Perceptions Of Organizational Culture Research Articles

The effect of organizational culture in health services on employee flourishing.

Culture has an important role in maximizing the value of human capital, which is regarded as the main source of organizational effectiveness. The research was conducted to determine the effect of organizational culture perceptions of healthcare professionals working in a university hospital on employee flourishing. It is a descriptive study conducted with 299 healthcare professionals working in a university hospital. "Structured Personal Information Form", "Denison Organizational Culture Survey" and "New Flourishing Index" to collect the data. In the analysis descriptive statistical methods such as percentage, frequency, arithmetic mean and standard deviation as well as Pearson correlation, linear regression and multiple linear regression analyses were performed to determine the relationship between variables. According to the results of linear regression analysis, it was determined that organizational culture and flourishing were related (F: 88.229; p < 0.05). The organizational culture alone explained 22.6% of flourishing. As a result of multiple regression analysis, it was determined that the relationship between organizational culture sub-dimensions and flourishing was significant (F = 25.975; p < 0.05). The sub-dimensions of organizational culture explained 25.1% of the flourishing. As a result of the study, it is observed that the perception of organizational culture of healthcare professionals has an impact on flourishing, and therefore the favorable development of organizational culture will contribute positively to employee flourishing. In present conditions, it has become a necessity for health organizations to provide the circumstances that will make all investments that will contribute positively to the flourishing of their employees a part of the organizational culture.

The Impact of Social Factors on the Cultural Tendencies and Leadership Preferences: The Moderating Role of Organizational Culture

This study aims to examine the relationship between individuals' leadership preferences and social factors in organizations, considering the moderating effect of organizational culture. Data was collected through 242 questionnaires from production companies in the Organized Industrial Zones of Istanbul. When the findings are generally evaluated, it was concluded that individuals' social factors directly affect both their leadership preferences and cultural tendencies at individualism and collectivism dimensions. It was found that the authoritarian dimension of the social factor positively influenced collectivist cultural tendencies and paternalistic leadership preferences, while the democracy dimension of the social factor positively influenced both individualistic and collectivist cultural tendencies, democratic leadership preferences and servant leadership. In addition, it was found that the perception of organizational culture did not affect social factors and individualism or collectivism cultural dimensions but had a direct positive effect on leadership preferences.

Inspiring nurses’ sustainability mindset: Exploring the Mediating Role of Organizational Culture on the relationship between Pro-social Leader behaviors and nurses’ sustainability consciousness

BackgroundSince nurses are at the frontline of healthcare delivery, their actions and understanding of the environment have a big impact on how long healthcare systems can last. It is essential to comprehend the elements that impact nurses’ sustainability consciousness to encourage ecologically conscious actions in the healthcare industry.AimThis study aimed to explore the relationship between pro-social leader behaviors and nurses’ sustainability consciousness and testify to the mediating role of organizational culture in this relationship.DesignA cross-sectional descriptive correlational design by STROBE criteria was used.Methods and toolsAn approach to a judgmental non-probability sampling technique was employed to obtain data from 350 nurses in an Egyptian hospital. Three measurement surveys were employed: Organizational Culture Survey, Prosociality Scale, and, Sustainability Consciousness Questionnaire (SCQ-S). Relationships were shown using structural equation modeling and descriptive and inferential statistics.Results53.4% of nurses have high perceptions of organizational culture, and the majority of nurses (85.7%) have high perceptions of prosocial leader behaviors. Furthermore, 60.9% of nurses have high perceptions of sustainability consciousness. Additionally, Prosocial leader behaviors positively correlated with organizational culture (r = 0.129) and nurses’ sustainability consciousness (r = 0.274). The indirect effect of prosocial leader behaviors on nurses’ sustainability consciousness through organizational culture is calculated by multiplying the coefficients of both direct effects (0.129 * 0.159 = 0.811). This means that for each unit increase in prosocial leader behaviors, we would expect a 0.811 unit increase in nurses’ sustainability consciousness through the mediating effect of organizational culture. The model appears to match the data well based on the model fit parameters (CFI = 1.000, IFI = 1.000, RMSEA = 0.114).ConclusionsThe study highlights the impact of pro-social leader behaviors on nurses’ sustainability consciousness through the organizational culture as a mediating factor. Nursing Implications: Findings from this research can promote environmental stewardship and sustainable practices in the healthcare sector by illuminating the elements that can encourage and support a sustainability-oriented mindset among nurses. To promote a more sustainable future for the nursing profession, the findings can guide activities in nursing education, corporate culture transformation, and leadership development.

