1. AnneAidla and MaajaVadi, (2018), stated to explore the relationships between theorganization culture estimations and actual school performance. The techniqueused is empirical study.
The tool used by researcher was regression.2. AnozieObinnaPaschal, (2016), describes to measure and identify how organizational cultureaffects the performance of its employees and the technique used here randomsampling. The sample size is 250 & tool used are regression.3. OkechukwuAgwu,(2014), stated that a positive organizational culture will enhance employees’performance and he even determines that due to organizational cultureemployee’s performance increase as they learn new things form others.4.
IlzeKairisa,DairaAramina, et al, (2015), argues Organizational culture is directlyconnected with effectiveness and performance of the organization. Theresearchers used the descriptive technique and stated that the organizationculture improves the quality management. 5. JurisIljins, ViktorijaSkvarciany, et al, (2015), mentioned that the purpose of thispaper is to investigate the impact of organizational culture on employees’performance in the process of change.6. YooMin Nama, Hak Su Kima, (2016), describes that the types of organizationalculture in semiconductor industry, are determine whether there are differencesin job satisfaction and organizational commitment among the types.
7. MashalAhmed, SaimaShafiq, (2014), elaborates that the impact of organizationalculture on organizational performance were the employee plays the major roleimprovement in productivity. The sample size used are 22. The percentage is thetool used.8. MohammadJasim Uddin, RumanaHuqLuva , et al.
, (2013), stated that in telecom sector dueto organizational culture they could make proper like within the employee andcustomer for with employee performance increases.9. AlharbiMohammad Awadh, et al., (2013), stated the employee performance helps inorganization association and the organization culture helps in internalizingjoint relationship that leads to manage effective organization processes.
Theproductivity and culture of organization helps in improving performance.10. Dasanayakaand Mahakalanda (2008), stated that maximizing employee’s values are consideredas rational assets that required a culture to support their logical participationboth for individual and organizational learning, new knowledge formation andreadiness to share with others.11.
Magee(2002), argued that organizational culture is inherently connected toorganizational practices which in turn influence employees’ performance. Thesample size is 53. The tools used for the research are regression .12.
Kopelmalet al. (1990), observed that organizational culture aids coordination ofassignments and minimizes inefficiency in resource utilization. Employees needa supportive organizational culture to attain their individual objectives.13. Bowenand Ostroff (1989), observed that the role of culture in nurturing, sustainingand enhancing employees’ performance in organizations.14. Davis,T.
R. V., 1984, stated that due to change in culture of organization employeesideas and performance improved.
15. Schein,(1996), stated that the organizational culture is a collection of variousvalues and behaviours that may be considered as a guide to success. The samplesize is 22. The tool used was simple percentage.16. CuiXiaoming, et al., (2012), stated that there are more and more studies aboutorganization culture. And in Chinese studies and practices and pay muchattention to the culture due to the direct relationship between the organizationculture and corporate performance.
The research made the relationship betweenthe organization culture and corporate performance is much more17. FakharShahzad,et al., (2012), observed that organizational culture has deep impact on thevariety of organizations process, employees and its performance.18. YafangTsai, (2011), referred to the beliefs and values that have existed in anorganization for a long time, and to the beliefs of the staff and the foreseenvalue of their work that will influence their attitudes and behaviour whichinvolved the employee performance.
The sample size used here is 200 and thetools which had been used were percentage, mean, standard deviation.19. AliIbrahim Mohamed, et al., (2013), observed that the organizational cultureprovide continuous development of their employee’s skills and capacity in orderproduce good performance.20. LydiahWairimuWambugu,(2014), stated that a positive relationship between organisation culture andemployee performance was established, however the effect diversely variedamongst the variables with work processes and systems in Wartsila having moreeffect to employees performance. The sample size is 63.
The tools used aret-test, correlation, regression, mean & standard deviation.21. Marcoulides,G.
, Heck, R., (1993), observed that strong organizational cultures givepositive effect on the performance of employee.22. Shahzad.F,Adeel.R, Shabbir.L (2004), stated that the effectiveness of employeeperformance is majorly related to organizational culture.
The sample size is47. The tools used are percentage, mean and standard deviation.23.
NadiaNazir, et al., (2015), indicated that there was positive relationship betweenemployees performance and organizational culture and also indicates that thereis no significant difference in responses between gender of employees regardingorganizational culture and employee performance. The sample size is 60. Thetools used are Cronbach’s Alpha and t-test.
24. ChutinonPutthiwanit, (2015), statedthat to expand the current paradigm in multinational enterprise’sorganizational culture and its effect on the proposed aspects.25. Njugi Anne wanjiku, (2014), stated thatCulture may have a big influence on the performance of all organizationsworldwide. This is a practice that cannot just be assumed as it has bothpositive and negative effects as far as performance is concerned.
