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ENHANCING EMPLOYEE PERFORMANCE THROUGH STRATEGIC ETHICAL LEADERSHIP
Abstract
This mixed-methods sequential explanatory design research was conducted to bridge the literature gap on the differences in the cross cultures of American multinational companies and Ghanaian companies in Ghana by providing knowledge through the identification and comparison of the dimensions of the two cultures to fill the gap in the knowledge derived from the literature. The study population comprised Ghanaians working in American multinational companies in Ghana, Ghanaians working in Ghanaian companies, Ghanaians working for themselves, and Ghanaians who are not employed. The quantitative phase employed a stratified random sampling approach and the use of a questionnaire to collect data, while the qualitative phase used interviews of purposively sampled participants on work ethics. The results were analyzed using SPSS and coded, organized, and categorized using NVivo, respectively. The results indicated that Ghanaian workers in American companies exhibit a set of work ethics similar to those of Americans in the multinational companies, but different from those of Ghanaians working in Ghanaian companies, self-employed, and not employed. The results are generalizable to settings that have similar cultural exposé as Ghana, taking cognizance that the differences are mainly culturally based.
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DOI: http://dx.doi.org/10.46827/ejhrms.v9i2.1999
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