Borneo Journal of Social Sciences & Humanities DOI: https://doi.org/10.35370/bjssh.2020.2.2-02 e-ISSN: 2682-8235 © 2018, UCTS Publisher. Submitted: 23 September 2020 Accepted: 18 November 2020 Published: 31 December 2020 26 Organizational Culture and Job Performance in Microfinance Firms: A Study of Yangon Nu Nu Lwin Department of Management Studies Yangon University of Economics Corresponding author: nnlwin.yue@yueco.edu.mm Abstract With the growing competition among local and foreign microfinance institutions (MFIs), local microfinance firms have been struggling to retain their position through sustaining organizational performance. Since the organizational performance is the collective results of the employees’ job performance which is largely determined by organizational culture of respective organization. Accordingly, this study is an attempt to observe the role of organization culture in improving job performance of employees in microfinance firms in Myanmar. The study is conducted based on the responses of 160 staff who are working in selected eight microfinance firms in Yangon. This study applies two-stage random sampling method in which eight microfinance firms are randomly chosen among 84 microfinance firms in Yangon and 20 staff from each microfinance firm are randomly selected as the respondent. The data are collected from altogether 160 selected respondents with structured questionnaire during December 2019. The results of the study reveal that all cultural dimensions except masculinity dimension, have significant effects on both types of employees’ job performance of the MFIs, in which power distance is the major influencing factor on task performance whereas collectivism has the largest effect on contextual performance of the employees. Uncertainty avoidance is the second largest influencing factors on both task performance and contextual performance. This finding reflects the precautious nature of microfinance business. This study provides the implications for microfinance companies to design and promote strong and healthy organizational culture with appropriate cultural dimensions that can enhance the job performance of their employees and thereby, improve the overall performance of microfinance firms in Myanmar. Keywords: Job Performance, Microfinance, Organizational Culture, Power Distance, Uncertainty Avoidance Introduction Nowadays, the impact of organizational culture on firm performance has been given more attention in several areas of study. Under the context of highly contested environment, sustaining competitive advantages of a business is largely determined by continuous improvement of organizational performance which is the collective job performance of its employees. In Myanmar, the enactment of Microfinance Law in 2011 has paved the way for expansion of microfinance services by allowing local and foreign investors to establish wholly, privately-owned microfinance institutions (MFIs). Since then, several local and foreign MFIs are entering into the market and thus, several incumbent firms are struggling to retain their position through sustaining organizational performance. Under such condition, to sustain organizational performance, these firms