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Organizational Culture and Perceived Performance: Mediation of Perceived Organizational Support and Moderation of Motivation

Author

Listed:
  • Denise José

    (Faculdade de Ciências e Tecnologia, Universidade Europeia, Quinta do Bom Nome, Estr. da Correia 53, 1500-210 Lisboa, Portugal)

  • Ana Palma-Moreira

    (Faculdade de Ciências e Tecnologia, Universidade Europeia, Quinta do Bom Nome, Estr. da Correia 53, 1500-210 Lisboa, Portugal)

  • Manuel Au-Yong-Oliveira

    (Institute for Systems and Computer Engineering, Technology and Science (INESC TEC), 4200-465 Porto, Portugal
    Research Unit on Governance, Competitiveness and Public Policies (GOVCOPP), Department of Economics, Management, Industrial Engineering and Tourism (DEGEIT), University of Aveiro, 3810-193 Aveiro, Portugal)

Abstract

This study aimed to investigate the effect of organizational culture on employee-perceived performance and whether this relationship is mediated by perceived organizational support and moderated by employee motivation. Three hundred individuals working in organizations located in Portugal and Angola participated in this study. This is a quantitative, exploratory, correlational, and cross-sectional study. The results indicate that only goal culture, rule culture, affective organizational support perception, and identified motivation have a positive and significant effect on perceived performance. Supportive culture and goal culture have a positive and significant effect on affective organizational support perception. All dimensions of organizational culture have a significant effect on cognitive organizational support perception, with the effects of the supportive culture and the goal culture being positive and significant, while the effects of the innovative culture and the rule culture are negative and significant. The perception of affective organizational support has a total mediating effect on the relationship between goal culture and perceived performance. Intrinsic motivation and identified motivation have a moderating effect on the relationship between all dimensions of organizational culture and perceived performance. This study is expected to help human resource managers understand the importance of the type of organizational culture that prevails in their organization to enhance employees’ perception of organizational support and performance.

Suggested Citation

  • Denise José & Ana Palma-Moreira & Manuel Au-Yong-Oliveira, 2025. "Organizational Culture and Perceived Performance: Mediation of Perceived Organizational Support and Moderation of Motivation," Administrative Sciences, MDPI, vol. 15(8), pages 1-35, August.
    • Handle: RePEc:gam:jadmsc:v:15:y:2025:i:8:p:307-:d:1718565
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    References listed on IDEAS

    as
    1. Robert E. Quinn & Kim Cameron, 1983. "Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence," Management Science, INFORMS, vol. 29(1), pages 33-51, January.
    2. Ying-Cheng Hung & Tzu-Cheng Su & Kuo-Ren Lou, 2022. "Impact of Organizational Culture on Individual Work Performance with National Culture of Cross-Strait Enterprises as a Moderator," Sustainability, MDPI, vol. 14(11), pages 1-24, June.
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