Organizational Culture Factors Affecting the Achievement of Central Excise Department

Abstract

The objectives of this study were: (1) to investigate the level of organizational culture and the achievement level of the Central Excise Department, (2) to examine the organizational culture factors influencing the achievement of the Central Excise Department, and (3) to propose guidelines for creating an organizational culture that impacts the achievement of the Central Excise Department. This study utilized a mixed methods research design. The population and sample included personnel from the Central Excise Department. Data were collected through questionnaires administered to 299 individuals and interviews conducted with 15 participants.

The study's results indicate that: (1) the level of organizational culture within the Central Excise Department is above average, with the civil servant work values factor, demonstrating the highest average value. Furthermore, the performance achievement level of the Central Excise Department exceeds 70%, with service quality emerging as the dimension with the highest average, (2) the civil servant work values factor is the primary variable entered into the regression equation, followed by the Excise Department values factor and the Excise Department organizational culture factor, respectively. The civil servant work values factor explains the highest variation in the performance results of the Central Excise Department, with a regression coefficient of .474, while the Excise Department values factor and the Excise Department organizational culture factor have regression coefficients of .275 and .213, respectively. When all variables are combined, the multiple correlation coefficient is .922, explaining 85.0% of the variation in the achievement of the Central Excise Department with statistical significance at the .05 level, (3) The guidelines proposed for cultivating an organizational culture conducive to achievement within the Central Excise Department emphasize fostering a sense of belonging, goal alignment, and satisfaction among employees, thereby promoting higher levels of engagement and productivity. Additionally, fostering collaboration stimulates innovation and creativity, enabling individuals to share ideas, experiment, and engage in problem-solving when they feel empowered and supported.