Organizational Culture and Corporate Performance in Uganda: A Case of Roofings Uganda Limited)

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Kampala International University, Colleges of humanities and social sciences
A second theory relevant to this study is locke’s goal-setting theory. since organizational culture conduces towards the achievement of speci lie goals in accommodating the needs of those who work inside the organization and of stakeholders outside the organization. According to robbins, ondendaal and roodt (2003: 137). locke proposed that intentions to work towards specific goals are a major source of work motivation. ‘Ihat is. goals tell an employee what needs to be expended. spec fic goals increase perfbrmance; difficult goals. when accepted. result in higher perkrmance than do easy goals, and feedback as to the successfulness in meeting goals leads to higher performance than does the absence of feedback. Specific hard goals produce a higher level of output than does the generalized goal of “do your best”. if f~rctors like ability and acceptance of the goals are held constant, it is also true that the more difficult the goal. the higher the level of perfbrmance. I lowever. it is logical to assume that easier goals are more tidily accepted. once an employee accepts a hard task. however, he/she will exert a high level of’ effort until it is achieved, lowered, or abandoned. people will do better when they get feedback as to how well they are progressing towards their goals because feedback helps them to identity discrepancies between what they have done and what they want to do: feed hack serves to guide behaviour.
A Research Report Submitted to College of Humanities and Social Science in Partial Fulfilment of The Requirements for The Award of a Bachelor’s Degree of Public Administration of Kampala International University
Organizational Culture, Corporate Performance