See

discussions, stats, and author profiles for this publication at: https://www.researchgate.net/publication/267798118

Impact of Organizational Culture on Performance

Management Practices in Pakistan

Article

CITATIONS READS

6 523

2 authors:

Ehtesham ul Mujeeb Ahmad Muhammd Shakil

COMSATS Institute of Information Technology COMSATS Institute of Information Technology
3 PUBLICATIONS 6 CITATIONS 28 PUBLICATIONS 96 CITATIONS

SEE PROFILE SEE PROFILE

Some of the authors of this publication are also working on these related projects:

Empowering Local Communities View project

All content following this page was uploaded by Ahmad Muhammd Shakil on 12 June 2015.

The user has requested enhancement of the downloaded file. All in-text references underlined in blue are added to the original document
and are linked to publications on ResearchGate, letting you access and read them immediately.
International Management Review Vol. 7 No. 2 2011

Impact of Organizational Culture on Performance Management

Practices in Pakistan
Ehtesham ul Mujeeb and Muhammad Shakil Ahmad
Department of Management Sciences,
COMSASTS Institute of Information Technology, Islamabad, Pakistan

[Abstract] Performance management is a process of delivering sustained success to organizations by

improving capabilities of individuals and teams. Organizational culture as a significant contextual factor
in performance management is scarcely studied. The aim of this study is to expand the base of
knowledge and empirically test the relationship between components of organizational culture and
performance management practices. The study has proposed a conceptual frame work of the association
of components of organization culture and performance management practices. The methodology used to
measure directionality and relationship was correlation. The results of the study indicate that there is a
significant positive relationship between elements of organizational culture and performance management
practices.

[Keywords] performance management; organizational culture

Introduction
Ninety-five percent of research in organizational theory has focused on developed countries; only 5
percent of the studies testing organizational theories have been found to be done in developing countries
(Farashahi, et al., 2005) despite the highly dynamic environment. A number of scholars have questioned
the applicability of western management practices in developing countries, and for a 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, 2008)
have called for an investigation of the phenomenon of the organizational culture in different cultural
contexts, particularly in non-western nations. Therefore, the first purpose of this paper is to find out
whether the management models of organizational culture and performance management are applicable in
the context of Pakistan, a developing country.
Although many researchers have studied the link between organizational culture and performance
(Ogbonna & Harris, 2000; Rousseau, 1990; Kotter & Heskett, 1992; Marcoulides & Heck, 1993), not
much research has been done on organizational culture as a contextual factor of performance management
(Magee, 2002). Therefore, the second purpose of this paper is to determine the relationship between
components of organizational culture and performance management practices, a pervasive human
resource development and management practice. This study is indented to fill these gaps.
Performance management practices as fundamental human resource management practice support
the view that employees and managers benefit from the understanding of organizational culture as a
contextual factor. For the present empirical analysis, the Denison theory of organizational culture is
employed which focuses on four cultural traits (involvement, consistency, adaptability, and mission) as
key determinants of business performance.

Literature Review
Organizational Culture
Organizational culture has been defined as patterns of shared values and beliefs over time that produce
behavioral norms that are adopted in solving problems (Owens 1987; Schein, 1990). The organization’s
internal environment is represented by its culture and is construed by the assumptions and beliefs of the
managers and employees (Aycan, et al., 1999). Organizational culture manifested in beliefs and
assumptions, values, attitudes and behaviors of its members is a valuable source of a firm’s competitive
advantage (Hall, 1993; Peteraf, 1993), since it shapes organizational procedures, unifies organizational

52
International Management Review Vol. 7 No. 2 2011

capabilities into a cohesive whole, provides solutions to the problems faced by the organization, and,
thereby, hinders or facilitates the organization’s achievement of its goals (Yilmaz, 2008).
Performance Management
“Performance management is a strategic and integrated approach to delivering sustained success to
organizations by improving the performance of the people who work in them and by developing the
capabilities of teams and individual contributors” (Armstrong and Baron, 1998). It supports the rationale
that people and not capital provide organizations with a competitive advantage (Reynolds & Ablett, 1998).
The purpose of performance management is to transform the raw potential of human resource into
performance by removing intermediate barriers, as well as motivating and rejuvenating the human
resource (Kandula, 2006). The competitive capacity of organization can be increased by building strong
people and effectively managing and developing them (Cabrera & Banache, 1999), which is, in essence,
performance management.

