Organizational culture and job satisfaction: a study among non-teaching personnel in the DepEd district of Bokod

Employees’ importance has recently started to be discussed by maritime organizations with the emergence of employee-oriented management strategies. While organizations are competing in today’s wild market environment, the success of companies depends on keeping employees happy. Besides job satisfaction of the employees trigger their performance especially in the maritime sector. This study aims to reveal the relationship among organizational culture, job satisfaction and intention to stay at work in a container port management organization. Data obtained through an online Likert-scale questionnaire of organizational culture perception, job satisfaction and intention to stay at work from 302 land-based employees of a Turkish port operator organization were tested with the Structural Equation Model. The uncertainty avoidance, masculinity, time-oriented, power distance, individuality dimensions of organizational culture have been tested. Results showed that the time-orientation dimension of organizational culture is effective on job satisfaction and job satisfaction has a positive effect on the intention to stay at work.

1. INTRODUCTIONJob satisfaction is among the most studied concepts in organizational studies. Job satisfaction is multi- dimensional construct with variety of definitions and related concepts which have been studied since the beginning of the 20th century. Smith (1969) suggested that job satisfaction can be categorized on the basis of individual's needs. Job satisfaction is defined as the sum total of individual's stance towards various job-related factors including work itself, supervisors, colleagues, working conditions, compensation and reward and recognition (Schultz et. al., 2003). Individuals are more satisfied when they feel that their abilities, values and experiences are adequately used in the organization (Buitendach and De Witte, 2005). Organizational culture hasbecome widely researched topic in the last few years. Uttal (1983, p. 66) has defined organization culture as a system of shared values (what is important) and beliefs (how things work) that interact with an organization 's people, organizational structures and control systems to produce behavioural norms . Shein (1985, p. 6) explained organizational culture as deeper level of basic assumptions and beliefs that are shared by members of an organization, that operate unconsciously and that define in basic taken-for-granted fashion the organization's view of itself and its environment.The primary reason for which job satisfaction has become such heavily studied notion is its impact on various organizational outcomes such as commitment, performance and identification. Researchers have studied job satisfaction broadly in the context of an organization and on individual level, but the latter has received greater attention (Judge et al., 2002). Huang and Wu (2000), Odom et al. (1990) and Silverthorne (2004) have studied the impact of different types and dimensions of organizational culture on job satisfaction, but studies pertaining to organizational values and job satisfaction are rare. Thus, the current study attempts to explore the effects of various organizational values on job satisfaction. Organizational values, along with attitudes and norms, compose organizational culture (Schein, 1985). Employee's own personality, preferences and characteristics have great impact on how they perceive organizational culture (Palthe and Kossek, 2003). Researches have also linked age, gender, job tenure and education to the job satisfaction of the employees (Moyes et al., 2006; Igbaria and Guimaraes, 1993). Therefore, the present study also investigates the influence of age and gender on the relationship between organizational culture and job satisfaction.2.LITERATURE REVIEW2.1.Job satisfaction, organizational culture and their relationshipResearchers have always been interested in knowing the factors that influence the attitudes and the behaviour of the employees. Aiken et al. (2000) revealed working condition to affect the employee's attitude. Similarly, Verplanken (2004) suggested individual's values to be an important aspect shaping their perception towards organization. Therefore, organizational researchers have been interested in understanding the various organizational values that influence various job attitudes. Odam et al. (1990), in their study of organizational culture, job satisfaction and organizational commitment revealed that the individual's job satisfaction and organizational commitment is negatively affected by bureaucratic culture. Silverthorne (2004) concluded in his study that job satisfaction of the employees is impacted by the supportive organizational culture, innovative organizational culture and bureaucratic organizational culture, in descending order.There has been lack of consensus amongst researchers regarding the influence of cultural dimensions on job satisfaction. Huang and Wu (2000) found job satisfaction of the employees to be positively influenced by control & management, result orientation and professionalism. …

