Impact of Organizational Culture on Employee Job Performance in a Large Scale Apparel Company (BASL-Finishing)

Abstract

This study is focused to identify the impact of organisational culture on employee job performance in a large scale apparel company (BASL – Finishing). This research attempts to fill the gap of literature related to this topic by studying the situation of the Sri Lankan apparel industry and to provide more empirical evidence on the impact of organizational culture on employee job performance by investigating and measuring the possible relationships between organizational culture and job performance in BASL – Finishing. The data were collected from a random sample consisted of 100 individuals from BASL – Finishing representing managerial level, staff level and operational level employees. The data were obtained by a questionnaire consisted of 65 statements with five point Likert scale. The data were analysed using SPSS (version 16.0) including univariate and bivariate analyses. According to the research findings, organizational culture had a positive relationship with job performance of employees. Then, it is accepted that organizational culture had a moderate impact on employee job performance. According to the results of regression analysis, it can be concluded that 27% of variation in job performance is accountable for organizational culture. It is vital to make organizational culture strong in order to enhance the job performance of employees by improving adaptability, mission, involvement, and consistency of culture.

 Keywords: Organizational Culture, Job Performance, Apparel Industry