Problems and Perspectives in Management, Vol 16, Issue 3, 2018 (with Muzaffar Abbas).
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. We argue 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 that 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 culture 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. Our findings indicate a positive association 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.
Organizational Culture, Change management, cultural strength, group cohesion, Job performance, Saudi Arabia
JEL Classification: M10, M14
محتويات مواقع أعضاء هيئة التدريس بما فيها من نصوص وملفات وصور وأبحاث وأية مواد أخرى هي مسئولية عضو هيئة التدريس بالكامل بصفته صاحب الموقع وبما له من صلاحية مطلقة في الإضافة والحذف، وتخلي الجامعة مسئوليتها عن محتويات تلك المواقع.
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