The influence of high performance work system, organizational culture on employee performance, a study in The Ministry of Education in Oman

The need to enhance the performance of employees in the ministry of education in Oman has made the researcher to conduct this study. Specifically, the study focuses on the influence of high performance work system (HPWS) and organizational culture on the performance of employees in the ministry of e...

Full description

Saved in:
Bibliographic Details
Main Author: Al Rawas, Nadaa Mansoor Amer Al Rawas
Format: Thesis
Language:eng
eng
Published: 2014
Subjects:
Online Access:https://etd.uum.edu.my/4698/1/s813773.pdf
https://etd.uum.edu.my/4698/2/s813773_abstract.pdf
Tags: Add Tag
No Tags, Be the first to tag this record!
id my-uum-etd.4698
record_format uketd_dc
institution Universiti Utara Malaysia
collection UUM ETD
language eng
eng
advisor Mohd Isa, Mohd Faizal
topic HF5549-5549.5 Personnel Management
Employment
spellingShingle HF5549-5549.5 Personnel Management
Employment
Al Rawas, Nadaa Mansoor Amer Al Rawas
The influence of high performance work system, organizational culture on employee performance, a study in The Ministry of Education in Oman
description The need to enhance the performance of employees in the ministry of education in Oman has made the researcher to conduct this study. Specifically, the study focuses on the influence of high performance work system (HPWS) and organizational culture on the performance of employees in the ministry of education in Oman. A cross sectional study of questionnaire survey research design was conducted in this respect. Questionnaire data was generated from 162 employees and the questionnaire were distributed by hand. The findings from the testing of the hypotheses demonstrated that HPWS have significant positive relationship with employees performance except for the performance management system (PMS) which shows a negative relationship with employees performance. The culture of the organizational was also found to have a positive effect on the performance of employees in the ministry. On this note, the study recommends for the urgent need by the ministry to give serious consideration to the performance management system if they want to achieve better performance. In conclusion the present study presented the theoretical and practical implication in addition to the limitations of the study and suggestions for future study are included in this regard
format Thesis
qualification_name masters
qualification_level Master's degree
author Al Rawas, Nadaa Mansoor Amer Al Rawas
author_facet Al Rawas, Nadaa Mansoor Amer Al Rawas
author_sort Al Rawas, Nadaa Mansoor Amer Al Rawas
title The influence of high performance work system, organizational culture on employee performance, a study in The Ministry of Education in Oman
title_short The influence of high performance work system, organizational culture on employee performance, a study in The Ministry of Education in Oman
title_full The influence of high performance work system, organizational culture on employee performance, a study in The Ministry of Education in Oman
title_fullStr The influence of high performance work system, organizational culture on employee performance, a study in The Ministry of Education in Oman
title_full_unstemmed The influence of high performance work system, organizational culture on employee performance, a study in The Ministry of Education in Oman
title_sort influence of high performance work system, organizational culture on employee performance, a study in the ministry of education in oman
granting_institution Universiti Utara Malaysia
granting_department Othman Yeop Abdullah Graduate School of Business
publishDate 2014
url https://etd.uum.edu.my/4698/1/s813773.pdf
https://etd.uum.edu.my/4698/2/s813773_abstract.pdf
_version_ 1747827783196737536
spelling my-uum-etd.46982022-04-09T23:24:12Z The influence of high performance work system, organizational culture on employee performance, a study in The Ministry of Education in Oman 2014 Al Rawas, Nadaa Mansoor Amer Al Rawas Mohd Isa, Mohd Faizal Othman Yeop Abdullah Graduate School of Business Othman Yeop Abdullah Graduate School of Business HF5549-5549.5 Personnel Management. Employment The need to enhance the performance of employees in the ministry of education in Oman has made the researcher to conduct this study. Specifically, the study focuses on the influence of high performance work system (HPWS) and organizational culture on the performance of employees in the ministry of education in Oman. A cross sectional study of questionnaire survey research design was conducted in this respect. Questionnaire data was generated from 162 employees and the questionnaire were distributed by hand. The findings from the testing of the hypotheses demonstrated that HPWS have significant positive relationship with employees performance except for the performance management system (PMS) which shows a negative relationship with employees performance. The culture of the organizational was also found to have a positive effect on the performance of employees in the ministry. On this note, the study recommends for the urgent need by the ministry to give serious consideration to the performance management system if they want to achieve better performance. In conclusion the present study presented the theoretical and practical implication in addition to the limitations of the study and suggestions for future study are included in this regard 2014 Thesis https://etd.uum.edu.my/4698/ https://etd.uum.edu.my/4698/1/s813773.pdf text eng public https://etd.uum.edu.my/4698/2/s813773_abstract.pdf text eng public masters masters Universiti Utara Malaysia Abu-Jarad, I.S., Yusof, N.A,& Nikbin, D.