Abstract
The main purpose of this research is to investigate the causal relationship between organizational culture types and job satisfaction of teaching faculty in universities. For organizational culture, Competing Values Framework is employed which includes four distinct cultures i.e. adhocracy, hierarchy, clan and market. Data were obtained from 169 full time faculty members from twelve universities of capital city, and analyzed through multiple linear regression in SPSS. The results show that overall employees are indifferent towards job satisfaction. Clan culture is found to be a strong predictor of job satisfaction whereas adhocracy, market and adhocracy cultures were detested. It is suggested that the universities in Pakistan should foster a collaborative and team culture where cohesion, camaraderie and internal harmony is important rather than following a typical structure of command, control, authority, innovation and competition. The management should cultivate teamwork, promote trust and openness; improve employee development through hands-on coaching, feedback, learning and development, and offer a compassionate environment in order to improve employee job satisfaction. This research also discusses demerits of clan culture and offers suggestions. Limitations of this study and future directions for research are also discussed. Keywords: Organizational culture, Competing Values Framework, Job Satisfaction, Higher Education.
Highlights
Organizations all over the world are experiencing extraordinary changes
This study has adopted the Organizational Culture Assessment Instrument (OCAI) developed by Cameron & Quinn (2011), which is based on Competing Values Framework developed by Quinn & McGrath (1985)
OCAI comprises of six organizational cultural elements that relates to the four organizational cultures
Summary
Organizations all over the world are experiencing extraordinary changes. These changes accelerate the businesses to find out better operational solutions, and help to survive and sustain within their markets through continuous growth and development. Developing enabling and progressive organizational culture is among the primary management practices and is considered as a critical tool of strategic management It helps to maintain the human performance by linking business practices with the overall goals and objectives of the organizations (Nitin, William & Bruce, 2003). A significant body of literature highlights that organizational values, ethos, and character can intentionally or unintentionally influence the behavior of a large number of employees through different forms of learning. This seems to support that organizational culture influences psychological (affective), mental (cognitive) and behavioral components of organizational
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