The impact of organisational culture and person-organisation fit on job satisfaction and organisational commitment in China and the USA

Abstract

This study investigated the impact of organisational culture and person-organisation fit on job satisfaction and organisational commitment using data collected from 1,838 employees in 129 US and 111 Chinese firms. We hypothesised that: 1 there is a significant relationship between perceived organisational culture and work attitudes 2 there is a significant gap between practices (perceived culture) and values (preferred culture) 3 job satisfaction and commitment are inversely related to the size of the perceived/preferred gap (P-O fit) 4 P-O fit is a stronger predictor of job satisfaction and organisational commitment than country 5 perceived culture is a stronger predictor of job satisfaction and organisational commitment than either country or P-O fit.Three of these five hypotheses were fully supported, two were partially supported; however little evidence was found to support the value of P-O fit as a strong predictor of work attitudes. The theoretical and practical implications of these findings are discussed.

The Mediation Effect of Organizational Commitment in the Relation of Organization Culture and Employee Performance

“…Furthermore [10] conducted study in Taiwan and found that organizational culture plays an important role in driving the level of job satisfaction and commitment. Another research using 1838 employees in US and China by [11] reveals significant relations between perceived organizational culture and work attitudes. In particular, perceived constructive culture has a strong positive relationship with job satisfaction and organizational commitment.…”

“…The present study support previous literatures regarding the relation of organization culture, organizational commitment, and emplyee performance. Study in India [8], Hongkong and Australia [8], Taiwan [10], US and China [11] reveal significant relations between perceived organizational culture and work attitudes (organizational commitment). Our study also shows the significant and positive relation between culture and organizational commitment.…”

Building a Proactive, Engagement Culture in Asset Management Organizations

“…Organizational culture is a function of factors -both internal and external to the organisation (Shelton et al 2011). External factors such as nationality (national culture) are not examined in this study because we are more interested in understanding the impact of workplace processes on the work practices of technical and engineering employees.…”

Effects of Fringe Benefits on Employee Loyalty: A Study on University Teachers in Khulna City of Bangladesh

“…Consequently, welfare benefits offered for improving employee living standard let them feel themselves as a part of their enterprise. It's not an issue of secrecy that employees being motivated by the internal working conditions tend to perform better and accomplish more (Shelton et al, 2011). Furthermore, Pichler & Wallace (2009) report that employee commitment and loyalty to the organization increase with the benefits that improve the employee living standards.…”