Institutional Performance of Joranian Public Sector

International Journal of Research and Innovation in Social Science (IJRISS) | Volume III, Issue VI, June 2019 | ISSN 2454–6186

Institutional Performance of Joranian Public Sector

Hodifa Farhan Abu-Owiadha

University Malaysia Perlis, Malaysia

Abstract: The main purpose of this study is to investigate the outcome of institutional culture among top management from the institutional performance. Specifically, it aimed at investigating the effect of institution culture on institutional performance in public sector, Jordan. Past studies on the institutional culture are limited only to the management level employees in the Public-sector so the definite focus of this study is to investigate the role of institutional culture and institutional performance among the top management staff of public sector, Jordan. A total number of 152 questionnaires were gathered through survey questionnaire from top management from the main city of Jordan, Amman. The data analyzes were done by using Smart PLS 3.0. The findings of this study designate a significantly positive relationship between institutional culture and institutional performance. The study provides implications for the top management of public sector, Policymakers, and leaders in the public sector, they encouraging the staff to towards institutional culture for better institutional performance. Results stirred on how institutional culture can be used to manage institution strategically.

Keywords: Institutional culture, Institutional performance, Strategy, Public sector, Jordan

I. INTRODUCTION

Today’s institutions are becoming flattered, decentralized and boundary-less. Business environments, both national and international crises, have encouraged institutions to look for more flexible, simpler, and more dynamic institution culture (Imperatori, 2017). To the employees, these business strategies with more flexible, simpler, and more dynamic institution culture are synonymous with retrenchment, fewer career opportunities, or fewer job promotions, and more pressures.
Employees who have to face this kind of culture are subjected to stressful life-event (Crane, 2017) or low commitment (Laforet, 2016). Irrespective of the changes and uncertainties faced by the employees, institutions still need to compete in order to survive. According to Johnson, (2016) people’s brains and talents are the most important assets for sustained competitive advantage. The question now is how should institutions address the issue of low morale employees who are experiencing low job commitment and satisfaction? These employees need high motivation in order to work in the unstable environment with drastic changes in customer demand, plus other things such as increased and stiff competition to remain competitive in the marketplace.

Read More