Organizational Culture and Employee Satisfaction: An Exploratory Study

Zhang, Xiaoxia; Li, Bing

doi:10.7763/ijtef.2013.v4.259

Cited by 18 publications

(17 citation statements)

References 21 publications

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“…Organizational culture has been receiving extra attention ever since the concept was proposed by American scholars four decades back. The Academicians and managers have reached the consensus that organizational culture is the core competency for an organization and on the fact that it will impact effectiveness of the individual workers, groups and the organization as a whole [5].…”

Section: Introductionmentioning

confidence: 99%

Perceived organizational culture and its relationship with job satisfaction in primary hospitals of Jimma zone and Jimma town administration, correlational study

Mesfin

Woldie

Adamu

et al. 2020

BMC Health Serv Res

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Background: The concept of Organizational Culture (OC) which refers to the pattern of values, norms, beliefs, attitudes and assumptions may not be articulated through verbal language. However, it shapes the way people behave and the way things get done in an organization. The management of organizational culture is increasingly viewed as necessary part of health system reform. Major cultural transformation of an organization must be secured alongside structural and procedural changes in order to achieve desired quality and performances improvements in health systems. It is therefore essential to understand organizational culture, job satisfaction level of the health workers and the link between them. Methodology: Facility based cross sectional study was conducted in four primary hospitals of Jimma zone and town administration. A self-administered questionnaire was used to collect the data. The collected data were checked for completeness, entered and documented into Epi-data version 3.1 and Exported to SPSS version 21 for analysis. Finally descriptive statistics, Paired t-test and multiple linear regression analysis were used to assess the relationship between organizational culture and job satisfaction and the results were presented using tables and charts. Result: It was indicated from the finding that, the dominant existing organizational culture typology in the primary hospitals was Hierarchy culture (MS = 22.31, ±2.82).and the preferred organizational culture typology was Innovative culture (MS = 26.09, ±4.72). The health workers had low to medium level of job satisfaction where only (29.40%) of the health workers were very satisfied with their hospital physical working environment. Existing perceived clan culture had positive and significant correlation with health workers' satisfaction in relation to work relation dimension (r = .16, p < 0.002). Conclusion: while acknowledging all limitation of observational study we reached to the conclusion that an employees of the respective primary hospitals would prefer to work in environment characterized by innovative and clan culture and their satisfaction level is medium so that the managers should undertake major cultural transformation and must work to improve the job satisfaction level of health workers within their respective hospitals.

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Section: Introductionmentioning

confidence: 99%

Perceived organizational culture and its relationship with job satisfaction in primary hospitals of Jimma zone and Jimma town administration, correlational study

Mesfin

Woldie

Adamu

et al. 2020

BMC Health Serv Res

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“…Benzer bir şekilde, 151 fizik tedavi ve rehabilitasyon merkezi çalışanları üzerinde gerçekleştirilen diğer bir araştırmanın(Mehr vd., 2012) bulguları, örgüt kültürü ile iş tatmini arasında anlamlı bir ilişki ortaya koyamamaktadır. Cameron ve Quinn'in örgüt kültürü sınıflandırmasını esas alan ve Çin'de faaliyette bulunan aile işletmeleri üzerinde gerçekleştirilen başka bir araştırmada da(Zhang ve Li, 2013), örgüt kültürü ile iş tatmini değişkenleri arasında anlamlı bir ilişkiye rastlanmamıştır. ,Pheysey'in kültür sınıflandırması temelinde güç, rol, başarı ve destek kültürünün iş tatmini üzerindeki etkilerini ölçümlemek üzere Şekil 1'de ifade edilen model esas alınmıştır.…”

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Örgüt Kültürünün İş Tatmi̇ni̇ Üzeri̇ndeki̇ Etki̇leri̇: Diana C. Pheysey’i̇n Örgüt Kültürü Siniflandirmasi Ekseni̇nde Bi̇r Araştirma

Kaymaz

2019

bmij

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The research aim is to measure the effects of organizational culture on the employees’ job satisfaction. In this context, Pheysey’s organizational culture classification with 4 dimensions is taken into consideration. Pheysey, refers to the Harrison and Handy’s organizational culture classification and creates a new model based on power, role, achievement and support sub-cultures. At this point of view, the research is structured around the relative effects of organizational culture in terms of determining employees’ job satisfaction. The study was conducted on a total of 1152 employees and 774 employees were responsive. Data were collected via face to face survey and analysed with structural equation modelling method. The power culture dimension is excluded from the research due to the low reliability coefficient. The structural equation modelling results confirmed that the organizational culture has a significant and positive affect on job satisfaction. From the perspective of sub-culture dimensions, the findings indicated that the achievement and support cultures effect job satisfaction. However, the findings did not support the relationship between role culture and job satisfaction.