(2010). A Review Paper on Organizational Culture and Organizational Performance. International Journal of Busines and Social Science, 1(3), 26-46. Acar, A. Z., & Acar, P. (2012). The effects of organizational culture and innovativeness on business performance in healthcare industry. Procedia-Social and Behavioral Sciences, 58, 683-692. Adolphine, M. V. S. (2008). A case study: How school empowerment impacts organization for instruction. PhD thesis. Capella University, USA. Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual review of psychology, 60, 451-474. Ahmad, S., & Schroeder, R. G. (2003). The impact of human resource management practices on operational performance: recognizing country and industry differences. Journal of operations Management, 21(1), 19-43. Aksoy, M., Apak, S., Eren, E., &Korkmaz, M. (2014). Analysis of the effect of organizational learning-based organizational culture on performance, job satisfaction and efficiency: A field study in banking sector. International Journal of Academic Research, 6(1). Alavi, M., Kayworth, T. R., &Leidner, D. E. (2006). An empirical examination of the influence of organizational culture on knowledge management practices. Journal of management information systems, 22(3), 191-224. Alegre, J., Sengupta, K., & Lapiedra, R. (2013). Knowledge management and innovation performance in a high-tech SMEs industry. International Small Business Journal, 31(4), 454-470. Al-Ghefeili, A. A. A., Ghani, M. F. B. A., & Muhamad, M. (2013). The most important challenges and difficulties the principals encountered in the implementation of SBM system in selected schools in Al-Batinah Governorate, Oman. Global Business and Economics Research Journal, 2(5), 75-91. Al-Hamadi, A. B., Budhwar, P. S., & Shipton, H. (2007). Management of human resources in Oman. The international journal of human resource management, 18(1), 100-113. Al-Kualibi K.Z. (2011). Role of Omanis Human resource professionals in the public and private sector: The perceptions of practitioners, line managers and employees. A thesis submitted to the university of Manchester. Al-Lamki, S. M. (2006). The development of private higher education in the Sultanate of Oman: Perception and analysis. International Journal of Private Education, 1, 54-77. Al Ajmi M. (2011).The development of the general directorate of education in the sultanate of Oman in the light of the concept of the learning organization. A PhD thesis. Institute of Educational Studies, Cairo University. Al-Yahmadi H.N. (2012). Implementation of performance base teacher evaluation policy in the sultanate of Oman. A PhD thesis. University of Malaya. Amaratunga, D., & Baldry, D. (2002). Moving from performance measurement to performance management. Facilities, 20(5/6), 217-223. Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 308-323. Armstrong, M. (2006).A Handbook of Human Resource Management Practice (11th ed.). Kogan Page, London and Philadelphia, PA. Andrews, H. (2008). Accountable teacher evaluation! Toward highly qualified and competent teachers: Stillwater, Oklahoma: New Forums Press. Antony, J. P., & Bhattacharyya, S. (2010). Measuring organizational performance and organizational excellence of SMEs–Part 1: a conceptual framework. Measuring Business Excellence, 14(2), 3-11. Appelbaum, E., Bailey, T., Berg, P. & A. L. Kalleberg (2000). Manufacturing Advantage: Why High-Performance Work Systems Pay Off. Ithaca, ILR Press, New York. Atyeo, J., Adamson, B., & Cant, R. (2007). Managerial skills for new practitioners in Medical Radiation Sciences in Australia: Implications for the tertiary education sector. Radiography, 7(4), 235-247. Aryee, S., Walumbwa, F. O., Seidu, E. Y., & Otaye, L. E. (2012). Impact of high performance work systems on individual-and branch-level performance: test of a multilevel model of intermediate linkages. Journal of applied psychology, 97(2), 287. Atteya, N. M. (2012). Testing the Impact of the Human Resource Management Practices on Job Performance: An Empirical Study in the Egyptian Joint Venture Petroleum Companies. International Journal of Business and Social Science, 3(9), 105-119. Bae, J., & Lawler, J. J. (2000). Organizational and HRM strategies in Korea: Impact on firm performance in an emerging economy. Academy of Management Journal, 43(3), 502-517. Barba Aragón, M. I., Jiménez Jiménez, D., & Sanz Valle, R. (2013). Training and performance: The mediating role of organizational learning. Cuadernos de Economía y Dirección de la Empresa. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120. Barney, J. B. (1997). Gaining and sustaining competitive advantage. Reading, MA: Addison-Wesley. Barney, J. B. (2001). Is the resource-based “view” a useful perspective for strategic management research? Yes. Academy of Management Review, 26(1), 41-56. Barrett, A., & O'Connell, P. J. (2001). Does training generally work? The returns to incompany training. Industrial and labor relations review, 647-662. Ballesteros-Rodríguez, J. L., De Saá-Pérez, P., & Domínguez-Falcón, C. (2012). The role of organizational culture and HRM on training success: evidence from the Canarian restaurant industry. The International Journal of Human Resource Management, 23(15), 3225-3242. Robert Baum, J., & Wally, S. (2003). Strategic decision speed and firm performance. Strategic Management Journal, 24(11), 1107-1129. Becker, B. E., Huselid, M. A., Becker, B. E., & Huselid, M. A. (1998). High performance work systems and firm performance: A synthesis of research and managerial implications. Personnel and Human Resource Management Journal, 16, 53-101. Becker, B., & Gerhart, B. (1996). The impact of human resource management on organizational performance: Progress and prospects. Academy