Relationship Of Organizational Culture Research Articles

Value Commitment Influence on Turnover Intention, Mediated by Organizational Culture among Health Professionals in National Referral Hospitals in Kenya

The study aimed to determine the influence of value commitment on turnover intention among health professionals of public national referral hospitals in Kenya. Further, the study examined whether organizational culture mediates the effect of value commitment on the turnover intention of health professionals in public national referral hospitals in Kenya. The research designs used were descriptive and correlation. The designs assessed the relationship, effect, and mediation, where value commitment's influence on turnover intention and organizational culture mediation of value commitment's effect on turnover intention was tested. Theories that anchored this study included organizational support theory and theory Z. The Target population was all health professionals in public national referral hospitals in Kenya. The study used SPSS version 25 for scale accuracy. The findings of the study indicated that the value commitment relationship was significant. Value commitment and organizational culture relationships were also significant. The study found that organizational culture-mediated value commitment affects turnover intention. The study concluded that value commitment influences turnover intention among Kenya's health professionals in public national referral hospitals. It was also concluded that the effect of value commitment on turnover intention was mediated by organizational culture. The study recommended that boards of management in public national referral hospitals set standard operating policy that improves value commitment goals. Human resource managers should come up with practices that enhance the attitude change of employees to see that organizations succeed in achieving their goals. National Assembly should come up with a curriculum that trains health professionals on value commitment tenets that improve the performance of long-serving employees.

The Relationship of Organizational Culture and Patient Safety Culture on Service Development in The Hospital Dr. Ario Wirawan Salatiga

The primary objective of his research is to examine the relationship between the organizational culture and patient safety culture at the Dr. Ario Wirawan Pulmonary Hospital in Salatiga, specifically in the context of service development. Dr. Ario Wirawan Salatiga admitted 99 participants to the study at Lung Hospital. Data collection was conducted through the use of a questionnaire. Utilizing a non-probability sampling method for the sampling procedure. The data analysis technique included multiple linear regression analyses. The study's findings indicate that organizational culture has a pivotal role in stimulating service growth, exerting a distinct and substantial influence. The study's findings clearly indicate that the most prominent part of patient safety culture in hospitals is "teamwork in units." Conversely, the aspects that need enhancement include "staffing" and "handoff and transition." (2) A robust safety culture has a substantial and beneficial impact on the advancement of services.

Impact of HRM Practices on Employee Retention with Moderating Role of Organizational Culture, in Banking Sector of Pakistan

ABSTRACT
 The “current paper is aimed at investigating the impact of HRM practices on employee retention with moderating role of organizational culture in banking sector of Pakistan. In this study, recruitment and selection, training and development, performance appraisal, and compensation were considered as the independent variables, organizational culture being the moderator and employee retention being the dependent variable. The responses were recorded from 250 respondents through an adopted questionnaire based on 5-Likert scale. adopting convenience sampling technique. The data were analyzed through statistical tests including correlation, regression, and moderation analysis using SPSS Software. Findings of the research indicate that recruitment & selection, training & development, performance appraisal, and compensation are having a positive relationship with employee retention. Regression analysis has proved that there exists a significant positive impact of recruitment and selection, training and development, performance appraisal, and compensation on employee retention. Moreover, moderation analysis has proved the moderating effect of organizational culture in relationship between all variables under study. The study is considered quite useful for the banking sector in ascertaining the impact of various HRM practices on employee retention. The study is equally beneficial for the researchers and academia in understanding the prevailing trends in the banking sector. Other sectors of service industry may also benefit from the findings of this study.
 Keywords: HRM Practices, Recruitment and Selection, Training and Development, Performance Appraisal, Compensation, Organizational Culture, Employee Retention.

