Abstract: Purpose–Though extensive research work has been done by organizational researchers about organizational culture and job performance in general, there is huge theoretical and empirical research gap about the specific cultural orientation that affects performance within Ghana’s rural banking framework. This paper addresses the gap in literature by using the Competing Value Framework (CVF) organizational cultural typology to identify which cultural orientation influence job performance in Ghana’s Rural Banking Sector as well as the mediating role of organizational commitment within the organizational culture and job performance relationship.