The impact of organizational culture on job performance: a study of Saudi Arabian public sector work culture
-
Author(s)Ghazi Ben SaadLink to ORCID Index: https://orcid.org/0000-0002-9154-0680
,
Muzaffar AbbasLink to ORCID Index: https://orcid.org/0000-0001-8143-0202
-
DOIhttp://dx.doi.org/10.21511/ppm.16(3).2018.17
-
Article InfoVolume 16 2018, Issue #3, pp. 207-218
- Cited by
- 3079 Views
-
1207 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
This research aims to assess direct and indirect influences of organizational culture on job performance, as well as to evaluate the impact of each sub-element of organizational culture on such performance. It is argued that employees performance derives, on the one hand, from a long-term perspective related to changes that organizations manage and implement during their process of growth. A second dimension of organizational culture can be given through organizational values, routines and distinctive aspects of culture that allow organizations to create solid competitive advantages. Since most studies in this field were held in Western work cultures, this paper will be devoted to the analysis of this relationship within an Arabic cultural environment and more specifically within a Saudi context. A quantitative study tool, based on a comprehensive research questionnaire, was used and the sample was selected from various government departments being operative in Alkharj. The findings indicate a positive relationship between organizational culture and job performance. Likewise, four organizational culture sub-elements, namely Managing Change, Achieving Goals, Coordinating Teamwork and Cultural Strength, were found affecting positively on job performance, but with varying and distinct intensity. Only Customer Orientation was found negatively associated with job performance.
- Keywords
-
JEL Classification (Paper profile tab)M10, M14
-
References44
-
Tables10
-
Figures1
-
- Figure 1. Research model
-
- Table 1. Descriptive statistics
- Table 2. Reliability analysis
- Table 3. ANOVA: Organizational culture scale
- Table 4. ANOVA: Job performance scale
- Table 5. Descriptive statistics
- Table 6. Correlation between the variables
- Table 7. Model summary
- Table 8. Coefficients
- Table 9. Inter-item correlation matrix
- Table 10. Coefficients
-
- Al-Matari, E. M., & Omira, B. (2017). The Mediating Effect of Organizational Commitment on the Relationship between Organizational Culture and Organizational Performance in Public Sector: Evidence form KSA. International Journal of Business & Management Science, 7(1), 67-77.
- Alvesson, M. (1990). On the Popularity of Organizational Culture. Acta Sociologica, 33(1), 31-49.
- Aycan, Z., Kanungo, R. N., & Sinha, J. P. (1999). Organizational Culture and Human Resource Management Practices: The Model of Culture Fit. Journal of Cross-cultural Psychology, 30, 501-526.
- Barney, J. B. (1986). Organizational culture: can it be a source of sustained competitive advantage? Academy of management review, 11(3), 656-665.
- Brewer, P., & Venaik, S. (2012). On the Misuse of National Culture Dimensions. International Marketing Review, 29(6), 673-683.
- Brown, A. D. (1998). Organizational culture (2nd ed). London: Financial Times Management.
- Brown, Tom J., John C. Mowen, D. Todd Donavan, & Jane W. Licata (2002). The customer orientation of service workers: Personality trait effects on self-and supervisor performance ratings. Journal of marketing research, 39(1), 110-119.
- Burnes, B. (2004). Managing change: A strategic approach to organizational dynamics. Pearson Education.
- Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons.
- Deal, T. E., & Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of organizational life. Reading Т. Deal, A. Kennedy. Mass: Addison-Wesley, 2, 98-103.
- Denison, D. R. (1990). Corporate culture and organizational effectiveness. John Wiley & Sons.
- Denison, D. R. (1996). What is the Difference Between Organizational Culture and Organizational Climate? A Native’s Point of View on a Decade of Paradigm Wars. The Academy of Management Review, 21(3), 619-654.
- Denison, D. R., & Mishra, A. K. (1995). Toward a theory of organizational culture and effectiveness. Organization science, 6(2), 204-223.
- Deshpande, R., Farley, J. U., & Webster, F. E. (1993). Corporate Culture, Customer Orientation and Innovativeness in Japanese Firms: A Quadrad Analysis. Journal of Marketing, 57, 23-37.