The Relationship between Organizational Culture and Performance Management

According to Kandula (2006), the key to good performance is a strong culture. He further maintains that
due to differences in organizational culture, some strategies do not yield the same results for two
organizations in the same industry and in the same location. A positive and strong culture can make an
average individual perform and achieve brilliantly, whereas a negative and weak culture may demotivate
an outstanding employee to underperform and end up with no achievement. Therefore, the organizational
culture has an active and direct role in performance management. Murphy and Cleveland (1995) believe
that research on culture will contribute to the understanding of performance management. Magee (2002)
contends that without considering the impact of organizational culture, organizational practices, such as
performance management, could be counterproductive because the two are interdependent and change in
one will impact the other.
Denison’s Framework of Organizational Culture
Yilmaz (2008) states: Following Schien (1984) at the core of Denison’s model are the underlying beliefs
and assumptions that represent the deepest levels of organizational culture. These fundamental
assumptions provide the foundation from which: (1) more surface-level cultural components such as
values and observable artifacts – symbols, heroes, rituals, etc. – are derived, and (2) behavior and action
spring (Denison, 2000, p. 292).
In Denison’s model, comparisons of organizations based on relatively more ‘‘surface-level’’ values
and their manifest practices are made. Such values are deemed both more accessible than the assumptions
and more reliable than the artifacts (Denison, 2000 in Yilmaz, 2008). Denison’s organizational culture
model is based on four cultural traits involvement, consistency, adaptability, and mission that have been
shown in the literature to have an influence on organizational performance (Denison, 1990; Denison &
Mishra, 1995). The four traits of organizational culture in Denison’s framework are as follows:
Involvement. Effective organizations empower their people, build their organizations around teams,
and develop human capability at all levels (Becker, 1964; Lawler, 1996; Likert, 1961). Executives,
managers, and employees are committed to their work and feel that they own a piece of the organization.
People at all levels feel that they have at least some input into decisions that will affect their work and that
their work is directly connected to the goals of the organization (Katzenberg, 1993; Spreitzer, 1995).
Consistency. Organizations also tend to be effective because they have “strong” cultures that are
highly consistent, well coordinated, and well integrated (Davenport, 1993; Saffold, 1988). Behavior is
rooted in a set of core values, and leaders and followers are skilled at reaching agreement even when there
are diverse points of view (Block, 1991). This type of consistency is a powerful source of stability and
internal integration that results from a common mindset and a high degree of conformity (Senge, 1990).
Adaptability. Ironically, organizations that are well integrated are often the most difficult ones to
change (Kanter, 1983). Internal integration and external adaptation can often be at odds. Adaptable
organizations are driven by their customers, take risks, learn from their mistakes, and have the capability

53
International Management Review Vol. 7 No. 2 2011

and experience at creating change (Nadler, 1998; Senge, 1990). They are continuously changing the
system so that they are improving the organizations’ collective abilities to provide value for their
customers (Stalk, 1988).
Mission. Successful organizations have a clear sense of purpose and direction that defines
organizational goals and strategic objectives and expresses a vision of how the organization will look in
the future (Mintzberg, 1987; 1994; Ohmae, 1982; Hamel & Prahalad, 1994). When an organization’s
underlying mission changes, changes also occur in other aspects of the organization’s culture.

Conceptual Model and Hypotheses

The research is mainly aimed at investigating the relationship between organizational culture and the
practices of performance management. Denison’s model proposes that organizations with a higher
combined measure of the four cultural traits show higher levels of performance, which itself is the result
of performance management. Therefore, the first hypothesis is:
H1: Organizational culture has a significantly positive relationship with performance management
practices.
Denison’s theory states that each of the four major cultural traits promotes superior firm performance.
Since performance management also results in superior performance, therefore, we posit that:
H2: Cultural traits of involvement, consistency, adaptability, and mission in organizations exert a
significantly positive influence on performance management practices.

Organizational Culture Performance Management Practices

(PMP)

Involvement Culture
Consistency Culture Clear and measurable goals Performance
Adaptability Culture measurement system
Mission Culture Consultative Performance Appraisal
Training Effectiveness/Evaluation
Performance-based Compensation

Figure 1. A Conceptual Model of Organization Culture and Performance Management Practices