of management journal, 39(4), 779-801. Bertrand, M., & Schoar, A. (2003). Managing with style: The effect of managers on firm policies. The Quarterly Journal of Economics, 1169-1208. Bhatti, M. A., & Kaur, S. (2009). Factors effecting transfer of training: a fresh review. In 12th International Business Information Management Conference (IBIMA), Kuala Lumpur. Bidwell, M., & Burton, M. D. (2006). Thinking about employment: how managerial reward assumptions shape the employment relationship. University of Toronto. Birdi, K., Clegg, C., Patterson, M., Robinson, A., Stride, C. B., Wall, T. D., & Wood, S. J. (2008). The impact of human resource and operational management practices on company productivity: A longitudinal study.Personnel Psychology, 61(3), 467-501. Bollinger, A. S., & Smith, R.D. (2001). Managing Organizational Knowledge as a Strategic Asset. Journal of Knowledge Management, 5 (1), 818. Borgatti, S. P. (2005). Centrality and network flow. Social networks, 27(1), 55-71. Borman, W. C., & Motowidlo, S. J. (1997). Task performance and contextual performance: The meaning for personnel selection research. Human performance, 10(2), 99-109. Boselie, P., Brewster, C., & Paauwe, J. (2009). In search of balance–managing the dualities of HRM: an overview of the issues. Personnel Review, 38(5), 461-471. Boxall, P. (2013). Mutuality in the management of human resources: assessing the quality of alignment in employment relationships. Human Resource Management Journal, 23(1), 3-17. Boyne, G. A. (2003). Sources of public service improvement: A critical review and research agenda. Journal of public administration research and theory, 13(3), 367-394. Bell, E., & Bryman, A. (2007). The ethics of management research: an exploratory content analysis. British Journal of Management, 18(1), 63-77. Budhwar, P. S., & Sparrow, P. R. (1998). National factors determining Indian and British HRM practices: an empirical study. In Management and International Review, 105-121. Çalişkan, E. N. (2010). The impact of strategic human resource management on organizational performance. Journal of Naval Science and Engineering, 6(2), 100-116. Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons. Cantarello, S., Filippini, R., & Nosella, A. (2012). Linking human resource management practices and customer satisfaction on product quality. The International Journal of Human Resource Management, 23(18), 3906-3924. Cappelli, P., & Neumark, D. (2001). Do high- performance’ work practices improve establishment level outcomes. Industrial and Labor Relations Review, 54, 737–76. Carpenter, M. A., Sanders, W. G., & Gregersen, H. B. (2001). Bundling human capital with organizational context: The impact of international assignment experience on multinational firm performance and CEO pay. Academy of Management Journal, 44(3), 493-511. Carton, R. B. (2004). Measuring organizational performance: an exploratory study. John Wiley & Sons. Chaudhuri, k. (2009). A discussion on HPWS perception and employee behaviour. Global Business and Management Research: An International Journal, 1(2), 27–42. Campbell, J. P., McCloy, R. A., Oppler, S. H., & Sager, C. E. (1993). A theory of performance. In N. Schmitt & W. C. Borman (Eds.), Personnel selection in organizations. San Francisco: Jossey-Bass, p. 35–70. Chandler, G., and Hanks, S.H. (1994). Founder competence, the environment, and venture performance. Entrepreneurship Theory and Practice 18(3): 77–89. Chen, D., & Wang, Z. (2014). The effects of human resource attributions on employee outcomes during organizational change. Social Behavior and Personality: an international journal, 42(9), 1431-1443. Cho, H. J., & Pucik, V. (2005). Relationship between innovativeness, quality, growth, profitability, and market value. Strategic Management Journal, 26(6), 555-575. Coakes, S. J., & Steed, L. (2003). SPSS: Analysis without anguish using SPSS version 14.0 for Windows. John Wiley & Sons, Inc.. Cohen, J. (1988). Statistical power analysis for the behavioral sciences. Routledge Academic. Cole, G.A., (1997). Personnel Management, 4 ed. Letts Educational, London. Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology, 59, 501−528. Connolly, T., Conlon, E.J., & Deutsch, S. J. (1980) Organizational effectiveness: A multiple constituency approach. Academy of Management Review, 8, 211-217. Cooper, D.R., & Schindler, P.S.(2003). Business research methods. Boston, MA: McGraw Hill. Cusumano, M.A. (2004). The Business of Software: What Every Manager, Programmer and Entrepreneur Must Know to Succeed in Good Times and Bad. Simon and Schuster: New York. Danielson, C., & Mc Greal, T. (2000). Teacher evaluation to enhance professional practice. Princeton, NJ: Educational Testing Service. Danford, A., Richardson, M., Stewart, P., Tailby, S., & Upchurch, M. (2008). Partnership, high performance work systems and quality of working life. New Technology, Work and Employment, 23(3), 151-166. Datta, D.K., Guthrie, J.P., & Wright, P.M. (2005).HRM and Labor Productivity: Does Industry Matter?,’ Academy of Management Journal, 48, 1, 135–145. Deal, T. E., & Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of corporate life. Da Capo Press. Delaney, J. T., & Huselid, M. A. (1996). The impact of human resource management practices on perceptions of organizational performance. Academy of Management journal, 39(4), 949-969. Delery, J. E., & Shaw, J. D. (2001). The strategic management of people in work organizations: Review, synthesis, and extension. Research in Personnel and Human Resources Management, 20, 165-197. de Waal, A. A. (2007). The characteristics of a high performance organization. Business Strategy Series, 8(3), 179-185. Drummond, I., & Stone, I. (2007). Exploring the potential