EFFECT OF Organisational CULTURE ON EMPLOYEE PERFORMANCE IN HEALTHCARE INSTITUTIONS: A Structured Literature Review with Implications for David Umahi Federal University Teaching Hospital (DUFUTH)

Abstract

Organisational culture shapes how employees interpret institutional expectations, interact with colleagues, respond to leadership, share knowledge and perform assigned responsibilities. This review synthesises the literature compiled in the source manuscript on the relationship between organisational culture and employee performance, with particular attention to healthcare institutions and implications for David Umahi Federal University Teaching Hospital (DUFUTH). The paper was reconstructed as a structured literature review because the source manuscript did not preserve a complete database search log, screening record or risk-of-bias protocol required for a PRISMA systematic review. Evidence was organised thematically around direct effects, shared values, leadership, communication and knowledge sharing, teamwork, specific culture types, and mediating mechanisms such as commitment, engagement, motivation and job satisfaction. Across the reviewed studies, supportive organisational cultures were generally associated with higher productivity, efficiency, quality, job satisfaction and commitment. Clan and adhocracy cultures, participatory or transformational leadership, transparent communication and teamwork frequently produced favourable outcomes, whereas rigid hierarchical cultures showed mixed effects. The review also identified limited qualitative evidence, insufficient research in Nigerian and sub-Saharan African healthcare settings, and weak understanding of the mechanisms through which culture affects specific dimensions of healthcare performance. The findings indicate that DUFUTH can strengthen employee performance by aligning shared values with daily practices, improving leadership behaviour, institutionalising open communication and knowledge sharing, and supporting multidisciplinary teamwork.