No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
Exploring the Relationship between Organizational Culture, Job Satisfaction, and Organizational Citizenship Behaviour
Abstract
p> This study examined the interaction between organizational culture, organizational citizenship behaviours and job satisfaction. While organizational culture plays an important role in affecting performance indirectly, other variables mediate and moderate the relationship. This study was based on a sample of 127 Egyptian participants undertaking an MBA course. Results showed positive significant correlations between four types of organizational culture, job satisfaction and citizenship behaviour individually. Job satisfaction mediated the relationship between culture and citizenship behaviour. However, the mediation effect was weak. Further discussion, implications and research limitations are discussed. </p
... Elég kevés olyan forrás áll rendelkezésre, amely kultúratipológiák szerint vizsgálta az OCB-t. Badawy et al. (2016) (2019) vizsgálatai is megerősítették, a dél-koreai sportágazatban 606 fő bevonásával végzett kutatásuk tanulsága szerint az OCBvel az összes kultúratípus összefüggésben van, a legerősebb kapcsolatot szintén a klánkultúránál tapasztalták. A mérőeszköz összeállításához ugyancsak a Quinn-féle versengő modellből (4-4 kérdés vonatkozott az egyes kultúratípusokra) és az Organ-féle OCB-dimenziókból indultak ki -utóbbihoz Padsakoff et al. (1990) itemeit használták. ...
... Az észlelt szervezeti kultúra típusaira vonatkozó kérdésekre adott átlagértékek a köz-és versenyszférában dolgozó megkérdezettek körében *p<0,05 **p<0,01 Forrás: saját ábra saját szerkesztéssel Az észlelt szervezeti kultúra típusai és a szervezeti polgár magatartás dimenziói közötti kapcsolatot két táblázat mutatja be, a 4. táblázat a versenyszféra, az 5. táblázat pedig a közszféra megkérdezetteinek válaszai alapján készült. Az általunk kapott eredmények megerősítették a témában korábban végzett korábbi kutatások tapasztalatait (Badawy et al., 2016;Jeong et al., 2019). A versenyszférában dolgozó válaszadók körében mind a négy észlelt kultúratípus (klán, adhokrácia, hierarchia, piac) összefüggésben van a szervezeti polgár magatartással, a legerősebb kapcsolatot azonban nem a klán, hanem a piac szervezeti kultúra esetében mértük. ...
... és Jeong et al. (2019) a versenyszférában,Kim (2014) pedig a közszférában végeztek ilyen jellegű vizsgálatokat.Badawy et al. (2016) 127 versenyszférában dolgozó MBA-hallgató kérdőíves megkérdezésének eredménye szerint mind a négy kultúratípus (klán, adhokrácia, hierarchia, piac) összefüggésben van a szervezeti polgár magatartással -a legerősebb összefüggést a klán szervezeti kultúrával (r=0,414) mérték, azt követi a piac (r=0,358), a hierarchia (r=0,316) és az adhok ...
A tanulmány célja feltárni, hogy a közszférában és a versenyszférában dolgozó munkavállalók által észlelt szervezeti kultúra, valamint az általuk tanúsított szervezeti polgár magatartás között van-e statisztikailag kimutatható kapcsolat. Ennek érdekében a szerzők kérdőíves megkérdezést alkalmaztak, kényelmi mintán történt a tesztelés. Az összesen 410 értékelhető válaszív beérkezését követően nem-paraméteres statisztikai próbák segítségével elemezték az adatokat. Az eredmények alapján megállítható, hogy a magánszférában dolgozó válaszadók körében mind a négy észlelt kultúratípus jellegzetességei, az állami szektorban foglalkoztatott megkérdezettek esetében pedig csupán az észlelt klán- és hierarchiakultúra jegyei vannak összefüggésben a szervezeti polgár magatartással. A kutatás emellett arra is rávilágított, hogy a szervezeti polgár magatartás minden dimenziója magasabb az állami szektorban foglalkoztatottak minősítései alapján, a versenyszektorban dolgozó megkérdezettek pedig fokozottabban észlelik a piac, az adhokrácia és a klánkultúra jegyeit.
... Organizational culture is always considered an important topic and is never out of date. Organizational culture arises from each employee whose interactions create rituals, common language, and ultimately a behavior code is created to be able to help or hinder the organization's goals (Aly, Badawy, Kamel, & Hussein, 2016). Organizational culture consists of a set of values, beliefs, customs, principles and ways of thinking possessed by their members, dimensions, components, and several variables for organizational culture are presented in research variables and indicators of organizational culture in two dimensions and structural behavior is studied (Markoczylivia & Xin, 2004). ...
... They are optional behavior, they are not considered in appreciation or judgment. Organizational citizenship behavior towards organizations (OCB) is all behavior that is targeted to benefit the organization as a whole or certain departments such as volunteering to attend events that benefit the company, avoid complaining at work and preserve available resources (Aly et al., 2016). According to Ghashghaeinia & Hafezi (2015), the main research conducted in the field of organizational citizenship behavior is more to identify the responsibilities or behaviors that employees have in the organization, but are often overlooked. ...
The contribution of organizational culture to the organization which includes the uniqueness of values, behavior, and psychology is needed by the organization. It also includes trust, experience, ways of thinking, and organizational expectations. Improving employee behavior into organizational citizenship behavior is needed by every organization. To bring OCB to employees, a well-formed commitment is needed. This study uses a quantitative approach to test 3 hypotheses using path analysis to see the role of mediation. Respondents numbered 169 in this study. The results found in this study are that mediators play a maximum role between organizational culture and OCB.
... Research on the influence of organizational culture on employee performance and OCB has been studied in both developed and developing countries. Countries that are sources of research data related to the impact of organizational culture on employee performance and OCB include South Korea, Vietnam, Indonesia, and Egypt (Pham et al., 2018;Martinez, 2021;El Badawy et al., 2016;Yunduk et al., 2019); and the United States (Desselle et al., 2018). ...
