Cultural nuances in work attitudes and behaviors: Towards a model of African work culture
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This study explored managers’ perception of the work behaviors and attitudes of Nigerian workers with
reference to Nigeria’s cultural orientation and the global culture. It compared Japan, USA and Nigeria on
Hofstede’s cultural dimensions, work culture and organizational outcomes. Descriptive survey design
and purposive sampling technique were used in data collection. A total of 131 managers (74 males and
57 females) from manufacturing organizations in Ota, Ogun State were interviewed. The structured
interview comprised of 12 statements on work attitudes and behaviors to which respondents agreed or
disagreed and made remarks. Four research questions were asked and answered using frequency
distribution. The result showed that greater percentage of managers perceived Nigerian workers to
require close supervision, sanctions and coercion in driving compliance with organizational rules.
Workers were also perceived to be motivated mostly by pay, rewards and benefits. However, only about
half of the respondents agreed that Nigerian workers are self‐centered and individualistic. Lastly, they
perceived that given the right circumstances, Nigerian workers are highly resourceful and capable of
participative decision‐making and mutual responsibility. This study concluded that Nigeria as well as
Japan have collectivist cultures while America has individualistic culture. Although collectivism has paid
off as evinced in the successes of Japanese companies, Nigerian organizations, like many others in
Africa, have been victims of acculturation with adverse consequences for organizational growth. Hence,
a model of African work culture was recommended, one that should not jettison indigenous cultures,
but ensure an effective blend with global best practices. © 2021 Olowookere et.al.
Keywords
BF Psychology