ORGANIZATIONAL CULTURE AND INTER-GROUP BEHAVIOUR IN GUARANTY TRUST BANK IN NIGERIA

The study empirically investigates organizational culture and inter-group behaviour in Guaranty trust bank in Nigeria. Primary data was used for the study and the data for analysis was gotten through questionnaire. The questionnaire was issued to the staff of Guarantee Trust Bank in Rivers State. The data was analyzed with the use of Chi-square in other to measure the discrepancies existing between the observed and expected frequency and to proof the level of significance in testing stated hypotheses. From the result of the study, it was discovered that organizational culture has significant influence on inter-group behaviour. Therefore, the study recommends that Guarantee Trust Bank should encourage new entrants to get internalize first with the bank’s culture to know whether they can cope with them or not. Additionally, organizations should provide adequate motivational factors like housing allowance, car loan, holiday allowance, health allowance, etc. INTRODUCTION An organization refers to a collection of people, who are involved in pursuing defined objectives. It can also be referred as the second most important managerial function, that coordinates the work of employees, procures resources and combines the two, in pursuance of company's goals (Hall, 1999). The essence of organizations revolves around the development of shared meanings, beliefs, values and assumptions that guide and are reinforced by organizational behaviour. Employees are important asset to the organization. They serve as human capital to the organization. organizations make use of their employees’ skills, knowledge and abilities in carrying out and fulfilling their objectives. Culture is the environment that surrounds employees at work all of the time. Culture is a powerful element that shapes employees work enjoyment, work relationships, and work processes. However, culture is something that one cannot actually see, except through its physical manifestations in work place. The culture of the organization should be developed to support continuous improvement, improve employees’ style of performing their job and thus develop quality awareness. Organizational culture has influenced on inter-group behaviour as a result of the acceptable behaviours and attitudes to various jobs in the organization. organizational culture is a major determinant of an employee’s efficiency and effectiveness in carrying out their jobs. That is, organizational culture is one of the major key determinants of how employees perform or behaves in his job. Academic interest in organizational culture is evidenced by the level of attention it has received over the last few decades. The relationship between organizational culture and inter-group behaviour has been the subject of abundant research in several fields. While this topic is rich in studies, many researchers concur on the fact that there is no agreement on the precise nature of the relationship between organizational culture and inter-group behaviour. Despite the plethora of studies on organizational culture in the last few decades, there is no widely accepted causal relationship between organizational culture and inter-group behaviour. The empirical evidences emerging from various studies about the ISSN (Online): 2455-3662 EPRA International Journal of Multidisciplinary Research (IJMR) Peer Reviewed Journal Volume: 6 | Issue: 9 | September 2020 || Journal DOI: 10.36713/epra2013 || SJIF Impact Factor: 7.032 ||ISI Value: 1.188 2020 EPRA IJMR | www.eprajournals. com | Journal DOI URL: https://doi.org/10.36713/epra2013 499 effect of organizational culture on inter-group behaviour have so far yielded mixed results that are inconclusive and contradictory. Because of these contradictory results, the question of whether organizational culture improves or worsens inter-group behaviour is still worthy of further research such as the one being undertaken in this study. In addition, despite the existence of these studies, very little attention has been given to developing countries. This means that the impact of organizational culture on employee’s work behaviour has not received adequate research attention in Nigeria. Thus, there is a major gap in the relevant literature in Nigeria, which has to be covered by research. This research attempts to fill this gap by studying the situation of the Nigerian Banking Industry and providing more empirical evidence on the effects of organizational culture on inter-group behaviour in Guarantee Trust Bank Plc. Aim and Objectives of the Study The explicit objectives of this study are: (i) to ascertain if organizational culture influence inter-group work behaviour. (ii) to find out if organizational culture affects organizational productivity. (iii) to disclose whether a change in organizational culture could lead to a change in inter-group work behaviour. Research Hypotheses Three hypotheses were also put forward. They are: (i) organizational