The purpose of this study is to examine the impact of organizational culture on the job performance of airline cabin crew, with a focus on the mediating role of attitudinal loyalty. The research is conducted in the context of the post-pandemic aviation industry, where there have been significant changes in job environments and organizational culture. The study employs a quantitative research methodology, utilizing surveys administered to 410 cabin crew members at various domestic airlines from March to July 2024. The survey collects data on organizational culture, attitudinal loyalty, and job performance, with the analysis performed using SPSS 21.0 for Windows. The findings reveal that organizational culture positively influences attitudinal loyalty, which in turn significantly impacts job performance. Specifically, relationship culture has the most substantial effect on attitudinal loyalty, followed by rational, hierarchical, and developmental cultures. Furthermore, the study confirms that attitudinal loyalty mediates the relationship between organizational culture and job performance, particularly in the context of developmental and hierarchical cultures. These results underscore the importance of organizational culture in shaping employee attitudes and behaviors, highlighting its direct influence on job performance and turnover intentions. The study offers practical implications for airline human resource management, suggesting that fostering a supportive organizational culture can enhance attitudinal loyalty, thereby improving job performance and reducing turnover rates. Airlines are encouraged to develop strategies that promote a collaborative atmosphere and reinforce positive attitudes towards the organization to achieve sustainable growth and competitive advantage. The study contributes to the existing literature by providing insights into the dynamic interplay between organizational culture and job performance in the service industry, specifically within the unique context of post-pandemic aviation. Future research should consider a broader sample, including international airlines, and incorporate additional variables such as customer satisfaction and service quality to provide a more comprehensive analysis. Additionally, qualitative research methods, such as interviews and observations, could offer deeper insights into the nuances of managing human resources in the aviation sector.