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International Journal of Management and Entrepreneurship
(IJME) Vol. 1, No. 1, COOU 2019
INFLUENCE OF ORGANIZATIONAL CULTURE ON JOB
SATISFACTION AND WORKERS RETENTION: A STUDY OF
SELECTED BANKS IN ANAMBRA STATE
Okonkwo Nonso Remijus
Department Of Business Administration, Faculty of Management Sciences, Chukwuemeka
Odumegwu Ojukwu University, Igbariam Campus, Nigeria
Osita Fabian Chinedu
Department Of Guidance and Counselling, Faculty of Education, Nnamdi Azikiwe University,
Awka, Nigeria
Olisaemeka Denis Maduka
Department Of Economics, Faculty of Social Sciences, Nnamdi Azikiwe University, Awka,
Nigeria
Chigbo Donatus Ngige (Ph.D; Mnim)
Professor of Business Administration, Faculty of Management Sciences, Chukwuemeka
Odumegwu Ojukwu University, Igbariam Campus, Nigeria
Abstract
This study explored the Influence of Organizational Culture on Job Satisfaction and Workers
Retention in Commercial Banks in Anambra State with particular reference to four selected
commercial banks in the area. The problem of how to improve the job satisfaction of employees
and the challenge of employee retention facing most Nigerian banks due to the increased
competition in the market was the motivating factor for this research. The objectives of the study
were basically to determine; the relationship between innovation and risk-taking and job
satisfaction in the banks under study, the relationship between attention to detail and job
satisfaction in commercial banks. The study followed a quantitative research approach using a
survey research design. The study population included all employees of the commercial banks
under study, which was 1,089. A sample of 293 was drawn from the population using Taro
Yamane’s formula. The reaction to the study was positive as a response rate of 85.3% (250) was
obtained. The X2 (chi-square) test statistic at 0.05 level of significance was used in testing the
hypotheses. The study revealed that there was a significant positive relationship between
innovation and risk-taking and job satisfaction in the banks under study. The study also revealed
that attention to detail positively influences job satisfaction in commercial banks in Anambra
state. The study further revealed that team orientation culture positively influences job
satisfaction among employees of the banks under study, and that there is a significant positive
relationship between organizational culture (union representation, co-worker social support,
incentive programme) and workers retention in the banking sector. Based on the findings, some
recommendations were made which include; that to align organizational culture to job
satisfaction of employees’, managers should understand the different dimensions of
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organizational culture (especially innovation and risk-taking) and how they relate to job
satisfaction to avoid misconceptions, bank managements should also ensure that all employees
are treated fairly if it wants to enhance job satisfaction/reduce the turnover of its employees.
Keywords: Organizational Culture, Job Satisfaction, Workers Retention, Team Orientation
Culture, Innovation and Risk-taking Culture.
Introduction
The subject of organizational culture attracted a large amount of attention in the late1980s and
early 1990s as management scholars explored the reasons behind the failure of U.S. firms in
competing with their Japanese counterparts (Ojo, 2010). An organization‘s culture is considered
to be an important factor affecting organizational success or failure (Sawner, 2000). It is
frequently held accountable for organizational ills and, on occasions, praised for creating positive
qualities (Baker, 2004; Shani & Lau,2008). In addition to organization-level effects, the impact
of organizational culture on key employee attitudes is well documented (Cameron & Quinn,
2011). Numerous studies have demonstrated the influence of organizational culture on job
satisfaction and organizational commitment (Cameron & Freeman, 1991; Goodman, Zammuto,
&Gifford, 2001; Lok & Crawford, 2004; Peters & Waterman, 2004; San Park &
Kim,2009).Organizational scholars have extended the above-mentioned research stream
internationally by studying attitudes from different cultural angles (Chen &Francesco,2000;
Viswesvaran & Deshpande, 1996; Walumbwa et al 2005).While both researchers and
practitioners have benefited from this cross-cultural research, this stream of research in the
Middle East has been limited (Dedoussis, 2004).
For example, Robertson et al (2001) analyzed all articles from the Journal of International
Business Studies (JIBS) from 1990 to 1999 to see how many focused on a Muslim country in the
Middle East. Out of 236 articles published in that decade, less than 1% did so, reflecting a dearth
of literature on organizational studies in the Middle East. The application of theories and models
developed in one part of the world in order to understand phenomena that occur in another part
of the world has been one of the most difficult challenges in the field of international
management (Denison, et al 2003). Discussions on the validity and applicability become even
more critical and relevant when set in a different cultural context. Much of the early concern
about this issue focused on the application of U.S. theories abroad (Hofstede, 1980). However,
several studies highlighted this problem in other contexts as in the Japanese theories of
knowledge creation (Nonaka & Takeuchi, 1995), and quality control (Imai, 1986), and European
models of organizational design and joint ventures (Doz, 1993; Taylor, 2003). Taking into
consideration the issues associated with the application of models and theories in different
cultural contexts and the lack of studies on organizational culture, this study attempts to fill this
gap by studying the influence of organizational culture in the Banking sector.
