ORGANIZATIONAL CULTURE AS A DRIVER OF CSR PERFORMANCE AND EMPLOYEE PERFORMANCE: EVIDENCE FROM THE HEALTHCARE SECTOR OF PAKISTAN

Abstract

The quality of employee performance has become a key factor in the success, quality of service, and patient satisfaction of healthcare organizations in today's healthcare landscape. An internal supportive system is needed in the hospital to motivate employees to participate, uniformity, flexibility, and dedication to achieving the objectives of the company. This research aims to study the relationships of organization culture dimensions and employee performance in order to explore the contribution of corporate social responsibility (CSR) performance in Pakistani hospitals. Organizational culture is conceptualized in the study in terms of four dimensions which are involvement, consistency, adaptability, and mission. The survey was conducted in Pakistan using a convenience sampling technique, and data were gathered by a physical survey which involved 719 employees of public and private hospitals. Partial least squares structural equation modeling (PLS-SEM) was used to analyze the collected data. The results have shown that all the suggested relationships between the dimensions of the organizational culture, dimensions of CSR performance, and employee performance are supported. The study also proves that a good organizational culture can help improve employee performance as well as promote socially and environmentally responsible behavior in health care organizations. The study adds value to the organizational behavior literature and healthcare management literature by incorporating cultural dimensions with CSR performance and employee performance in Pakistan's healthcare environment.