The application of AKHLAK as the value and culture of SOE companies reflects on each individual employee to always provide the best performance for the company and the country. Since 2020, AKHLAK has become a value and commitment for every individual in the company to achieve more performance in terms of employee obligations and even beyond the standardization of the work provided or what is known as OCB (Organizational Citizenship Behaviour) and employee job satisfaction in terms of employee rights at SOE. The researcher took a sample of SOE Insurance companies in Batam City because Batam is a metropolitan city with an advanced economic aspect, a low minimum wage index, and the highest population in the Riau Archipelago Province. Researchers used quantitative research methods that aimed to examine the influence of organizational culture, organizational commitment, and job satisfaction on employee performance as mediated by OCB in 113 samples distributed through the medium of questionnaires at Insurance Holding SOE companies in Batam City. The results showed that, by direct test, organizational culture, organizational commitment, and job satisfaction influence OCB, as well as the effect of job satisfaction on employee performance. Organizational culture and organizational commitment do not affect employee performance. From the results of the indirect effect test, organizational commitment and job satisfaction affect employee performance with OCB as a mediating variable. With OCB as a moderating variable, organizational culture has no effect on employee performance.
... Organizational culture is an organizational system in which there are meanings, values, and beliefs that become a reference for acting and differentiate one organization from another (Arumi et al., 2019). It is a collection of ideologies, philosophies, values, behavior, attitudes, and norms that apply in an organization (El Badawy et al., 2016). Culture has an important role in company performance. ...
This study analyzes the successful implementation of Organizational Citizenship Behavior (OCB) through the roles of job satisfaction, organizational culture, and organizational commitment. The research was conducted at the Indonesian Electrical Contractors Associations using the Partial Least Square (PLS) method. A number of 100 respondents were asked to fill in a questionnaire distributed via a google form. The results explain that both organizational commitment and organizational culture affect positive behavior (OCB) while job satisfaction does not. These three variables have implications for behavior change represented by culture, job satisfaction, and commitment. Thus, it is possible to deduce that the success of organizational citizenship behavior (OCB) is influenced by organizational commitment and culture that shape employee professionalism. As for job satisfaction, it must be improved through a competitive salary system, support among employees, and a conducive work environment.
... This means that in today's world of organizations characterized by expectations of higher work productivity, it is not surprising that organizations need employees who go beyond the call of duty and provide performance that exceeds expectations, which is involved in organizational citizenship behavior. Study conducted by Badawy et al., (2016) employees engaged in citizenship behavior to help each other and tighten their social relationships. The low level of organizational citizenship behavior (OCB) of employees is indicated by several factors, namely lack of job satisfaction, other interests during working hours, dissatisfaction with superiors and organizations, lack of communication between employees and incompatibility with colleagues is also one of the causes of low organizational citizenship employee behavior (OCB). ...
This research aims to examine and analyze the political organization, organizational climate and organizational culture with organizational citizenship behavior (OCB) and job satisfaction as an intervening variable for employees of Distributor Company. The object of this research is 73 employees of Distributor Company. The approach used in this research is Component or Variance Based Structural Equation Model with analysis tool Smart-PLS. The results showed Political organizationa that has positive significant effect on job satisfaction. Organizational climate that has positive significant effect on job satisfaction to employees Distributor Company. Organizational culture that has positive significant effect on job satisfaction. Political organization does not affect organizational citizenship behavior (OCB). Organizational climate that has positive significant effect on organizational citizenship behavior (OCB). Organizationa culture that has positive significant effect on organizational citizenship behavior (OCB). Job satisfaction that has positive significant effect on organizational citizenship behavior (OCB).
... Some research results, including Banhwa et al. (2014), found that OCB was influenced by Organizational Employees and Engagement Strategies. According to Zanuchi et al. (2014) and Badawy et al., (2016), OCB is influenced by organizational culture and job satisfaction. Likewise Kasraie Sh et al. (2014), there is a significant positive relationship between work life quality, job stress, job satisfaction, and citizenship behavior. ...
... Subsequently the increase of intention to quit will result in lower performance and negative outcomes for employees in daily task (Umi Narimawati, 2007 ;Kasa and Hassan, 2015) Intention to quit can be reduced by increasing the commitment from strong culture (Awadh and Saad, 2013). Strong organizational culture provides more competitive advantage through commitment, strong association, and establishment of culture (Awadh and Saad, 2013;El Badawy, Kamel and Magdy, 2016). Thus, every company is attempting to have this competitive advantage to compete against competitors. ...
The study aims to find out and compare a number of basic motor movements of preschool children that
have had basic movement trainings and that haven’t. The study is designed with unequal sample sizes, one of
experimental study models.
The study group included 140 children (n= 43 study group, n=97 control group) aged 4 to 6 years. The
study group had a 16-week basic movement training. For the data, basic motor movement activities such as
vertical jump, poise, long jump, sit-lay flexibility, flamingo balance and tennis ball throwing were used. SPSS
statistical software package was used for the data analysis and results. For the determination of sociodemographic characteristics in data analysis, as the data obtained through frequency and rate values were normal,
independent sample t-test was used to evaluate significance levels among variables.
Consequently, it’s concluded that a planned, longtime and children-centered basic movement training, in
which children actively take roles, might positively contribute to the development of some basic motor
movements of preschool children.
Objectives: This study aims to examine the process of forming Organizational Citizenship Behavior (OCB) in employees. This study uses job satisfaction as a mediating variable to clarify the mechanism of the influence of servant leadership and organizational culture on Organizational Citizenship Behavior (OCB).Methodology: This study uses a causal type of research using a quantitative approach with a sample of 67 respondents who are employees of PT Pelabuhan Indonesia (Persero) Branch TPK Perawang Pekanbaru. To evaluate the seven hypotheses put out in this study, data was collected via interviews and a list of assertions, such as questionnaires and data analysis methods employing Partial Least Square (SmartPls).Findings: The results of this study indicate that servant leadership and organizational culture have a positive and significant effect on Job Satisfaction and Organizational Citizenship Behavior. Job satisfaction also plays a role in mediating the influence of servant leadership and organizational culture on Organizational Citizenship Behavior.Conclusion: This study examines how servant leadership and organizational culture influence employee job satisfaction and organizational citizenship behavior to achieve company goals. As a result, this condition is undoubtedly a source of concern for the company in terms of improving leadership and aligning all employees' perceptions of the organizational culture system that will be implemented in the company.