Thus, organizational culture can be assessed using the Competing Values Framework (CVF)
(Quinn & Rohrbaugh, 1981, 1983). Originally, the CVF was developed as an attempt to explain
organizational effectiveness. It maps sense-making devices and organizing mechanisms for
complicated situations by highlighting the paradoxical and competing requirements necessary to
achieve high levels of organizational effectiveness and performance (Linley, et al2010). The
CVF organizes elements into four categories represented in a two-by-two matrix. The matrix is
composed of two dimensions, one drawn horizontally and the other drawn vertically.
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Nevertheless, the study of organizational culture and job satisfaction within the corporate world
has long intrigued scholars (Sempane, Reiger and Roodt, 2002; Sabri, Ilyas and Amjad, 2011).
An exploration of both phenomena has resulted in a better understanding of organizational life
and reveals the complexities of everyday tasks and objectives in the workplace.
Numerous studies have noted the effects of the two concepts on outcomes including reduced
turnover intentions (Salman, Saira, Amjad, Sana and Muhammad, 2014) and organizational
performance. Bashareh‘s (2009) study examining the relationship between the dimensions of
organizational culture and job satisfaction in Malaysia‘s higher education recorded a significant
positive relationship between organizational culture factors such as organizational
supportiveness, innovation and stability, and communication and job satisfaction. Tsai (2011)
studied 200 hospital nurses in Taiwan to find out job satisfaction, organizational culture and
leadership behavior among them. He found that there is a significant positive relationship
between organizational culture and job satisfaction. Mansoor and Tayib (2010) in their study on
indirect tax administration in Malaysia observed strong positive impact of organizational culture
on job satisfaction. To Sheridan (1992), organizational culture have a strong positive impact on
employee‘s retention rates.
Moreover, Behzadi, et al., (2012) found no significant relationship between organizational
culture and job satisfaction among physical education office staff of Mazandaran province.
Askari (2011) conducted a study to find if there is any relationship between organizational
culture and job satisfaction/job stress of personnel in government departments at Firozabad city
and found that there is a meaningful and negative relationship between organizational culture
and job satisfaction/job stress.
1.2 STATEMENT OF THE PROBLEM
Many experts argue that developing a strong organizational culture is essential for success. Most
Nigerian organizations are facing the problem of how to improve the job satisfaction of its
workforce as well as the challenge of employee retention due to the increased competition in the
market. The competitive environment of business has changed not only in the business world but
also in the mindset of the individuals that work in those organizations. While the link between
organizational culture and job satisfaction is far from certain, there is no denying that each
organization has a unique social structure and that these social structures drive much of the
individual behavior observed in organizations. In current Banking market, many employees
faced many difficulties to gain job satisfaction.
The job satisfaction of employees occupies an important place in the list of main concerns of the
human resources management department all over the world. This is because on one side it helps
in retaining the employees and on the other it raises their performance level. There is a lot of
literature on the relationship between organizational culture and job satisfaction as well as
workers retention (Abu Elanain,2009; Alonazi and Omar, 2013; Al-Dossary, Vail and
Nacfarlane, 2012;San Park & Kim,2009; Delobbe and Vandenberghe, 2000; Al-Aameri,2000;
Meyer et al, 2002; Silverthorne, 2004, and Lund,2003) But their result is conflicting, hence the
need to ascertain the actual relationship between organizational culture and job satisfaction as
well as workers‘ retention. Similarly, despite the considerable body of organizational literature
that has been conducted to examine the relationship between organizational culture and
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employees satisfaction in various countries as well as industries ( Sheridan, 1992), there is very
little literature that recognizes organizational culture studies within the context of commercial
banks in Nigeria, particularly on how job satisfaction amongst employees is affected by
organizational culture dimensions that have otherwise attracted considerable attention in
organizational literature. The choice of this study is motivated by lack of studies on the influence
of organizational culture on the two variables of job satisfaction and workers retention. Hence,
the need for this study.
1.3 OBJECTIVES OF THE STUDY
The main objective of this study is to examine the influence of organizational culture on job
satisfaction and workers‘ retention in the banking sector. While the specific objectives include:
1. To determine the relationship between innovation and risk-taking and job satisfaction in
the banks under study.
