The study examined the impact of moderating effects of organizational culture on HRM and employee�s\r\nperformance in an attempt to contribute to the pool of knowledge and practice. Researchers and\r\nauthors have suggested that culture is a stable and critical phenomenon. Sun (2008) and Brown (1995)\r\nargued that, there are organizations that are relatively stable, with stable environment; but risk-taking\r\nand innovation are not necessarily successful there. This implies difficulties in organizational culture\r\ntransformation. The study contrarily viewed cultural transformation as a means of improving\r\norganization. This is empirically proven through quantitative and qualitative approach in nongovernmental\r\norganization in Nigeria. The study also presents a framework for the alignment of\r\norganizational culture and human resource management to better understand the organizational\r\nknowledge-related performance. The study finding suggested certain factors influence the moderating\r\neffects of organizational culture; they have positive influence on increasing employee�s performance\r\nand human resource management. This was indicated in the mean value of ten items where eight has\r\nsignificant relationship, except two items.
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