The role of organizational culture on employee performance has been a subject of interest. The purpose of the study was to establish the effects of organizational ownership and culture on employee performance. The study was guided by Social cognitive theory. Explanatory research design was used. The target population comprised of 403 employees drawn from 12 Commercial Banks in Kenya. Stratified and random sampling techniques were used to obtain sample size of 141 employees. The study used questionnaires as a tool for data collection. In order to test the reliability of the instrument, Crobanch alpha test was used. The study adopted both descriptive statistics and inferential statistics. Pearson correlation and multiple regression analysis were employed to estimate the causal relationships between organization culture and performance, and other chosen variables. Findings indicate that involvement culture (β 1 = 0.230, p-value<0.05) and consistency culture (β 2 = 0.286, p< 0.05) has a positive and significant effect on employee performance. Ownership thus has positive and significant moderating effect of bank ownership on the relationship between involvement culture and employee performance (β = 0.26, ρ<0.05) and (β= -0.2, ρ<0.05) respectively hence concluding that consistency culture and involvement culture improves employee performance. The study recommends that organizations that aim at improving employee performance need to ensure that employees have inputs into issues that affect both their work and the organization in general. Moreover, information needs to be widely shared so that each and every employee can get the information they require to make the appropriate decisions.