The relationship of organizational culture with management control systems and environmental management control systems

This paper expands upon examinations of the flexibility–stability continuum of organizational culture in the extant literature by identifying how the four culture types of the competing values framework are associated with the emphasis on management control systems (MCS) and environmental management control systems (EMCS). By analyzing data drawn from a dyadic survey addressing both heads of management accounting and heads of sustainability or environmental management, this paper provides empirical evidence for multiple direct associations of different culture types, specifically, adhocracy, bureaucracy, clan, and market cultures, with a set of environmental and general management controls, specifically, action, cultural, personnel, and results controls. For instance, bureaucracy cultures are positively associated with action, personnel, and results controls for MCS and cultural controls for EMCS, while clan cultures are positively associated with cultural and personnel controls for MCS but negatively associated with action and results controls for EMCS. According to our findings, firms cannot transfer their emphasis on general MCS to specific EMCS because different organizational cultures are associated with MCS and EMCS in different ways. This disentanglement of organizational culture facilitates a deeper understanding of environmental controls at the organizational level.

Relationship of Organizational Culture with The Implementation of Good Hospital Governance (GHG) at Bhayangkara Hospital Makassar

The results of the initial interview revealed that Bhayangkara Hospital Makassar adheres to a hierarchical system with a management system based on the leadership command line. Management in implementing an organizational culture where the Bhayangkara Hospital Makassar consisting of members of the police, ASN and BLU adheres to the applied police values. This study aims to determine the relationship between organizational culture and the implementation (GHG) of good hospital governance in Bhayangkara Hospital Makassar. This type of research used descriptive quantitative research with a Cross-Sectional Study approach. The population in this study were all employees at the Bhayangkara Hospital Makassar as many as 207 people the sampling technique used the Slovin formula so that a sample of 136 respondents was obtained and the data analysis technique used Multiple Linear Regression Tests with SPSS assistance. The results of this study indicate an assessment of variables the values obtained are sig.= 0.031 < 0.05. Confidence variable obtained a sig. value of 0.045 < 0.05. Organizational climate variable is obtained sig.= 0.026 < 0.05. The tradition variable was obtained with a value of sig.= 0.020 <0.05. The conclusion in this study is that the variables of belief, organizational climate and tradition have a significant relationship to Good Hospital Governance in Bhayangkara Hospital Makassar.

Organizational culture relationship and impact on bullying behavior in the workplace An exploratory study of the opinions of a sample of employees of a number of the faculties of Mustansiriyah University

The research aims to know the impact and relationship of organizational culture with its dimensions (organizational values, organizational beliefs, organizational norms) on the dimensions of bullying behavior in the workplace (verbal violence, organizational procedures, humiliation behavior, and social isolation). To achieve the objectives of the research, a hypothetical scheme was defined in which the nature of the relationship between the independent variable, organizational culture, the dependent variable, and bullying behavior was determined. To test the research hypotheses, the research was applied to a random sample of (147) members of the administrative staff working in a number of colleges of Al-Mustansiriya University (College of Science, College of Engineering, College of Administration and Economics, College of Education, College of Arts). The questionnaire was the main tool for collecting data and information. The research relied on a number of statistical tools and methods, which are the Pearson correlation coefficient and simple linear regression analysis. The research reached several conclusions, the most important of which was the low levels of the organization’s interest in developing and developing the skills and capabilities of its employees, with the presence of a number of bullying behaviors by the direct supervisor towards employees, and a number of recommendations were made, including the importance of redistributing work tasks in proportion to the capabilities and capabilities of employees and monitoring Diagnose cases of bullying and take measures to reduce this phenomenon.

Transformational Leadership and Organizational Culture Relationship: An Application on Health Institutions

Bu çalışmada genel olarak sağlık kurumlarında dönüştürücü liderlik ve örgüt kültürü arasındaki ilişki araştırılmıştır. Çalışma, Gümüşhane ilinde yer alan sağlık kurumlarında 451 sağlık çalışanının katılımıyla gerçekleştirilmiştir. Katılımcılar bağlı oldukları en yakın yöneticilerinin liderlik özelliklerini ve kurum kültürlerini değerlendirmiştir. Çalışma neticesinde, dönüştürücü liderlik ve örgüt kültürü arasında ilişkinin var olduğu tespit edilmiştir. Bununla birlikte, eğitim seviyeleri, yaşları ve çalışma süreleri farklı olan sağlık çalışanlarının dönüştürücü liderlik ve örgüt kültürü algılarında anlamlı bir farklılık olmadığı tespit edilmiştir. Buna karşın, kadın çalışanların kurum kültürü algılarının erkeklere göre daha olumlu olduğu bulunmuştur. Yöneticilerin ise hem liderlik hem de kurum kültürü hakkındaki algılarının yönetici olmayan çalışanlardan daha olumlu olduğu ortaya çıkarılmıştır.