Research Methodology
The study consists of exploratory research designed to determine if organizational culture is associated
with performance management. Pilot testing of the study was carried out by collecting primary data with
the help of questionnaire distributed to 60 employees in COMSATS Institute of Information Technology,
which included a mix of faculty members, staff members, section heads, and heads of departments. Forty-
two usable responses were received.
For the purpose of measuring organizational culture, a Denison (2000) Organizational Culture
Survey instrument, which uses 60 items on a five-point Likert scale with anchors, “Strongly Disagree”
(=1) to “Strongly Agree” (=5), was used. This framework focuses on cultural traits of involvement,
consistency, adaptability, and mission.
Performance Management practices include specifying which goals to achieve, allocating decision
rights, and measuring and evaluating performance. An aggregate measure of PM practices is developed,
which uses a 5-point Likert scale with anchors “Strongly Disagree” (=1) to “Strongly Agree” (=5), by
combining the following components:
a) Clear and measurable goals based on scale CLRMSG by Verbeeten, (2008). Goal setting theory
asserts that people with specific and challenging goals perform better than those with vague

54
International Management Review Vol. 7 No. 2 2011

goals, such as “do your best,” specific easy goals, or no goals at all. Thus, goal setting theory
assumes that there is a direct relation between the definition of specific and measurable goals
and performance;
b) The performance measurement system instrument (labelled BROADPMS) is based upon the
instrument by Cavalluzzo and Ittner (2004) and captures the extent to which different types of
results-oriented performance measures have been developed for the activities of the
organization apart from financial measures. Other activities included in performance
management practices are adapted from Khatri (2000);
c) Consultative Performance Appraisal;
d) Training Effectiveness/Evaluation;
e) Performance-based Compensation.

Analysis of the Data

The Pearson Correlation was used to reflect the degree of linear relationship between two variables and
determines the strength of the linear relationship between the variables, while One-Way ANOVA was
employed to determine the significance of the relationship. Based on the confirmation of directionality
shown in Table 1, sufficient evidence exists to accept hypothesis H1 that organizational culture is
positively and strongly associated with performance management practices at a confidence level of 0.99.

Table 1. Correlation Analysis Organizational Culture to Performance Management Practices

Performance Management
Organizational Culture
Practices (PMP)

Pearson Correlation 1 .839**

Organizational Culture Sig. (2-tailed) .000
N 42 42
Pearson Correlation .839** 1
Performance Management Practices
Sig. (2-tailed) .000
(PMP)
N 42 42
**. Correlation is significant at the 0.01 level (2-tailed).

Table 2 also confirms that each of the four organizational cultural traits of involvement, consistency
adaptability, and mission are positively and strongly associated with performance management practices
at a confidence level of 0.99. Based on this, there is sufficient evidence to accept hypothesis H2.

55
International Management Review Vol. 7 No. 2 2011

Table 2. Correlation Analysis Organizational Culture Traits to Performance Management Practices (PMP)
Involvement Consistency Adaptability Mission PMP
** ** **
Pearson Correlation 1 .812 .910 .773 .736**
Involvement
Sig. (2-tailed) .000 .000 .000 .000
** ** **
Pearson Correlation .812 1 .829 .841 .837**
Consistency
Sig. (2-tailed) .000 .000 .000 .000
** ** **
Pearson Correlation .910 .829 1 .861 .767**
Adaptability
Sig. (2-tailed) .000 .000 .000 .000
** ** **
Pearson Correlation .773 .841 .861 1 .815**
Mission
Sig. (2-tailed) .000 .000 .000 .000
** ** ** **
Pearson Correlation .736 .837 .767 .815 1
PMP
Sig. (2-tailed) .000 .000 .000 .000
N 42 42 42 42 42
** Correlation is significant at the 0.01 level (2-tailed).

Table 2 describes the correlation analysis of organizational culture traits to performance management
practices. All the variables, including involvement, consistency, adaptability, and mission have
significantly positive impact on Performance Management Practices (PMP). The value of involvement for
PMP is 0.736 significant at r= 0.01%. The value for consistency is 0.837 (r= 0.01%), which shows the
high significance of relations. While values for adaptability and mission are 0.767 and 0.815, both with
r=0.01%. As all the values of organizational culture have significant positive impact of PMP, hypothesis
H2 is acceptable that organizational culture has positive impact on PM Practices.
Table 3 shows that the value of R square is .744, which is the explained variance in the dependent
variable performance management practices by organizational culture traits. A value of R= .83 shows the
model fits and is quite acceptable as a value for acceptance of the model.

