Author:
Tobechukwu Eleogu, Bukola A. Odulaja, Mojisola Abimbola Adeyinka, Chioma Ann Udeh, Chibuike Daraojimba

Doi: 10.26480/faer.01.2024.01.08

This is an open access article distributed under the Creative Commons Attribution License CC BY 4.0, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited

This review investigates the relationship between organizational culture and employee performance in Nigeria’s energy sectors, specifically the oil and gas and renewable energy industries. The primary objective was to discern how cultural elements within these sectors influence employee behaviors and output. Primary findings indicate that in the oil and gas sector, certain cultural attributes enhance innovation and adaptability, crucial for navigating the industry’s inherent market fluctuations. In contrast, the emerging renewable energy sector emphasizes a culture of sustainability, collaboration, and rapid adaptability. Both sectors, however, underscore the significance of aligning organizational culture with strategic goals to optimize employee performance. In conclusion, for Nigeria’s energy sectors to thrive, there is a pressing need for leaders to understand and mold their organizational culture, ensuring it serves as a catalyst for employee excellence and sectoral growth.