Impact of Organizational Culture on Employee Performance and Organizational Citizenship Behavior (OCB)

Nishat Ameer
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Nishat Ameer: University of Haripur, Haripur, Pakistan

International Journal of Business and Administrative Studies, 2017, vol. 3, issue 5, 183-196

Abstract: Banks are considered a backbone in any country’s economy. The aim of this study is to find out that, how dimensions of an organization-culture put impact on concerned employee’s performance and Organizational Citizenship Behavior (OCB) in banks. The grandness of this research is to cater researchers with valuable knowledge and understanding of components which influence employee’s performance and OCB in banks. In order to collect the data 150 questionnaires were disseminated amongst respondents and 100 questionnaires out of them were collected and used to analyze the results. Convenience sampling method was conducted and data collected was analyzed by correlation analysis and regression analysis. The results show that dimensions of organization culture significantly affect the employee’s performance and OCB. The outcomes of current study will not only increase the employee performance but directly and indirectly will affect the other outcomes linked with organizational culture, employee performance and organizational citizenship behavior. Banking sector should implement such strategies which promote individualistic practices. Banking sector should promote the individualistic culture not collectivist because the society culture is individualistic and people want to work as individual. If power distance is high in organizations it affects the employee performance. Future researchers may include other variables that affect the employee’s performance and OCB.

Keywords: Brand Image; Experiental Marketing; Differentiation Product; Buying Decision (search for similar items in EconPapers)
Date: 2017
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (7)

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Persistent link: https://EconPapers.repec.org/RePEc:apa:ijbaas:2017:p:183-196

DOI: 10.20469/ijbas.3.10004-5

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