- Griffin, R. W., & Moorhead, G. (2011). Organizational behavior. Cengage Learning.
- Hair, J. F., Sarstedt, M., Ringle, C. M., & Mena, J. A. (2012). An assessment of the use of partial least squares structural equation modeling in marketing research. Journal of the academy of marketing science, 40(3), 414-433.
- Hofstede, G. (1980). Culture and organizations. International Studies of Management & Organization, 10(4), 15-41.
- Janssen, O., & Van Yperen, N. W. (2004). Employees’ goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction. Academy of management journal, 47(3), 368-384.
- Kandula, S. R. (2006). Performance Management. New Delhi: Prentice Hall of India Private Lim¬ited.
- Kang, D. S., & Stewart, J. (2007). Leader-Member Exchange (LMX) Theory of Leadership and HRD: Development of Units of Theory and Laws of Interaction. Leadership & Organization Development Journal, 28(6), 531-551.
- Kotter, J. P., & Heskett, J. L. (1992). Corporate Culture and Perfomance. New York: Free Press.
- Kozlowski, Steve, W. J., & Katherine J. Klein (2000). A multilevel approach to theory and research in organizations: Contextual, temporal, and emergent processes.
- Kunze, F., Boehm, S., & Bruch, H. (2013). Age, resistance to change, and job performance. Journal of Managerial Psychology, 28(7/8), 741-760.
- Lund, D. B. (2003). Organizational Culture and Job Satisfaction. Journal of Business and Industrial Marketing, 18(3), 219-236.
- MacGillivray, H. L., & Balanda, K. P. (1988). The relationships between skewness and kurtosis. Australian & New Zealand Journal of Statistics, 30(3), 319-337.
- Manetje, O., & Martins, N. (2009). The Relationship Between Organizational Culture and Organi¬zational Commitment. Southern African Business Review, 13(1), 87-111.
- Ogbonna, E., & Harris, L. C. (2000). Leadership style, organizational culture and performance: empirical evidence from UK companies. International Journal of Human Resource Management, 11(4), 766-788.
- Oreg, S. (2003). Resistance to change: Developing an individual differences measure. Journal of applied psychology, 88(4), 680-93.
- Ouchi, W. (1981). Theory Z: How American business can meet the Japanese challenge. Business Horizons, 24(6), 82-83.
- Porath, C. L., & Bateman, T. S. (2006). Self-regulation: from goal orientation to job performance. Journal of Applied Psychology, 91(1), 185.
- Penrose, E. T. (1995). The Theory of the growth of the firm (3rd ed.). Oxford University Press.
- Peter, T. J., & Waterman, R. H. (1982). In search of excellence: Lessons from America’s best-run companies. Warner Book, New York.
- On Studying Organizational Cultures. Administrative Science Quarterly, 24(4), Qualitative Methodology, 570-581.
- Roe, R. A., & Ester, P. (1999). Values and work: Empirical findings and theoretical perspective. Applied psychology, 48(1), 1-21.
- Sashkin, M., & Rosenbach, W. E. (1996). Organizational culture assessment questionnaire (Unpub¬lished manuscript). Washington, DC: The George Washington University.
- Schein, E. H. (1984). Coming to a new awareness of organizational culture. Sloan management review, 25(2), 3-16.
- Schein, E. H. (2006). Organizational culture and leadership (Vol. 356). John Wiley & Sons.
- Schein, E. H. (2010). Organizational culture and leadership (Vol. 2). John Wiley & Sons.
- Shahzad, F., Iqbal, Z., & Gulzar, M. (2013). Impact of organizational culture on employees job performance: An empirical study of software houses in Pakistan. Journal of Business Studies Quarterly, 5(2), 56.
- Shields, J., & Brown, M. (2015). 6 Reviewing and developing employee performance. Managing Employee Performance & Reward: Concepts, Practices, Strategies, 140.
- Stewart, G. L., & Barrick, M. R. (2000). Team structure and performance: Assessing the mediating role of intrateam process and the moderating role of task type. Academy of management Journal, 43(2), 135-148.
