The Impact of Organisational Culture on Organisational Development at the Road Accident Fund (“RAF”) in South Africa

Abstract

Whilst some organisations do have Organisational Development initiatives, they have a toxic Organisational Culture. At the Road Accident Fund, there are deficiencies in its culture, meaning employees are resistant to and do not buy into the organisational redesign which has resulted in slow progress, because of the lack of responsibility and accountability. The purpose of this study is to investigate the factors leading to the problem of a toxic culture, present the findings on Organisational Culture at state-owned entities, interpret the findings on Organisational Culture at a State-Owned entities and to recommend strategies for improvement of organisational culture at state-owned entities.

Data was collected through questionnaires, which drew meaningful insights and interpretations about the organisational culture at the Road Accident Fund. The findings highlighted the need for organisational change initiatives to promote transparency, ethics and employee well-being. By implementing the strategies identified in this study, state-owned entities can embark on a journey towards fostering healthier, more resilient and more effective cultures, ultimately driving performance and achieving long-term success in an ever-evolving landscape. Overall, understanding and improving organisational culture are essential for organisational effectiveness and success. Thus, the findings and recommendations may have broader implications for addressing cultural challenges in various organizations and industries