Competing value framework model of organisational culture and job performance: an examination of the mediating role of HPHR practices

This study reported the relationships between competing value framework (CVF) model of organisational culture and job performance through the mediating role of high-performance human resource (HPHR) practices. A quantitative research approach was adopted and data was collected through structured questionnaires from employees working in public telecom company in Pakistan. The partial least square structural equation modelling was employed for the analyses. The results of the study showed that three culture typologies of CVF; adhocracy, market, and culture have significant effects on job performance while hierarchy culture has an insignificant influence on job performance. Extensive training and incentive reward partially mediated the relationships between market culture and job performance. Furthermore, relationships between clan culture, market culture and job performance were partially mediated by selective staffing and extensive training. The CVF model of organisational culture provides a supportive framework for enhancing job performance through HRPR.