The Impact of Organisational Culture on Performance: A Case Study of the Ministry of Public Services in Swaziland

This study investigates the impact of organizational culture on performance using theMinistry of Public Servicesin Swaziland as a case study. The primary objective of the study was to evaluate the existing organizational culture within this Ministry and its impact on the performance of the Ministry of Public Service (MoPS). A mixed research method approach that allows the use of both quantitative and qualitative methods was adopted with the aim of enhancing the robustness of the research findings. The study revealed that currently the Ministry of Public Service is characterized by a hierarchical leadership style which was rigid in terms of innovation and provision of customised services for its customers, particularly within government ministries. Further to that, the study also reveals that there is the absence of a roadmap that will collectively attain the ministrys objectives. The study recommends that a match of the organisational culture with business strategy should be designed and implemented with the intent of delivering superior performancewithin the Ministry of Public Service. The study also recommends that leadership within Ministry of Public Service develops a strategic plan to articulate the business objectives and the indicators that will effectively reflect the organizational goals. The main limitation of this study was the reluctancy to respond to the questions by some key respondents especially where the questions bordered on their responsibility and accountability.