Believing in Change: Predicting Identification, Performance, and Ethical Culture in an Organizational Acquisition Case in Romania

This study examines how positive beliefs about organizational changes during a foreign acquisition case influence organizational identification, perceptions of ethical organizational culture, and individual performance seven months post-acquisition. By integrating theories of social identity and organizational change, we offer a new perspective on how positive perceptions of change influence key outcomes following mergers and acquisitions (M&amp;As). Using a cross-lagged design with two cross-sectional datasets within a high-intensity telecommuting organization in Romania, we found that viewing change positively significantly enhanced organizational identification, perceptions of ethical organizational culture, and individual performance. These findings highlight the crucial role of effectively managing the narrative surrounding change processes and enhancing employee perceptions in successful organizational integration following M&amp;As.

The Mediating Role of Organizational Culture in the Effect of Organizational Climate on Organizational Commitment and Research

The purpose of this study is to examine the effect of organizational climate on organizational commitment and the mediating role of organizational culture in this effect. Organizational climate is defined as the perceived atmosphere in an organization, while organizational commitment refers to the loyalty of employees to the organization. Organizational culture, on the other hand, is a collection of values, rituals, and symbols arising from the organization's historical background that guides the behavior of employees. The main hypothesis of this research is that a positive organizational climate will increase organizational commitment and that organizational culture plays a mediating role in this process. To test this hypothesis, a survey has been conducted with employees of a company operating in the construction sector in Çanakkale. The survey consists of scales that measure employee perceptions of organizational climate, organizational commitment, and organizational culture. The data collected from the surveys have been evaluated with statistical analysis methods. The results of the analyses indicate that organizational climate has a significant effect on organizational commitment, which is strengthened through organizational culture.

Perceptions of organizational culture among mental health providers at a Veterans Affairs hospital.

A mixed method approach was utilized to assess the organizational culture of the mental health service line at a large Veterans Affairs (VA) hospital. The goals of the study were to assess the organizational culture, identify how employees differ in perceptions of organizational culture, and identify areas of strength and challenges. Two hundred thirteen participants returned a questionnaire assessing perceptions of organizational culture using the Organizational Culture Assessment Questionnaire (Sashkin & Rosenbach, 2013). Additionally, 22 employees and seven service line leaders participated in five focus groups that assessed for perceptions of culture. Quantitative results suggest that employees had a generally average to high average opinion of the organizational culture of the mental health service line within their VA hospital. Subscale scores suggested that customer orientation was a particular strength of the organization. Relative areas of weakness were that staff felt many decisions were imposed from outside the service line and that hard-working clinical staff were not always sufficiently recognized or rewarded for their actions. In general, demographic variables were not significantly related toward respondent opinion of the organizational culture. Substantial overlap existed between the qualitative and quantitative results. This study suggests that, at this VA's mental health service line, customer service was a strength. However, increased recognition of employees and externally imposed decision-making needed improvement. Although interventions have been implemented in these areas, it would be useful to repeat aspects of this study over time and across different institutions. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

It’s the hierarchy, stupid: Varying perceptions of organizational culture between demographic groups

The assumption of a uniform perception of organizational culture among all individuals within an organization is highly questionable. Rather, it is likely that various demographic groups perceive cultural elements differently owing to their diverse backgrounds and experiences. This study utilized an extensive dataset from Germany, encompassing 241,648 participants from 832 companies across diverse industries, to investigate where such perceptual differences are most pronounced: between men and women, across different age cohorts, or between managerial and non-managerial roles. The dimensions under scrutiny included transformational leadership, team cohesion, fairness, compensation, and the employers’ caring attitude. Significant disparities were observed between individuals occupying distinct hierarchical positions, with lesser differentials noted between individuals from varying age groups and genders. Moreover, the study explored interactions between these demographic characteristics to ascertain their significance. Significant effects were evident for certain cultural elements in relation to the interaction between gender and position, as well as age and position. These findings yield practical recommendations for effectively managing individuals from diverse demographic groups within organizations.

