Open AccessModerating Effect of Organizational Culture on the Relationship between Organizational Learning and Employees’ Performance in Classified Hospitality Firms in Kenya
Author(s) -
Njoroge Paul Thumbi,
Bula Hannah,
Rosemarie Wanyoike
Publication year - 2020
Publication title -
international journal of business and management
Language(s) - English
Resource type - Journals
eISSN - 1833-8119
pISSN - 1833-3850
DOI - 10.5539/ijbm.v15n12p51
Subject(s) - organizational learning , organizational culture , hospitality , organizational commitment , organizational performance , sample (material) , psychology , organizational behavior and human resources , empirical research , business , hospitality industry , marketing , knowledge management , social psychology , public relations , political science , computer science , chemistry , philosophy , tourism , epistemology , chromatography , law
Empirical literature reveals that organizational culture has a pervading influence on organizational processes, strategies, systems and outcomes. However, there is need to establish the nature of this influence at employee level. The purpose of this study was to examine whether organizational culture moderates the relationship between organizational learning and employees’ performance. Data was collected using a self-administered questionnaire from a sample of 225 respondents drawn from 75 classified hospitality firms in Kenya. Data was analyzed using multiple regression analysis to examine the empirical models. The results established that organizational culture significantly moderated the relationship between organizational learning and employees’ performance. The findings revealed a strong relationship between organizational learning and employees’ performance for firms that are higher in people orientation.