ORGANIZATIONAL CULTURE OF GREEK BANKING INSTITUTIONS: RESULTS

RESULTS

The data tested for reliability with Cronbach’s alpha. The Cronbach’s alpha indicated that the data were reliable since they scored from 0.76 to 0.95 for the current organizational culture and 0.73 to 0.85 for the future-preferred organizational culture (Table 1). The data were analyzed according to the OCAI scoring method. Thus, average scores were calculated for each of the organizational types (A=Clan, B=Adhocracy, C=Market, D=Hierarchy) in the Now (current) and Preferred (future) columns (Table 2). Latter these scores were plotted to draw a picture of the organizational culture profile of the Bank that was selected (Figure 1).

From Table 2 and Figure 1, it is obvious that the dominant current organizational culture is the Hierarchy while Adhocracy scored the lowest. For the preferred organizational culture the dominant culture is the Clan followed by the Adhocracy, the Market and the Hierarchy. The previous results indicate that there might be a difference in what the employees want the organizational culture to be from what the current organizational culture is. In order to test this hypothesis some Paired Samples T-Tests were conducted. The results in Table 3 indicate that there is a significant difference between the Now values from the Preferred in cultural types A, B and D (p<0.01). As it can be seen from Table 3, types A and B have both scored significantly higher in the Preferred row that the Now.

The assessment of the organizational culture of an organization is important, since it involves the goals of the organization, points the way to reach these goals as well as outlines the behavior and principles to be followed in order to achieve them (Schein 1988). The alignment of employee’s personal goals with the organization’s, is the key of continuous innovation, a fundamental aspect for the competiveness of an organization (Berthon et al 2004). Organizational culture is consisted of the social norms and beliefs of a certain social group and it has been shown that may set the limits of proper or improper behavior in an organization (Cabrera et al. 2001). The evaluation of organizational culture is important since there is empirical evidence that it has a significant effect on employee job performance (Ojo 2009), job satisfaction (Aldhuwaihi et al. 2011) and organizational productivity (Ojo 2009).