2. To examine the relationship between organizational culture (union representation, co-
worker social support, incentive programme) and workers‘ retention in the banking
sector.
1.4 RESEARCH QUESTIONS
The following research questions are intended to elicit answers that will bring about the
realization of the objectives of this study.
1. Is there any relationship between innovation and risk-taking and job satisfaction in the
banks under study?
2. Is there any relationship between organizational culture (union representation, co-worker
social support, incentive programme) and workers retention in the banking sector?
1.5 RESEARCH HYPOTHESES
The following hypotheses guided the conduct of the study:
H11: There is a significant positive relationship between innovation and risk-taking and job
satisfaction in the banks under study.
H12: There is a significant positive relationship between organizational culture (union
representation, co-worker social support, incentive programme) and workers retention in the
banking sector.
2.0 Conceptual Framework
2.1 Organizational Culture
It is difficult to accurately define organizational culture (Hofstede, et al 1990). The term culture
is used widely in the range of social sciences, such as anthropology, psychology, and sociology.
Many scholars who have investigated organizational culture have defined it differently according
to their disciplines and scholarly backgrounds. Hofstede (1991,) defined organizational culture as
―the collective programming of the mind which distinguishes the members of one organization
from another‖. Organizational culture was also defined as ―the observable norms and values that
characterized an organization, influences which aspects of its operations and its members
become salient and how members view and relate with one another, approach decisions, and
solve problems‖ (Chatman, et al 1998). In a review of over 100 studies in anthropology,
sociology and organizational behavior, Deshpande and Webster Jr. (1989) defined organizational
87
culture as ―the pattern of shared values and beliefs which help people understand organizational
functions and thereby provide them with the norms for behavior in the organization‖. In spite of
these differences, most of the researchers agree that organizational culture consists of a
combination of values, norms, beliefs, and assumptions held by organizational members to guide
them to the acceptable behaviour in their organization (Hofstede, 2001). In this regard, a system
of shared basic assumptions, values, and beliefs, which governs how people behave in
organizations(Schein, 1992).
2.2 Job satisfaction:
―An attitudinal variable that reflects how people feel about their jobs overall as well as about
various aspects of them‖ (Spector, 2003).
Organizational culture has a profound influence on several key organizational variables
(Cameron and Freeman, 1991). Also, the literature suggests that organizational culture affects
individual attitudes and behaviors (Lund, 2003; Schein, 1992). One of these main individual
attitudes and behaviours is job satisfaction which was shown to be directly impacted by
organizational culture (MacIntosh and Doherty, 2010).
Job satisfaction is one of the most widely studied concepts in the organizational behaviour field,
as it has been identified as a key job attitude related to the quality of the working context in any
organisation. It has been linked to important organizational variables, such as productivity,
absenteeism, and turnover (Loi, et al 2009). The literature points out to Taylor's scientific study
in 1911 that explored employees' satisfaction and motivation as the starting point in studying the
concept of job satisfaction (Gaspar, 2006). Nevertheless, Taylor is considered the father of what
is known as the Scientific Management which emphasised that economic needs motivate
individuals to increase productivity. This classical era of scientific management was followed by
the human relations era with the Hawthorne studies. Many authors suggest that the Hawthorne
studies in 1924 were the real beginning of studying job satisfaction and motivation. The core
idea of the Hawthorne studies 1924 is that the human element is the most valuable resource in
any organisation. Rather than focusing on personal economic needs to motivate individuals, the
Hawthorne studies focused on the impact of the physical and operational work environment on
employees' jobs satisfaction and productivity (Gaspar, 2006). Since these studies, research into
job satisfaction has flourished and a great number of models and theories have been developed to
explain the complex nature of the job satisfaction phenomena (Locke, 1983).
Nevertheless, to assist in understanding this complex human phenomenon, it is important to start
the discussion on job satisfaction by displaying its different definitions. The general term of
―satisfaction‖ is normally used to describe the psychological state of individuals when their
needs have been fulfilled. However, scholars have defined the term ―job satisfaction‖ in various
ways based on their different points of view. Therefore, it is hard to that there is an ideal
definition that can be used by all researchers. However, it can be argued that most of these
different definitions of job satisfaction share two common themes.
The first theme is related to the conditions or elements that contribute to increasing the feeling of
happiness or satisfaction. For example, one of the earliest definitions following this theme was
presented by Hoppock (1935) who defined job satisfaction as ―Any combination of
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psychological, physiological, and environmental circumstances that cause a person to say, I am
satisfied with my job‖. Porter and Lawler (1968) defined job satisfaction as ―the extent to which
rewards actually received meet or exceed the received equitable level of rewards. The greater the
failure of actual rewards to meet or exceed perceived equable reward, the more dissatisfied a
person is considered to be in a given situation‖. Mumford (1970) defined the concept of job
satisfaction as ―the degree of fit between organizational demands and individual needs, and that
the employee's satisfaction with his job and the employer‘s satisfaction with his job and with
work performance will only be high when this fit is a good one‖.