The Role of The Work Environment as an Intervening Variable on the Relationship of Organizational Culture and Work Discipline on Employee Performance in the Office of the Head of Village Kesiman Kertalangu

This study was done in order to help develop and examine the role of the work environment as an variable of intervening for the effect of organizational culture and work discipline toward performance of employee at the Kesiman Kertalangu Village Office. This study used a questionnaire method that was carried out systematically regarded to the research objectives. The subject were the amount of employees of the Kesiman Kertalangu Village Office with 37 respondents. This research applied a Likert scale on purpose to help measure the variables and also to conduct validity and reliability test for the variables. This study uses PLS-based SEM as an analytical tool. The results showed that organizational culture gave such a positive and also significant influence toward performance. Organizational culture revealed a positive and also significant effect toward work environment. Work discipline gives a positive and also significant influence toward performance. Work discipline gives a positive and significant influence toward work environment. The environment of work gives a positive and also significant influence toward performance. Job satisfaction is a partial mediation of the of the organizational culture toward performance. The environment of work partially mediates the effect between work discipline and also performance .

EXAMINING THE MODERATING ROLE OF INFORMATION AND COMMUNICATION TECHNOLOGIES BETWEEN RELATIONSHIP OF ORGANIZATIONAL CULTURE AND BUSINESS EXCELLENCE

Organizational culture is inclusive of the norms of members within an organization. These are experienced by the individuals working within an organization and do describe the environment at an organization. The organizational culture norms regulate the behaviors of employees working within organization and also influence how the objectives are accomplished. In turn organizational culture results in business performance. Since businesses are affected by the rapidly happening changes in technology. Therefore, the study considered the role of information and communication technologies as a moderator between relationship of organizational culture and business excellence. The study followed the cluster sampling to select Dubai as a preferred place to conduct study and simple random sampling to collect data from respondents. The data were collected from the employees working in the public entities in Dubai, UAE. A total of 500 questionnaire were distributed among the employees, out which 350 questionnaires were returned and finally 338 valid questionnaires were used for data analysis. SPSS and PLS-SEM used for data analysis. The results of the study revealed that ICTs is a significant moderator between relationship of organizational culture (Empowerment, human resources orientation, improvement orientation, and interdepartmental coordination) and business excellence. Whereas results did not support the moderating role of ICTs between relationship of external orientation and business excellence. Overall the study has accomplished majority of the objectives. The results of the study can be utilized by managers of organizations to refine their cultural orientation which can boost their business excellence. The findings of the study can potentially prove to be economically beneficial for organizations.

HUBUNGAN BUDAYA ORGANISASI, MOTIVASI KERJA DAN LINGKUNGAN KERJA TERHADAP KEPUASAN KERJA PETUGAS KESEHATAN

Some aspects of work affect the achievement of job satisfaction. Such as good work motivation, a positive work environment and a good organizational culture will foster a positive attitude in loving work and workers will feel satisfied with the work they do. The purpose of this research is to analyze the relationship of organizational culture, work motivation and work environment to the job satisfaction of health workers in Dlanggu Health Center of Mojokerto district. This research design is observational analytics with a crossectional approach. Independent variables in research are organizational culture, motivation and work environment, while dependent variables are job satisfaction. The research population is all health workers in Dlanggu Health Center 52 employees. The sample was taken with purposive sampling techniques as many as 46 respondents. The data was collected with questionnaire instruments and tested with chi square and spearman rho tests. The results showed that all values of ρ < α so that H1 is accepted means that there is a relationship between organizational culture, work motivation and the work environment to the job satisfaction of health workers in Dlanggu Health Center of Mojokerto district. Management or leadership at Dlanggu Health Center of Mojokerto Regency is expected to improve the application of organizational culture better through the attachment of the role of the organization or puskesmas in fostering morale for officers, in addition, facilities or work environments can be modified more comfortably and complete so that officers can carry out activities in providing services to patients well and officers can also feel comfortabel in working so as to spur better work motivation.

