Title:
Mediating Role of Organizational Commitment in the Nexus Between Adaptive Corporate Culture and Job Performance: Evidence From Classified Hotels in Nairobi City County, Kenya

Authors:
Lucy Chepkoech Rotich, Teresa Wangui Kinuthia, Vincent Nyamari Maranga, Kenya

Abstract:

Organisations must manage change to keep ahead of the competition, which includes how they see employee job performance. Each employee’s job performance determines whether an organization succeeds or fails, which can have a good or negative effect on the organisation’s overall performance. Employee job performance is essential for classified hotels to be effective, competitive, and sustainable. Since corporate culture affects employee job performance, it is crucial to promote a culture of dynamism, collaboration, and trust while coordinating corporate ambitions with objectives through cultural dimensions. In the hotel sector, employee dedication is still a difficult topic that has a direct financial impact on businesses. This study aimed to ascertain how adaptive corporate culture influences employee job performance and determines how employees’ commitment mediates the aforementioned nexus. The current study was anchored on the Denison model, social exchange theory and resource-based view theory. A quantitative approach with an explanatory research design was applied. The study targeted hotel employees. Hotels were selected through stratified sampling and convenience sampling was used to select hotel employees. Self-administered questionnaires were used to collect quantitative. Cronbach’s alpha values were computed to establish internal consistencies of construct items. The quantitative analysis employed descriptive statistics (multiple linear regression and hierarchical regression following Baron and Kenny’s steps) to test the hypotheses. Statistical significance was inferred at a 5% significance level. The findings revealed that the three dimensions of adaptive corporate culture (i.e., creating change, customer focus, and organizational learning) had a significant positive impact on job performance. Organizational commitment was found to be a partial mediator in the relationship between adaptive corporate culture and job performance. The findings provided practical implications for human resource managers and organizational leaders.  

DOI: http://dx.doi.org/10.51505/ijaemr.2025.1305