Abstract
Purpose – This study addresses this gap by examining how managerial values congruence, representing alignment between employees and managerial values, mediates the relationship between job satisfaction and organizational perfor-mance. Aims(s) – The study aims to use a unique measure of employee job satisfaction that specifically reflects their level of contentment with their employment and working environment. Design/methodology/approach – The author employed a quantitative research approach using a cross-sectional survey design to collect data about the popula-tion at the time of the study. The sample size consisted of 500 staff members from colleges of education, selected through convenience sampling techniques. Findings – By elucidating the mediating mechanism, our study contributes to a deeper understanding of the drivers of organizational effectiveness and offers practical insights for human resource management practices. Limitations of the study – A limitation of this study is the lack of a longitudinal design, which restricts the understanding of causal relationships and temporal dynamics. Therefore, future research could explore these relationships through longitudinal studies, cross-cultural comparisons, and multi-level modeling tech-niques. Additionally, qualitative methods, such as interviews or case studies, could provide deeper insights into the mechanisms and contextual factors un-derlying these relationships. Originality/value – The originality of this research lies in examining the mediat-ing role of managerial values congruence between job satisfaction and organiza-tional performance, contributing to the development of social exchange theory and providing practical recommendations for improving organizational pro-cesses.
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