Hofstede's impact of management and organizational value differences on work performance in context of cultural dimensions

Hofstede tried to determine the daily lives and working styles of the employees by revealing the cultural structure of the countries in the form of dimensions. Using the cultural dimensions revealed by Hofstede or the scales they developed based on Hofstede, the researchers found out how the work performance of the employees in their country is affected within the framework of which cultural dimensions. Based on the values that Hofstede has put forward since 1980, it has been observed that there are some changes in the values of the countries in the context of cultural dimensions, and this is reflected in the work performance of the employees. The aim of this study is to try to find out which cultural value dimensions affect job performance both in organizational and managerial sense. For this purpose, the scale of organizational value differences and managerial value differences was developed by adding a new dimension called cultural change perception. In addition, the job performance scale was used. The sample of the research consisted of 1210 employees operating in the field of service and production. The data were collected by questionnaire management and analyzed in SPPS (18) and Amos (24) programs. In the analysis phase of the data, t-test, anova, correlation and regression analyzes were performed together with explanatory and confirmatory factor analysis. As a result of the correlation analysis, it was seen that organizational values and managerial values were in a positive and significant relationship with job performance. In addition, as a result of the regression analysis, it was seen that organizational values and managerial values positively affect job performance. Keywords: Culture, Hofstede's Cultural Dimension Differences, Managerial Value Differences, Organizational Culture, Organizational Value Differences, Values