The Effect of Organizational Culture on Employees’ Job Performance: The Case of Awash Bank S.C

Abstract

This research study primarily focused on analyzing the effect of organizational culture on employee job performance at Awash Bank Share Company. The culture model adopted for this study is the organizational culture profile and five factors are used among seven of them mentioned in the literature part and the rest two are most common in most studies are passed over in this study. The study includes innovation and risk taking, attention to detail, outcome orientation, people orientation, and team orientation. The study is conducted at the bank’s head-quarter of Awash Bank S.C by using a stratified sampling technique randomly selecting top management, line managers, senior officials and officers of the bank after stratified as professional and non professional. Employees less than a year experience considered non-professional are not considered in this study. A research design employed for the research was a descriptive and explanatory. Data was collected through structured questionnaire based on the organizational culture profile model. Administered questionnaires were distributed for 179 employees of the bank, who are serving the bank more than a year out of the total target/office holder of 331 employees. Out of the 179 distributed questionnaire 16 of them are failed due to money reason and 163 questionnaires were collected and analyzed using the SPSS software. The Multiple regression analysis of the research study showed that the dimensions of attention to detail, outcome orientation and people orientation of organizational culture have a strong relationship with employee job performance. The two dimensions’ team orientation, and innovation and risk taking were not found to have significant relationship with employee job performance. The research concluded that further study should be conducted to assess the impact of innovation and risk taking, and team orientation sub dimensions on employee job performance.