The association between organizational culture and job satisfaction among employees of Colleges of Education was the focus of this paper. The study’s main objective was to determine whether certain aspects of organizational culture have an impact on workers’ job satisfaction. Employees of Ghanaian Colleges of Education were the focus of a cross-sectional study. A systematic questionnaire was used to collect the data; 200 questionnaires were given out, and 179 valid questionnaires were returned. Utilizing a stratified and straightforward random selection procedure, the personnel were chosen. The quantitative data was analysed using Statistical Product and Service Solution (SPSS), version 20.0. The correlation analysis was used to determine the relationships between organizational culture and job satisfaction. It emerged that except power culture, the other variables of the dimensions of organisational culture had a positive relationship with employees’ job satisfaction. In the light of this, the authors advise that the management and administrators of Colleges of Education should heavily emphasize the components of organizational culture which are authority, role, achievement, and support. The goal of this paper is to help employees understand the fundamentals of organizational culture, which will increase their job satisfaction. Keywords: Organisational Culture, Cultural Dimensions, Job Satisfaction, Colleges of Education, Employees

Organisational culture and job satisfaction are crucial insofar as human resources are the most valuable resources organisations have in today's business world. Organisational culture encompasses the characteristics that unite and integrate employees of an organisation and distinguish them from employees of other institutions. An employee who has high job satisfaction is an employee who enjoys his/her job and is satisfied with the conditions provided by the organisation. By doing the best that they can do, employees with high job satisfaction ensure that the institution has a competitive advantage and, as a result, extends its life. In this study, questions about organisational culture, levels of job satisfaction and factors influencing them were examined in higher education institutions in Bishkek, Kyrgyzstan. Determining the relationship between organisational culture and job satisfaction in higher education institutions was also one of the objectives of this study. In this study, factors influencing organisational culture and job satisfaction in the case of higher education institutions in the service sector were investigated. In line with the research objective, a questionnaire was conducted in order to be able to explain the factors influencing organisational culture and job satisfaction of university employees and describe the relationship that exists, if any, between organisational culture and job satisfaction. Results showed that there is a significant linear and positive correlation between organisational culture and job satisfaction at a level of 47.2 %, which corresponded to a medium strength. In this case, an improvement in organisational culture will cause an increase in job satisfaction.

Resmi ve Özel İlköğretim Okullarının Kültür ve Etkililik Düzeylerinin Karşılaştırılması

PurposeThis study aims to examine the relationships between organizational culture, employee loyalty, trust and job satisfaction within the Lebanese health-care sector. It addresses the critical need to improve employee retention and organizational performance in a context marked by economic instability and political uncertainty. By analyzing data from 270 health-care professionals, the study aims to explore how different aspects of organizational culture – such as transparency, supportiveness and ethical leadership – affect employee trust and satisfaction. These factors, in turn, play a significant role in enhancing employee loyalty, which is crucial for reducing turnover and ensuring the stability of health-care services.Design/methodology/approachThe research used a quantitative methodology, gathering data from 270 health-care professionals across various private health-care institutions in Lebanon. A structured survey was used, and responses were analyzed using structural equation modeling (SEM) to test the proposed hypotheses. The SEM approach was chosen for its ability to evaluate both measurement and structural models, ensuring robust validation of the theoretical framework. Partial least squares (PLS-SEM) was specifically applied, given its suitability for smaller sample sizes and complex models. After screening and cleaning the data, the final sample size was 270, ensuring a representative and accurate analysis.FindingsThe research findings reveal that a strong organizational culture significantly enhances employee loyalty, mediated by higher levels of trust and job satisfaction. Cultures characterized by transparency, supportiveness and ethical leadership are shown to build trust among employees, which directly contributes to greater job satisfaction. This satisfaction, in turn, plays a crucial role in strengthening employee loyalty, helping to reduce turnover rates and maintain organizational stability. The study underscores the importance of fostering a positive corporate culture as a strategic tool in health-care settings, particularly in challenging environments like Lebanon, to improve both employee engagement and overall performance.Originality/valueThis study offers originality by focusing on the underexplored Lebanese health-care sector, particularly in the context of organizational culture’s impact on employee loyalty, trust and job satisfaction. While much research has been conducted in more stable economies, this study addresses the unique socio-economic challenges faced by health-care institutions in Lebanon, including political instability and economic volatility. By using SEM, the research provides new insights into the critical role of transparent, supportive and ethically driven organizational cultures in enhancing employee engagement and retention. These findings offer both theoretical contributions and practical applications for similar sectors globally.

