Organizational climate and job satisfaction: do employees’ personalities matter?

Ahmad, Khadher; Jasimuddin, Sajjad M.; Kee, Wang Ling

doi:10.1108/md-10-2016-0713

Cited by 69 publications

(89 citation statements)

References 57 publications

(72 reference statements)

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“…For example, Chen and Spector [62], Brockner [63], and De Cremer [64] have shown that negative leader-employee interactions have a negative influence on the employees' satisfaction, which results in signs of stress and unwillingness to go to work. Tsai [65], Hashemi and Sadeqi [41], Ángel Calderón Molina et al [66], and Ahmad et al [67] predict that the organizational climate has a significant effect on job satisfaction. In this paper, we introduce work style as a mediator.…”

Section: Mediator Between Organizational Climate and Job Satisfactionmentioning

confidence: 99%

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

et al. 2018

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People try to find the role of government in today’s modern society. Citizens of any country look forward to benefit from government services. Although the government implements laws and policies in all areas of society, people only know about it through government’s services. We describe a good government’s service of organization, department, unit, and division that has an appropriate human strategy. Purpose: Purpose of this study is to investigate which factors have been missing that connects and maintains the sustainability between the leadership style and employees’ satisfaction in the government sector of Mongolia. More specifically, the purpose of the study is to investigate the missing link between leadership style and job satisfaction among Mongolian public sector employees. This study reiterates the mediating role of organizational climate (OC) and work style (WS) in a new proposed model. Methodology: The questionnaire is designed by a synthesis of existing constructs in current relevant literature. The research sample consisted of 143 officers who work in the primary and middle units of the territory and administration of Mongolia. Factor analysis, a reliability test, a collinearity test, and correlation analyses confirm the validity and reliability of the model. Multiple regression analysis, using Structural Equation Modeling (SEM), tests the hypotheses of the study. The sample of this study is chosen from the public organization. Mongolia is a developing country. This country needs good public leaders who can serve citizens. This study will be extended further. In addition, Mongolia really needs sufficient studies. Practical implications: This study has several important implications for studies related to organizational behavior and job satisfaction. Furthermore, the implications of these findings are beneficial to organizations aimed at improving policies and practices related to organizational behavior and human resource management. Regulators and supervisors of private or public organizations aiming to increase the level of their employees’ job satisfaction will also benefit from the findings. Therefore, this study’s new proposed model can be the basis of fundamental research to build a better human resource policy. Although the leadership style is an influential factor for job satisfaction, this study identifies the mediating missing links between the leadership style and employees’ job satisfaction. Findings: The findings of this research indicate that the organizational climate and work style complement and fully mediate the relationship between leadership style and job satisfaction. An appropriate leadership style is most effective when it matches the organizational climate as well as employees’ work style. Furthermore, a suitable organizational climate will increase the level of job satisfaction. If the work style of employees is respected and taken into consideration, the leadership style can find its way into job satisfaction. Originality/value: This study is the first to understand the motivators of job satisfaction in the government sector of Mongolia. This study suggests valuable findings for executive officers who are junior and primary unit’s officers of the register sector of government in Mongolia. The findings of this study help managers and executives in their effort develop and implement successful human resource strategies.

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Section: Mediator Between Organizational Climate and Job Satisfactionmentioning

confidence: 99%

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

et al. 2018

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“…For example, Chen & Spector (1991), Brockner (1988) and De Cremer (2003) have shown that negative leader-employee interactions have a negative influence on the employees' satisfaction, resulting in signs of stress and unwillingness to go to work. Tsai (2014), Hashemi & Sadeqi (2016), Molina et al (2014) and Ahmad, et al (2018) findings propagate that organizational climate has a significant effect on job satisfaction. In this paper, we introduce work style as a mediator.…”

Section: Mediator Between Organizational Climate and Job Satisfactionmentioning

confidence: 85%

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees <strong> </strong>

Moslehpour¹,

Altantsetseg²,

Mou³

et al. 2018

Preprint

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Purpose - The purpose of the study is to investigate the missing link between leadership style and job satisfaction among Mongolian public sector employees. This study reiterates the mediating role of organizational climate (OC) and work style (WS) in a new proposed model. Methodology - The questionnaire is designed by a synthesis of existing constructs in the current relevant literature. The research sample consisted of 143 officers who work in the primary and middle units of territory and administration of Mongolia. Factor analysis, reliability test, collinearity test, and correlation analyses confirm validity and reliability of the model. Multiple regression analysis, using Structural Equation Modeling (SEM), tests the hypotheses of the study. Practical implications - This study has several important implications for studies related to organizational behavior and job satisfaction. Furthermore, the implications of findings are beneficial to organizations aiming at improving policies and practices related to organizational behavior and human resource management. Regulators and supervisors of private or public organizations aiming to increase the level of their employees’ job satisfaction will also benefit from the findings. Therefore, this study’s new proposed model can be the basis of fundamental research to build a better human resource policy. Although leadership style is an influential factor for job satisfaction, this study identifies the mediating missing links between leadership style and employees’ job satisfaction. Findings: The findings of this research indicate that organizational climate and work style complement and fully mediate the relationship between leadership style and job satisfaction. Appropriate leadership style is most effective when it matches organizational climate as well as employees’ work style. Furthermore, suitable organizational climate will increases the level of job satisfaction. If work style of employees is respected and taken into consideration, leadership style can find its way into job satisfaction. Originality/value - This study is the first to understand the motivators of job satisfaction in government sector of Mongolia. This study suggests valuable findings for executive officers, junior and primary unit’s officers of register sector of government in Mongolia. The findings of this study help managers and executives in their effort to develop and implement successful human resource strategies.

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“…Organizational climate is acknowledged as a significant structure in organizational behaviour and strategic human resource management. Moreover, it is one of the most important antecedents of person's attitudes and behaviours in business (Ahmad, Jasimuddin, & Kee 2018;Srivastav, 2010). Behaviours and priorities of the team members shape their performance (Bamel, Rangnekar, Stokes, & Rastogi, 2013).…”

Section: Team Climate and Team Performancementioning

confidence: 99%

Influence Of Knowledge Quality And Team Climate On Team Performance

Can¹

2019

The European Proceedings of Social and Behavioural Sciences

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Organizational climate and job satisfaction: do employees’ personalities matter?

Cited by 69 publications

References 57 publications

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees <strong> </strong>

Influence Of Knowledge Quality And Team Climate On Team Performance

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Organizational climate and job satisfaction: do employees’ personalities matter?

Cited by 69 publications

References 57 publications

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees&nbsp;<strong> </strong>

Influence Of Knowledge Quality And Team Climate On Team Performance

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Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees <strong> </strong>