Dinesh BasnetAnup Tiwari2025-02-242025-02-242024https://hdl.handle.net/20.500.14540/24307This study explores the impact of organizational culture on employee performance within Nepalese IT companies. It addresses the need to foster a supportive culture amidst technological advancements and competitive pressures, aiming to assess current organizational culture, its relationship with performance, and overall impact. The research employs a combination of descriptive and causal-comparative research designs, focusing on organizational culture and employee performance within Nepalese IT firms. The study population includes all employees across IT companies in Nepal, with a sample size of 250 employees selected via convenience sampling for data collection using structured questionnaire surveys. Statistical software like Microsoft Excel and SPSS is utilized for data analysis, encompassing descriptive statistics, reliability analysis, correlation studies, and multivariate regression models. The research framework examines organizational culture dimensions—communication, job challenge, social cohesion, innovation, and trust—as determinants of employee behavior and attitudes. Findings indicate that job challenge, innovation, and trust significantly impact employee performance in Nepalese IT companies, highlighting the importance of fostering challenging roles, encouraging innovation, and cultivating trust within organizational structures. Effective communication and social cohesion, while essential for organizational dynamics and employee satisfaction, exhibit weaker direct impacts on performance. Practical implications suggest that Nepalese IT companies should prioritize enhancing job challenge, innovation, and trust to improve employee performance. Theoretical insights underscore the critical role of these organizational culture factors in shaping employee outcomes. Recommendations include implementing strategies to increase job complexity, promote innovation, and enhance trust through transparent communication and supportive leadership practices.en-USThesis