A Company to reaching these targets requires human resources who have organizational citizenship behavior. The effect of perceived organizational support (POS), organizational culture, and work motivation on organizational citizenship behavior (OCB) of employees at PT Sokonindo Automobile is examined and analyzed in this study. This research was conducted on 104 employee respondents who were involved in several divisions. The research was conducted utilizing a quantitative analysis method with multiple linear regression equation analytical tools and the SPPS version 26 software. The research's empirical findings reveal that perceived organizational support (POS) has a positive and significant impact on PT Sokonindo Automobile employees' ability to build OCB. This effect is much langer and more significant than organizational culture and motivation, which also has a positive and significant influence on building OCB. The findings of this study imply the organizations that continue to provide support to their workers, have harmonious and friendly organizational culture will make employees more enthusiastic (motivated) at work and believe in the organization, which will make employees have high loyalty and voluntarily do work beyond the standard description work (OCB).
A limited number of studies indicate that organizational citizenship behaviour (OCB) have the potential to contribute to organizational and individual performance. Educators who have positive behaviours such as helping behaviour can help facilitate the learning process. With the spread of COVID-19 pandemic which has led to the growth of online learning, OCBs among educators is needed in facilitating students’ learning process. This study was conducted to examine the practice of OCB among lecturers from an institution of higher learning who are currently using online learning as the platform of teaching. Based on the input obtained from 136 students, the results found that lecturers are indeed showing high levels of OCB. These students have reported a total of forty behaviours classified as OCB among lecturers. In terms of implications, lecturers’ OCB are seen to be able to support the online learning process which is a new method for most students. Keywords: Academic performance, COVID-19, e-learning, Organizational citizenship behaviours, pandemic.
This study seeks to investigate the mechanism through which organizational values in Chinese enterprises may function on employees' citizenship behaviors. Based on a sample of 201 employees in Chinese enterprises, the research questions focus on whether organizational values have a direct impact on OCBs and its verified antecedents: organizational identification and organization-based self-esteem (OBSE). The results indicate that organizational values have significant and direct impact on employees' organizational citizenship behaviors by the mediating effect of organizational identification and OBSE. The present research exposes a systematic mechanism that articulates OCBs under the background of Chinese culture.
The purpose of this paper is to investigate connections between corporate social responsibility and organizational culture types. The survey was conducted in Estonian, Chinese, Japanese, Russian, Czech, Finnish, German and Slovakian electric-electronic machine, retail store and machine-building enterprises. The main aim of the study is to find connections between corporate social responsibility and different organizational culture types. According to Cameron and Quinn (1998), culture defines the core values, assumptions, interpretations and approaches that characterise an organization. Competing Values Framework is extremely useful in helping to organize and interpret a wide variety of organizational phenomena. The four dominant culture types - hierarchy, market, clan and adhocracy emerge from the framework. According to Strautmanis (2007), social responsibility is part of organizational culture and a value in the organizational culture environment. Development of social responsibility is a change in values orientation, whose task is shaping the attitudes, transformation of the personal position so that it matches individual and public interests. Different organizations have framed different definitions about corporate social responsibility - although there is considerable common ground between them. Nowadays corporate social responsibility is an integral part of the business vocabulary and is regarded as a crucially important issue in management (Cornelius et al., 2008; Humphreys, Brown, 2008). In order to find connections between corporate social responsibility and organizational culture, the authors conducted an empirical study in 2007-2008. The total number of respondents was 6094. A standardized organizational culture and corporate social responsibility questionnaire comprising 38 items was developed by the Denki Ringo research group (Ishikawa et al, 2006). The questionnaire was administered in Estonian, Chinese, Japanese, Russian, Czech, Finnish, German and Slovakian electric-electronic machine, retail store and machine-building enterprises. Data about four different culture types and eight different countries - Estonia, China, Japan, Russian, Czech, Finnish, German and Slovakian were compared by means of the ANOVA-test. The linear regression analysis was used in order to find statistically relevant connections between corporate social responsibility and organizational culture. The model was developed in order to explain how four organizational culture types -hierarchy, clan, market, adhocracy - predict two facets of corporate social responsibility - the firm performance concerning social issues and the firm respects the interests of agents. The main research question is: How does organizational culture predict corporate social responsibility? According to the results, clan, hierarchy and adhocracy culture types predict two facets of corporate social responsibility - the firm performance concerning social issues and the firm respects the interests of agents. Market culture type predicts one facet of corporate social responsibility - the firm performance concerning social issues. Different organizational culture types are dominating in enterprises from different countries. In Estonian and Finnish enterprises clan, in Chinese enterprises market and adhocracy, in Japanese enterprises market and hierarchy, in Russian and German enterprises market, in Czech and Slovakian enterprises hierarchy culture types were dominating in enterprises. Organizational culture is influenced on national culture where organization is operating.
Moral and financial scandals emerging in recent years around the world have created the momentum for reconsidering the role
of virtuousness in organizational settings. This empirical study seeks to contribute toward maintaining this momentum. We
answer to researchers’ suggestions that the exploratory study carried out by Cameron etal. (Am Behav Sci 47(6):766–790, 2004), which related organizational virtuousness (OV) and performance, must be pursued employing their measure of OV in other
contexts and in relation to other outcomes (Wright and Goodstein, J Manage 33(6):928–958, 2007). Two hundred and sixteen employees reported their perceptions of OV and their affective well-being (AWB) at work (one of
the main indicators of employees’ happiness), their supervisors reporting their organizational citizenship behaviors (OCB).
The main finding is that the perceptions of OV predict some OCB both directly and through the mediating role of AWB. The evidence
suggests that OV is worthy of a higher status in the business and organizational psychology literatures.
