A study on relationship among leadership, organizational culture, the operation of learning organization and employees' job satisfaction

Abstract

Purpose -The main purpose of this paper is to investigate the relationship among leadership, organizational culture, the operation of learning organization and employees' job satisfaction. Design/methodology/approach -A quantitative research design was employed. A total of 1,000 questionnaires were mailed out and received 134 valid replies. Findings -The research results indicate that the various operation extents of learning organization have significant difference under the dimensions of leadership, organizational culture and the operation of learning organization. Both leadership and organizational culture can positively and significantly affect the operation of learning organization. In addition, the operation of learning organizations has a significantly positive effect on employees' job satisfaction. Research limitations/implications -Although this research is adopted with questionnaire investigation and concise questions to the best of one's ability it is still not known whether the respondents can substantially understand the original contextual meaning of the questionnaire to show the results with a true reflection. Practical implications -The paper shows that, with the increasing number of knowledge workers in Taiwan, it is impossible for business administrators to satisfy employees' demands by means of conventional leadership. Instead, they are required to enhance their own skills in transformational leadership and, through setting a good example to employees, encouraging innovation and learning activities, developing employees' potentials, giving education and training activities, etc, more money incentives, this is necessary to keep people with excellent talents. Originality/value -The paper adopts the experimental methodology to observe the learning achievement within the business organizations in Taiwan. Also, an attempt is made to make business organizations aware of the effect of organization learning activities in Taiwan and the job satisfaction of employee.

Faktor-Faktor yang Menentukan Kepuasan Kerja Pegawai

“…Sharing norma dan nilai akan meningkatkan pemahaman pegawai terhadap budaya organisasi. Pemahaman pegawai terhadap budaya organisasi akan meningkatkan kepuasan kerja pegawai, (Chang & Lee, 2007). Hubungan antara budaya organisasi dan kepuasan kerja terjadi ketika nilai, norma dan aturan yang ada di organisasi sesuai dengan keinginan dan harapan individu, misalnya seorang pegawai yang mempunyai motivasi prestasi tinggi akan puas berada di organisasi yang mempunyai budaya menghargai prestasi pegawai.…”

Islamic Culture Impact of Increasing Satisfaction and Performance of Employees: Study of Educational Institutions Sabillilah Sampang

“…However, there are also some empirical studies which found that organizational culture and job satisfaction organizational did not have a significant impact on employee performance Crossman and Abou-Zaki (2003);Chang and Lee (2007) and Yiing and Ahmad (2009). Such an understanding of the culture according to Soedjono (2005) that organizational culture is the values that flourish in an organization, where these values are used to steer the behavior of members of the organization.…”

Building a Competitive Public Sector with Knowledge Management Strategy

“…Chang and Lee (2007) and Schein (2010) suppose that while encouraging employees to learn and follow above learning processes, it is necessary for the existence of an organisational culture to support organisational learning, so that it is viable to acquire, improve, transfer and store the required knowledge easily. In fact, the process of learning highly depends on the quality of the culture (Argyris, 1999) and it must ultimately be made part of the culture (Kondalkar, 2009).…”

“…Consequently, different organisational cultures will have different influences on organisational learning (Lee and Chen, 2005). Further, it was found that proper leadership together with learning culture would foster organisational learning (Argyris, 1999;Chang & Lee, 2007;Kondalkar, 2009) and enable to overcome above identified limitations in the public sector organisations.…”