organizational culture is a system of assumptions on values, attitudes and believes that define how an organization relates to internal and external factors (Odor, 2018; Ilham, 2018). Every organization has its own culture the depends on goals, and leadership style the managers adopt. The culture defines how the employees behaves as well as how the customers and suppliers relates with the organization based on achievements, competitiveness, collaboration, fairness and teamwork among others (Teravainen, et al., 2018; Tarvonen, 2018) A good culture offers an organization a firm competitive advantage in terms of how customers and employees behave (Latif & Ullah, 2016; Ullah, & Ahmad, 2017). It, therefore, defines the extent to which a company will grow and develop. The culture is characterized by symbols, historical, emotions, collectiveness and dynamic. Although managers base a culture on the history of the company that cannot set aside, managers can alter several elements which affect performance (Oberföll et al., 2018). This study will focus on finding out the aspects of organizational culture and how they affect performance and employee job satisfaction.

Performance and employees are central themes that guide when defining organizational culture. Managers will always create cultures that will enable the organization to grow. Odor (2018) points out that culture is essential in determining employees code of conduct as well as guide their thinking and actions, facilitates satisfaction and motivation. Organization culture affects the attitude and behaviors of employees and therefore performance (Saad & Abbas, 2019; Naranjo-Valencia et al., 2016). The employees link the culture of a company to the output since they are the primary receptors of the defined rules (Elizabeth et al., 2015). Definition of organizational culture has changed from studies on how it affects employees’ productivity. Today, managers take culture as not only a competitive advantage tool but an essential element for success that enables the company to attract the best employees.

References

Elizabeth A. Martinez, Nancy Beaulieu, Robert Gibbons, Peter Pronovost, & Thomas Wang. (2015). Organizational Culture and Performance. The American Economic Review, 105(5), 331.

Ilham, R. (2018). The Impact of Organizational Culture and Leadership Style on Job Satisfaction and Employee Performance. Journal of Advanced Management Science, 6(1), 50-53.

Latif, K. F., & Ullah, M. (2016). An Empirical Investigation into the relationship between Organizational Culture, Internal Service Quality (ISQ) and Organizational Performance. Abasyn University Journal of Social Sciences, 9(1), 31.

Naranjo-Valencia, J. C., Jiménez-Jiménez, D., & Sanz-Valle, R. (2016). Original article: Studying the links between organizational culture, innovation, and performance in Spanish companies. Revista Latinoamericana de Psicología, 48, 30–41.

Oberföll, K., Adame, M. E. C., & García, M. L. S. (2018). Relationship between organizational culture and performance among German multinational companies in Mexico. Journal of Business, 10(2), 24-47.

Odor, H. O. (2018). Organisational Culture and Dynamics. Global Journal of Management and Business Research.

Saad, G. B., & Abbas, M. (2019). The impact of organizational culture on job performance: a study of saudi arabian public sector work culture.

Tarvonen, J. (2018). The Role of Corporate Culture in Company Performance: Case: OK Perintä.

Teravainen, V., Junnonen, J. M., & Ali-Loytty, S. (2018). Organizational culture: Case of the Finnish construction industry. Construction Economics and Building, 18(1), 48.

Ullah, M., & Ahmad, H. M. (2017). The Impact of Internal Marketing on the Organizational Performance through Organizational culture Mediation. Abasyn University Journal of Social Sciences, 10(1), 129.