EFFECT OF TOTAL QUALITY MANAGEMENT PRACTICES ON ORGANISATIONAL CULTURE AMONG DEPOSIT MONEY BANKS IN NIGERIA.

Abstract

In addition to examining various organisational culture categories used by Nigerian banks,

this study examined the effect of total quality management practices on organisation cultures

among the listed deposit money banks in Nigeria. Primary information was used in the

investigation.

The

marketing

and

transaction

units

of four Deposit Banks in Abuja employed 100 middle and upper management personnel as re

spondents to a questionnaire. Descriptive and inferential statistics were used to examine the

data. The study found that banks in the study area adopted ten different organisational

cultures, including group culture, which had a mean score of (4.53) and a percentage of

(79.6 percent); developmental culture, which had a mean score of (4.01) and a percentage of

(54.8 percent); rational culture, which had a mean score of (4.32) and a percentage of (67.7

percent); hierarchical culture, which had a mean score of (3.58) and a percentage of (28.0

percent); and (58.1 percent). The final findings revealed that organisational culture had a

significant positive impact on the management quality of Nigerian banks (F = 3.658, p 0.05),

with group culture (t =2.354, p 0.05), adhocracy work culture (t =2.325, p 0.05), macho

culture (t =2.499, p 0.05), and work hard/play hard culture (t=4.340, p 0.05) contributing the

most.