Effect of Organizational Culture on Performance of Safety Management Systems: Civil Aviation Service Providers in Kenya

Thendu Bedan Kimeria; Paul Kariuki; Willy Muturi; Peter Wanjohi

doi:10.2022/ajest.v7i2.800

Thendu Bedan Kimeria Jomo Kenyatta University of Agriculture and Technology, P.O. Box 62 000 – 00200 Nairobi, Kenya
Paul Kariuki Jomo Kenyatta University of Agriculture and Technology, P.O. Box 62 000 – 00200 Nairobi, Kenya
Willy Muturi Jomo Kenyatta University of Agriculture and Technology, P.O. Box 62 000 – 00200 Nairobi, Kenya
Peter Wanjohi Jomo Kenyatta University of Agriculture and Technology, P.O. Box 62 000 – 00200 Nairobi, Kenya

DOI: https://doi.org/10.2022/ajest.v7i2.800

Keywords: Organizational Culture, Performance, Safety Management Systems, Kenya

Abstract

This study sought to establish the effect of organizational culture on performance of safety management systems (SMS) among civil aviation providers in Kenya utilizing the organizational culture theory. The target population of this study were the civil aviation service providers that are listed in Kenya, and the sample size was 132. Primary data was collected using questionnaires whereas secondary data was collected from company websites, journals and periodicals. The paper utilized stratified sampling technique and more specifically proportionate stratified random sampling. The population was grouped into five strata representing each category of the services provider. Qualitative responses were analyzed using content analysis. Descriptive technique involved generation of frequencies, mean and percentages, while the inferential analysis involved establishing significant linear relationship between the dependent variable and independent variable utilizing Pearson’s correlation analysis and regression analysis. The findings show that organizational culture and performance of safety management systems were strongly and positively related as indicated by a correlation coefficient (R) value of 0.671. From the findings, the value of adjusted R² was 0.450 which implies that 45% of variations in performance of safety management systems can be attributed to changes in organizational culture. The remaining 55% variations in performance of safety management systems can be attributed to other aspects other than changes in organizational culture. The paper established that while organizational culture is expected to harness employee’s loyalty and sense of belonging, some aviation service providers were administering punishment upon voluntary reporting of incidents and accidents. This was an indicator of lack of a just, non-punitive, and supportive work culture which in essence inhibits success in performance of safety. More so, there existed a general tendency of lack of team spirit and cohesion. The study found that organization culture has significant effect on the performance of safety management systems among civil aviation service providers in Kenya. The paper recommends incorporation of policies aiming at implementing voluntarily and non-voluntarily reporting systems of incidents and accidents, without administering punishment to the employees who provide this information, thus inculcating a just culture in civil aviation service providers.

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