Abstract:
While many researchers devoted numerous articles to the organizational culture, relatively few articles have been contributed to culture and performance research. The purpose of this study is to shed light on the role of organizational culture on performance. To achieve this goal and in order to measure organizational culture, Denison organizational culture model was used. The components of this model are: involvement, consistency, adaptation and mission. For performance evaluation survey, EFQM model was used. This model surveys performance in two different areas of enablers and results. The conceptual model of the research was tested by Structural Equation Modelling. Some university professors and Bank experts confirmed the Validity of questionnaires, and the reliability was tested by Cronbach alpha coefficient. Managers of the bank branches filled the performance evaluation questionnaires, and employees filled organization culture questionnaires. The results showed that between the components of organizational culture, just involvement and adaptability affect the performance of banks. The remaining components have indirect effect on the performance.
Machine summary:
The results showed that between the components of organizational culture, just involvement and adaptability affect the performance of banks.
Banks as organizations are not exceptions; however, available methods of performance evaluation reveal that these methods are empirical and entail just financial ratios without enough attention to the role of nontangible aspect of organizational (Amiryoussefi & Hafezi, 2007).
Despite the large number of ideas over the influence of culture on organizations performance, there are a small number of researches conducted in this respect (Gillespie, Denison, Haaland, Smerek, & Neale, 2008).
Most of managers who had low levels of performance believe that their organizational culture was not harmonized to the environment (Fang & Wang, 2006).
Others believe that pervasiveness of an organization’ culture requires that management recognize the underlying dimensions of their organizational culture and its impact on employee-related variables such as satisfaction, commitment, cohesion, strategy implementation, and performance, among others (Lund, 2003).
Based on these findings, this study sought to examine the role of organizational culture on performance in banking sector as a service organization.
Studies about impact of organization culture on performance Researcher Year Results Peters and waterman Shifei Chung Lee & Kelvin Owusu Athena Xenikou Paul F.
The subscales of the model used in the present study are labeled by the constructors as strategic decision and intent, goals and objectives, vision, creating change, customer focus, organizational learning, empowerment, team orientation, capability development, core values, agreement, coordination and integration.
organizational culture Consistency Involvement Enablers Mission Adaptability Results Fig. 4.