Key wordsorganizational virtuousness-psychological climate-affective well-being-happiness-organizational citizenship behaviors
This research tests a model of employee helping behavior (a component of Organizational Citizenship Behavior, OCB) that involves
a direct path (Intrinsic Motives → Helping Behavior, the Good Samaritan Effect) and an indirect path (the Love of Money →
Extrinsic Motives → Helping Behavior). Results for the full sample supported the Good Samaritan Effect. Further, the love
of money was positively related to extrinsic motives that were negatively related with helping behavior. We tested the model
across four cultures (the USA., Taiwan, Poland, and Egypt). The Good Samaritan Effect was significant for all four countries.
For the indirect path, the first part was significant for all countries, except Egypt, whereas the second part was significant
for Poland only. For Poland, the indirect path was significant and positive. The love of money may cause one to help in one culture (Poland) but not to help in others. Results were discussed in the light of ethical decision making.
In this study the relationship between self-monitoring and organizational citizenship behavior (OCB) was examined longitudinally among professional and managerial employees of a federal government research laboratory. Supervisory ratings of subordinates' OCBs were collected and matched with 172 subordinates' self-ratings of self-monitoring, job satisfaction, organizational commitment, perceived organizational support, and perceptions of job characteristics. One year later, supervisory ratings of subordinates' OCBs were again collected. Support was found for the hypothesis that individuals high in self-monitoring are more likely to perform OCBs which are other-directed. Implications for management and future research are discussed.
This study proposes a model of administrative job satisfaction and tests the model using a database of almost 1,200 managers at 120 public and private universities. The robust model explains 54% of the variance in overall administrative job satisfaction. The results indicate that few state, campus, and personal characteristics exert direct effects on one's overall job satisfaction. Rather, these exogenous organizational and personal variables exert small but statistically significant effects on the administrative work climates. These immediate work climates, in turn, have more powerful impacts on the various components of job satisfaction.
Previous research findings concerning employees’ perceptions of fairness and positive mood as predictors of organizational citizenship behavior (OCB) have been equivocal. Explanations for this inconsistency may be related to the varying types of manipulation techniques adopted and samples tested. To address these issues, the present study adopted the mood and fairness manipulation techniques of Bachrach and Jex (2000, Journal of Applied Psychology, 30(3), 641–663) to investigate their effect on OCB amongst a sample of 138 employees from five large service organizations. The findings revealed that employees’ perceptions of fairness affected their likelihood to perform organizational citizenship behaviors. One implication of this finding is that employees’ perceptions of fairness may have a more enduring effect, in comparison to their mood, on increasing their extra role work behaviors. However, a close evaluation of the mood manipulation technique suggests that further research is needed before any firm conclusions can be made on the relative effect of empolyees’ perceived fairness and positive mood on OCB.
Contemporary literature on Organizational Citizenship Behavior (OCB) has primarily focused on the positive connotations of
the “good soldier syndrome.” Most of the studies published in recent decades about OCB have pointed to the benefits and advantages
of voluntary helping behaviors, pro-social behavior, and extra-role behavior. In contrast with this view we suggest a different
look at OCB by focusing on the exploitative and abusive tendency of supervisors and managements to impose so-called “voluntary”
or “extra-role” activities via compulsory mechanisms in the workplace. Mostly, we are interested in empirically testing the
relationship between such behaviors and employees’ performance. We follow the approach suggested by Vigoda-Gadot (Journal for the Theory of Social Behavior, 2006) to argue that such behaviors are a substantial deviation from the original meaning of OCB and thus should be recognized
and analyzed separately. Our arguments are based on an exploratory study conducted in 13 Israeli schools. Of the 206 teachers
who participated in the study, a substantial majority of 75% reported feeling strong pressure to engage in what we usually
define as OCB, but should actually be defined as Compulsory Citizenship Behavior (CCB). The findings are discussed in light
of present knowledge about OCB, and the implications question the normally positive image of this behavior.
Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behavior. Administrators usually adjust their leadership behavior to accomplish the mission of the organization, and this could influence the employees' job satisfaction. It is therefore essential to understand the relationship between organizational culture, leadership behavior and job satisfaction of employees.
A cross-sectional study was undertaken that focused on hospital nurses in Taiwan. Data was collected using a structured questionnaire; 300 questionnaires were distributed and 200 valid questionnaires were returned. To test the reliability of the data, they were analyzed by Cronbach's α and confirmatory factors. Correlation analysis was used on the relationships between organizational cultures, leadership behavior and job satisfaction.
Organizational cultures were significantly (positively) correlated with leadership behavior and job satisfaction, and leadership behavior was significantly (positively) correlated with job satisfaction.
The culture within an organization is very important, playing a large role in whether it is a happy and healthy environment in which to work. In communicating and promoting the organizational ethos to employees, their acknowledgement and acceptance of it can influence their work behavior and attitudes. When the interaction between the leadership and employees is good, the latter will make a greater contribution to team communication and collaboration, and will also be encouraged to accomplish the mission and objectives assigned by the organization, thereby enhancing job satisfaction.
In this study, relationships between employee motivation, job satisfaction and corporate culture were hypothesised and investigated. The sample that was investigated consisted of the majority of the permanent-staff complement of a marketing research company in South Africa. Three instruments were used to measure the constructs concerned, namely the Motivation Questionnaire (MQ), the Experience of Work and Life Circumstances Questionnaire (WLO) and the Corporate Culture Questionnaire (CCQ). Pearson product-moment coeffcients were then calculated and the linear relationships were further explored through canonical-correlation analysis. A possible moderator effect of employee motivation was also explored. The fndings provided support for the linear relationships and, more importantly, identifed the drivers of these relationships. The fndings did not support the moderator effect. Using these fndings, marketing research organisations, in particular, can be guided in terms of workplace attitudes under managerial infuence.