In addition to the previous theme in defining job satisfaction, there is another orientation. This
orientation focuses on the positive emotions or feelings that are related to one's job. Consistent
with this idea, Vecchio (1995) states that ―job satisfaction is the emotional reaction to work
experience‖. Smith, Kendall, and Hulin (1969) defined job satisfaction as ―the feelings a worker
has about his job which are associated with perceived difference between what is expected as a
fair and reasonable return and what is experienced, in relation to the alternatives available in a
given situation‖. Consistent with the same line of thinking, Locke (1976) defined it as ―a
pleasurable or positive emotional state resulting from the appraisal of one‘s job or job
experience.‖ Finally, Spector (2003) defined job satisfaction as ―an attitudinal variable that
reflects how people feel about their jobs overall as well as about various aspects of them‖.
2.4 Theoretical Framework
This section examines the theoretical framework that guided the conduct of the study. Thus, this
work is anchored on the Content theories of Maslow‘s need hierarchy and Herzberg‘s two-factor
theory as cited in Schemerhorn (2011).
2.4.1 Maslow's Need Hierarchy: Maslow (1943) is known for establishing the theory of
hierarchy of Needs which is considered one of the most well-known theories in the field of
human behaviour and one of the first theories that attempt to categorise the different human
needs (Kreitner & Kinicki, 2009). Prior to Maslow (1943), most of the research into human
behaviour focused separately on the factors that explain how human behaviour is directed and
sustained. Factors such as achievement, power, and even biology were considered to shape the
human behaviour. Maslow (1943) synthesised this large body of research and concluded that
fulfilment of human needs in necessary for both physical and psychological health (Spector,
2003). This means that a need affects human behaviour until it is satisfied. Maslow arranged
human needs in a hierarchy that include physical, social, and psychological needs. He observed
that these needs can be arranged based on their importance to the individual. Those unmet needs
act as a motivator. Once one of these needs has been satisfied, it will no act as a motivator and
the individual will move to satisfy the next higher need in the hierarchy (Hilgert & Leonard,
Psychological Needs
Maslow's Hierarchy of Needs; Source: (Cherrington, 1994)
According to Spector (2003) individuals are motivated by the lowest-level need that is unmet
(unsatisfied). A need must be unmet to be motivating. Thus, when an individual identifies an
unmet need across the hierarchy levels, he/she strives toward satisfying this particular need. For
instance, an individual who lacks one of the physiological needs will direct his/her action to
satisfy this need, and temporarily ignore higher safety needs. Once this lower need has been
89
satisfied, he/she will work on satisfying the previously ignored higher need of safety. According
to this theory, individuals will go through a cycle of activities of satisfying unmet needs until the
highest order of needs is reached.
The following diagram illustrates Maslow's hierarchy of needs focusing on its relationship to the
organizational context. The lowest level of physiological needs consists of the physical
necessities for survival, such as food, water, an air. The second level includes the safety needs,
such as security and protection. The third level constitutes social needs like love. The fourth
level consists of esteem needs, such as self-respect. The fifth and highest level refers to reaching
one's potential and achievement.
2.4.2 Herzberg Two-factor Theory
Frederick Herzberg and his colleagues proposed the ―Two-Factor Theory‖ in 1957. The theory,
also know as ―the Motivator-Hygiene Theory‖ was first published in Herzberg's (1959) book
―The Motivation to Work‖ which was built on Maslow's observations. Herzberg distilled these
observations into a more straightforward ―Two-Factor Theory‖ (Robertson, 2009). Herzberg
developed his Two- Factor theory by studying 200 accountants and engineers in Pittsburgh. The
aim of this study was to identify the factors which make workers dissatisfied and isolate them
from those factors that bring about satisfaction. Participants were asked two questions:
a. When did you feel particularly good about your job?
b. When did you feel exceptionally bad about your job?
After analysing the responses, Herzberg (1959) and his colleagues found that two sets of factors
emerged. The first set related to job aspects associated with job satisfaction, while the other
related to those associated with job dissatisfaction. Herzberg labeled those associated with job
satisfaction motivators, and those associated with job dissatisfaction labelled as hygiene factors.
