Organizational Culture and Climate Correlates of Job Satisfaction

Johnson, Jocelyn J.; McIntye, Cherita L.

doi:10.2466/pr0.1998.82.3.843

Cited by 81 publications

(51 citation statements)

References 9 publications

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“…Eylon and Bamberger (2000) report that empowerment has a significant impact on job satisfaction. Johnson and McIntey (1998) find that the measures of culture most strongly related to job satisfaction are empowerment, involvement, and recognition. Gaertner (2000) states that leadership behaviors related to inspiring teamwork, challenging tradition or enabling others have been shown to have significant effects on job satisfaction.…”

Section: Organizational Learning Capability and Job Satisfactionmentioning

confidence: 99%

The Relationship between Organizational Learning Capability and Job Satisfaction

Jolodar

2012

ijhrs

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The effectiveness and productivity of an organization depends on its staff and if they don't be satisfied from their job, continues of living for such organization is impossible. One of the important factors which influence on job satisfaction, is an organizational learning capability (OLC). So, the purpose of this paper is to analyze the relationship between organizational learning capability and its dimensions (experimentation, risk taking, interaction with the external environment, dialogue and participative decision making) with job satisfaction. The results of study show that there is a positive relationship between organizational learning capability with job satisfaction. Furthermore, the results revealed the five dimensions of organizational learning capability (experimentation, risk taking, interaction with the external environment, dialogue and participative decision making) had positive relationship with job satisfaction.

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Section: Organizational Learning Capability and Job Satisfactionmentioning

confidence: 99%

The Relationship between Organizational Learning Capability and Job Satisfaction

Jolodar

2012

ijhrs

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“…Pool (2000) found that constructive cultures decreased job tension and increased job satisfaction, job performance, and job commitment while negative cultures (passive and aggressive) were associated with opposite outcomes. Johnson and McIntye (1998) found that job satisfaction was strongly correlated with cultures that emphasised empowerment, involvement and recognition. Tepeci and Bartlett (2002) found that employees' perception of their organisations' culture was a strong predictor of job satisfaction, intent to quit, and willingness to recommend their organisation as a good place to work.…”

Section: Organisational Culture and Work Attitudesmentioning

confidence: 98%

“…This suggests that there are other variables that mediate these relationships. Organisational culture may play such a role as a large body of research suggests that organisational culture is related to job satisfaction (Bhargava and Kelkar, 2000;Johnson and McIntye, 1998;Tzeng et al, 2002); commitment (Kanter, 1972;Lahiry, 1994;Moon, 2000;Odom et al, 1990;Perry and Porter, 1982); and turn-over intention (Kerr and Slocum, 1987;Kopelman et al, 1990;Mobley et al, 1979;Sheridan, 1992). For example, Sheridan (1992) investigated the relationship between organisational culture and job retention for 904 employees in US public accounting firms over a six-year period.…”

Section: Organisational Culture and Work Attitudesmentioning

confidence: 99%

The impact of organisational culture and person-organisation fit on job satisfaction and organisational commitment in China and the USA

Shelton¹,

Gartland²,

Stack³

2011

IJMD

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This study investigated the impact of organisational culture and person-organisation fit on job satisfaction and organisational commitment using data collected from 1,838 employees in 129 US and 111 Chinese firms. We hypothesised that: 1 there is a significant relationship between perceived organisational culture and work attitudes 2 there is a significant gap between practices (perceived culture) and values (preferred culture) 3 job satisfaction and commitment are inversely related to the size of the perceived/preferred gap (P-O fit) 4 P-O fit is a stronger predictor of job satisfaction and organisational commitment than country 5 perceived culture is a stronger predictor of job satisfaction and organisational commitment than either country or P-O fit.Three of these five hypotheses were fully supported, two were partially supported; however little evidence was found to support the value of P-O fit as a strong predictor of work attitudes. The theoretical and practical implications of these findings are discussed.

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“…Nazir et al argued that satisfaction with extrinsic benefits, supervisor support, coworker support, autonomy, training, and participation in decision making significantly affects the affective and normative commitment of employees [17]. Johnson and McIntye reported that empowerment and involvement are most strongly related to job satisfaction [18]. Currivan [19] and Egan et al [20] applied structural equation modeling (SEM) and found that job satisfaction is significantly related to organizational commitment.…”

Section: Employee Satisfaction Factors and Commitment To Organizationmentioning

confidence: 99%

Multilevel Analysis of Employee Satisfaction on Commitment to Organizational Culture: Case Study of Chinese State-Owned Enterprises

Liu

Tso

Yang

et al. 2017

MCA

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This study analyzes the effects of employee satisfaction and demographic indicators on employee commitment to organizational culture at the enterprise level. With data from a survey of 3029 employees from 27 state-owned enterprises (SOEs), a hierarchical linear model (HLM) is used to identify the influencing factors of employee commitment to organizational culture at the enterprise level. An empirical study indicates that apart from the factors of employee satisfaction and demographic background, four contextual variables of enterprises, namely, comprehensive management, energy intensity, cost-income ratio, and capacity-load ratio, also influence commitment to organizational culture levels. Results show that applying HLM can substantially improve the explanatory power of employee satisfaction factors on commitment to organizational culture using nested enterprise contextual variables. Although measurement scales and satisfaction models have been proposed over the years, only a few studies have addressed the particular nature inherent in Chinese SOEs. HLM, which accounts for the nested data structure and determines the effects of employee satisfaction factors on commitment to organizational culture without bias, is developed in this study. Through an insider view based on empirical work, this research can improve the ability of senior managers to understand the culture and dynamics of organizations, to deliver strong leadership, and to enhance corporate internal management.

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Organizational Culture and Climate Correlates of Job Satisfaction

Cited by 81 publications

References 9 publications

The Relationship between Organizational Learning Capability and Job Satisfaction

The Relationship between Organizational Learning Capability and Job Satisfaction

The impact of organisational culture and person-organisation fit on job satisfaction and organisational commitment in China and the USA

Multilevel Analysis of Employee Satisfaction on Commitment to Organizational Culture: Case Study of Chinese State-Owned Enterprises

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