This study examines employees’ perceptions and reactions regarding the organizational culture for their job satisfaction where the five variables or organizational culture are selected as working conditions, compensations, respect from co-workers, relationships with supervisors and opportunity for advancement. The key purpose of this study effort was to investigate how organizational culture can affect job satisfaction of the employees in response their perceptions and reactions towards the organizational culture factors. This study operationally defined culture in terms of working conditions, compensations and benefits, respect from co-workers, relationships with supervisors and opportunity for advancement. To this research, both primary and secondary data are used where the statistical population included the employees of bank organizations in Bangladesh. Almost primary based, the data were collected through the distribution of a standardized questionnaire among 500 employees through convenience sampling. This study revealed that Respects from the co-workers as the components of organizational variable has the most domination in framing Job Satisfaction in respect of the employees perceptions of the bankers where working conditions has the least among five explanatory variables. The statistical result of this paper also found that the selected organizational culture related variables have the direct effect over the level of job satisfaction to either increase or decrease. The results of this study supported the reliability measures of the organizational culture questionnaire over the populations, regardless of the reality that the sample size for this study was inadequate. A further suggestion for future research would be to establish whether improving measurement and response mechanisms in the jobs of social workers would positively influence job satisfaction and perception of organizational culture by employees in this job category.

This study delves into the nexus between organizational culture and employee job satisfaction in the specific setting of a Kaizen Excellence Centre. Kaizen, rooted in Japanese philosophy with a focus on continuous improvement, has garnered recognition for its impact on operational efficiency and a culture of perpetual learning. Despite Kaizen's prominence, the influence of organizational culture on employee job satisfaction within Kaizen environments remains insufficiently explored. Employing a mixed-methods approach, the research utilizes qualitative methods such as interviews and focus group discussions to delve into employees' perceptions of organizational culture and its impact on job satisfaction. Quantitative data is gathered through surveys, measuring key variables related to organizational culture and job satisfaction. The study posits that a positive organizational culture aligned with Kaizen principles, emphasizing employee empowerment and open communication, significantly contributes to heightened job satisfaction in the Kaizen Excellence Centre. Conversely, a mismatch between organizational culture and Kaizen principles may lead to diminished job satisfaction.
 The research findings offer valuable insights for organizations implementing Kaizen methodologies, emphasizing the pivotal role of organizational culture in shaping employee satisfaction. Understanding the interplay between organizational culture and job satisfaction enables organizations to tailor strategies, creating a work environment that promotes employee well-being and engagement, ultimately enhancing the overall success of Kaizen initiatives.

Objective: The significance of this study comes from the lack of previous direct discussion on improving organizational culture and job satisfaction in tourism public sector. It aims at identifying dominant organizational cultures in the Jordanian Ministry of Tourism and Antiquities, and to statistically test their influence on job satisfaction among the employees working in this public entity. Methods: A questionnaire was used to collect responses of 200 employees in the centre and branches of Jordanian Ministry of Tourism and Antiquities, where stratified proportional sampling was adopted. Besides the demographic section, there were two sets of questions derived from Organizational Culture Assessment Instrument developed by Quinn and Cameron, and the Job Satisfaction Survey by Spector. Both descriptive analysis and Structure Equation Modelling were manipulated to achieve the study objectives. Results: All organizational culture dimensions were of insignificant influence on job satisfaction; the highest regression coefficient was for management of employees, while it was the lowest for dominant characteristics, and organizational glue. The “clan” and “adhocracy” turned out to be the dominant organizational cultures. Conclusion: The insignificant influence of organizational culture on job satisfaction could be due to the bureaucratic nature of the public sector, where high levels of control, centralism and inflexibility assumingly exist. This study has significant contributions to decision makers since they would recognize more the need to make the work environment more rewarding and achievement oriented. Moreover, researchers have shed more light on organizational values and cultures influencing work performance in developing countries.

