Influence of organizational culture and leadership style on employee satisfaction, commitment and motivation in the educational sector in Qatar

Abstract

Purpose The purpose of this paper is to explore the influence of organizational culture and leadership style on employees’ job satisfaction, organizational commitment and work motivation in the educational sector in the state of Qatar. Design/methodology/approach The study was conducted using a questionnaire with a sample size of 364 employees in the educational sector in Qatar. Data were analyzed using factor analysis, Pearson correlation and multiple linear regression, were employed to examine the relationships between the variables under investigation. Findings Significant positive relationships were observed between supportive culture and job satisfaction; supportive culture and organizational commitment; participative-supportive leadership and job satisfaction; directive leadership and job satisfaction; job satisfaction and work motivation; job satisfaction and organizational commitment. Practical implications This paper would help managers and policy-makers in the education sector to develop a better understanding of organizational culture and leadership styles and their influence on employee satisfaction, commitment and motivation. Originality/value The education sector is experiencing a fast growth in Qatar due to significant outlays by the government. This study is among the first in the country to understand the variables affecting employees’ performance in education sector.

Model kinerja koperasi

“…Hasil penelitian menunjukkan bahwa empowering leadership memiliki peran dalam meningkatkan kinerja organisasi (Carmeli et al, 2011;Humborstad et al, 2014;Tung & Chang, 2011). Selain itu, empowering leadership juga dapat memfasilitasi pengembangan pengetahuan untuk mempertahankan kinerja organisasi (Al-Sada et al, 2017). Empowering leadership juga dapat membantu para bawahan yang kurang kreatif melalui arahan, sehingga diharapkan dapat berkontribusi meningkatkan kinerja organisasi (Audenaert & Decramer, 2018;Kundu et al, 2019).…”

“…Budaya organisasi (X2) diasumsikan sebagai suatu kebiasaan yang terbentuk antar karyawan dan menjadi identitas organisasi. Budaya organisasi memiliki tiga indikator yaitu: budaya birokrasi, budaya inovatif, dan budaya yang mendukung (Al-Sada et al, 2017;Silverthorne, 2004;Yiing & Ahmad, 2009). Responden menyatakan jawabannya dengan skala likert lima poin (1 sangat tidak setuju sampai dengan 5 sangat setuju).…”

“…Komitmen organisasi (Y1) dijelaskan sebagai bentuk keterikatan karyawan dengan organisasi. Komitmen organisasi memiliki tiga indikator yaitu: affective commitment, continuance commitment, dan normative commitment (Al-Sada et al, 2017;Pathardikar & Sahu, 2011;Silverthorne, 2004;Simosi & Xenikou, 2010;Yiing & Ahmad, 2009). Responden menyatakan jawabannya dengan skala likert lima poin (1 sangat tidak setuju sampai dengan 5 sangat setuju).…”

Revitalization the Internal Quality Assurance Through Leadership, Commitment, and Organization Culture

“…Nationally, the achievement of quality standards internally refers to the Internal Quality Assurance System Guidelines by the Ministry of Research, Technology, and Higher Education (2018), so the implementation of IQAS begins with planning, implementation, evaluation, and control, and development. In terms of imple-mentation, organizational culture is seen as a driving variable that can become a common framework by involving various parties to achieve the quality standards set (Davies, Hides, & Casey, 2001;Al-Sada, Al-Esmael, & Faisal, 2017;Kartolo & Kwantes, 2018).…”

The Mediating Effects of Procedural Justice on the Relationship between Performance-based Remuneration Management and Job Satisfaction

“…Fifth, a larger sample size should be used because it may decrease response bias and represents the studied population. Finally, other elements of performance-based remuneration such as pay rises, pay forms, leadership style, and managerial accountability need to be given priority because their roles are often discussed in many remuneration management research literature (Al-Sada, Al-Esmael & Faisal 2017;Chen, Eriksson & Giustiniano 2017;Ghosh et al 2016). The significance of these issues needs to be further elaborated in future research.…”