culture has a significant influence on inter-group work behaviour. (ii) organizational culture has a significant influence on organizational productivity. (iii) A change in organizational culture will cause a change in inter-group work behaviour. These objectives and hypotheses guide the researcher in his study. Organizational culture is based on the history and tradition of the organization or what an organization has been identified with to be consistent in doing from time past. It is the ability of inter-group to adapt to this organization tradition and systems that will enable them perform well in the job and thus boost organizational productivity. Therefore, this study will concentrate on organizational culture as a major factor that influences inter-group behaviour. LITERATURE REVIEW Conceptual Framework of organizational Culture An organization's culture defines the proper way to behave within the organization. This culture consists of shared beliefs and values established by leaders and then communicated and reinforced through various methods, ultimately shaping employee perceptions, behaviors and understanding. The subject of organizational behaviour has been studied from a variety of perspectives ranging from disciplines such as anthropology and sociology, to the applied disciplines of organizational behaviour, management science, social sciences and organizational communication. The study of organizational culture has been widely accepted and explained by different scholars but there is no one definition of organizational culture that is generally accepted (Ojo, 2008). Organizational culture permeates organizational life in such a way as to influence every aspect of the organization (Hallett, 2003). Organizational culture also has effect on the productivity level of the organization in the sense that it influences employee’s behaviour to work and it is the input of the employees to the organization that determines the organizational productivity level. It has been suggested that organizational culture affects such outcomes as productivity, performance, commitment, self-confidence, and ethical behaviour (Buchanan and Huczynski, 2004; Shani and Lau, 2005; and Ojo, 2009). organizational culture is one of the core determinants of every organization’s success as it influences employee work behaviour. Organizational culture is one of the metaphors used for organizational analysis (Morgan, 1997). In this metaphor, the essence of organization revolves around the development of shared meanings, beliefs, norms, values and assumptions that guide and are reinforced by organizational behaviour. organizational values are important because they have effects on important individual and organizational outcomes. Organizational values are expected to produce higher levels of productivity (Jehn, 1994; Hall, 1999), job satisfaction (Jehn 1994), and commitment (Pettinger, 2000). organizational values are also important because the fit between organizational and individual values affects important individual and organizational outcomes. Values-fit has been shown to affect application decisions (Cable and Judge, 1996; Cable and Judge, 1997; Scott, 2000a), job satisfaction (Bretz and Judge, 1994), and job tenure (Bretz and Judge, 1994; Ritchie, 2000). organizational culture has been seen as the pattern or way a given group has invented, discovered or developed in carrying out a particular task or solving a particular problem or useful and effective in learning. This pattern must have worked well enough for the group to be considered valid and therefore must be taught to new members or entrants as the correct way to perceive, think and feel in relation to those problems. organization culture is a set of values that help organizational members know that which is ISSN (Online): 2455-3662 EPRA International Journal of Multidisciplinary Research (IJMR) Peer Reviewed Journal Volume: 6 | Issue: 9 | September 2020 || Journal DOI: 10.36713/epra2013 || SJIF Impact Factor: 7.032 ||ISI Value: 1.188 2020 EPRA IJMR | www.eprajournals. com | Journal DOI URL: https://doi.org/10.36713/epra2013 500 acceptable and that which is unacceptable within the organization (Ojo, 2010) How organizational Culture Develops The values and norms which are the basis of culture are formed through the following four ways (Finegan, 2000). i. By Leaders in the organization, especially those who have shaped them in the past. People identify with visionary leaders how they behave and what they expect. They note what such leaders pay attention to and treat them as role models. ii. Through Critical Incidents or Important events from which lessons are learned about desirable or undesirable behaviour. iii. Through effective working relationship among organizations members. This establishes values and expectations. iv. Through the organization’s Environment Culture is learned over a period of time. Where a culture has developed over long periods of time and has become firmly embedded, it may be difficult