EXAMINING MEDIATING IMPACT OF SELFEFFICACY BETWEEN ORGANIZATIONAL CULTURE AND EMPLOYEE PERFORMANCE: EMPIRICAL FINDINGS FROM BANKING INDUSTRY OF PAKISTAN

This research aims to identify the mediating impact of self-efficacy between organizational culture and performance of employees particularly in banking sector of Pakistan. This study is empirical and deductive in nature. Total respondents were 184 which was analysed by software SPSS version 24.0. Four hypotheses have been deduced for this study and all four hypotheses were supported and the results suggest that all the independent variables have detrimental impact on performance of employees in Banking Sector. Also, Finally, the analysis of the likely mediating effect shows that adoptions of self-efficacy has a significant impact in case of individual analysis of cultural variables and partial mediation indirect impact on employee performance. In other words, findings suggest that organizational culture and selfefficacy is a key tool in determining the performance of employees at workplace. Generalizability of the results is one of the limitations, moreover study was conducted with limited set of variables that would have been undertaken in future with more diverse variables to have more comprehensive understanding of how the various cultural trends impacts performance and competency of employees. Data was collected through an anticipated sample size of 184 which is comparatively small to draw the inclusive conclusions due to cost, time and respondent's willingness and availability constraints. In sum, the main contribution of this study is, first it went into the “blind-box” organizational culture and employee performance and inspects whether self-efficacy mediates the relationship of the former variables. Secondly, this study provides an empirical support that self-efficacy has mediating effect. Thirdly, it also provides the evidence of relationship at least partially, between organizational