In a knowledge-based environment, the employee's performance has remained a popular demand in all sectors. All types of organizations have realized that workplace value makes businesses flourish. The aim of this paper is to examine the role of organizational culture on an employee's performance within the context of public sector organizations. Data were collected from 250 employees using a questionnaire based on a well-known and extensively used measurement tool developed by Wallach. From the result, two out of the three cultural dimensions identified in this study are found to have a significant positive influence on an employee's performance. This paper contributes to the understanding of organizational culture by providing empirical evidence from a public sector organization in Oman. As a future research direction, we highlight the need for studies on cultural research to examine other types of culture applicable within the public sector domain using a larger sample.

Job satisfaction is critical to the changing and growing challenges of the service sector. The present research study investigates the moderation effect of workplace fun on the relationship between organizational identification (OID) and job satisfaction. The sample was 220 frontline employees in 57 hotels in Nigeria. We found that OID positively influenced job satisfaction. Additionally, workplace fun moderated the effect of OID onjob satisfaction. The findings suggest that organizational leaders can use fun to generate favorable organizational outcomes. We also found that OID promotes workplace fun, which, in turn, results in high job satisfaction. The implication is that when employees feel a sense of oneness within an organization, they will effectively define their work roles and feel accountable for the decision. Organizations that want to inspire positive customer relation behaviors should encourage employees’ OID and implement friendly workplace practices. The study added twofold values to this research area. We explore OID and workplace fun. The study also explores the moderation effect of workplace fun on the relationship between OID and job satisfaction. Thus, managers can increase employee job satisfaction by encouraging workplace fun.

A principal concern among organizational researchers is to understand why some organizations irrespective of size and location outperform others. High performance work system (HPWS) offers an explanation for this phenomenon. HPWS gives organizations the competitive advantage over others. While it has been established that HPWS affect the performance of organizations within a large and complex organizations, less have been empirically established if it also create benefit for public organizations. This has generated concerns among organizational researchers. Following this argument, this study examines this theoretical gap with a survey data collected from employees in the public sector organization. Overall, three dimensions of HPWS were identified by the researchers and the level of awareness was assessed on a seven point Likert scale. We found that two out of the three identified dimensions of HPWS has a positive relationship with organizational performance.

Managerial role and organizational performance has long been highlighted by previous researchers, but majority of the researches was conducted in developed economies. Relatively small firms in developing economies are under research as the legal institutional framework and strategic markets are not well developed. Our aim is to examine how managers influence high performance achievement among small firms, and how their role is being strengthened by organizational culture. A sample of 250 managers in small- and medium-scale enterprises (SMEs) was used. The hypothesis was tested through multiple and hierarchical regression analysis. Result showed that managerial role has direct and indirect influence on high performance achievement among small firms. The study recommended that managerial practical knowledge or skills has a stronger influence on high performance achievement if the institutional environments of small firms permit managers to explore the resources generated by their experience and skills. This suggests that managerial resources alone cannot contribute to high performance achievement without strong and supportive organizational culture. SMEs should focus on building market related competitive capability in an effort to capture the emerging market prospects in these economies.

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