Organizational Culture, Job Involvement and Performance of Deposit Money Banks in Nigeria

involvement, consistency, adaptability, and mission (Hellriegel, 2001; Denison, 2000; Nikpour, 2017). Moreover, there are other non-conventional types of organizational culture that have not been adequately captured in the literature that exists within the framework of deposit money banks in Nigeria which includes target meeting strategy, extended work hour, organizational dress code, and continuous training of bankers. Job involvement is the degree to which a person identifies psychologically with his/her work (Lodhal and Kejner, 1965). According to Huselid and Day, (1991) job involvement is psychological constructs that predict outcomes such as job performance, turnover, and absenteeism. It has also been observed that the level of job involvement of employees in an Abstract: The study examines the effect of organizational culture and job involvement on the organizational performance of deposit money banks in Nigeria. Primary data was used for the study through an exploratory survey method. The population of the study consisted of all employees in the deposit money banks in Nigeria and 250 questionnaires were administered using a Taro Yamane formula. The data gathering tools were structured questionnaires designed by the researcher to gather data from the respondents on organizational culture, job involvement, and organizational performance within the context of deposit money banks in Nigeria. Descriptive and inferential statistics (Multiple regression analysis) were used to analyze the data. The data collected were analyzed using the software package for social sciences (SPSS) version 20. The study concluded that organizational culture and job involvement of employees had a positive and significant effect on the performance of deposit money banks in Nigeria. From table (2a,) shows the results of a multiple regression analysis where organizational performance is the explained variable and organizational culture is the explanatory variable. It shows the effect of organizational culture on performance. The explanatory variable is organizational culture and the explained variable is organizational performance. Measures of organizational culture are target meeting marketing strategy, extended work hour, organizational dress code, and continuous training. Measures of organizational performance are profit margin, return on equity (ROE), and growth in market share. From model 1 table (2a), an increase in target meeting will also increase performance by 0.07. This result shows a negative relationship between target meeting and organizational performance but the result is statistically significant at a 5% level of significance. Also, there is a negative relationship between extended work hours and the performance of employees in the deposit money banks in Nigeria. This result is statistically significant at 5% level of significance. An increase in extended work hours will reduce organizational performance by 0.03. While an increase in organizational dress code will increase organizational performance by 0.06. This result has a positive relationship but is not statistically significant. On the continuous training, an increase in continuous training will increase job involvement of employees by 0.02. This result is positive and statistically significant at 5% level of significance. From model 2, in the table (1a) an increase in target meeting will reduce performance by 0.16. This result has a negative relationship but it is statistically significant at a 5% level of significance. On the extended work hour, an increase in extended work hours will increase performance by 0.07. This result has a positive relationship but not statistically significant. Organizational dress code has a negative relationship with performance. An increase in organizational dress code will reduce performance by 0.47. This result has a negative relationship but statistically significant at a 5% level of significance. Furthermore, continuous training has a positive relationship with the performance of employees. An increase in continuous training will increase performance by 0.11. This result has a positive and statistically significant relationship at a 5% level of