organizational culture and performance

Relationship between Organizational Culture and
Performance Management Practices: A Case of
University in Pakistan
Ul Mujeeb Ehtesham, Tahir Masood Muhammad, Shakil Ahmad Muhammad

Abstract

The aim of this study is to expand the base of knowledge and empirically test the relationship between the components of organizational culture and performance management practices.
The study adopted the exploratory research approach to explore the impact. In this study, primary data was collected through questionnaires from 140 employees at the COMSATS
Institute of Information Technology. The sample consists of both male and female faculty members. The regression and correlation statistical analysis were used. The results from the statistical analysis show that, involvement is highly correlated with consistency and adaptability. Similarly, the other dimensions of organizational culture have a positive significant relationship with the performance management practices.
Key words: Performance Management Practices, Organizational Culture

1. Introduction
Recent literature proved that management of human resource in company has become an increasingly important for firm performance and business vision achievement. Employees are considered as valuable assets to an organization, which require effective management of these employees in firms. A lot of research in organizational theory has focused on developed countries; 95 percent and whereas only 5 percent of the studies testing organizational theories are found to be done in developing countries (Farashahi et al., 2005) inspite of the highly dynamic environment. A number of scholars have questioned the applicability of western management practices in developing countries and since long time it has also been recognized that culture is a main source of difference in performance management practices (Daniels et al., 2004; Piercy et al., 2004). Many researchers (e.g., Denison, Haaland, & Goelzer in Yilmaz,

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