Background Kenya’s healthcare system, like many in Low- and Middle-Income Countries, is grappling with a severe shortage of nurses, yet experiences continuous mass exodus and high turnover. While understanding, and early suppression of nurses’ job and professional turnover intentions is crucial for tackling this crisis, there are limited studies conducted in Kenya focusing on major predictors of nurse turnover intentions, including organizational culture, work-related stress and job satisfaction. This study therefore aimed to fill this gap.AimTo explore the effects of organizational culture, work-related stress and job satisfaction on nurses’ job and professional turnover intentions in Kenya. MethodsThis cross-sectional study surveyed 429 nurses in Kenya’s major referral hospitals. Validated tools were used to assess organizational culture (OC), Work-Related Stress (WRS), job satisfaction (JS), job Turnover Intention (TI) and Profession Turnover Intention (ProfTI). Data were analysed using SPSS v28 with Chi-square, correlation and logistic regression at a 95% confidence level(P < .005).Results Our analysis revealed that 81.4% and 31.4% of Kenyan nurses intend to leave their jobs and the nursing profession respectively. The overall organizational culture was largely neutral with a slight inclination to positive (M = 2.54, SD = 0.62), work-related stress was moderately high (M = 2.92, SD = 0.51), and job satisfaction was low, with only 56.6% of nurses reporting satisfaction. Predictors of TI were Age (OR = 0.45, 95% CI [0.26,0.078], P = .004), years of work experience (OR = 0.40, 95% CI [0.17, 0.93], P = .033) and job satisfaction (OR = 0.45,95% CI [0.26, 0.77], P = .004). Contrary to many existing literature, WRS inversely predicted TI (OR = 0.63, 95% CI [0.40, 0.99], P = .046). Predictors of ProfTI were: marital status(OR = 3.19, 95% CI [1.70,5.99], P = .001), working in surgical wards (OR = 12.70, 95% CL [1.48,108.85], P = .020) or in ICU/renal/theatre (OR = 10.79, 95% CI [1.27, 91.45] P = .029), salary(OR = 4.91,95% CI[1.21,19.92], P = .026),Job satisfaction (OR = 35, 95% CI [0.23, 0.54], P = < 0.001) and WRS (OR = 1.74, 95%, CI [1.15. 2.61], P = .008). Organizational culture did not significantly predict TI or ProfTI.Conclusion Kenya’s major referral hospitals are facing a crisis, marked by high rates of both TI and ProfTI. Urgent action is required from hospital managers and administrators, policymakers, the Kenyan government, and all other key stakeholders to enhance job satisfaction, reduce work-related stress, foster a strong positive organizational culture, and improve salaries.Clinical trial numberNot applicable.

This study was designed in a relational survey model to examine the relationships between teachers' organizational culture, job satisfaction and psychological symptoms. The predictive roles of teachers' perceptions of organizational culture and various psychological symptoms on their perceptions of job satisfaction were essentially. Data were collected by reaching 335 teachers working in public or private schools at primary, secondary and high school levels. According to the findings of the study, a high level positive relationship was observed between organizational culture and job satisfaction. A moderate negative relationship was found between teachers' negative self-perceptions and hostility feelings and job satisfaction. When negative self-perception and hostility variables are combined with school culture, they negatively affect teachers' perception of job satisfaction. This study shows that increasing job satisfaction, which is a vital issue for teachers for different reasons, can be possible by improving school culture and that the school culture variable can reduce the negative effect of negative self-concept and hostility on job satisfaction.