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“…The results of this research are consistent with the theory used in this research, and support the results of previous studies such as the results of the studies carried out by Ouchi (1982), Kreitner & Kinicki (2007), Kotter & Heesket, 1997, and Sedarmayanti, 2017. It was also supported by the results of the studies carried out by Ilham (2018), Nair & Sommerville (2017), Zhang & Li (2013), Soetikno (2017), andSusetyo andDarmanto (2015).…”

Section: Results and Discussion 41 Hypothesis Testingmentioning

confidence: 56%

The Effect of Organizational Culture and Work Motivation on Employee Performance: The Mediating Role of Job Satisfaction

2019

EJBM

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This research aimed at understanding the effect of organizational culture and work motivation on job satisfaction and its impact on the performance of PPSU employees in the Semper Barat Area, DKI Jakarta. The path analysis with descriptively and explanatorily-quantitative method was used for this research. The samples were 60 respondents by using sampling method. The results of this research indicated that organizational culture and work motivation significantly affected the work satisfaction. Similarly, organizational culture and work motivation had a directly significant effect on employee performance. Job satisfaction had a significant effect on employee performance. In addition, work satisfaction was able to significantly mediate the indirect effect of organizational culture and work motivation on employee performance. 70 that is expected to achieve. To ensure that the expected results can be achieved, the implementation of organizational activities should be managed properly. This research aimed at making the efforts to analyze and collect data and information relevant to organizational culture, work motivation, and job satisfaction affecting the employee performance. Literature Reviews 2.1 Organizational CultureOrganizational culture is a system of shared meanings held by its members distinguishing the organization from other organizations (Robbins, 2005), as the product of all organizational characteristics, its members' characteristics as well as their success and failure. (Werther et al., 1996). Organizational culture is a set of values and norms that guide the behavior of the line of the organization (Luthans, 2007), which consists of shared values and assumptions within the organization (Glinow et al., 2007), able to be seen from the ideal form/idea, behavior, and physical form (Koetjaraningrat, 1982). Based on the four views above, it can be formulated that organizational culture is the belief, values and norms widely held in shaping and giving meaning to employees so that they become habits, which are reflected in idea, behavior, and physical forms.For companies, organizational culture functions (Kreitner and Kinicki, 2007): (1) to provide organizational identity to employees; (2) to provide collective commitment; (3) to promote social system stability; and (4) to form behaviors by helping the managers feel their existence. According to Susanto (1997), organizational culture functions as (1) the role in carrying out tasks in the field of human resources; and (2) a reference in preparing the companies' plans. According to Ouchi (1982), corporate culture serves to teach its members how they should communicate and relate in solving problems. Chatab (2007) has the opinion that organizational culture functions as: (1) Organizational identity; (2) Social cohesion; (3) Inspiration resources; (4) Driving sources and behavior patterns; (5) Ability to increase added value; (6) Substitute for formalization; (7) Mechanisms of adaptation to change; and (8) context orientation. From the four views above, it can be...

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Organizational Culture and Employee Satisfaction: An Exploratory Study

Cited by 18 publications

References 21 publications

Perceived organizational culture and its relationship with job satisfaction in primary hospitals of Jimma zone and Jimma town administration, correlational study

Perceived organizational culture and its relationship with job satisfaction in primary hospitals of Jimma zone and Jimma town administration, correlational study

Örgüt Kültürünün İş Tatmi̇ni̇ Üzeri̇ndeki̇ Etki̇leri̇: Diana C. Pheysey’i̇n Örgüt Kültürü Siniflandirmasi Ekseni̇nde Bi̇r Araştirma

The Effect of Organizational Culture and Work Motivation on Employee Performance: The Mediating Role of Job Satisfaction

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