of high performance work systems in SMEs. Employee Relations, 29(2), 192-207. Dyer, L., & Reeves, T. (1995). Human resource strategies and firm performance: what do we know and where do we need to go?. International Journal of Human Resource Management, 6(3), 656-670. Edwards, P., Ram, M., Sen Gupta, S. & Tsai, C.J. (2006). The Structuring of Working Relationships in Small Firms: Towards a Formal Framework’, Organization 13(5): 701–24. Eroğlu, F. (2000). Davranış bilimleri. Beta Publishing. Istanbul France. Epitropaki, O., & Martin, R. (2005). The moderating role of individual differences in the relation between transformational/ transactional leadership perceptions and organizational identification. The Leadership Quarterly, 16(4), 569-589. Evans, W. R., & Davis, W. D. (2005). High-performance work systems and organizational performance: The mediating role of internal social structure. Journal of Management, 31(5), 758-775. Faems, D., Sels, L., DeWinne, S., Maes, J., (2005). The effect of individual HR domains on financial performance. International Journal of Human Resource Management 16, 676-700. Farias, G. F., & Varma, A. (1998). High performance work systems: What we know and what we need to know. Human Resource Planning, 21,(2) 50-54. Ferreira, P., Neira, I., & Vieira, E. (2012). The strategic approach to the highperformance paradigm: a European perspective. Procedia-Social and Behavioral Sciences, 58, 474-482. Ferreira, A., & Otley, D. (2009). The design and use of performance management systems: An extended framework for analysis. Management Accounting Research, 20(4), 263-282. Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of marketing research, 39-50. Frazer, L., & Lawley, M. (2001). Questionnaire design and administration. Wiley. Freeman, R. B., Kleiner, M. M., & Ostroff, C. (2000). The anatomy of employee involvement and its effects on firms and workers. National Bureau of Economic Research. Gamble, P.R. & Gibson, D.A. (1999). Executive values and decision-making: the relationship of culture and information flows. Garibaldi H. Victoria A., Wetzel U. & Ferreira V. (2009). Organizational Culture and Performance: a Brazilian Case, Management Research News, 32 (2): 99-119. Garland, R. (1991). The mid-point on a rating scale: Is it desirable. Marketing Bulletin, 2(1), 66-70. Gelade, G. A., & Ivery, M. (2003). The impact of human resource management and work climate on organizational performance. Personnel Psychology, 56(2), 383-404. Godard, J., & Delaney, J. T. (2000). Reflections on the" high performance" paradigm's implications for industrial relations as a field. Industrial and Labor Relations Review, 482-502. Godard, J. (2004). A critical assessment of the high‐ performance paradigm. British Journal of Industrial Relations, 42(2), 349-378. Golafshani, N. (2003). Understanding reliability and validity in qualitative research. The Qualitative Report, 8(4), 597-607. Goldstein, I. L. (1993). Training in organizations: Needs assessment, development, and evaluation . Thomson Brooks/Cole Publishing Co. Goldston, B. K. (2007). The relationship between traits of organizational culture and job satisfaction within the healthcare setting. ProQuest. Gómez-Mejía, L. R., & Balkin, D. B. (1992). Compensation, organizational strategy, and firm performance. South-Western Pub. Guest, D. E. (2011). Human resource management and performance: still searching for some answer. Human Resource Management Journal, 21(1), 3–13. Guest, D., & Conway, N. (1997). Employee motivation and the psychological contract. London Institute of Personnel and Development, 21, 1-60. Guest, D. (1999). HRM: The workers’ verdict. Human Resource Management Journal, 9(3), 5–25. Guthrie, J. P. (2001). High-involvement work practices, turnover and productivity: evidence from New Zealand. Academy of Management Journal, 44(1), 180–190. Guthrie, J. (2001). The management, measurement and the reporting of intellectual capital. Journal of Intellectual capital, 2(1), 27-41. Guthrie, J. P., Flood, P. C., Liu, W., & Maccurtain, S. (2009). High performance work systems in Ireland : human resource and organizational outcomes. The International Journal of Human Resource Management, 20(1), 112–125. Hair, J. F., Money, A. H., Samouel, P. & Page, M. (2007).Research Methods for Business. England: John Wiley & Sons Limited. Hair, J. F., Tatham, R. L., Anderson, R. E., & Black, W. (2010). Multivariate data analysis. Upper Saddle River, NJ: Pearson Prentice Hall. Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of management review, 9(2), 193-206. Hambrick, D. C., Cho, T. S., & Chen, M. J. (1996). The influence of top management team heterogeneity on firms' competitive moves. Administrative Science Quarterly, 659-684. Hanks, B.S.H. (2003). Linking a metal analysis of relationships between human resource practices and performance. Journal of human resource management, 36, 14-17. Harber, S., & Reichel, A. (2005). Identifying performance measures of small ventures: The case of tourism industry. Journal of Small Business Management, 43(3), 257-286. Hawawini, G., Subramanian, V., & Verdin, P. (2003). Is performance driven by industry‐ or firm‐ specific factors? A new look at the evidence. Strategic Management Journal, 24(1), 1-16. Henri, J., (2006). Organizational culture and performance measurement systems. Journal of organizational science, 31, 77–103. Hilal, A.H. (2012). Teacher performance evaluation in oman as perceived by evaluators. International Interdisciplinary Journal of Education, Volume 1, Issue 10. Hitt, M., Ireland, R. D., & Hoskisson, R. (2012). Strategic management cases: competitiveness and globalization. Cengage Learning. Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of management journal, 38(3), 635-672. Huselid, M. A., & Becker, B. E. (1997). The impact high performance work systems, implementation effectiveness, and alignment with strategy on shareholder wealth. Academy of Management Proceedings, 1, 144-148. Ichinowski, C., Shaw, K., & Prennushi, G. (1997). The effects of human resource management practices on productivity: A study of steel finishing lines. American Economic Review, 87(3), 291-313. Issan, S. A., & Gomaa, N. M. M. (2010). Post Basic Education Reforms in Oman: A Case Study. Literacy Information and Computer Education Journal, 1(1), 19–27. Jelinek, R., Ahearne, M., Mathieu, J., & Schillewaert, N. (2006). A longitudinal examination of individual, organizational, and contextual factors on sales technology adoption and job performance. The Journal of Marketing Theory and Practice, 14(1), 7-23. Jensen, J. M., Patel, P. C., & Messersmith, J. G. (2013).High-Performance Work Systems and Job Control Consequences for Anxiety, Role Overload, and Turnover Intentions. Journal of Management, 39(6), 1699-1724. Jing, F.F., & Avery, G.C. (2008). Missing link in understanding the relationship between leadership and organizational performance. International Business & Economic Research Journal, 7, 67-78. Jing, F. F., & Avery, G. C. (2011). Missing links in understanding the relationship between leadership and organizational performance. International Business & Economics Research Journal, 7, 67-78. Johns, G. (1993). Constraints on the adoption of psychology-based personnel practices: Lessons from organizational innovation. Personnel Psychology, 46: 569-592. Ju, C. (1993). A Study Report on China’s current cultural values, Hawaii, Chinese translation. Western-Eastern Center. Karami, H. (2002). How human resource capabilities affect the organizations performance. The case of electronic industry in the UK. Centre of Strategic Management and Leadership, University of Innsbruck, Innsbruck, 1-3. Khan, S. A. (2010). Managing Performance: The Case of an Omani Oil Company. Vision: The Journal of Business Perspective, 14(4), 285-293. Khandekar, A. & Sharma, A. (2005). Organizational learning in Indian organizations: a strategic HRM perspective. Journal of Small Business and Enterprise Development, 12(2), 211-26. Kilic G. (2006). Egitim kurumlarinda liderlik tarzlari ve orgut kulturunun performans uzerindeki etkisi (Leadership styles in educational institutions and the effect of organizational culture on performance), Post Graduate Thesis, Erciyes University, Institute of Social Sciences, Kayseri. Kirby, J. (2004). Toward a theory of high performance. Harvard Business Review, 83(7), 30-9. Kirkman, B. L., Lowe, K. B., & Yaung, D. P. (1999). The challenge of leadership in high performance work organizations. Journal of Leadership & Organizational Studies, 5(2), 3-15. Kopeland, R., Brief, A., & Guzzo, R. (1990). The role of climate and culture in productivity. Organizational climate and culture, 282-318. Kotter, J.P. and Heskett, J.L. (1992).Corporate Culture and Performance. Macmillan The Free Press, New York, NY. Krefting, L.A. and Frost, P.J. (1985). Untangling webs, surfing waves, and wildcatting: a multiple-metaphor perspective on managing culture”, in Frost, P.J., Moore, L.F., Louis, M.R., Lundberg, C.C. and Martin, J. (Eds), Organization Culture, Sage Publications, Beverly Hills, CA. krejcie, R.V., Morgan, & Daryle, W. (1970). Determining sample size for research activities. Educational and Psychological Measurement. Kutanis, R., & Mesci, M. (2010). Orgut kulturunun isgorenlerin is tatminine ve orgutsel performansa etkisi: bes yildizli otel isletmelerinde bir arastirma (The effect of organizational culture on job satisfaction of the personnel and organizational performance: a study in five-star hotels), 9th National Management Congress, Zonguldak: 284-290. Lee, S. K. J., & Yu, K. (2004). Corporate culture and organizational performance. Journal of Managerial Psychology, 19(4), 340-359. Lengermann, P. A. (1996). The benefits and costs of training: A comparison of formal company training, vendor training, outside seminars, and school‐ based training. Human Resource Management, 35(3), 361-381. Lepak, D. P., Taylor, M. S., Tekleab, A., Marrone, J., & Cohen, D. J. (2007). An examination of the use of high-investment human resource systems for core and support employees. Human Resource Management, 46(2), 223–246. Levine, D. (2001). Editor’s Introduction to the Employment Effects of Minimum Wages. Industrial Relations, 40: 161–2. Litwin, M. S. (1995). How to measure survey reliability and validity. Thousand Oaks, CA: Sage. Lopez‐ Cabrales, A., Valle, R., & Herrero, I. (2006). The contribution of core employees to organizational capabilities and efficiency. Human Resource Management, 45(1), 81-109. Macaulay, S. and Cook, S. (1994), “Performance management as the key to customer service. Industrial And Commercial Training, Vol. 26 No. 11, pp. 3-8. Macky, K., & Boxall, P. (2007). The Relationship Between High Performance Work Practices and Employee Attitudes: An Investigation of Additive and Interaction Effects. International Journal of Human Resource Management, 18, 537–567. MacDuffie, J. P., & Kochan, T. A. (1995). Do US firms invest less in human resources?: training in the world auto industry. Industrial Relations: A Journal of Economy and Society, 34(2), 147-168. Mansor, N. N. A., Chakraborty, A. R., Yin, T. K., & Mahitapoglu, Z. (2012). Organizational Factors Influencing Performance Management System in Higher Educational Institution of South East Asia. Procedia-Social and Behavioral Sciences, 40, 584-590. March, J. G., & Sutton, R. I. (1997). Crossroads-Organizational Performance as a Dependent Variable. Organization science, 8(6), 