Organizational climate - job satisfaction relationship in a public sectok organization

Putti, Joseph M.; Kheun, Lee Song

doi:10.1080/01900698608524521

Cited by 15 publications

(12 citation statements)

References 12 publications

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“…Overall, literature supports the views of Putti and Kheun (1986) and Sempane et al (2002) that corporate culture impacts on job satisfaction. It was therefore hypothesised that the different dimensions of corporate culture are positively related to job satisfaction.…”

Section: The Relationship Between Corporate Culture and Job Satisfactionsupporting

confidence: 50%

“…Coster, 1992;Du Plessis, 2003) as well as meaningful work (e.g. Hackman & Oldham, 1976;Porter et al, 1975), on job satisfaction is reflected in the positive relationship of a corporate culture characterised by the enforcement of quality and the encouragement of creativity with satisfaction (Cohen-Rosenthal & Cairnes, 1991;Coster, 1992;Johnson & McIntye, 1998;Odom et al, 1990;Putti & Kheun, 1986).…”

Section: Discussionmentioning

confidence: 99%

“…Concern for employees is displayed through a supportive attitude in a people-orientated, encouraging and trusting environment. Such employer attitudes are positively related to job satisfaction (Agho et al, 1993;Putti & Kheun, 1986;Ritter & Anker, 2002) and to employee commitment and group cohesion (Odom et al, 1990;Van Vuuren, 1990). Another value related to job satisfaction is that of non-discrimination as reflected in fairness and equal opportunities for all workers (Coetzee & Vermeulen, 2003;Ritter & Anker, 2002;Veeran & Katz, 2002;Visser et al, 1997).…”

Section: The Relationship Between Corporate Culture and Job Satisfactionmentioning

confidence: 99%

“…Numerous studies have shown that an unrealistic workload has a decreasing effect on job satisfaction (Agho et al, 1993;Becherer et al, 1982;Bhargava & Kelkar, 2000). Concern for quality in work output and the safety and security of staff and clients (Cohen-Rosenthal & Cairnes, 1991;Moynihan & Pandey, 2007;Putti & Kheun, 1986) as well as a culture of innovation and creativity (Coster, 1992;Johnson & McIntye, 1998;Odom, Boxx & Dunn, 1990) enhance job satisfaction. The last-mentioned has also been linked to employee commitment to the organisation.…”

Section: The Relationship Between Corporate Culture and Job Satisfactionmentioning

confidence: 99%

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The relationship between employee motivation, job satisfaction and corporate culture

Roos

Eeden

2008

SA j ind psychol

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Empirical ResearchThe relaTionship beTween employee moTivaTion, job saTisfacTion and corporaTe culTure ABSTRACT 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 coefficients 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 findings provided support for the linear relationships and, more importantly, identified the drivers of these relationships. The findings did not support the moderator effect. Using these findings, marketing research organisations, in particular, can be guided in terms of workplace attitudes under managerial influence.Keywords: Corporate culture, job satisfaction, marketing research Against the background of increasing local and global competitiveness, it is crucial for any organisation, particularly for those in developing countries with limited skills resources, such as South Africa, to ensure that it consistently develops and retains a loyal, committed and able workforce. This presupposes employees who are satisfied with the work that they do and with the culture of the organisation that they are employed by and who are consequently motivated to continue their relationship with that organisation. Peters and Waterman (1982) regard the commitment of employees to organisational values and beliefs -the organisational culture -as a crucial factor in the success of a company. The way that people are managed has a powerful impact both on productivity and on profitability. Variance of these aspects can be accounted for by differences in corporate culture, together with different levels of job satisfaction and employee motivation and commitment (Finck, Timmers & Mennes, 1998;Schofield, 1998;Watson, 1994). Organisational effectiveness depends on how organisations manage their employees (Moynihan & Pandey, 2007).This study regarded motivation and job satisfaction as key determinants of organisational success, both of which are influenced by aspects of corporate culture. Research on these three concepts and on combinations of these concepts has been reported but this investigation contributes to this body of knowledge by considering all three concepts in the same study.A thorough understanding of the nature and significant sources of motivation and job satisfaction, insofar as these concepts are related to corporate culture, can enable employers to effect the required positive strategic changes towards optimal employee loyalty and retention. For example, an organisation can select candidates with a high degr...

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Section: The Relationship Between Corporate Culture and Job Satisfactionsupporting

confidence: 50%

Section: Discussionmentioning

confidence: 99%

Section: The Relationship Between Corporate Culture and Job Satisfactionmentioning

confidence: 99%

Section: The Relationship Between Corporate Culture and Job Satisfactionmentioning

confidence: 99%

See 2 more Smart Citations

The relationship between employee motivation, job satisfaction and corporate culture

Roos

Eeden

2008

SA j ind psychol

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“…The Organizational climate is positively related to the job satisfaction and organizational commitment. The higher organizational climate will lead to higher job satisfaction and more organizational commitment (Pati & Reilly, 1977;Mahajan, Churchill, Ford, & Walker, 1984;Putti & Kheun, 1986;Ruth, 1992;Gratto, 2001;Clercq & Rius, 2007). Yi-Jen, (2007), has found a positive relationship between job satisfaction and organizational climate in his study on Taiwan service industry.…”

Section: Literature Reviewmentioning

confidence: 99%

A Comparative Study of Organizational Climate and Job Satisfaction in Public, Private and Foreign Banks

Bhutto¹,

Laghari²,

Butt³

2012

ASS

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The purpose of this study was to investigate the relationship between measures of organizational climate and measures of job satisfaction as applied to executives of public, private, and foreign banks. Another purpose of this study was to determine whether perceptions of different employees are different about organizational climate and job satisfaction or not. Based on the previous relevant research studies 14 factors were identified for each of both organizational climate and job satisfaction. Data was collected through personally administered questionnaires based on 42 questions from the 12 branches of banks under consideration. Fourteen questions were related to organizational climate, other fourteen for job satisfaction and the same numbers of questions were used to investigate the impact of organizational climate on job satisfaction. Two hypotheses were formulated and tested through Kruskal Wallis test, where as multiple regression analysis were used to investigate the impact of 14 sub factors of organizational climate on job satisfaction.

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A review of the participatory management literature: Implications for HRD research and practice

Kahnweiler

1991

Human Resource Dev Quarterly

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This review of 294 articles addresses participatory management from the perspective of several disciplines. Each article was classified across four dimensions: primary thrust, level of focus, audience, and HRD implications. Analyses revealed that the majority of writings have the following characteristics: (1) a conceptual or anecdotal account, (2) promotion of participative strategies, (3) focus geared to human resource professionals, and (4) lack of explicit direction for HRD research and practice. Results suggest the need to conduct empirically based outcome research that measures the effects of participatory practices on divisions or other units rather than on the total organization. Other suggestions for HRD research and practice are discussed.

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Organizational climate - job satisfaction relationship in a public sectok organization

Cited by 15 publications

References 12 publications

The relationship between employee motivation, job satisfaction and corporate culture

The relationship between employee motivation, job satisfaction and corporate culture

A Comparative Study of Organizational Climate and Job Satisfaction in Public, Private and Foreign Banks

A review of the participatory management literature: Implications for HRD research and practice

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