- Wallach, E. J. (1983). Individuals and organizations: The cultural match. Training & Development Journal.
- VandeWalle, Don, William L. Cron, & John W. Slocum Jr. (2001). The role of goal orientation following performance feedback. Journal of Applied Psychology, 86(4), 629.
- Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of management, 17(3), 601-617.
-
Service quality, customers’ satisfaction, and profitability: an empirical study of Saudi Arabian insurance sector
Anis Ali ,
Mohammad Rumzi Tausif
doi: http://dx.doi.org/10.21511/imfi.15(2).2018.21
Investment Management and Financial Innovations Volume 15, 2018 Issue #2 pp. 232-247 Views: 3448 Downloads: 574 TO CITE АНОТАЦІЯFinancial performance is the fundamental aspect to test the performance of the companies. The performance of insurance sector, like any other service industry, is supposed to depend significantly on customers. When it comes to customers, it is an established fact that customer satisfaction would be an important element. Customer satisfaction primarily depends on the quality of service it gets. It can be safely hypothesized that better service quality would lead to higher satisfaction, which would ultimately lead to higher profits for the company. Studies on this relationship in the insurance sector for Saudi Arabia are missing. Hence, this study aims at studying both the profitability of companies and quality of service and tries to relate it to customer satisfaction. The results are quite surprising, as the study establishes that although the qualities of services are found wanting in many areas, companies are earning good profits. A probable reason could be the statutory nature of the services. Nevertheless, this study recommends improving the quality of services and differentiating services between age groups for further improvement.
-
The effect of leadership and organizational culture on employee performance that is educated by motivation (study on the implementation empowerment programs in Jayapura city)
Nansi Lidya Lolowang , Eka Afnan Troena , Atim Djazuli ,
Siti Aisjah
doi: http://dx.doi.org/10.21511/ppm.17(1).2019.23
Problems and Perspectives in Management Volume 17, 2019 Issue #1 pp. 268-277 Views: 2407 Downloads: 1129 TO CITE АНОТАЦІЯVillages and sub-districts in Jayapura city are public organizations that provide service to the community. Villages and urban organizations require leadership, organizational culture and strong work motivation to support performance improvement. This research was conducted in 39 villages and sub-districts in the city of Jayapura. The population of this study was permanent employees in the villages and sub-districts in the city of Jayapura, which numbered 96 employees. All populations were chosen as research respondents, this research was census research. The analytical tool used in the research is Partial Least Square (PLS). The results of the study show that, first, direct leadership has no significant effect on employee performance, second, organizational culture has a significant effect on employee performance, third, leadership has a significant effect on work motivation, fourth, organizational culture has a significant effect on work motivation, fifth, work motivation has a significant effect on employee performance, sixth, work motivation is a perfect mediator of the influence of leadership on employee performance, seventh, work motivation as a partial mediator of the influence of organizational culture on employee performance.
-
The role of knowledge management in organizational performance: case study of University of Malang, Indonesia
Andi Nu Graha , Achmad Sudiro ,
Armanu ,
Kusuma Ratnawati
doi: http://dx.doi.org/10.21511/ppm.17(1).2019.20
Problems and Perspectives in Management Volume 17, 2019 Issue #1 pp. 230-243 Views: 2354 Downloads: 354 TO CITE АНОТАЦІЯThe present study puts forward a model that examines variables of human resources management practices, organizational culture, knowledge management and organizational performance. By this model, it intends to explore the effects of human resources management practices and organizational culture on organizational performance. Particularly, it intends to find out their relationship with knowledge management as a mediator. The research applies SmartPLS for data analysis, with 163 respondents by means of saturation sampling technique. The results display several facts. First, both HRD practices and organizational culture have significant effects on knowledge management. Second, while knowledge management and organizational culture have a significant effect on organizational performance, HRD practices do not significantly affect organizational performance. It makes knowledge management only serve a partial mediation between human resources management practices and organizational performance, and serve a full mediation between organizational culture and organizational performance.