Hygiene factors include security, supervision, pay, co-workers, and policies. Motivator factors
consist of job aspect relevant to growth needs, such as responsibility, recognition, and
achievement. By separating these two factors, Herzberg argued that job satisfaction is a distinct
construct from job dissatisfaction. Therefore, removing the hygiene factors do not necessarily
lead to job satisfaction. Herzberg argued that there is a dual continuum. Murugan (2007, p. 304)
explained it as ―the opposite of 'satisfaction' is 'no satisfaction' and the opposite of 'dissatisfaction
is no dissatisfaction'‖.
Many scholars have criticised Herzberg's Two-Factor Theory and consider it invalid (Locke &
Henne, 1986). The major problem with the Two-Factor Theory is that it has not been empirically
supported by other studies (Spector, 2003). Also, critics argue that the Two-Factor Theory is
observed because it is natural for people to take credit themselves when things go well. In case of
failure, they tend to blame the external environment (Wall et al 1971).
2.5 Theoretical Exposition
2.5.1: The Relationship beween Innovation and Risk-taking and Job satisfaction/Workers
Retention in Organizations
Innovation and risk-taking is the degree to which employees are encouraged to be innovative and
take risks. Thus, employees feel free to express their ideas and the organization is willing to take
90
risks and to experiment with new ideas and new ways of doing things. If the culture of the
organization is innovative and risk taking then employees will be encouraged towards their
work. They must have the ability to adopt new things in the market. It is thus said that the more
the risk, the more the profit. So, risk-taking organizations are more successful and profitable.
Hence, they trained their employees according to the culture of the organization; and their main
focus is towards their goal which is product development and innovation. Another term for risk-
taking is risk tolerance. This component refers to the level of interest demonstrated by an
employee in activities necessitating dedication, responsibility and risk taking. In some
organizations, employees are willing to take a level of risk to attain the goals. An organization in
which the members freely take organizational responsibilities and risks and demonstrate their
interest in the organization, has strong cultural values and members with mental organization
maturity. On the contrary, in bureaucratic organizations stressing rules and regulations, the
power of hierarchy and external supervision suppress risk tolerance, trust in the organization, and
responsible attitude of personnel (Hosseini and Shahmandi, 2014). Experts define risk tolerance
as a function of personal explanations, attitude, knowledge and competencies.
Nevertheless, innovation and risk taking play a significant role in organizational culture. Both
are indicative of an organization‘s openness to change, and ability to encourage employees to
experiment and take risks (Dellobbe, Haccoun and Vandenberghe, 2001). Innovation leads to
improved orientation (Chipunza and Mao, 2017), adaptability (Fey and Denson, 2003), high
performance (Mathew, 2007), and job satisfaction (Bashayreh, 2009).
Madueke and Emerole (2017) examined the nature of the relationship between innovative culture
and employee commitment/retention in selected commercial banks in Anambra state, Nigeria.
The study established that there is a relationship between organizational innovative culture (idea
generation, capacity and risk-taking) and employee commitment/retention. Habib, et al. (2014)
studied the impact of organizational culture (including innovative culture) on job satisfaction,
employee commitment and turnover intention of employees working in different organizations in
Punjab Pakistan. The finding proved that organizational culture (including innovative culture) is
an important element which highly influences the employee commitment, job satisfaction and
retention.
2.5.2: The Relationship between Organizational Culture (Union representation, co-worker
social support, incentive programme) and Workers Retention in Organizations
To Sheridan (1992), organizational culture have a strong positive impact on employee‘s retention
rates. Delle and Kumasy (2013) looked at the influence of organizational culture on emploiyee
retention using (4) selected banks in the Ghanaian service industry. It was observed that
organizational culture significantly and positively predicted employee retention in the Ghanaian
banking sector. Saad and Hazoor (2011) investigated the effect of organizational culture and job
climate on employee retention in Pakistan. The result of the study indicate that employee
retention depends more on the organizational culture variables (incentive programme, union
representation, co-worker social support) and less on working hours supervisory programme.
Usha and Rashmi (2013) investigated the impact of organizational culture on employee retention
at a cement plant in India. Findings show that the retention policy at Jaypee cement plant are fair
enough and help in employee retention with the organization for longer period.
91
Moreover, Ritchie (2000) notes that from the time of the earliest writers on organizational
culture, it has been suggested that organizational culture affects such outcomes as productivity,
performance, commitment, self confidence and retention. Deal and Kennedy (1989) are of the
view that organizational culture can increase or decrease employee retention rates in
organizations because it affects commitment levels of employees.
