| Abstract: | Thisresearchpaperdiscussedthe effectof organizationalculture onemployees’ job performance in
caseof Heineken Ethiopia kilinto plant.It viewsorganizationalculture asthe patternofvalues,
norms, beliefs, attitudes and assumptions that maynot havebeenarticulated but shapetheways in
which people behaveand get things done. Theaim of thisstudy is to assess and examinetheeffect
of organizationalcultureonemployee’s job performance inHeineken Ethiopia kilinto
plant.Theconceptualframeworkisdesigned,takingorganizationalcultureasindependent
variablesandemployeeperformance asdependentvariable.The thesisadoptsexplanatory
researchwithquantitative researchapproach.The organizationalculture questionnaire was
adopted fromDenison(1990) andtheemployeeperformancequestionnairewasadopted from
Onyango(2014).Priorpilottestwasconducted andvalidity andreliability ofthe questionnaire
wasdeterminedbeforedatacollection.Thestudytook119targetpopulationswithresponserateof105res
pondents.Bothdescriptive and inferentialanalysisisusedtosee therelationshipand
effectofindependentvariablesondependentvariable.Basedontheanalysis,there isapositive and
significant relationship between thethree variables of organizational culture(mission, consistency
andinvolvementculture)andemployee performance.Basedontheresearchfindings
andresearchconclusions,majorrecommendationswereofferedforpossibleconsiderationtoHeineken
Ethiopia kilinto plant |
