Maria Caroline Thebe, Ushe Makambe, Nobukhosi Dlodlo
Abstract
Any organisation that endeavours to survive in today’s globally competitive business environment should inculcate a high-performance culture. This study, therefore, sought to establish the existence of a high-performance culture, or otherwise, at a State-Owned Enterprise (SOE) in Botswana and the effects it had on the organisation’s performance. A quantitative research approach was employed whence data were collected through a structured questionnaire. A sample of 100 employees of the SEO participated in the study with a 77% response rate. The data were analysed through the Statistical Package for Social Sciences (SPSS). The results of the study revealed that the leadership of the corporation was not releasing information timeously while the organisation’s strategy was not being shared effectively with the rest of the employees. Furthermore, it was established that the selected SOE did not have a clear policy on learning and improvement that could benefit all employees. The findings of this study will be significant to the internal stakeholders since their application can enhance the organisation’s performance. The management of the organisation can use these findings to revamp the existing organisational culture to boost the performance of the SOE through the establishment and sustenance of a high-performance culture.