Abstract

The study examined the impact of moderating effects of organizational culture on HRM and employee’s performance in an attempt to contribute to the pool of knowledge and practice. Researchers and authors have suggested that culture is a stable and critical phenomenon. Sun (2008) and Brown (1995) argued that, there are organizations that are relatively stable, with stable environment; but risk-taking and innovation are not necessarily successful there. This implies difficulties in organizational culture transformation. The study contrarily viewed cultural transformation as a means of improving organization. This is empirically proven through quantitative and qualitative approach in non-governmental organization in Nigeria. The study also presents a framework for the alignment of organizational culture and human resource management to better understand the organizational knowledge-related performance. The study finding suggested certain factors influence the moderating effects of organizational culture;  they have  positive influence on increasing employee’s performance and human resource management. This was indicated in the mean value of ten items where eight has significant relationship, except two items.

Key words: organizational culture, human resource management, employee’s performance.