Management Control System and Employees' Performance of 19 Deposit Money Banks in Rivers State

Abstract

This study investigated using quantitative methodology, the influence of management control system on employee performance within the moderating context of organizational culture. The study which is designed as a cross-sectional survey generated empirical data from a total of 197 employees of the target organizations; all permanent employees who constituted the sample size for the study. Analysis comprised of the demographic, primary and secondary level of data analysis in which frequencies and contingency tables were used to describe the data distribution after which hypotheses were tested using the Spearman rank order correlation coefficient. The results showed a significant relationship between the dimensions of management control system and employee performance in the target organizations. Findings show that management control system through its dimensions: formal and informal management control system significantly impacts and enhances the performance of employees within the selected organizations to perform better and at optimal levels. Based on the foregoing findings, it was therefore recommended that for organizations to remain effective, efficient, relevant and competitively advantageous it is important for them to recognize management control as an important and necessary pathway to adequately enhancing and developing their human capital. Also policies within the organization should be geared towards ensuring staff skills are constantly updated to meet global and industrial levels.