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Though extensive research work has been done about organizational culture and job performance in general, there is huge theoretical and empirical research gap about the specific cultural values that affects job performance in Ghana’s public sector. This paper addresses the gap in literature, by investigating the effect of organizational culture on job performance within this context. We also test the mediating role of organizational commitment on this relationship as well as the moderating role of perception of organizational politics on employees’ commitment and job performance. The study employed a quantitative survey and sampled 556 employees from the Metropolitan, Municipal and District Assemblies in Ghana. The empirical results from hierarchical multiple linear regressions revealed that clan, market and adhocracy culture had positive effects on job performance but hierarchy culture had no effect. The outcome of the study further shown that organizational commitment acts as a mediator in the relationship between organizational culture and job performance. Finally, the moderation analysis revealed that perception of organizational politics plays a moderation role between organizational commitment and job performance indicating that perception of organizational politics weakens the relationship between affective and normative commitments and job performance. On the contrary, perception of organizational politics could not weaken the relationship between continuance commitment and job performance

The Effect of Organizational Culture on Employee Job Performance in the Public Sector: Do Commitment and Politics Play a Role?