698-706. Marcoulides, G.A., & Heck, R.H.. (1993). Organizational Culture and Performance: Proposing and Testing A Model. Organization Science, 4(2), 2009-225. Martins, E.C., & Terblanche, F. (2003). Building Organizational Culture that Stimulates Creativity And Innovation. European Journal of Innovation Management, 6(1), 64-74. Mayers, L.S., Gamst, G., & Guarino, A.J. (2006). Applied Multivariate research Design and interpretations. Thousand Oaks: sage. Messersmith, J. G., & Guthrie, J. P. (2010). High performance work systems in emergent organizations: Implications for firm performance. Human resource management, 49(2), 241-264. Messersmith J.G., Patel P.C, Lepak D.P.,& Gould-Williams J.S. (2011). Unlocking the black box: exploring the link between high-performance work systems and performance. Journal of Applied Psychology, 96(6), 1105–1118. Miller, P., O’Leary, T., (1994). Governing the calculable person. In: Hopwood, A.G., Miller, P. (Eds.), Accounting as Social and Institutional Practice. Cambridge University Press, Cambridge, pp. 98–115. Miller, D. J. 2004. Firms’ technological resources and the performance effects of diversification: A longitudinal study. Strategic Management Journal, 25(11): 1097–1120. Ministry of Education. (2005). Administrative Supervision in the Schools of the Sultanate of Oman. School Performance Development. Department (1st ed.). Muscat, Oman: Ministry of Education. Ministry of education, (2008). Education statistic yearly book Sultanate of Oman. Ministry of education, (2013; 2014). Educational indicators Academic year 2012/2013, Sultanate of Oman. Ministry of Information (1998; 2008) Oman 98/99. Muscat, Oman. Moideenkutty, U., Al-Lamki, A., & Murthy, Y. S. R. (2011). HRM practices and organizational performance in Oman. Personnel Review, 40(2), 239-251. Mohrman, A., Mohrman, S., Ledford, G., Cummings, T., Lawler, E.E. and Associates (1989), Large scale Organizational Change. Jossey-Bass, San Francisco, CA. Mollick, E. (2012). People and process, suits and innovators: The role of individuals in firm performance. Strategic Management Journal, 33(9), 1001-1015. Moses, B. (2000). Give people belief in the future: In these cynical times, HR must assure employees that faith and work can coexist. Workforce, 79(6), 134-139. Moynihan, D. P. (2008). The dynamics of performance management: Constructing information and reform. Georgetown University Press. Neil, J. (2009). Exploring research: New Jersey: Pearson Education International, Inc Newbert, S. L. (2007). Empirical research on the resource‐ based view of the firm: an assessment and suggestions for future research. Strategic management journal, 28(2), 121-146. Nenyod, B. (2002). School-Based Management: Thai Ways and Methods, Executive Summary of the Report on National Pilot Study. Learning Reform Schools for Developing Quality of Learners. Bangkok: Office of the National Education Commission (ONEC). Ngo, H., Turban, D., Lau, C., and Lui, S., (1998). Human resource practices and firm performance of multinational corporations: influences of country origin, International Journal of Human Resource Management, 9 (4): 632-652. Nura, A. A., & Osman, N. H. (2013). Gauging the Effect of Performance Management and Technology Based Human Resource Management on Employee Retention: The Perspective of Academics in Higher Educational Institutions in Sokoto State Nigeria. Asian Social Science, 9(15), 295. Ogbonna, E. (1993), “Managing organizational culture: fantasy or reality? Human Resource Management Journal, 3(2), 42-54. Ogbonna, E., & Harris, L. (2000). Leadership Style, Organizational Culture and Performance: Empirical Evidence from UK Companies. International Journal of Human Resources Management, 11(4), 766-788. Ojo, O.(2010). Organizational Culture and Corporate Performance: Empirical Evidence from Nigeria. Leadership & Organization Development Journal, 16(5), 16-21. Oparanma, A.O. (2010). The Organizational Culture and Corporate Performance in Nigeria. International Journal of African Studies, 3, 34-40. Organization for Economic cooperation and development (OECD) (2005). Modernizing government: The way ahead Paris. Ordiz-Fuertes, M., & Fernández-Sánchez, E. (2003). High-involvement practices in human resource management: concept and factors that motivate their adoption. International Journal of Human Resource Management, 14(4), 511-529. Osmani, F., & Maliqi, G. (2012). Performance Management, Its Assessment and Importance. Procedia-Social and Behavioral Sciences, 41, 434-441. Otley, D. (1994). Management control in contemporary organizations: towards a wider framework. Management accounting research, 5(3), 289-299. Ovidiu-Iliuta, D. (2014). The link between organizational culture and performance management practices: A case of it companies from Romania. The Annals of the University of Ooradea, 1130. Ovidiu-Iliuta, D. (2014). The link between organizational culture and performance management practices: a case of it companies from Romania. The annals of the university of oradea, 1130. Pallant, J. (2007). SPSS survival manual: A step by step guide to data analysis using SPSS. McGraw-Hill International. Paul, A. K., & Anantharaman, R. N. (2003). Impact of people management practices on organizational performance: analysis of a causal model. International Journal of Human Resource Management, 14(7), 1246-1266. Peng, M. W., & York, A. (2001). Behind intermediary performance in export trade: Transactions, agents, and resources. Journal of International Business Studies, 32(2), 327–346. Peters, T. J., Waterman, R. H., & Jones, I. (1982). In search of excellence: Lessons from America's best-run companies. Harper Collins Publishers, London. Pfeffer, J. (1977). The ambiguity of leadership. Academy of management