EFFECT OF CUSTOMER RELATIONSHIP MANAGEMENT ON ORGANIZATIONAL CULTURE: A CASE OF NSSF MBEYA REGION

Abstract

This study aimed to examine the effect of Customer Relationship Management (CRM) on organizational culture at the National Social Security Fund (NSSF) in Mbeya Region. The study was motivated by limited empirical evidence concerning how CRM practices influence shared organizational values, information sharing, trust, teamwork, and adaptability within Tanzania’s social security institutions. Specifically, the study focused on customer responsiveness, customer data integration, and customer satisfaction. It adopted a positivist philosophy, quantitative approach, and explanatory research design. The target population comprised 161 NSSF employees, from whom 115 respondents were selected through simple random sampling. Data were collected using a structured questionnaire, and 100 usable questionnaires were returned, representing an 87% response rate. Data were analyzed using descriptive statistics, Pearson correlation, and simple linear regression in SPSS version 26. The descriptive findings showed that CRM indicators recorded an overall mean of 3.55 and a standard deviation of 1.167, indicating generally positive employee perceptions. Pearson correlation revealed a strong, positive, and statistically significant relationship between CRM and organizational culture (r = 0.874, p < 0.001). Regression results further showed that CRM explained 76.3% of the variation in organizational culture (R² = 0.763), while its effect was positive and statistically significant (B = 0.878, β = 0.874, p < 0.001). The study concluded that effective CRM practices strengthen customer-centered values, employee coordination, information sharing, and adaptability. It recommends continuous employee training, reliable system accessibility, effective customer data integration, and consistent management support.