This study was conducted to investigate organizational culture and organizational commitment perceptions of the primary school teachers in Turkey. Two different scales (Organizational Culture Scale and Organizational Commitment Scale) were used as data gathering instrument. Statistical analyses were utilized to examine the organizational culture and commitment perceptions of teachers in terms of their some demographic factors like gender, teaching levels, marital status, and experience. Correlation analysis was also made to describe the links between subscales of organizational culture and subscales of organizational commitment. The results revealed that primary school teachers’ perceptions of organizational culture and organizational commitment vary due to their gender, teaching levels, marital status, and experience. In terms of gender, female teachers perceived more power and supportive culture in their schools. First level teachers expressed more achievement culture and more commitment at identification level than second level teachers. Also, married teachers revealed more achievement and supportive culture and more organizational commitment at identification and internalization levels. Other findings of the study indicated that although more experienced teachers perceived more cultural orientation in all cultural dimensions and more committed to their schools at identification and internalization levels, the less experienced teachers indicated more commitment at compliance level. Finally, as commitment based on compliance positively correlated power and role cultures, and negatively correlated achievement and support culture; commitments based on identification and internalization positively related with achievement and support cultures.
This study analyses the impact of followers stress on the relationship between charismatic leadership and organizational citizenship behaviour (OCB). Stressors are distinguished as the objective component of work-stress, and strain as the subjective component of work-stress. It is assumed that stressors will moderate the relationship between charismatic leadership and OCB (Hypothesis 1). In addition, it is hypothesized that followers strain will mediate the relationship between charismatic leadership and OCB (Hypothesis 2). Results from a study interviewing 142 nurses from three German hospitals confirmed the second hypothesis: followers strain fully mediated the relationship between charismatic leadership and followers OCB.
The link between teamwork and job satisfaction was investigated in a sample of 48 manufacturing companies comprising 4708 employees. Two separate research questions were addressed. First, it was proposed that supervisor support would be a weaker source of job satisfaction in companies with higher levels of teamworking. Multilevel analysis indicated that the extent of teamwork at the company level of analysis moderated the relationship between individual perceptions of supervisor support and job satisfaction. Second, it was proposed that the extent of teamwork would be positively related to perceptions of job autonomy but negatively related to perceptions of supervisor support. Further, it was proposed that the link between teamwork and job autonomy would be explained by job enrichment practices associated with teamwork. Analyses of aggregated company data supported these propositions and provided evidence for a complex mediational path between teamwork and job satisfaction. Implications for implementing teamwork in organizations are discussed. Copyright © 2001 John Wiley & Sons, Ltd.
Past research has suggested that dispositional sources of job satisfaction can be traced to measures of affective temperament. The present research focused on another concept, core self-evaluations, which were hypothesized to comprise self-esteem, generalized self-efficacy, locus of control, and nonneuroticism. A model hypothesized that core self-evaluations would have direct effects on job and life satisfaction. It also was hypothesized that core self-evaluations would have indirect effects on job satisfaction. Data were collected from 3 independent samples in 2 countries, using dual source methodology. Results indicated that core self-evaluations had direct and indirect effects on job and life satisfaction. The statistical and logical relationship among core evaluations, affective disposition, and satisfaction was explored.
By and large, prior research has focused on the positive aspects of organizational citizenship behavior (OCB). D. W. Organ and K. Ryan (1995), though, suggest that individuals who engage in high levels of OCB may become overloaded. This research explores the relationship between a specific type of OCB--namely, individual initiative--and role overload, job stress, and work-family conflict. Results from a sample of 98 couples indicate that higher levels of individual initiative (as assessed by the spouse or significant other) are associated with higher levels of employee role overload, job stress, and work-family conflict. The findings also suggest that the relationship between individual initiative and work-family conflict is moderated by gender, such that the relationship is stronger among women than among men. Some implications of this work and directions for future research are discussed as well.
This article reports the results of a study of the concepts of organizational culture, employee commitment, job satisfaction, and work-group cohesion. The responding executives characterized their organizations as predominantly bureaucratic; fewer elements of innovative and supportive cultural dimensions were identified. Generally, commitment, satisfaction, and cohesion were closely associated with the supportive and innovative cultural dimensions and were not associated with the bureaucratic dimension.
A growing body of research supports the contention that organizational citizenship behavior (OCB) improves an enterprise's efficiency by enhancing the level of job satisfaction among employees. Therefore, researchers' and practitioners' interest in the ramifications of OCB is on the rise. A study of 240 shift workers in five ferro-alloy industries in Odisha, India, investigated the relationship between two types of OCB and five principal facets of job satisfaction. The results of the study showed that there was a significant relationship between OCB and several workplace elements that contribute to employees' job satisfaction. These findings have important implications for business leaders charged with improving organizational performance. © 2013 Wiley Periodicals, Inc.
The aim of this paper is to investigate the relationships between GLOBE organizational culture dimensions, facets of job satisfaction and the leadermember exchange relation in Serbian organizations. One of the most important aspects of this study was the demonstration of the utility of applying more general cultural theory to the study of organizational cultures. The sample consists of 256 middle managers in Serbian organizations. The results obtained proved that organizational culture dimensions are significant predictors of all facets of job satisfaction and that relations between some organizational culture dimensions and facets of job satisfaction are moderated by the leader-member exchange (LMX) variable. Our results may be of interest for human resource managers in Serbian organizations as well as for foreign investors. Das Ziel dieses Artikels ist es, die Beziehungen zwischen den GLOBE Kultur-Dimensionen, der Arbeitszufriedenheit und dem Führer-Mitarbeiter-Verhältnis in serbischen Organisationen zu untersuchen. Einer der wichtigsten Aspekte dieser Studie war die Demonstration der Nützlichkeit der Anwendung allgemeiner Kulturtheorien bei der Untersuchung von Unternehmenskulturen. Die Stichprobe besteht aus 256 mittleren Führungskräften aus serbischen Organisationen. Die erzielten Ergebnisse zeigen, dass die Organisationskultur-Dimensionen signifikante Prädiktoren für alle Facetten der Arbeitszufriedenheit sind. Zudem werden die Beziehungen zwischen den Organisationskultur-Dimensionen und der Arbeitszufriedenheit durch die Führer-Mitarbeiter-Verhältnis-Variable moderiert. Unsere Ergebnisse können für Personalmanager in serbischen Organisationen von Interesse sein, ebenso wie für ausländische Investoren.
