Organizational Culture and Employee Performance in Nepalese State-Owned Commercial Banks: An Application of Hofstede’s Framework
Year: 2025
Type: article
Study design: Observational Study
Abstract: This study investigates the influence of cultural dimensions namely Power Distance, Individualism, Uncertainty Avoidance, and Masculinity on organizational performance at state-owned commercial bank in Nepal. The study adopted a quantitative, descriptive, and causal-comparative research design, drawing on primary data collected through a structured, close-ended questionnaire with five-point Likert-scale items administered across government bank branches in the Kathmandu Valley and the sample size of 384 usable respondents was determined. The data were analyzed using SPSS via descriptive statistics, Pearson correlation, and multiple regression analysis. The findings revealed that three of the four factors exihibited positive and significant influence on organizational performance. Individualism was the strongest influencer followed by Masculinity, while Power Distance exerted a significant negative effect. However, Uncertainty Avoidance showed a positive but statistically insignificant influence/ These study concluded that organizational culture significantly shapes institutional performance in Nepalese public-sector banking, advocating for decentralization of authority, merit-based appraisal, and achievement oriented management practices. The study is limited by its geographic confinement to the Kathmandu Valley, cross-sectional design, reliance on self-reported data, and examination of only four cultural dimensions. Hence, the future research could extend the analysis to private and joint venture banks, adopt longitudinal or mixed-methods designs, and apply advanced structural equation modeling.
Institution: Tribhuvan University
Language: English
Domain: Social Sciences
Open Access status: hybrid
OpenAlex ID: W7213367361