Corporate Governance and Human Resource Management Practices: How Organisational Culture Drives Teamwork Performance in Ghana’s Road Safety Authority
DOI:
https://doi.org/10.63385/jemm.v2i1.188Keywords:
Organisational Culture, Road Safety, Teamwork, Project Outcomes, Innovation, Team PerformanceAbstract
The study examines the impact of organisational culture on performance in project teams in the National Road Safety Authority (NRSA) in Ghana. Quantitative methodologies and survey techniques have been adopted in analysing the types of organisational cultures, testing for effective teamwork, and exploring the linkage between cultural dimensions and project outcomes. Data collection involved a survey of 270 respondents in the NRSA through a structured questionnaire. Descriptive and inferential statistics techniques have been utilised in analysing collected data. The analysis included correlation, ANOVA, and regression techniques. Analysis revealed a predominantly clan-based characterised by high employee motivation, effective information dissemination, and a high level of reward and career development concerns. Analysis reveals a strong positive correlation between such a base and performance in terms of project teams, supported through effective collaboration techniques. Nevertheless, through its analysis, the study acknowledged areas for improvement, most prominently in aligning organisational objectives with project objectives. In contributing to current but narrow studies in the field of organisational culture in road safety organs in developing countries, and in offering actionable tips for enhancing performance in terms of project teams through cultural interventions, this study is significant and relevant not only for the NRSA but for any public sector institution dealing with critical social concerns, providing a model for leveraging organisational culture for improving performance in terms of projects and, in a larger view, enhancing overall road safety programs.
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