Driving Job Performance through Culture—A Mixed-Methods Study in Nairobi’s Classified Hotels

Organisations must manage change to keep ahead of the competition, which includes how they perceive employees’ productivity in the workplace. The performance of each and every employee is crucial in determining an organisation’s success, which can have a positive or negative effect on its overall performance. Employee job performance is essential for star-rated hotels to be effective, competitive, and sustainable. Since corporate culture influences employee job performance, it is crucial to promote a culture of dynamism, collaboration, and trust while coordinating corporate ambitions with objectives through cultural dimensions. This study aimed to examine the influence of corporate culture on job performance among employees. Anchored on the Denison model, an embedded research design was applied. The study targeted hotel employees and human resource managers. Hotels were selected through stratified sampling, and convenience sampling was used to select hotel employees. A purposive sampling technique was used to select the human resource managers for the interviews. Self-administered questionnaires were used to collect quantitative data, while semi-structured interviews were used to collect qualitative data. Cronbach’s alpha values were computed to establish the internal consistency of construct items. Descriptive statistics were used to summarise the respondents’ demographic characteristics as well as their responses regarding involvement in corporate culture and self-assessment of job performance. Multiple linear regression was used to test the hypothesis. Statistical significance was inferred at a 5% significance level. Three dimensions were used to measure involvement in corporate culture: empowerment, team orientation, and skill development. However, empowerment (β = 0.445, p < 0.001) and skill development (β = 0.231, p < 0.001) were the only significant predictors of job performance. The influence of team orientation, though weakly positive, was not statistically significant (β = 0.069, p = 0.233), indicating that it was not a significant predictor of job performance. The findings provided practical implications for human resource managers and organisational leaders.