ORGANIZATION CULTURE AND EMPLOYEE PERFORMANCE IN THE PUBLIC SERVICE IN KENYA

Abstract

This study addressed the underexplored impact of organizational culture on employee performance within Kenya's State Department for Basic Education. Unlike the private sector, public service lacks empirical insights on how different cultural models—clan and hierarchy—affect performance and satisfaction. The main aim of this investigation was to examine the effect of organizational culture on employee performance in the public service in Kenya, with a case study of the State Department for Basic Education. The specific objectives were to examine the effects of clan culture and hierarchy culture on employee performance. The study was based on Dynamic Capability Theory, Hofstede's Cultural Dimensions Theory as the anchor theory and Schein's Theory of Organizational Culture. The research design for the study was a case study. The target population for this study consisted of 709 employees who worked at the State Department for Basic Education in Nairobi. The study's sample size was determined using Yamane's formula. The study used a questionnaire to collect primary data. The investigation employed statistical data analysis, and the data was analyzed using Statistical Packages for Social Scientists (SPSS) version 28. The study revealed that organizational culture significantly impacted employee performance in Kenya's public service. Clan culture fostered cooperation, mentorship, and community, improving teamwork and performance. Hierarchy culture promoted stability but required improvement in accountability. A good organizational culture balanced flexibility, structure, creativity, and collaboration, leading to increased productivity and commitment in public service like the State Department of Basic Education. The study recommended that the public service enhance employee performance by fostering clan and hierarchy cultures. To promote clan culture, it suggested expanding employee participation in decision-making, strengthening mentorship programs, and cultivating a strong sense of group identification and collaboration through shared norms and values. For hierarchy culture, the study advised reinforcing clear decision-making processes and command structures to maintain efficient performance, as well as implementing tougher accountability measures in underperforming regions. These approaches aim to improve employee motivation and job satisfaction by building a supportive and well-structured organizational culture. Further research was recommended to explore the impact of bureaucratic, task, person, and collaborative cultures on employee performance and overall organizational effectiveness.