The Influence of Organizational Culture on Municipal Performance: Implications for Service Delivery in Chinhoyi Municipality

Abstract

This study examined the nexus between organisational culture and municipal performance in Zimbabwe with specific reference to Chinhoyi Municipality. The study was influenced by perpetual service delivery challenges in the municipality. It specifically aimed to explore the organisational culture at the municipality, examine the relationship between the current organisational culture and service delivery and suggest strategies for leveraging organisational culture for enhanced service delivery. The study adopted a qualitative inquiry premised upon an interpretivism philosophy and case study strategy premised on one municipality while targeting its employees and managers who were well versed in aspects of organisational culture. The data was collected by means of key informant interviews, focus group discussion, observation and open-ended questionnaires. The results indicated a negative corporate culture characterised by retrogressive organisational values and norms, weak employee engagement strategies, ineffective change management and adaptability and communication challenges. These contributed to the emergence of various service delivery inhibitions that included bureaucratic cultures, lack of meritocracy, political interference and resistance to change. The results showed that bureaucratic cultures slow decision-making, constrain innovation, foster service delays, promote lack of flexibility, limits employee autonomy, lowers employee morale and results in inefficient resource utilisation. The results suggested the need for governance and leadership initiatives and employee capacity and capability strategies. Following these observations, future researchers were urged to broaden the scope of their inquiries through considering the organisational culture and service delivery situation in other municipalities.