The impact of organizational values on employee performance, an empirical study on banking industry in Kurdistan Region

Abstract

The aim of this study was to test the impact of organizational values on employee performance in banking industry in Kurdistan region. Four groups of organizational values are identified in this study based on a study accomplished by Woodcock and Francis (1989) [Woodcock & Francis, 1989).Unblocking organizational values. 1st ed., USA.]; namely managing tasks values, managing environment values, managing organization values, and managing relationship values. These were determined as independent variables and employee performance was considered as a dependent variable. Researchers assumed there is a statistically significant correlation between organizational values and employee performance. The primary data used in this study were collected from a sample of 75 employees in different banks in Kurdistan region. The data were analyzed by using correlation and multiple regression analysis by using SPSS software. The results illustrate that organizational values were significantly and positively associated with employee performance in banking industry in Kurdistan region, and the strength of the correlation coefficient vary from one variable to another. Managing tasks received the highest value, with a correlation coefficient of 0.636 when the level of significant was one percent.

Keywords

• Organizational values
• Employee's performance
• Banking industry