26. Zain, et al., (2009), examined theeffect of four dimensions of organization culture namely teamwork,communication, reward and recognition, and training and development on employeeperformance and found that all the four dimensions of organization culture wereimportant determinants of performance.27. Lahiry, el at., (1994), described thata weak association between organization culture and performance.
Thesample size is 147. The tools used are percentage, mean, correlatio andstandard deviation.28.
Juris Iljins, (2015), argued thatduring the period of changes organizational culture has an impact onorganizational climate through specific factors. Theoretical model how changeof organizational culture impacts organizational climate is developed.29. General Study Research ProposalOrganizational Culture, (2009), stated that to identify and differentiate theorganizational culture and climate with respect to employee performance.
The toolsused are correlation.30. M. MuzamilNaqshbandi, el at.
, (2013),examined that the organizational culture of the Malaysian high-tech sector andhighlights the organizational culture dimensions most and least dominant inthis sector. The study also examines differences with respect to organizationalculture across the high-tech industries and different ownership types. Thetools used are factor analyse and t-test.
31. Andre van Hoorn, (2017), argued thatwhen employee build on the person–organization fit and develop concepts,indirect method for assessing organizational culture that revolves aroundrelationships between employees’ personal traits and their career success inthe industry or organization under study. The tools used are correlation, mean& standard deviation.
32. Richard L. Gardner, (1999), definedthat employee safety will enhance employee performance while being inorganizational culture.33.
Lee Huey Yiing, KamarulZaman Bin Ahmad,(2008), concluded that Organizational commitment was found to be significantlyassociated with job satisfaction, but not with employee performance. The toolsused were Cronbach Alpha, percentage and factor analysis.34. Amin Nikpour, (2017), indicated thatthe model had appropriate fit and organizational culture beyond its direct impactexerted indirect impact on organizational performance through the mediation ofemployee’s performance which extended to indirect impact which wassignificantly higher than direct impact. The tool used was t-test.
35. Mohammad Taslim, (2011), argued that whenthere are employee motivation gradually there will be employee performance. Thesample size was 117. The tools used are correlation and chi square.
36. M SakthivelMurugan, (2009), inferredthat organizational culture influencing performance among the employees in theIT industry depends on the major factors such as organizational culture, workenvironment, safety and negotiation. The sample size are 52. The tools are meanand factor analysis.
37. Sylvie Laforet, (2015), show that apaternalistic and founder culture type do not have a positive effect on familyfirm innovation performance, but an entrepreneurial-like culture does. The toolused was correlation.38. Febi Varghese, et al.
, (2015), opinedthat the organisational structure and culture has an impact on the constructionfirms’ response to innovate ideas and its ability to transform these ideas intopossibly successful products. The sample size was 37. The tool used wasregression.39. ZeinabInanlou, et al., (2017), statedthat organizational culture is a critical factor to increase workers’motivation through the participation in HRD training program which improvedemployee performance. The tools used are mean, correlation and factor analysis.
40. EbruY?ld?z, (2014), defines that theOrganizational culture should have set of goals and values shared by employeesin the organization so that performance of an employee is improved. 41. Seyed Abbas Mousavi, et al., (2015),described to shed light on the role of organizational culture on performancewhich was used to achieve the goal and measure organizational culture. 42. OwoyemiO.
O. and Ekwoaba J.O, (2014), observed that strong organizational culture as atool for management to control, motivate and enhance/improve employees’performance in selected federal government tertiary institutions in Lagosmainland local government. The sample size is 108. The tools used werepercentage, mean and standard deviation.43. CevahirUzkurt,el at.
, (2013), that in the banking sector, although organizational culture andinnovation have a direct and positive effect on the firm performancedimensions, organizational culture was found to have an not significant, whichconcluded that banking sector has no relation with organizational culture.44. JohnE. Sheridan, (1992), delivered that there no requirement for organizationalculture and employee retention. The tools used were correlation and ANOVA.45.
Rai,Rashmi, (2016), states that the role of six organizational culture variablesnamely Employee Performance, Organizational structure, Conflict Management,Innovation, Participation, Work Life in facilitating employee engagement ofemployees.46. AnneAidla&MaajaVadi, (2007), mentioned that the employee of organization arewilling to support each other and also the goals and development of theirorganization, for which the organizational culture is important for employeeperformance. The sample size is 100. The tools used are t-test and percentage.
47. JelenaVukonjanski,Milan Nikolic, (2013), describes that to improve organizational results bysatisfying the job of an employee. The tools used were correlation and chowtest.
48. R.SWeerarathna, I. A.
P. H Geeganage, (2014), denotes that an effectiveorganizational culture can be recognized as one factor that always seems to beassociated with successful companies by employee’s performance. The sample sizeis 80 and tool used for the research paper were simple statistics andcorrelation.49.
ThokozaniS B Maseko, (2017), states that when there were motivation within the employee,the productivity and performance increased. SalihYesil, AhmetKaya, (2012), found that that organisational culture dimensions have no effecton firm financial performance. The sample size used was 77 The tool been usedwas regression.