a
large extent that they are proud of their organisation and they can tell others
about it (Mean of 4.1, SD 8915), at moderate that they are willing to put more
effort in order to help their organisation succeed (Mean of 3.5, SD 1.0962)
and that they were aware of organisation‟s core values, goals, strategy and
vision, (Mean of 3.0, SD 1.7920). However, the respondents indicated at low
extent (Mean of 1.9, SD .8265) that Corporate culture support employees work
performance. From the above analysis employees at NOC are proud of their
organisation and can tell others about their organisation, they are moderately
aware of their organisation core values, goals, strategy and vision and that
employees are willing to put more effort to help organisation improve its
performance. However, the corporate culture at NOC does not support their
work performance.