Promoting organizational vision integration among hospital employees

BackgroundThe concept of organizational vision has been little explored in the health-care services research literature. To address this knowledge gap in the literature, the present study examines the factors that may promote organizational vision integration (OVI), which refers to the employees’ use of organizational vision as a guiding framework in their work. The roles of organizational commitment (OC), leadership autonomy support (LAS), and organizational culture in relation to hospital employees’ OVI are examined.MethodsHospital employees were surveyed. Partial least-squares structural equation modeling was performed using SmartPLS 3 software to test the proposed hypotheses statistically. A bootstrapping test was used to identify the mediating effects.ResultsThe main findings show that: (i) OC is the most powerful factor in promoting employees’ OVI (β = 0.26), while organizational culture (represented by the concept of internal market-oriented culture) and LAS showed significantly less and almost equal impact (β = 0.16 and β = 0.15, respectively). In total, OC, organizational culture and LAS explain 25% of the variance in the concept of OVI. (ii) LAS and organizational culture both significantly contribute to employees’ OC (β = 0.35 and β = 0.29, respectively) and in total explain nearly 40% (R2 = 0.38) of the variance in the concept of OC. (iii) The relationships between organizational culture, LAS, and OVI are mediated through OC, and (iv) LAS mediates the relationship between organizational culture and OVI, and that between organizational culture and OC.ConclusionsTo promote hospital employees’ OVI effectively, hospital managers should focus particularly on their employees’ OC. Specifically, they should strengthen their employees’ OC through building a strong employee-focused organizational culture and ensuring that leaders practice LAS. This contributes to promoting hospital employees’ OVI.

Manajemen Strategi dan Kompetensi Profesional dalam Pencapaian Akreditasi Sekolah

Organizational culture is believed to be an enabler in increasing competitive advantage in higher education. This article evaluates the introduction of higher education into the development agenda and the introduction of sustainable development goals (SDGs) as a parallel but fragmented multilateral agenda and university reorientation. The research method uses qualitative methods with data from interviews, observations and documentation. The results of the study show the manifestation of organizational culture in creating a competitive advantage for universities. The research findings highlight the framework of the organizational culture building model and its framework (competing value framework). In addition, the results of the study indicate the need for strategic planning; adaptation of technological renewal through the practice of a culture of innovation; development of a partnership-based higher education network; interpersonal modalities of higher education service quality; performance improvement through service systems and effective leadership. The focus of attention leads to a competitive advantage strategy model based on university sustainability development. The important role of multi-stakeholder networks is to become a liaison facilitator who mediates between organizational culture and university competitive advantage. The originality of the value of this research contributes to filling the gaps in the literature on cultural studies and organizational behavior in the higher education sector, where the study of organizational culture in relation to creating competitive universities and or organizational resilience is still limited to date. Accreditation as a form of guarantee quality of education This study will discuss strategies to improve accreditation at SMPN 6 Permata and SMP Terpadu Semayoen Nusantara. The purpose of this study was to determine the strategic management carried out by the Principal in Improving School Accreditation. This study uses a qualitative method with a case study technique which is analyzed through a comparative study. Data collection techniques through interviews, observations and documentation of informants came from the Principal and the Teacher Council. The results showed that accreditation was carried out through a comprehensive assessment process referring to the SNP. Meanwhile, SMPN 6 Permata received a C accreditation while SMP Terpadu Semayoen received a B. The two schools have different characteristics of accreditation management, SMPN refers to professional values ​​while SMP Terpadu Semayoen refers to systems theory in the form of strategic management implementation. This research has social implications for public accountability.