2.5.3: The Relationship between Team Orientation and Job Satisfaction In Organizations
Team orientation is the degree to which work activities are organized around teams rather than
individuals. Thus, teams perform most of the work of the organization because through the team
the goals can be achieved successfully rather than working as individuals. A team is a group of
people working towards a common goal. It is a small number of people with complementary
skills who are committed to a common purpose, a set of performance goals, and an approach for
which they hold themselves mutually accountable (Katzenbach and Smith, 1993).
Thus, a team orientation culture, also a significant element of organizational culture organizes
work activities around teams (Naicker, 2008). Established teams deliver better results than
individual efforts (Bauer and Erdogan, 2014). Furthermore, organizations that create teams based
on employees‘ complementary skills are more effective than those that do not (Robbins, Judge,
Odendaal and Roodt, 2013). Chang and Lee (2007) in their research on business professionals in
Taiwan emphasized that group/team oriented culture in organizations raises the employees‘ job
satisfaction; and thus they found a positive relationship between the culture of the organization
and job satisfaction.
Nevertheless, Dyer and Reeves (1995) are of the view that an appropriately designed human
resource (HR) system, which typically includes teamwork have a positive effect on an
employee‘s job satisfaction, commitment and motivation, leading to behavioural changes that
result in improved organizational performance. One research study found out that a positive
correlation exists between team orientation (i.e., esprit de corps) and employee job satisfaction
level (Homburg, Workman and Jansen, 2002).
2.5.4: The Relationship between Attention to Detail and Job Satisfaction in Organizations
Attention to detail is the degree to which employees are expected to exhibit precision, analysis,
and attention to detail in their work. Thus, attention to detail refers to the degree to which
employees‘ exhibit precision and analysis in their daily activities (Naicker, 2008). Some
organizational culture experts argue that the emphasis on innovation and aggressiveness
compromises the attention to detail (Chow, Harrison, Mckinnon and Wu, 2001). Nonetheless,
Bikmoradi, Brommels, Shoghli, Zavareh and Masiello (2008) state that an organizational culture
that de-emphasizes attention to detail engenders a negative response from employees.
Moreover, Sabri, Ilyas and Amjad‘s (2011) study, which notes that organizational culture in
Pakistan is categorized into one that related to managers and leaders (OCM) and another to
employees (OCE)(attention to detail); observed that the effect of both cultures on job satisfaction
were positive and significant among faculty members in both the public and private higher
education institutions. Aoms and Weathington (2008) in their study on teaching fraternity of the
university of Tennesse at Chattanooga argued that the organization with strong and suitable
culture (including attention to detail) positively affects not only the satisfaction of the employees
but also the job commitment of the employees with the organization.
92
2.6 Empirical Review
Madueke and Emerole (2017), in their study examined the nature of relationship between
innovative culture and employee commitment of selected commercial banks in Anambra state of
Nigeria. The research employed the descriptive survey design. Organizational culture (innovative
culture) is the independent variable and employee retention of commercial banks is the
dependent variable. The study established that there is a relationship between organizational
innovative culture (idea generation, capacity and risk taking) and employee retention
(commitment).
The different elements of organizational culture are perceived to be related to either intrinsic or
extrinsic job satisfaction of employees. For example, if the institution allows innovation and risk-
taking among its academic professionals, it is assumed that they will develop intrinsic motivation
(Lee and Chang, 2008), while promoting team and people oriented approaches are linked to the
extrinsic motivation of the academic professionals (Griffin, Patterson and West, 2001). If the
institution emphasizes stability and maintenance of the status quo, then academic employees will
be negatively satisfied since an academic environment is one in which ideas and change are
organic and evolving (Trivellas and Dargenidou, 2009). Robbins (2003) suggested that at the
organizational level, organizations with more satisfied employees tend to be more effective than
organizations with less satisfied employees. In another study, the researcher noted that satisfied
employees tend to be more productive, creative, and committed to their employers. Bhatti and
Qureshi (2007) noted that job satisfaction leads to productivity through bringing high quality
motivation and through enhancing working capabilities of employees.
Moreover, Behzadi, et al., (2012) found no significant relationship between organizational
culture and job satisfaction among physical education office staff of Mazandaran province.
Askari (2011) conducted a study to find if there is any relationship between organizational
culture and job satisfaction/job stress of personnel in government departments at Firozabad city
and found that there is a meaningful and negative relationship between organizational culture
and job satisfaction/job stress.