Job Satisfaction at work has an influence on the level of Organizational Citizenship Behavior and in turn on work performance. The aim of this study is to determine and establish a relationship between Job Satisfaction (JS) and Organizational Citizenship Behavior (OCB) among faculty in higher education institutions. In this study we have employed the Wong’s Job Satisfaction and Organ’s Organizational Citizenship Behavior inventories to quantify the JS and OCB levels respectively. Samples from 252 faculty members in Tamil Nadu, India were used to obtain the empirical base for the study. Correlation and multiple regression analyses were used to interpret the data. Our results demonstrate that there is a positive relationship between JS and factors that constitute the OCB.
This study investigated the relationship between organizational citizenship behaviour (OCB) and turnover intention in 162 production workers in the same organization within Malaysia, Germany and England. Further, differences in ratings of OCB across cultures were examined. Self-report questionnaires measuring turnover intention and five dimensions of OCB (altruism, courtesy, conscientiousness, sportsmanship and civic virtue) were administered to the samples. Results illustrated that OCB related significantly to turnover intention, with sportsmanship emerging as the strongest predictor of turnover intention across cultures. Cultural differences in OCB ratings were seen, with the Malaysian sample generally scoring higher than the other two samples. However, the relationship between OCB and turnover intention was similar within each culture group. Explanations of the findings and limitations are discussed.
This study examines whether individually held cultural values moderate the relationship between transformational leadership behavior of supervisors and the job involvement of subordinates in the Middle Eastern organizational context. Hierarchical regression analysis was used to analyze survey data from 229 employees of 10 organizations in the United Arab Emirates. In line with the findings of studies in Western countries, transformational leadership was found to influence job involvement positively. In addition, the cultural value orientations of individuals were found to moderate this relationship. Collectivism positively influenced the relationship between transformational leadership and job involvement, whereas uncertainty avoidance had a negative effect. These findings provide an insight into how transformational leadership may be used to motivate culturally diverse groups of employees within the Middle East. To enhance job involvement, organizations need to realize that the attitudinal response of subordinates to transformational leadership can depend on their cultural values. This has significant implications regarding the training and effective deployment of transformational leaders within Middle Eastern organizations.
Purpose
The purpose of the study is to examine whether and how different types of organizational culture are associated with job satisfaction and turnover intention among hospital nurses in Korea, where the work culture is often considered different from that of Western countries.
Design/methodology/approach
The sample for the study consists of 527 nurses working in two public hospitals in Korea. Perceived organizational culture was assessed by a previously validated 20‐item instrument, and job satisfaction and turnover intention were measured by self‐report questionnaires. Factor analysis was employed to construct four different types of culture (consensual, rational, developmental, and hierarchical). The relationship among organizational culture, job satisfaction, and turnover intention was tested by structural equation modeling (SEM).
Findings
Among the different types of culture, consensual culture and rational culture had significant, positive associations with the nurses' job satisfaction. In addition, consensual culture exhibited the strongest, negative association with the turnover intention of the nurses, while hierarchical culture showed a significant, positive association.
Research limitations/implications
Consensual culture that emphasizes teamwork and values human relations was most strongly associated with higher job satisfaction and lower turnover intention of nurses in Korea. However, caution is needed in inferring that organizational culture is the cause of the nursing outcomes because this study is designed as a cross‐sectional study; thus, an association alone was proven and not causality.
Practical implications
Managers should be aware that understanding the organizational culture can help them to determine where to strive to help improve nurses' job satisfaction and retention rate.
Originality/value
The results of the study may be useful to health administrators who wish to decrease nurse turnover. Improving nurses' job satisfaction in the work environment may reduce turnover and help ensure a stable and qualified workforce.
The influence of individuals’ congruence with an organization’s culture on their affective orientations toward the organization has been the focus of a growing body of research. The present study contributes to this research by examining this relationship (I) in the context of an organization undergoing significant cultural transformation, and (2) across four theoretically identified dimensions of culture. We found that, across all four culture dimensions, the discrepancy between individuals’ assessments of the current culture and their ideal culture explained significant variance in two organization-focused affective outcomes, organizational commitment and optimism about the organization’s future. In contrast, the congruence effects across the four culture dimensions were not uniformly significant for job satisfaction, job involvement, and job turnover intention. The implications of these findings for future individual-culture congruence theory and research are considered.
All successful organizations, including successful high schools, have employees who go beyond their formal job responsibilities and freely give of their time and energy to succeed. Organ was the first to use the phrase "organizational citizenship behavior" (OCB) to denote organizationally beneficial behavior of workers that was not prescribed but occurred freely to help others achieve the task at hand (Bateman & Organ, 1983). The willingness of participants to exert effort beyond the formal obligations of their positions has long been recognized as an essential component of effective organizational performance.
Investigates the relationships between employees’ perceptions of organisational culture and subculture, and job satisfaction and commitment. Questionnaires containing the above measures were distributed to nurses employed in seven large hospitals and a total of 251 responses were obtained. Measures of leadership style and employee demographics were also included in the questionnaire. Regression analysis was used to investigate the extent to which nurses’ job satisfaction and commitment to their wards are predicted by their perceptions of the hospitals’ cultures (or organisational culture), the cultures of their wards (or organisation subculture), the leadership styles of their ward managers, and several demographic characteristics including age, experience, education and job tenure. It was found that ward culture was more predictive of commitment than was hospital culture. Also, statistically controlling for job satisfaction did not substantially reduce the influence on commitment of any of the independent variables included in this study. The results suggest that managers may need to focus more on organizational subcultures in generating greater commitment among employees.
