EFFECT OF ORGANIZATIONAL CULTURE ON OPERATIONAL PERFORMANCE OF TERTIARY HEALTH FACILITIES IN BENUE STATE: A STUDY OF BENUE STATE UNIVERSITY TEACHING HOSPITAL, MAKURDI.

Abstract

This study examined the effect of organizational culture on the operational performance of tertiary health facilities in Benue State, specifically at the Benue State University Teaching Hospital, Makurdi. A descriptive survey design was adopted for the study. Data was collected using a structured questionnaire utilizing a five-point Likert scale used to measure key dimensions of organizational culture: organizational values, norms and practices, and organizational artifacts on operational performance at Benue State University Teaching Hospital, Makurdi. Structural Equation Modeling (SEM) via SmartPLS4 software was employed to analyze the complex relationships among these variables, ensuring accurate assessment while accounting for measurement errors. The results showed that norms and practices, along with organizational artifacts, significantly and positively affect operational performance, emphasizing the critical role of daily behaviors, routines, and tangible cultural elements in improving hospital efficiency and service delivery. Norms and practices encouraged teamwork, accountability, and operational effectiveness, while artifacts such as technologies and workflows facilitated smoother processes. In contrast, organizational values did not have a statistically significant direct effect on operational performance, suggesting their influence may be indirect or long-term and possibly moderated by contextual factors such as resource limitations and leadership challenges. These findings highlight the importance of focusing on actionable cultural components to enhance performance while recognizing the foundational, yet less visible, role of core values. This study provides valuable insights into how different aspects of organizational culture uniquely affect operational success in complex tertiary healthcare environments.