The Influence of Perceived Organisational Culture on Employee Performance: A Case Study of the Coca-Cola Plant in Eyaen, Benin City

Abstract

This study investigates the influence of perceived organisational culture on employee performance at the Coca-Cola plant in Eyaen, Benin City. Grounded in the O’Reilly, Chatman, and Caldwell (1991) model of organisational culture, the research examines the relationships between organisational culture and three key performance constructs: worker engagement, worker motivation, and job satisfaction. A descriptive survey design was employed, with data collected from 280 staff members using a structured questionnaire. Reliability tests confirmed the instrument's consistency, with Cronbach's Alpha values ranging from 0.729 to 0.770. Data analysis involved descriptive statistics and simple linear regression. The findings reveal that organisational culture has a significant and positive impact on worker engagement (R² = 0.238, p < 0.001), worker motivation (R² = 0.188, p < 0.001), and job satisfaction (R² = 0.043, p < 0.001). The study concludes that a positive and well-articulated organisational culture is a critical driver of enhanced employee performance. Recommendations include that management should intentionally cultivate a culture that promotes open communication, recognises achievements, supports professional growth, and fosters a collaborative work environment to boost overall organisational effectiveness.