Organizational Culture, Job Involvement, and Employee Performance
DOI:
https://doi.org/10.5281/zenodo.21848179Keywords:
Employee Performance, Job Involvement, Organizational CultureAbstract
This study examines the relationships between job involvement, organizational culture, and employee performance, with organizational culture serving as a mediating variable. The study addresses inconsistent findings regarding the direct relationship between job involvement and employee performance by proposing an indirect mechanism through organizational culture. A quantitative explanatory design was employed using survey data collected from employees in the shipping industry in Klang, Malaysia. A total of 250 questionnaires were distributed, of which 166 valid responses were analyzed using path analysis. Job involvement, organizational culture, and employee performance were measured using established multidimensional indicators. The findings reveal that job involvement is positively and significantly associated with organizational culture and employee performance. Organizational culture also demonstrates a positive and significant relationship with employee performance and mediates the relationship between job involvement and performance. Multi-group analysis indicates that the mediating effect is stronger among female employees, employees with lower educational attainment, senior employees, non-positioned employees, and technical personnel. These findings suggest that employee performance is enhanced through direct job involvement and the development of a supportive organizational culture. The study contributes to organizational behavior literature by demonstrating that organizational culture constitutes a key mechanism linking job involvement to improved employee performance.
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