review, 2(1), 104-112. Pfeffer, J. (1994). Competitive advantage through people: Unleashing the power of the work force. Harvard Business Press. Posthuma, R.A., Campion, M.C., & Campion, M.A. (2013). A High Performance Work Practices Taxonomy: Integrating the Literature and Directing Future Research. Journal of Management 39 (5), 1184-1220. Punia, B. K., & Garg, N. (2012). High Performance Work Practices in Indian Organisations: Exploration and Employees’ Awareness. Asia-Pacific Journal of Management Research and Innovation, 8(4), 509-516. Rajasekar, J., & Moideenkutty, U. (2007). Oman Air Challenges Of Repositioning Through Business Level Strategy. Asian Journal of Management Cases, 4(2), 117-141. Razi, N., & More, E. (2012). Employee firm-specific knowledge and the acquisition of a high-performance work system organization. Accounting, Accountability & Performance, 17(1/2), 79. Richard, P. J., Devinney, T. M., Yip, G. S., & Johnson, G. (2009). Measuring organizational performance: Towards methodological best practice. Journal of management, 35(3), 718-804. Rogers, E. W., & Wright, P. M. (1998). Measuring organizational performance in strategic human resource management: Problems, prospects and performance information markets. Human Resource Management Review, 8(3), 311-331. Roscoe, J. T. (1975). Fundamental research statistics for the behavioral sciences.2nd Ed. Holt, Rinehart and Winston, New York. Rowe, W.G., Morrow, J.L.J., & Finch, J.F. (1995). Accounting, market, and subjective measure of firm performance: Three side of some coin. Academy of Management, 15, 81-94. Schein, E.H., (1986). Organizational Culture and Leadership. Jossey-Bass, San Francisco. Schein, E. H. (2004). Organizational culture and leadership. 2nd Ed. John Wiley & Sons, New York. Schuler, R. S., & Jackson, S. E. (1987). Linking competitive strategies with human resource management practices. The Academy of Management Executive, 1(3), 207-219. Scott, T., Mannion, R., Davies, H., & Marshall, M. (2003). The quantitative measurement of organizational culture in health care: a review of the available instruments. Health services research, 38(3), 923-945. Sekaran, U. (2003). Research methods for business (4th ed.). New York: John Wiley & Sons, Inc. Sekaran, U., & Bougie, R. (2009). Research method for business. Askill building approach (4thed.). NY: John Wiley and Sons, Inc, New York. Shahzad, F., Iqbal, Z., & Gulzar, M. (2013). Impact of Organizational Culture on Employees Job Performance: An Empirical Study of Software Houses in Pakistan. Journal of Business Studies Quarterly, 5(2). Sheridan, J. E. (1992). Organizational culture and employee retention. Academy of Management Journal, 35(5), 1036-1056. Shih, H. A., Chiang, Y. H., & Hsu, C. C. (2010). High involvement work system, work–family conflict, and expatriate performance–examining Taiwanese expatriates in China. The International Journal of Human Resource Management, 21(11), 2013-2030. Simons, R., (1990). The role of management control systems in creating competitive advantage: new perspectives. Account. Organ. Soc. 15, 127–143. Simonton D.K.(2003). Exceptional creativity across the life span: the emergence and manifestation of creative genius. In The International Handbook on Innovation, Shavinina LV (ed), Elsevier: Oxford, UK; 293–308. Sole, F. (2009). A management model and factors driving performance in public organizations. Measuring Business Excellence, 13(4), 3-11. Sowa, J. E., Selden, S. C., & Sandfort, J. R. (2004). No longer unmeasurable? A multidimensional integrated model of nonprofit organizational effectiveness. Nonprofit and Voluntary Sector Quarterly, 33(4), 711-728. Spanos, Y. E., Zaralis, G., & Lioukas, S. (2004). Strategy and industry effects on profitability: evidence from Greece. Strategic Management Journal, 25(2), 139-165. Sparrowe, R. T., Liden, R. C., Wayne, S. J., & Kraimer, M. L. (2001). Social networks and the performance of individuals and groups. Academy of Management Journal, 44(2), 316-325. Stephan PE. (1996). The economics of science. Journal of Economic Literature 34(3): 1199–1235. Stewart, D. (2010). Growing the corporate culture. available at: www.wachovia.com/foundati on/v/index.jsp?vgnextoidab411f07760aa110VgnVCM10 00004b0d1872RCRD&vgnextfmt default. Stirpe, L., Bonache, J., & Revilla, A. (2014). Differentiating the workforce: The performance effects of using contingent labor in a context of high-performance work systems. Journal of Business Research, 67(7), 1334-1341. Stoica, M., Liao, J., & Welsch, H. (2004). Organizational culture and patterns of information processing: The case of small and medium-sized enterprises. Journal of Developmental Entrepreneurship, 9(3), 251-266. Storey, D.J., (2004). Exploring the link, among small firms, between management training and firm performance: a comparison between the UK and other OECD countries. Journal of Human Resource Management 15, 112-130. Stronge, J., & Tucker, P. (2003). Handbook on teacher evaluation: Assessing and improving performance: Larchmont, NY: Eye on Education. Swanson, R. (2000). Human resource development: performance is the key. Human Resource Development Quarterly, 6(3); 207-213. Takeuchi, N., Takeuchi, T., & Toshima, Y. (2007). Fitting with organizations or jobs? A multilevel investigation of HR effects on employee behaviours. Discussion paper series No.2 JA-ASDP2007-2E, The Japanese Association of Administrative Science. Takeuchi, R., Chen, G., & Lepak, D. P. (2009). Through the looking glass of a social system: cross‐ level effects of high‐ performance work systems on employees’ attitudes. Personnel Psychology, 62(1), 1-29. Taormina, R. J. (2009). Organizational socialization: the missing link between employee needs and organizational culture. Journal of Managerial Psychology,24(7), 650-676. Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic management journal, 21(10-11), 1105-1121. Tharenou, P., Saks, A. M., & Moore, C. (2007). A review and critique of research on training and organizational-level outcomes. Human Resource Management Review, 17(3), 251-273. Thompson, P. (2001). Systems of production: Markets, organizations and performance. Employee Relation, 25(3), 627–629. Trent, D. B. Justen, P., O’Connor & Anastasios, N. B. (2009). Instrumentation and motivations for organized cycling: the development of the Cyclist Motivation Instrument (CMI). Journal of Sports Science & Medicine, 8(2), 211. Tseng, S. M. (2010). The correlation between organizational culture and knowledge conversion on corporate performance. Journal of Knowledge Management, 14(2), 269-284. Tomer, J. F. (2001). Understanding high-performance work systems: the joint contribution of economics and human resource management. The Journal of socio-economics, 30(1), 63-73. Tsui, P. L., Lin, Y. S., & Yu, T. H. (2013). The influence of psychological contract and organizational commitment on hospitality employee performance. Social Behavior and Personality: an international journal, 41(3), 443-452. Varadarajan, P. R., & Ramanujam, V. (1990). The corporate performance conundrum: a synthesis of contemporary views and an extension. Journal of Management Studies, 27(5), 463-483. Van den Berg, P. T., & Wilderom, C. P. (2004). Defining, measuring, and comparing organisational cultures. Applied Psychology, 53(4), 570-582. Velada, R., Caetano, A., (2007). Training transfer: the mediating role of perception of learning. Journal of European Industrial Training 31, 283-296. Velada, R., & Caetano, A. (2007). Training transfer: the mediating role of perception of learning. Journal of European Industrial Training, 31(4), 283-296. Vlachos, I. P. (2011). The effects of human resource practices on firm growth. Human Resource Management: Issues, Challenges and Opportunities, 108. Way, S. A. (2002). High performance work systems and intermediate indicators of firm performance within the US small business sector. Journal of management, 28(6), 765-785. Wei, L. Q., Liu, J., & Herndon, N. C. (2011). SHRM and product innovation: Testing the moderating effects of organizational culture and structure in Chinese firms. The International Journal of Human Resource Management,22(1), 19-33. Wilderom, C. P., van den Berg, P. T., & Wiersma, U. J. (2012). A longitudinal study of the effects of charismatic leadership and organizational culture on objective and perceived corporate performance. The Leadership Quarterly,23(5), 835-848. Wiersema, M. F., & Bantel, K. A. (1992). Top management team demography and corporate strategic change. Academy of Management journal, 35(1), 91-121. Willians, R.S. (2002). Managing employee performance : Design and implementation in organization London: Cengage Learning. Wooldridge, B., & Floyd, S. W. (1990). The strategy process, middle management involvement, and organizational performance. Strategic Management Journal, 11(3), 231-241. Wood, S. (1999). Human resource management and performance. International Journal of Management Reviews, 1:4, 367–413. Wood, S.,& de Menezes, L.M., (2011). High involvement management, highperformance work systems and well-being. The International Journal of Human Resource Management, 22(7), 1586–1610. Wright, P. M., Gardner, T. M., & Moynihan, L. M. (2003). The impact of HR practices on the performance of business units. Human Resource Management Journal, 13(3), 21-36. Wright, P. M., McMahan, G. C., & McWilliams, A. 1994. Human resources and sustained competitive advantage: A resource-based perspective. International Journal of Human Resource Management, 5: 301– 326. Wright, P. M., & Nishii, L. H. (2012). Strategic human resource management and organizational behaviour: Exploring variance as an integrating framework. International Journal of Paauwe, 4 (2), 97–110. Xiao, J. (1996). The relationship between organizational factors and the transfer of training in the electronics industry in Shenzhen, China. Human Resource Development Quarterly, 7(1), 55-73. Yesil, S., & Kaya, A. (2013). The Effect of Organizational Culture on Firm Financial Performance: Evidence from a Developing Country. Procedia-Social and Behavioral Sciences, 81, 428-437. Yıldırım, N., & Birinci, S. (2013). Impacts of organizational culture and leadership on business performance: A case study on acquisitions. Procedia-Social and Behavioral Sciences, 75, 71-82. Yiing, L. H., & Ahmad, K. Z. B. (2009). The moderating effects of organizational culture on the relationships between leadership behaviour and organizational commitment and between organizational commitment and job satisfaction and performance. Leadership & Organization Development Journal, 30(1), 53-86. Young, S., Bartram, T., Stanton, P., & Leggat, S. G. (2010). High performance work systems and employee well-being: a two stage study of a rural Australian hospital. Journal of health organization and management, 24(2), 182-199. Zhang, M., Di Fan, D., & Zhu, C. J. (2014). High-Performance Work Systems, Corporate Social Performance and Employee Outcomes: Exploring the Missing Links. Journal of Business Ethics, 120(3), 423-435. Zikmund, W.G. Babin, B., Carr, J., & Griffin, M. (2003). Business research methods (7th Ed). Cengage Learning. Zheng, W., Yang, B., & McLean, G. N. (2010). Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business Research, 63(7), 763-771. Zucker, L. G., Darby, M. R., & Armstrong, J. S. (2002). Commercializing knowledge: University science, knowledge capture, and firm performance in biotechnology. Management Science, 48(1), 138-153.