Previous research on organizational citizenship behavior indicates that such behavior is critical for organizational effectiveness, but little theoretical work details how it might contribute to enhanced organizational functioning. Nahapiet and Ghoshal (1998) argue that a firm's social capital comprises a critical source of sustainable organizational advantage. Based on their work, we suggest that citizenship behaviors enhance firm functioning by contributing to the development of social capital in organizations; specifically, citizenship behaviors contribute to the creation of structural, relational, and cognitive forms of social capital.
This paper examines the correlation between organizational culture, psychological contract and job satisfaction in the context of cooperation between employers and employees in a new social and economical environment. The empirical study is based on the analysis of the personnel survey data from thirteen St. Petersburg and Moscow companies. The typology of organizational cultures was evaluated using the Organizational Culture Assessment Instrument (OCAI) methodology by K. Cameron and R. Quinn (2003). Job satisfaction was evaluated using A. Meier's questionnaire modified for our purposes. The research shows that organizations with different types of organizational culture differ in the level of job satisfaction of employees. According to our data, market culture mainly creates the conditions for the satisfaction of self-affirmation needs; hierarchic culture, for the satisfaction of cooperation and safety needs; clan culture, for the satisfaction of respect needs; adhocratic culture, for the satisfaction of self-actualization needs.
Discusses corporate culture and career management, and analyzes 3 organizational cultures: bureaucratic, innovative, and supportive cultures. Career management is the process of assessing and matching individual and organizational goals, present and future. Through increased self-awareness and knowledge of a range of career options, employees become more active in developing and implementing realistic career goals. However, attention must also be given to the other critical match that affects career success: an individual employee's motivations and personality and the corporate culture. (6 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Research on commitment, procedural fairness, and organizational citizenship behavior (OCB) suggests that employees maintain distinct beliefs about, and direct behaviors towards, multiple targets in the workplace (e.g., the organization as a whole, their supervisor, and fellow workgroup members). The present studies were designed to test for “target similarity effects,” in which the relationships between commitment, procedural fairness, and OCB were expected to be stronger when they referred to the same target than when they referred to different targets. As predicted, we found that: (1) the positive relationship between commitment and OCB, and (2) the mediating effect of commitment on the positive relationship between procedural fairness and OCB, was particularly likely to emerge when the constructs were in reference to the same target. Support for these target similarity effects was found among layoff survivors (Study 1) and student project teams (Study 2). Theoretical and practical implications are discussed, as are limitations of the studies and suggestions for future research. Copyright © 2008 John Wiley & Sons, Ltd.
Despite an abundance of research conducted on organizational citizenship behavior (OCB) at the individual level of analysis, relatively little is known about unit-level OCB. To investigate the antecedents of unit-level OCB, data were collected from employees of 249 grocery store departments. Structural equation modeling techniques were used to test a model in which procedural justice climate was hypothesized to partially mediate the relationship between leadership behavior (servant-leadership) and unit-level OCB. Models were tested using both employee ratings and manager ratings of unit-level OCB. The results gave general support for the hypotheses, although there were some differences depending on the source of the OCB ratings (supervisor or subordinate), whether the type of department was controlled for, and whether a common method variance factor was included. Overall, the evidence generally supported the association of both servant-leadership and procedural justice climate with unit-level OCB. Building on the current study, a multilevel framework for the study of OCB is presented in conjunction with a discussion of future research directions in four specific areas.
Customer satisfaction has been identified as an important relationship marketing outcome. As such, firms should continually track and assess customer satisfaction. The following study examines how four elements of corporate culture combine to form an optimal mix that encourages attention to and measurement of customer satisfaction. Culture is operationalized as a pattern of values and beliefs that aid individuals in understanding organizational functioning. A profile deviation analysis reveals that an optimal mix of the marketing corporate culture elements of adhocracy, clan, market, and hierarchy does exist and is positively related to customer satisfaction assessment activities. © 1997 John Wiley & Sons, Inc.
In recent years, the employer expectations have witnessed an upward surge, in anticipation of certain discretionary behaviors out of their employees, which fall beyond the purview of workplace requirement and reward systems. All this apparently is to ensure long service periods and bring out the Organizational Citizen’ within the employee in the organizational context. The present paper is an attempt to examine and investigate the extent of impact that a given Organizational Culture has on Citizenship Behaviors of the employees in an Organization. The study examines the impact of select Culture variables on Organizational Citizenship Behavior across three dominant Organizations representing three sectors of the economy namely, Manufacturing, and Information Technology & Banking. The paper specifically aims at establishing a cause effect relationship between dominant Organizational culture characteristics on Organizational Citizenship Behaviors.
The high turnover of nurses has become a global problem. Several studies have proposed that nurses' perceptions of the ethical climate of their organization are related to higher job satisfaction and organizational commitment and thus lead to higher organizational citizenship behaviors. This study uses hierarchical regression to understand which types of ethical climate, facets of job satisfaction, and the three components of organizational commitment influence different dimensions of organizational citizenship behaviors. Questionnaires were distributed to 450 nurses, and 352 usable questionnaires were returned. The findings of the article suggest that hospitals can increase organizational citizenship behaviors by influencing an organization's ethical climate, job satisfaction, and organizational commitment. Hospital administrators can foster within organizations, the climate types of caring, law and code and rules climate, satisfaction with coworkers, and affective commitment and normative commitment that increase organizational citizenship behavior, while preventing organizations from developing the type of instrumental climate and continuance commitment that decreases it.
Evidence suggesting that job satisfaction is caused by individual dispositions is reviewed, and stability coefficients for job satisfaction in previous studies are analysed with a meta-analytic procedure. Previous longitudinal studies analysing job changer samples imply an upper limit estimate of 0.51 for direct dispositional influences on job satisfaction. A study of job changers considering the stability of working conditions suggests that this estimate has to be considerably corrected downwards. At present, it is concluded that it is more likely that dispositions indirectly affect job satisfaction via selection and self-selection processes. Implications for job satisfaction as a tool for organizational assessment are discussed. Copyright © 2001 John Wiley & Sons, Ltd.