The Impact of High School Teachers’ Perceptions of Synergistic Management on Organizational Culture and Organizational Learning Perceptions

The Impact of High School Teachers’ Perceptions of Synergistic Management on Organizational Culture and Organizational Learning Perceptions

Before and during COVID-19: the roles of transformational leadership, organizational culture and work–life balance in healthcare

PurposeThis research aims to investigate the role of transformational leadership and organizational culture – encompassing Clan, Adhocracy, Hierarchical and Market Cultures – in the context of work–life balance for healthcare workers. It aims to present a comparison of observations made pre and mid-pandemic.Design/methodology/approachA structured questionnaire was utilized to collect data from a varied sample of 355 employees (258 before and 97 during the pandemic) representing multiple sectors and positions within a hospital. The interpretation of the data was accomplished using Partial Least Squares Structural Equation Modeling (PLS-SEM).FindingsFindings reveal that prior to the pandemic, transformational leadership significantly influenced all forms of organizational culture perceptions, with a strong influence on Clan Culture. Clan Culture displayed a consistent positive correlation with WLB both before and during the pandemic. During the pandemic, Market Culture exhibited a negative effect on WLB and Adhocracy Culture demonstrated a positive effect, impacts which were absent before the pandemic. Transformational leadership had a positive impact on WLB before the pandemic, but no discernible effect during the pandemic was observed.Originality/valueThe results indicate that the dynamics between transformational leadership, organizational culture and work–life balance are susceptible to alterations in the face of external crisis events. This study offers a unique exploration of these dynamics in the healthcare sector during the ongoing global pandemic.

EMPLOYEE PERCEPTION ABOUT ORGANIZATIONAL HR PRACTICES AND ITS CULTURE

A study on employee perception about organizational HR practices and culture at IWL India Private Limited. This study explores employee perceptions of organizational HR practices and culture and their impact on employee satisfaction and engagement. The research aims to understand how employees perceive various HR practices, such as recruitment, training, performance management, and compensation, and how these practices influence their perceptions of the organization's culture. The study also examines the relationship between employee perceptions of HR practices and their job satisfaction, organizational commitment, and intention to stay with the organization. The research adopts a descriptive research design to analyze the perspectives of 200 employees through a survey questionnaire. Using SPSS 16 for data analysis, quantitative research methodology is used. The questionnaire assesses the overall HR practices and culture. The transparency, flexibility, monetary rewards and remuneration, HR practices and culture which makes task easier and comfortable, and employee’s opinions and ideas in the study. The findings aim to provide insights into how employees perceive these practices and their impact on organizational culture. This study contributes to the existing literature by offering a comprehensive analysis of employee perceptions, which can guide organizations in improving their HR practices and fostering a positive organizational culture. Key Words: HR practices, organisational culture

Unraveling the synergy: how organizational intelligence fuel soft skills and nurses’ thriving: a cross-sectional study

AimInvestigate the influence of organizational intelligence on the development of soft skills and the overall thriving of nurses at Alexandria Main University Hospital in Egypt.DesignA cross-sectional descriptive design following STROBE guidelines examined the relationship between organizational intelligence, soft skills, and nurses’ thriving.Methods and toolsData were collected from 740 nurses working across critical care units using structured questionnaires. The questionnaires assessed organizational intelligence, soft skills, and thriving at work. Sociodemographic characteristics, including age, gender, education, and nursing experience, were also collected. Statistical analyses were used to analyze the data, including ANOVA, t-tests, Pearson correlation, and stepwise regression.ResultsThe findings revealed nurses’ positive perceptions of organizational culture and documentation skills. However, areas such as measures and rewards and staff relations and communication indicated opportunities for improvement. Nurses reported high vitality levels but needed more learning opportunities at work. Significant correlations were found between demographic variables, organizational intelligence, soft skills, and thriving. Organizational intelligence demonstrated a robust positive relationship with both soft skills and thriving. Age, gender, education, and experience significantly influenced nurses’ soft skills and thriving.ConclusionThe study highlights the importance of organizational intelligence in enhancing nurses’ professional capabilities and well-being. Addressing demographic factors and fostering a supportive work environment is crucial for optimizing nursing practice and organizational effectiveness.Nursing implicationsInsights from this study can inform targeted interventions and policy decisions to enhance nursing practice, organizational development, and healthcare outcomes in Egypt. Fostering organizational intelligence and soft skills among nurses can improve patient care, increase job satisfaction, and overall organizational success.