2.7 Gap in Knowledge/Literature
Bashareh‘s (2009) study examining the relationship between the dimensions of organizational
culture and job satisfaction in Malaysia‘s higher education recorded a significant positive
relationship between organizational culture factors such as organizational supportiveness,
innovation and stability, and communication and job satisfaction. Tsai (2011) studied 200
hospital nurses in Taiwan to find out job satisfaction, organizational culture and leadership
behavior among them. He found that there is a significant positive relationship between
organizational culture and job satisfaction. Mansoor and Tayib (2010) in their study on indirect
tax administration in Malaysia observed strong positive impact of organizational culture on job
satisfaction. To Sheridan (1992), organizational culture have a strong positive impact on
employee‘s retention rates.
Moreover, Behzadi, et al., (2012) found no significant relationship between organizational
culture and job satisfaction among physical education office staff of Mazandaran province.
Askari (2011) conducted a study to find if there is any relationship between organizational
culture and job satisfaction/job stress of personnel in government departments at Firozabad city
93
and found that there is a meaningful and negative relationship between organizational culture
and job satisfaction/job stress.
Thus, despite so much studies, there is contradiction about the effect of organizational culture on
job satisfaction and workers retention in organizations. As there is much contradiction in results,
the question is that either organizational culture enhances job satisfaction and workers retention
or not. So, there is further need to research to cover this gap; and this study intends to fill in this
gap by exploring the influence of organizational culture on job satisfaction and workers retention
with particular reference to four selected banks in Anambra state.
3.0 METHODOLOGY
This study employed the survey design. Organizational culture is the independent variable and
employee satisfaction and retention of commercial banks are dependent variable. Data used for
this study were generated through primary and secondary sources. Primary data were collected
through the questionnaire and interviews, and secondary data were obtained from banks‘ records
and internet. Structured questionnaire was used in collecting primary data for the study, and it
contains items structured around the hypothesized statements that were based on a five-point
Likert scale (Strongly Disagree =1; Disagree = 2; Neutral = 3; Agree= 4; Strongly Agree = 5) in
which respondents were expected to choose any of the above.
The target population of the study is the staff of the four selected banks in Awka, Onitsha, and
Nnewi in Anambra state, namely: Fidelity bank Plc, First bank Plc, Ecobank Plc and Union bank
Plc.
The total number of core workers in the employment of these banks as obtained from the
individual banks in the area is 1,089. I.e. Fidelity bank is 273 staff, First bank is 280 staff,
Ecobank is 260 and Union bank is 276 staff; hence, they formed the population of this study. The
fact that the population of this study is finite necessitated the use of the Taro Yamane‘s formula
to draw up the appropriate sample size by the researcher. Hence, the sample size is calculated to
be 293. A stratified random sample was used in this study. Using this method, distribution of the
copies of the questionnaire/stratification of the employees was strictly based on their positions in
organizational hierarchy: top, middle, lower levels of management and junior workers
respectively. The data generated were analyzed using frequency table and simple percentage
analysis. The hypotheses for the study were tested by the use of chi-square test statistic, at the
0.05 level of significance.
A total number of 293 copies of the questionnaire were distributed, out of which 250 copies were
duly completed and returned at the time of writing of this research, and this represents an 85.3%
response rate.
4.0 DATA PRESENTATION AND ANALYSIS
4.1 TEST OF HYPOTHESES
In this study, four hypotheses were empirically tested. This was aimed at verifying the validity of
the proposition and to find out the relationship existing between the variables under study.
Hence, the chi-square test statistic often denoted as, was used to test the research hypotheses.
94
Thus: (0,05) =
Fe
Where:
= Calculated chi-square values
Fo =Observed Frequency
Fe = Expected Frequency
∑ = Summation
4.4.1 Test of Hypotheses one
Ho: There is no significant positive relationship between innovation and risk-taking and job
satisfaction in the banks under study.
Hi: There is a significant positive relationship between innovation and risk-taking and job
satisfaction in the banks under study.
The questions in table 4.3.1 (The Relationship between innovation and risk-taking and job
satisfaction in the Banks under study) were used in testing this hypothesis.
Tabulated Chi-Square value, i.e., X2 12 (0.05) = 21.0
Decision Rule:
Reject H0 and accept H1 if the computed/calculated chi-square value is greater than the
critical/tabulated value, otherwise do not reject H0 .
Decision:
Since the calculated chi-square value of 229.15 is greater than the tabulated value of 21.0, we
reject H0 and accept H1 and conclude that there is a significant positive relationship between
innovation and risk-taking and job satisfaction in the banks under study.
Please see Appendix 3 for the computation of the chi-square test statistic for the test of
hypothesis one.
4.4.2 Test of Hypothesis Two
Ho: There is no significant positive relationship between organizational culture (union
representation, co-worker social support, incentive programme) and workers retention in the
banking sector.
Hi: There is a significant positive relationship between organizational culture (union
representation, co-worker social support, incentive programme) and workers retention in the
banking sector.
