The impact of organizational culture and leadership performance on PR professionals’ job satisfaction: Testing the joint mediating effects of engagement and trust

Meng, Juan; Berger, Bruce K.

doi:10.1016/j.pubrev.2018.11.002

Cited by 157 publications

(173 citation statements)

References 32 publications

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“…The results of this study confirm the positive linear relationship between the variables in the context of GCC companies in particular. These results are consistent with the findings of earlier studies such as Meng and Berger (2019), Hartnell et al (2019), Marinova et al (2019), and Lauring et al (2019). Overall, the study indicates Organizational cultures can be used as practical tools for improving Job performance.…”

Section: Discussionsupporting

confidence: 92%

“…Theoretical and applied studies were an essential element in determining the problem between organizational cultures and the effectiveness of job performance. Meng and Berger (2019) examine the impact of Organizational culture that affects the decisions and actions of employees and managers at work, especially when faced with ethical dilemmas. The authors attempt to study the influence of management on job performance.…”

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confidence: 99%

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The impact of the organizational cultures on the job performance in the GCC companies

Taweel

2019

MMI

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This paper summarizes the arguments and counterarguments within the scientific discussion on the issue the link between organizational cultures on the job performance in the Gulf Council countries companies. The main goal of the paper is to examine empirically the determinants of organizational cultures (structure, strategy, leadership, and high-performance work), and their impacts on job performance. The relevance of the decision of this scientific problem is that organizational cultures are a relevant problem for the companies in the Gulf Council countries. The Investigation of the topic of organizational cultures and the job performance in the paper is carried out in the following logical sequence: The methodological tool of this contribution tries to measure the effect of organizational cultures, structure, strategy, leadership, and high-performance work on job performance. The main purpose of the research is focused on the empirical approach justified by the use of the structural equations. The paper presents the results of an empirical analysis which showed that the effect of organizational cultures, structure, strategy, leadership, and high-performance work exerts positive relationships on job performance. The results found suggest that structure and strategy as indicators of organizational cultures, job performance with a high-performance work practice. The results showed a positive impact between the variables and implied that organizational cultures in the Gulf Council countries companies have a positive and significant relationship with job performance. The results confirm the existence of positive relationship as significant between structure, strategy and job performance in the Gulf Council countries companies. The research empirically confirms and theoretically proves that organizational cultures are significant relationships with job performance. The results of the research can be useful for the Gulf Council countries companies to promote the organizational cultures for good job performance. Keywords: organizational cultures, strategy, leadership, high-performance work, job performance.

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Section: Discussionsupporting

confidence: 92%

mentioning

confidence: 99%

The impact of the organizational cultures on the job performance in the GCC companies

Taweel

2019

MMI

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“…Budaya organisasi diasumsikan sebagai sebuah keyakinan, nilai, dan asumsi yang disepakati oleh anggota organisasi. Nilai ini dapat mempengaruhi perilaku anggota organisasi yang selanjutnya memberikan kontribusi pada efektivitas organisasi (Meng & Berger, 2019). Pemikiran terkait dengan nilai, asumsi dan makna yang tercipta dalam organisasi diyakini sebagai sebuah budaya.…”

Section: Budaya Organisasiunclassified

Model kinerja koperasi

Aristana¹,

Junipisa²,

Yogantara³

2020

jeb

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Penelitian ini bertujuan untuk menganalisis hubungan antara empowering leadership, budaya organisasi dan komitmen organisasi dengan kinerja koperasi, serta menguji peran komitmen organisasi sebagai pemediasi hubungan antara empowering leadership dan budaya organisasi dengan kinerja koperasi. Untuk itu, penelitian ini merupakan penelitian kausalitas yang menggunakan pendekatan kuantitatif, dengan metode pengumpulan data melalui penyebaran kuesioner. Adapun populasi penelitian ini adalah seluruh koperasi yang masih aktif di Kecamatan Klungkung yang berjumlah 132 unit koperasi. Data yang diperoleh dianalisis dengan metode structural equation model (SEM) berbasis partial least square (PLS). Hasil penelitian ini menunjukkan bahwa empowering leadership, budaya organisasi, dan komitmen organisasi memiliki hubungan signifikan dengan kinerja koperasi. Selain itu, budaya organisasi juga memiliki hubungan signifikan dengan komitmen organisasi. Akan tetapi, empowering leadership tidak terbukti memiliki hubungan signifikan dengan komitmen organisasi. Hasil lebih lanjut menunjukkan bahwa komitmen organisasi tidak terbukti sebagai pemediasi hubungan empowering leadership dengan kinerja koperasi. Akan tetapi, komitmen organisasi terbukti sebagai pemediasi hubungan budaya organisasi dengan kinerja koperasi.

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“…On one hand, the organization is expected to embrace its employees, expect them some qualified workforce and success, on the other hand, employees are expected to provide some aid by internalizing the goals and values of the organization, and for this purpose, volunteering various duties and thus, integrating them with the organization and this attempt shall provide a satisfaction indicating the realization of the organizational expectations on the working staff side. Individuals who internalized the organizational expectations integrate and identify themselves within the organization (Daşdemir, 1998;Zidane et al, 2016;Meng and Berger, 2019). Therefore, meeting of the expectations is closely related to the employee motivation and job satisfaction.…”

Section: Introductionmentioning

confidence: 99%

Factors affecting job satisfaction in Turkish forestry

Köse¹,

Daşdemir²,

Erol³

et al. 2020

Turkish Journal of Forestry | Türkiye Ormancılık Dergisi

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Achieving job satisfaction of employees in today's forestry is an undeniable fact in terms of successful resource management. This study aims at examining the most significant factors affecting job satisfaction in Turkish forestry. Two different questionnaires were applied to 496 interviewees from two different interest groups associated with the forestry section of the Ministry of Forestry and Water Affairs in the nine geographical regions of Turkey. People to be interviewed were determined using the layered-simple random sampling method. The obtained data were evaluated via descriptive statistics, and also, whether the ideas of the interviewees related to the most significant factors affecting the job satisfaction differ according to the regions, the units studied, the task and the experience were inspected by the Kruskal-Wallis H Test. The different groups were determined via the Duncan Test. Accordingly, the vast majority of interviewees identified "unfair and incompetent personnel policy" and "political pressures" as the most significant factors affecting the work efficiency in the Forestry Organization. On the other hand, the majority of employees are satisfied from their works and they think "the feeling to be useful to the community" as the most important factor affecting job satisfaction. Similarly, the majority of employees have "medium level" satisfaction with the wages they receive and they are open to share their opinions on issues related to forestry. Also, most of the interviewees have the idea that the management and inspection mentality which is far from political, social and administrative pressures will increase the job satisfaction. Likewise, 75% of employees feel unsafe in any legal inquiry about the task. All these negativities were revealed and interpreted as factors reducing job satisfaction and so success. According to these results, some suggestions were developed towards increasing job satisfaction.

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The impact of organizational culture and leadership performance on PR professionals’ job satisfaction: Testing the joint mediating effects of engagement and trust

Cited by 157 publications

References 32 publications

The impact of the organizational cultures on the job performance in the GCC companies

The impact of the organizational cultures on the job performance in the GCC companies

Model kinerja koperasi

Factors affecting job satisfaction in Turkish forestry

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