Table 3. Model Summary

R R Square Adjusted R Square
a
.863 .744 .695
a. Predictors: (Constant), Mission, Involvement, Consistency, Adaptability

The ANOVA Table 4 shows that the F statistic is significant at .000, which shows the fitness of the model.
Therefore organizational culture is a strong predictor of performance management practices.
Table 4. ANOVAb
Model Sum of Squares df Mean Square F Sig.
Regression 4729.247 4 1182.312 15.254 .000a
1 Residual 1627.657 21 77.507
Total 6356.904 42
a. Predictors: (Constant), Mission, Involvement, Consistency, Adaptability
b. Dependent Variable: Performance Management Practice (PMP)

Conclusion
The research is mainly aimed to investigate the relationship between organizational culture and the
practices of performance management. Results show that adaptability and mission have significant
positive values in correlation for PMP. All the variables must be positive to get better results from PM
Practices. Traditionally, organizational culture and design of human resource management practices, such

56
 International Management Review Vol. 7 No. 2 2011

as performance management, have been studied independently for organizational success. The results of
this study indicate that they are strongly associated with each other and should be complimentary (Magee,
2002). Moreover, the western management models were also validated in the context of a developing
country.

References
Armstrong, M., & Baron, A. (1998). Performance management: The new realities. London: Institute of
Personnel and Development.
Aycan, Z., Kanungo, R. N., & Sinha, J. B. P. (1999). Organizational culture and human resource management
practices: The model of culture fit. Journal of Cross-Cultural Psychology, 30(4), 501-526.
Cavalluzzo, K. S., & Ittner, C. D. (2004). Implementing performance measurement innovations: Evidence
from government. Accounting, Organizations and Society, 29, 243-67.
Denison, D. R., & Mishra, A. K. (1995). Toward a theory of organizational culture and effectiveness.
Organization Science, 6(2), 204–223.
Denison, D. R. (2000). Organizational culture: Can it be a key lever for driving organizational change. In S.
Cartwright & C. Cooper (Eds.) The Handbook of Organizational Culture. London: John Wiley & Sons.
Farashahi, M., Hafso, T., & Molz, R. (2005), Institutionalized norms of conducting research and social realities:
A research synthesis of empirical works from 1983 to 2002. International Journal of Management
Review, 7(1), 1-24.
Hall, R. (1993). A framework linking intangible resources and capabilities to sustainable competitive
advantage. Strategic Management Journal, 14(8), 607–618.
Heck, R. H., Larsen, T. J., & Marcoulides, G. A. (1990). Instructional leadership and school achievement:
Validation of a causal model. Educational Administration Quarterly, 26(2), 94-125.
Kandula, S. R. (2006). Performance management. New Delhi: Prentice Hall of India private limited.
Khatri, N. (2000). Managing human resource for competitive advantage: A study of companies in Singapore.
The International Journal of Human Resource Management, 11(2), 336-365.
Kotter, P., & Heskett, L. (1992). Corporate culture and performance. New York, NY: Macmillan.
Magee, K. C. (2002). The impact of organizational culture on the implementation of performance management
(Doctoral dissertation). Available from Dissertations and Theses database (UMI No. 3047909).
Marcoulides, G., & Heck, R. (1993). Organizational culture and performance: Proposing and testing a model.
Organization Science, 4(2), 209-225.
Murphy, K. R., & Cleveland, J. N. (1995). Understanding performance appraisal: Social organizational and
goal based perspectives. Thousand Oaks: Sage Publications.
Ogbonna, E., & Harris, L. (2000). Leadership style, organizational culture and performance: Empirical
evidence from UK companies. International Journal of Human Resources Management, 11(4), 766-
788.
Owens, R. (1987). Organizational behavior in education. Englewood Cliffs, NJ: Prentice-Hall.
Peteraf, M. (1993). The cornerstones of competitive advantage: A resource-based view. Strategic Management
Journal, 14(3), 179–191.
Piercy, N. F., Low, G. S., & Cravens, D. W. (2004). Examining the effectiveness of sales management control
practices in developing countries. Journal of World Business, 39, 255-267.
Reynolds, R., & Ablett, A. (1998). Transforming the rhetoric of organizational learning to the reality of the
learning organization. The Learning Organization, 5(1), 24-35.
Rousseau, D. (1991). Quantitative assessment of organizational culture. Group and Organizations Studies,
15(4), 448-460.
Schein, E. (1990). Organizational culture and leadership. San Francisco: Jossey-Bass.
Verbeeten, F. H. M. (2008). Performance management practices in public sector organizations: Impact on
performance. Accounting, Auditing & Accountability Journal, 21(3), 427-454.
Yilmaz, C., & Ergun, E. (2008). Organizational culture and firm effectiveness: An examination of relative
effects of culture traits and the balanced culture hypothesis in an emerging economy. Journal of World
Business, 43, 290–306.

57

View publication stats