The questions in table 4.3.2 (The Relationship between organizational culture (union
representation, co-worker social support, incentive programme) and workers retention in the
Banking sector) were used in testing this hypothesis.
Tabulated Chi-Square value, i.e., X2 12 (0.05) = 21.0
95
Decision Rule:
Reject H0 and accept H1 if the computed/calculated chi-square value is greater than the
critical/tabulated value, otherwise do not reject H0 .
Decision:
Since the calculated chi-square value of 58.87 is greater than the tabulated value of 21.0, we
reject H0 and accept H1 and conclude that there is a significant positive relationship between
organizational culture (union representation, co-worker social support, incentive programme)
and workers retention in the banks under study.
Please see Appendix 3 for the computation of the chi-square test statistic for the test of
hypothesis two.
4.5: Discussion of Results
The test of hypothesis one deals with the relationship between innovation and risk-taking in the
banks under study. The test concludes that there is a significant positive relationship between
innovation and risk-taking and job satisfaction in the banks under study. This finding appears
consistent with Habib‘s et al., (2014) observation that organizational culture (including
innovative and risk-taking culture) is an important element which highly influences the employee
commitment, job satisfaction and retention.
Moreover, the test of hypothesis two dwells with the relationship between organizational culture
(union representation, co-worker social support, incentive programme) and workers retention in
the banks under study. Findings from this test shows that there is a significant positive
relationship between organizational culture (union representation, co-worker social support,
incentive programme) and workers retention in the banking sector. This finding has found
tremendous research support in Saad and Hazoor‘s (2011) study, which investigated the effect of
organizational culture and job climate on employee retention in Pakistan. Their finding indicate
that employee retention depends more on organizational culture variables (incentive programme,
union representation, co-worker social support) and less on working hours supervisory
programme. Usha and Rashmi (2013) also lends credence to this finding by stating that
organizational culture help in employee retention in organizations for longer periods.
5.0 Summary of Findings, Conclusion And Recommendations
The major findings of the study are as follows:
1. That there is a significant positive relationship between innovation and risk-taking and
job satisfaction in the banks under study.
2. That there is a significant positive relationship between organizational culture (union
representation, co-worker social support, incentive programme) and workers retention in
the banking sector.
3. Team orientation culture positively influences job satisfaction in the banks under study.
4. Attention to detail positively influences job satisfaction in commercial banks in Anambra
state.
This work has specifically addressed the influence of organizational culture on job satisfaction
and workers retention with particular reference to four selected commercial banks in Anambra
96
state. The study found out that organizational culture dimensions play a major role in the banking
sector as a way of enhancing employees‘ job satisfaction and worker‘s retention. The study
concudes that there is a positive relationship between innovation and risk taking and job
satisfaction in the banks under study. It also reveals that there is a significant positive
relationship between organizational culture (Union representation, co-worker social support,
incentive programme) and workers retention in the banking sector. The study further reveals that
team orientation culture positively influences job satisfaction in the organizations under study,
and that attention to detail positively influences job satisfaction in commercial banks in Anambra
state.
The recommendations of the study included both suggestions to management as well as other
organizations that wish to align organizational culture to the job satisfaction/retention of their
employees. Thus, the following recommendations were made:
1. To align organizational culture to job satisfaction of employees, managers should
understand the different dimensions of organizational culture (especially innovation and
risk-taking) and how they relate to job satisfaction so as to avoid misconceptions.
2. Employees in organizations should also be given an opportunity to do different tasks.
Job rotation should be a policy in the bank whereby employees should not stay on the
same job for more than two years. This is one way of ensuring that the employees are
satisfied. The bank should also ensure that all employees are treated fairly if it wants to
enhance the job satisfaction/reduce the turnover of its employees. Management should
also ensure that information is widely spread across board so that people have the
information they need when they need it. The bank must also ensure that it puts in place a
proper channel for grievance handling and that problem solving should be done
collectively in the organization.
5.5 CONTRIBUTION TO KNOWLEDGE
The major contribution to knowledge by made by this study is that there is a significant positive
relationship between innovation and risk-taking and job satisfaction in commercial banks in
Anambra state. This finding agrees with the observations of Habib, et al., (2014) and Bashayreh
(2009) that innovation and risk- taking leads to improved employees‘ commitment, job
satisfaction and retention rates. Another contribution to knowledge made by this study is that
attention to detail positively influences job satisfaction in commercial banks in Anambra state.
This result appears consistent with Sabri, et al., (2011) observation that the effect of an
organizational culture that related to employees (OCM)(attention to detail) on job satisfaction
was positive and significant.
97
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