Background and purpose: In an organization's environment, human factors are exposed to various nervous and psychological pressures that negatively affect people's performance. The purpose of this study is to predict job burnout based on organizational culture and job satisfaction of employees of Shahid Beheshti University. Methodology: The present study was descriptive-correlation type, with the statistical population of all university employees in 1992. The statistical sample was 132 people who were selected using a random sampling method. The research was collected using Maslash's job burnout questionnaires, Hofstede's organizational culture, and Barry Field's and Ruth's job satisfaction questionnaires. The obtained data were analyzed using Pearson's correlation coefficient, linear regression analysis, and t-test. Results: The results showed a significant negative relationship between organizational culture and job burnout and a significant positive relationship between organizational culture and job satisfaction. Also, there is a positive and significant relationship between job burnout and job satisfaction; Organizational culture and job satisfaction can predict employee burnout. Also, there was a significant difference in job satisfaction between male and female employees, but no difference was seen in organizational culture and job burnout in both sexes. Conclusion: Based on the findings of this research, a collaborative organizational culture creates the highest level of job satisfaction and the lowest level of job burnout.

Background and purpose: in the environment of an organization, human factors are exposed to various nervous and psychological pressures, which leave many negative effects on people's performance; The purpose of this study is to predict job burnout based on organizational culture and job satisfaction of employees of Shahid Beheshti University. Methodology: The present study was descriptive of the correlation type and the statistical population of all university employees in 1992. The statistical sample was 132 people who were selected using random sampling method. The research was collected using Moslesh's job burnout questionnaires, Hofstede's organizational culture and Barry Field's and Ruth's job satisfaction questionnaires. The obtained data were analyzed using Pearson's correlation coefficient, linear regression analysis and t-test. Findings: The results showed that there is a significant negative relationship between organizational culture and job burnout and a significant positive relationship between organizational culture and job satisfaction. Also, there is a positive and significant relationship between job burnout and job satisfaction; Organizational culture and job satisfaction can predict employee burnout. Also, there was a significant difference in job satisfaction between male and female employees, but no difference was seen in organizational culture and job burnout in both sexes. Conclusion: Based on the findings of this research, it appears that cooperative organizational culture creates the highest level of job satisfaction and the lowest level of job burnout.

Employee job satisfaction is crucial for organizational success and productivity. The organizational climate, comprising factors such as leadership styles, communication patterns, and organizational culture, plays a significant role in shaping employee perceptions and experiences within the workplace. This thesis explores the relationship between organizational climate and job satisfaction, aiming to provide insights into how organizational factors impact employee satisfaction levels. Through a comprehensive review of existing literature and empirical research, this study examines the various dimensions of organizational climate and their influence on job satisfaction. The research methodology involves surveys and interviews conducted within diverse organizational settings to gather data on employees' perceptions of the organizational climate and their levels of job satisfaction. The findings reveal a strong correlation between positive organizational climates characterized by open communication, supportive leadership, opportunities for growth and development, and high levels of job satisfaction among employees. Conversely, negative organizational climates marked by ineffective communication, autocratic leadership, and a lack of recognition and reward systems are associated with lower levels of job satisfaction and increased turnover rates. Furthermore, this thesis investigates the mediating role of factors such as employee engagement, organizational commitment, and perceived fairness in the relationship between organizational climate and job satisfaction. Understanding these underlying mechanisms can provide organizations with actionable insights to enhance employee satisfaction and foster a positive work environment. Organizational climate plays a pivotal role in shaping employees' perceptions, attitudes, and overall job satisfaction within an organization. This master's thesis aims to delve into the intricate relationship between organizational climate and job satisfaction, focusing on understanding how various dimensions of organizational climate influence employees' satisfaction levels. The research methodology employed in this study involves a mixed-methods approach, utilizing both quantitative surveys and qualitative interviews to gather comprehensive data.

This study examines how perceptions of organizational culture influence organizational outcomes, specially, individual employee job satisfaction. The study was conducted in the health care industry in the United States. It examined the data on employee perceptions of job attributes, organizational culture, and job satisfaction, collected by Press Ganey Associates from 88 hospitals across the country in 2002-2003. Hierarchical linear modeling was used to test how organizational culture affects individual employee job satisfaction. Results indicated that some dimensions of organizational culture, specifically, job security and performance recognition, play a role in improving employee job satisfaction.