January
Email: onlyshakil@gmail.com
Abstract
Purpose of the study: 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. Research Methodology: The study adopted exploratory research to explore the impact. Primary
data was collected through questionnaires from 60 employees in COMSATS Institute of Information Technology. The sample consists
of both male and female faculty members. Regression and Correlation analysis was used for statistical analysis. Findings: Statistical
results show that involvement is highly correlated with consistency and adaptability. Similarly, other dimensions of organizational
culture have significantly positive relationship with the performance management practices. Implications: This research selected sample
from few cities of Pakistan. Future studies could select other cities and compare results with city of selected sample. This research used
random sampling procedure, which is the main limitation of this study. Future studies could use stratified random sampling procedure
with more sample size. Practical implications: It is hoped that the findings of this study will assist the human resource managers,
practitioners and strategy makers to better understand organizational performance practices. Value Added: The added value of this
paper is to link theory and practice, and explore the organizational culture dimension impact on performance management practices.
Few studies have conducted over the years under this perspective in the Pakistan. Key words: Performance Management, Organizational
Culture, Involvement, consistency, adaptability.
Literature Review
Organizational Culture
Having established that organizational culture
comprises a range of complex social phenomena, it is not
2012
M. Shakil Ahmad
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).
Competitive capacity of organization can be increased
by building strong people and effectively managing and
developing people (Cabrera & Banache, 1999) which is in
essence performance management.
51
Denisons
Culture
Framework
of
Organizational
52
January
Organizational Culture
Involvement Culture
Consistency Culture
Adaptability Culture
Mission Culture
Research Methodology
4.1 Measures
2012
M. Shakil Ahmad
53
Pearson Correlation
Performance Management
Practices (PMP)
.839**
Sig. (2-tailed)
.000
N
Performance Management
Pearson Correlation
Practices (PMP)
Sig. (2-tailed)
42
42
.839**
.000
42
42
Pearson Correlation
Sig. (2-tailed)
Consistency
Pearson Correlation
.812**
Consistency
Adaptability
Mission
PMP
.812**
.910**
.773**
.736**
.000
.000
.000
.000
.829**
.841**
.837**
54
Involvement
Sig. (2-tailed)
Adaptability
Pearson Correlation
Pearson Correlation
Sig. (2-tailed)
PMP
Adaptability
.000
Sig. (2-tailed)
Mission
Consistency
Pearson Correlation
Sig. (2-tailed)
January
Mission
PMP
.000
.000
.000
.861**
.767**
.000
.000
.815**
.910**
.829**
.000
.000
.773**
.841**
.861**
.000
.000
.000
.736**
.837**
.767**
.815**
.000
.000
.000
.000
42
42
42
42
.000
1
42
R Square
.863a
Adjusted R Square
.744
.695
Table: 4 ANOVAb
Model
1
Sum of Squares
df
Mean Square
Sig.
Regression
4729.247
1182.312
15.254
.000a
Residual
1627.657
21
77.507
Total
6356.904
42
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 has 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 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
2012
M. Shakil Ahmad
References
Armstrong, M., Baron, A. (1998). Performance
Management: The New Realities, Institute of Personnel
and Development, London.
Aycan, Z., Kanungo, R.N., & Sinha, J.B.P. (1999).
Organizational culture and human resource management
practices: the model of culture fit. Journal of CrossCultural 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), 204223.
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. and 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, Vol. 7 No. 1, pp. 1-24.
Hall, R. (1993). A framework linking intangible resources
and capabilities to sustainable competitive advantage.
Strategic Management Journal, 14(8), 607618.
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.
55