A critical review on impact of the corporate culture on employee motivation and job satisfaction

Abstract

Via a poll of fitness employees, this study investigated the impact of corporate culture on job satisfaction and intention to leave the business. The values, attitudes, and basic assumptions that help influence and coordinate member behavior are generally referred to as organizational culture. The Cultural Index for Fitness Organizations (CIFO) was created to particularly measure organizational culture in the fitness industry. Staff competency, environment, connection, formalization, sales, service-equipment, service-programs, and organizational presence were discovered through exploratory factor analysis to be eight components that describe cultural features common to this setting. The path analysis method was used to investigate the relationship between organizational culture variables, job satisfaction, and intention to leave. The findings revealed a partially mediated model of organizational culture that explained 14.3% of the variance in job satisfaction and 50.3% of the variance in job performance the variance with desire to depart the organization. The findings show the multidimensionality and complexity of corporate culture in the fitness industry. The goal of this study is to determine the effect of organizational commitment, servant leadership, and job satisfaction on organizational commitment and job performance via work motivation as moderating variables for economics and management lecturers at private universities in east Surabaya. According to the findings of this study, corporate culture, servant leadership, and work satisfaction all have a favorable impact on organizational commitment and job performance

Work Motivation and Organizational Commitment among IT Employees

“…It refers to an employee's psychological attachment to the organization. This commitment plays a vital role in determining whether an employee will stay with the organization long-term and work passionately toward its goals (Bhat, 2023).…”

“…This aspect is crucial because it indicates not only satisfaction but also active engagement in organizational activities. Employees with high affective commitment are likely to stay with the organization longer and contribute more effectively (Bhat, 2023). Continuance commitment, the second component, is related to the perceived costs of leaving the organization.…”

“…Employees with high continuance commitment may stay not out of a strong emotional bond but because they feel they have invested too much to leave. This form of commitment is more about the fear of losing the benefits and comforts associated with the job rather than a genuine desire to stay (Bhat, 2023). Normative commitment, the final component, is driven by a sense of obligation or duty to remain with the organization.…”

“…Understanding these components of organizational commitment is essential for management to create strategies that foster stronger employee engagement and retention. By addressing factors that contribute to each component, organizations can cultivate a more committed and motivated workforce (Bhat, 2023). The significance of organisational commitment stems from its correlation with specific behavioural and attitudinal outcomes in the workplace.…”