Abstract:

The study aimed to weaken the relationship between organizational culture and job performance. A non-experimental, cross-sectional, quantitative, descriptive-correlational design was employed, using a study group of 250 employes. An inquiry instrument consisting of 40 items was used to analyze the organizational culture variables (values, innovation, and hierarchical structure), as well as job performance (including motivation, responsibility, leadership and teamwork, training, and personal development). The findings showed that 37.2% of participants rated the organizational culture as high, 34.4% as medium, and job performance was mostly intermediate (46.4%) and superior (28.4%). The statistical analysis used was non-parametric correlational, given that the variables did not follow a normal distribution according to the Kolmogorov–Smirnov test. Therefore, the analysis was conducted using Spearman’s rho. The findings revealed a positive, very strong, and significant relationship between the main variables (Rho = 0.899; p < 0.01); similarly, significant relationships were observed between organizational culture and job performance (Rho = 0.860; p < 0.000; Rho = 0.860; p < 0.000; Rho = 0.894; p < 0.000), respectively. It is concluded that organizational culture influences employes’ job performance and serves as a key vector for strengthening their competencies and fostering competitiveness in the pharmaceutical sector.