Influence of organisational culture dimensions on employee performance in insurance services

This study examines how multiple dimensions of organisational culture influence employee performance in insurance services sector of emerging economies. Drawing on established cultural frameworks, including those of Denison, Schein, and Cameron & Quinn, the research evaluates the relative effects of empowerment, core values, organisational learning, team orientation, and leadership on employee outcomes. A quantitative design was employed using a structured questionnaire administered to 312 insurance-sector employees. Data were analysed through descriptive statistics, correlation, and multiple regression. Results reveal that empowerment is the only dimension exerting a statistically significant and direct impact on employee performance (R² = 0.889; p< 0.001), while other dimensions core values, organisational learning, team orientation, and leadership show indirect or non-significant influences. The findings highlight the critical role of empowerment in improving motivation, productivity, and decision-making autonomy. Managerially, the study suggests that financial institutions seeking sustainable performance advantages should strengthen empowerment mechanisms within their cultural systems.