Budaya Organisasi dalam Menciptakan Daya Saing Menuju Sustainabilitas Perguruan Tinggi

Organizational culture is believed to be an enabler in increasing competitive advantage in higher education. This article evaluates the introduction of higher education into the development agenda and the introduction of sustainable development goals (SDGs) as a parallel but fragmented multilateral agenda and university reorientation. The research method uses qualitative methods with data from interviews, observations and documentation. The results of the study show the manifestation of organizational culture in creating a competitive advantage for universities. The research findings highlight the framework of the organizational culture building model and its framework (competing value framework). In addition, the results of the study indicate the need for strategic planning; adaptation of technological renewal through the practice of a culture of innovation; development of a partnership-based higher education network; interpersonal modalities of higher education service quality; performance improvement through service systems and effective leadership. The focus of attention leads to a competitive advantage strategy model based on university sustainability development. The important role of multi-stakeholder networks is to become a liaison facilitator who mediates between organizational culture and university competitive advantage. The originality of the value of this research contributes to filling the gaps in the literature on cultural studies and organizational behavior in the higher education sector, where studies on organizational culture in relation to creating competitive universities and or organizational resilience are still limited to date.

Relationship the Work Environment and Leadership with ASN Performance Employee at Secretariat DPRD Office South Bengkulu

This research aim to know relationship of the work environment and leadership with ASN performance employee at Secretariat DPRD Office South Bengkulu. Method data collecting with propagated kuesioner to 52 employee poepel at Secretariat DPRD Office South Bengkulu. Analysis Data conducted with spearman rank corelation and hypothesis testing with t-test. The result showed spearman rank corelation (ρ) of the work environment with performance employee equal to 0,637, strong criterion; The relationship of organizational culture with performance employee was 0,557, moderate criterion. There is a significant relationship between the work environment with ASN performance employee at Secretariat DPRD Office South Bengkulu, are known that tcount is greater than ρtabel, 5,844 > 1,676, Ho is rejected and Ha is accepted. There is a significant relationship between leadership with ASN performance employee at Secretariat DPRD Office South Bengkulu, are known that tcount is greater than ttabel, 4,742 > 1,676, Ho is rejected and Ha is accepted.

Disciplinary Procedures, Employee Punctuality and Employee Performance at Ndola City Council (Zambia)

The purpose of the research was to assess the effect of disciplinary procedures on employee punctuality and performance at Ndola City Council. The research questions were: What is the relationship between disciplinary procedures, employee punctuality and performance? How have the institution’s disciplinary procedures influenced employees on their punctuality? In what ways have the institution’s disciplinary procedures influence employees’ performance? Four hypotheses, i.e., disciplinary procedures positively affect employee performance; disciplinary procedures positively affect employee punctuality; employee punctuality positively affects employee performance; disciplinary procedures and employee performance was moderated by employee punctuality were tested. The hypothesis, disciplinary procedures positively affect employee performance was supported. It was concluded that factors including organizational culture, public institutional entity, and delayed payment of employees’ motivational remunerations could possibly affect employee performance, hence punctuality not being a moderator. The main recommendation was that management should review issues related to organizational culture in relation to punctuality to improve performance.

Organizational Culture and Workplace Communication: The Relationship of Organizational Culture and Leader-Member Exchange

Organizational culture and the leader-member exchange (LMX) were two recognized factors that can influence the job satisfactory, working out come and even the success of a modern company. This study aims at investigating how organizational communication can influence the leader-member exchange. By deeply observation and interviewing leaders and members in a Chinese company-Smart Education Company, the study finds out that a powerful but still benevolent boss has the most impact on the exchange process. Other different cultural dimensions can influence the leader-member exchange in different ways. All kings of exchange can be influenced by organizational culture.

