Organisational culture, organisational social capital, organisational psychological contract, organisational citizenship behaviour and organisational performance: the case of World Vision, Uganda

Abstract

This study was carried out to investigate the relationship between organizatitional culture, organizational social capital, Psychological contract, organizational citizenship behavior and organizational performance. It adopted a cross sectional research design focusing on the on-going staff and community representatives of world vision projects, programs and National office. The respondents of the study were 146 World vision staff and community representative (34 respondents where from projects and 112 respondents where from programs). Data analysis was done using SPSS statistical package. Pearson’s correlation results showed no significant relationship between organizational social capital and organizational citizenship behavior; no significant relationship between organizational culture and organizational citizenship behavior; a significant positive relationship between organizational citizenship behavior and organizational performance; a significant relationship between organizational social capital and organizational performance. Multiple regression results showed that organizational culture, organizational social capital, psychological contract, and OCB contribute to 51.6% of the variance in organizational performance; and that organizational social capital, psychological contract and OCB are statistically significant predictors of performance in WV Uganda. The findings suggest that NGO’s and other organizations need to adopt organizational psychological contract and organizational citizenship behaviour model to aid/guide employees and supervisors in eliminating all ambiguities found in the performance.