Organizational citizenship behaviors (OCBs) are typically defined as discretionary behaviors that contribute to the effective functioning of organizations. Prior research has generally focused on instances in which employees willingly engage in such behaviors; however, because OCBs are often informally encouraged and rewarded, workers may experience pressure to be “good soldiers” within their organizations. Using a sample of 245 employees, our findings indicate that citizenship pressure is related to increased levels of OCB, particularly among unmarried and less conscientious employees. However, there appear to be negative consequences associated with citizenship pressure, even when controlling for OCB and other job demands, such as role overload and hours worked. In particular, citizenship pressure is associated with work–family conflict, work–leisure conflict, job stress, and intentions to quit. Implications of this study and some directions for future research are also discussed. Copyright © 2009 John Wiley & Sons, Ltd.
This article examines the processes by which market orientation (MO) affects performance using a cross-level approach. The results of a survey of 2,754 employees from 180 firms in China show that organization-level MO culture leads to unit-level MO behavior, which improves employee-level job satisfaction and then product quality, which in turn fosters organizational performance. In particular, MO behavior fully mediates the effects of MO culture on employee satisfaction, product quality, and organizational performance. Leadership quality strengthens the effect of MO culture on unit-level MO behavior. Moreover, MO behavior enhances firm performance indirectly through employee job satisfaction and product quality. Copyright © 2008 John Wiley & Sons, Ltd.
Analyzing data on classified employees working in 18 departments in a university, this paper uses hierarchical linear models to explore the effects of social context on workers' job satisfaction. Drawing on organizational demographers' claims that satisfying social relations in the workplace have demographic sources and that workers are more satisfied in demographically homogeneous work units, we examine the effects of department-level sex and race heterogeneity on workers' feelings about their jobs. Our results show that satisfaction levels are lower in more sex- and race-heterogeneous departments, as hypothesized. In addition, we found that satisfaction is higher in departments with higher average levels of job tenure, though the individual-level effect of tenure on job satisfaction was not statistically significant. Our results provide support for a social-relational view of work and demonstrate the usefulness of multilevel models as an analytic strategy for examining these issues.
This study examines the question: Why would an employee engage in work that enhances organizational performance but is not necessarily recognized or rewarded by his or her employer? This study suggests that this question can be answered in part by the degree to which an employee endorses the Protestant work ethic (PWE). The relationship between the PWE and organizational citizenship behaviors (OCB) is analyzed using two separate survey data samples. Findings support a positive and significant relationship between OCB and two dimensions of the PWE, hard work and independence.
Purpose
This study seeks to address the challenge of repatriate turnover by focusing on how effective repatriation adjustment, job satisfaction, and organizational commitment are at predicting the Taiwanese repatriates' intentions to leave their organization. By building on the cross‐cultural adjustment and turnover theories and researches, this study expands these recent findings to Taiwanese repatriates.
Design/methodology/approach
Multiple regression was used to predict intent to leave and explain the impact of the three predictors on intent to leave. Correlation was used to compare the relationship of study variables.
Findings
The results of multiple regression indicated that repatriation adjustment was the strongest predictor of intent to leave followed by organizational commitment. The combination of the three variables can predict approximately 58 percent of the variance of intent to leave. Overall interrelations among the independent variables showed a positive strong relationship and negatively related to intent to leave the organization.
Practical implications
The results provide empirical evidence that repatriation adjustment, job satisfaction, and organizational commitment are negatively related to intent to leave the organization. Furthermore, the conceptual framework of this study can be a guide to future research in repatriates' turnover intention.
Originality/value
The results of this study may help multinational organizations in Taiwan to enhance the international assignment process of their employees and keep valuable human capital within the organization.
To examine the relationship between job stress, social support, and organizational citizenship behaviors, by using job satisfaction and organizational commitment as intervening variables among public health nurses (PHNs) in rural areas of Taiwan.
A cross-sectional design was used to sample all 265 PHNs in two rural counties of Taiwan. Of those, 231 (87.2%) PHNs responded.
A mailed survey questionnaire was sent to subjects for completion in early 2004. Responses were analyzed using descriptive statistics, exploratory factor analyses, and multiple regression analyses. With six multiple regression models, intervening effects were explored by the approach of Baron and Kenny (1986).
Supervisor support indirectly influenced organizational citizenship behaviors through the intervening effect of organizational commitment, whereas, kinship support, role ambiguity, and workload demonstrated direct impacts on organizational citizenship behaviors.
This study provides insights into how social support and job stress impacted PHNs' organizational citizenship behaviors. Those PHNs who experienced more supervisor support exhibited higher levels of organizational citizenship behaviors via the intervening effect of organizational commitment.
This paper summarizes the author's recently published findings about differences in people's work-related values among 50 countries. In view of these differences, ethnocentric management theories (those based on the value system of one particular country) have become untenable. This concept is illustrated for the fields of leadership, organization, and motivation.© 1983 JIBS. Journal of International Business Studies (1983) 14, 75–89
The Organizational Culture of Learfield Sports Properties (PhD thesis)
- B Worley
Worley, B. (2010). The Organizational Culture of Learfield Sports Properties (PhD thesis).
International Journal of Human Resource Studies
ISSN 2162-3058
2016, Vol. 6, No. 4
Can organizational culture predict individual and organizational level factors?
- Ü Übius
- R Alas
Übius, Ü. & Alas, R. (2008). Can organizational culture predict individual and organizational
level factors? EBS Review, 25, 39-60.
Organizational cultures in public and private Portuguese International Journal of Human Resource Studies ISSN
- A Ferreira
- M Hill
Ferreira, A. & Hill, M. (2007). Organizational cultures in public and private Portuguese
International Journal of Human Resource Studies
ISSN 2162-3058
2016, Vol. 6, No. 4
31
universities: A case study. Higher Education, 55(6), 637-650.
Insights into organizational challenges
- D Du Preez
Du Preez, D. (2003). Insights into organizational challenges. People Dynamics, 21(9), 28-30.