Social Values and Life Skills as Predictors of Organizational Culture: A Study on Teachers

Organizational culture is crucial for all living institutional structures and has become a critical research topic. Although different variables have been investigated in the literature as predictors of organizational culture, to our knowledge, the role of social values and life skills as mediators hasn’t been investigated before. This study, therefore, aims to investigate the role of social values and life skills as mediators of organizational culture. The hypotheses of the research were tested in the context of this research aim. The present study, which is in the relational survey model, included 370 participants consisting of teachers and school leaders working in 22 different educational institutions. The findings showed that teachers and school leaders had high levels of organizational culture, social values, and life skills. The relationship of organizational culture with social values and life skills is meaningful and high. Also, the findings indicate a partial effect on mediating organizational culture between social values and life skills.

Investigating the support of organizational culture for leadership styles (transformational & transactional)

ABSTRACT Organizational culture is supposed to be characterized by sharing of positive norms and values that are in the favor of every single member of the organization. Every member has self-respect and trust in the organizational practices. If employees are satisfied with their work and relationship with different aspects of the organization, the organizational culture is said to be positive and employee friendly. Likewise, transformational leadership is characterized by sharing-culture where leader keeps contact with every individual employee, the creativity and innovation of the workforce is given due weight and the well-being of the worker is valued and supported. While transactional leadership is more organizational and rules oriented than the employees. It is therefore assumed that organizational culture is supportive for transformational leadership but less or insignificantly connected with transactional leadership. For this purpose, data were collected through structures questionnaire from the workforces hailing from southern region’s higher educational institutions of Khyber Pakhtunkhwa. Statistical evidence also supports these assumptions with varying values and strength of statistical results. The findings have implications for organizational management to reconsider the role of organizational culture in relation to transformational and transactional models of leadership in the organizations.

Organizational Culture in Ernst Young Serbia: From Proclaimed to Perceived Values

In this paper, we examine the characteristics of organizational culture in Ernst Young Serbia. Employee perceptions of organizational culture were compared with the proclaimed company values. Interviews were conducted with 16 employees using the standardized questionnaire while the survey provided demographic and socio-economic profile of informants. Other research methods such as observation and participant observation were also used in the study. Based on the premise that organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations, we noticed a variety of employee perceptions including the collection of interpersonal relations, values, beliefs, attitudes, practices, rituals, rules and procedures. Ernst Young company defines its organizational culture in relation to the three core elements: inclusiveness, development and engagement. Proclaimed values of the company represent the desired employee behavior dimensions derived from above mentioned elements. These are: a) Integrity, respect, and teaming; b) Energy, enthusiasm, and the courage to lead; c) Building of relationships based on doing the right thing. Research has shown that the value system of the company has been successfully implemented in Serbia.

The Role of Organizational Culture on Faculty Members’ Reformation

Introduction: The experts emphasize the importance of organizational culture in relation to development and the specialized and needed human resources of the various departments are trained by the higher education sector. Strengthening and developing universities, especially their faculty members, is of paramount importance. The purpose of this study was to investigate the role of organizational culture in faculty members’ development. Methods: In the present study, Delphi technique has been used as a separate method in the qualitative stage for achieving the main goals and developing the components of the variables. And a survey method used to reach the secondary goal and validating the organizational culture on faculty reformation of Islamic Azad university - khorasan Razavi , different branches. statistical population included 1200 faculty members and 291 were determined as final sample size Data were collected through two questionnaires of organizational culture and faculties’ reformation with Likert five-point scale. Structural equation modelings in AMOS software were used to test the research hypotheses. Results: The analysis showed that the impact coefficient of organizational culture on faculty members' reformation was 0.57 and the influential components of organizational culture were mission (2.35), job involvement (2.55) and adjustment (1.20). The most important of these components was the engagement. Conclusion: From the present study concluded that strong organizational culture can influence staffs’ obligation and improve behavioral stability therefore, in strategic spatial planning components of organizational culture on faculty development include mission, engagement, and adaptation, the most important of which were engagement. It is suggested formulation of a cultural effectiveness strategy be optimally considered for the transformation and excellence of faculty members.