Research on Factors Influencing Teachers' Willingness for Knowledge Sharing

Teachers, as the cornerstone of the educational system, engage in knowledge-sharing behavior by willingly sharing their accumulated professional knowledge, experience, and educational resources with other educators. This form of knowledge sharing holds significant importance in promoting teachers' professional development. The willingness of teachers to engage in knowledge sharing directly impacts the quality of education, educational reforms, and innovation within the field of education. It is influenced by a multifaceted array of factors. Therefore, the study of the factors influencing teachers' knowledge sharing necessitates a comprehensive examination of these diverse elements. Based on qualitative research, this study identifies five primary factors influencing teachers' willingness to share knowledge: individual resources, individual needs and motivations, organizational culture, job demands, and risk perception. These factors interplay to shape teachers' knowledge-sharing behavior, serving either as incentives or hindrances. Recognizing these dynamics is crucial for fostering a culture of knowledge-sharing in education, thereby elevating overall educational quality and supporting teachers' professional development. The significance of knowledge sharing in teacher careers and education reform cannot be overstated.

The Effect Of Organızatıonal Culture Levels Perceıved By Sports Facılıty Employees In Local And Prıvate Sectors On Job Satısfactıon

The purpose of this research is to determine the organizational culture perceptions and job satisfaction levels of sports facility employees in different sectors, to compare them in terms of demographic variables and to determine the relationship between them. 303 people working in private sports enterprises and sports facilities belonging to local governments on the Anatolian side of Istanbul participated in the study, which was a relational screening model. As data collection tools, the Job Satisfaction Scale developed by Spector (1985) and adapted into Turkish by Meydan and Basım (2010) and the Organizational Culture Scale developed by Ogbonna &amp; Haris (2000) and adapted into Turkish by Karadeniz (2010) were used. Frequency and percentage distributions, t-test for paired groups, OneWay-ANOVA analyzes for multiple groups and Pearson Correlation analysis were used as statistical methods in evaluating the research data. In cases where the variances were not homogeneous, the Kruskal Wallis test was calculated. As a result, it was determined that the competitive and innovative culture sub-dimensions, in which the participants had a high level of organizational culture perception, were more evident. It was determined that job satisfaction levels were at medium level. As a result of the correlation analysis, a moderate positive relationship was found between organizational culture and job satisfaction. The highest relationship between job satisfaction and organizational culture sub-dimensions is in the competitive culture sub-dimension. When the findings obtained from the research were examined in terms of demographic variables, the organizational culture of the participants who were married, were in a managerial position, had low years of service, worked in the local sector, and had 3 workplaces was found to be high. According to the scores obtained on the job satisfaction scale, it is seen that the participants who are married, in a managerial position and in their local sector are higher.

The Impact of HR Policies on Employee Behaviour

This research article delves into the complex connection between Human Resources (HR) policies and employee behavior within organizations. By conducting a thorough review of existing literature and empirical studies, the paper investigates the diverse effects of HR policies on different facets of employee behavior, such as job satisfaction, commitment, performance, turnover intentions, and organizational citizenship behavior. Additionally, this study delves into the moderating effects of organizational culture, leadership style, and employee perceptions on the effectiveness of HR policies in shaping employee behavior. By synthesizing existing research findings and offering insights into potential future research directions, this article aims to dwelve to a deeper understanding of how HR policies influence employee behavior and, consequently, organizational outcomes.

Predictive modeling of burnout based on organizational culture perceptions among health systems employees: a comparative study using correlation, decision tree, and Bayesian analyses

Burnout is a significant concern, particularly within the healthcare field, affecting both nurses and physicians. It is a common issue in health systems, which encompass a range of healthcare facilities, such as hospitals, physician practices, ambulatory sites, and administrative offices like finance. Despite this, there has not been an extensive exploration of burnout in employees working directly with patients versus those in non-patient-facing roles within these health systems. It is important to note that organizational culture plays a crucial role in influencing various aspects of employees' work-life balance and their experiences of burnout. This study adopts a cross-sectional design, involving the distribution of a 57-question Likert scale survey to employees in health systems. These employees serve in various roles, both patient-facing and non-patient-facing, within jointly owned healthcare organizations, which encompass hospitals, ambulatory sites, and administrative offices. The survey was disseminated through trade organizations and employees at the managerial level and above within these health systems. Data was collected between October 2022 and January 2023, resulting in a total of 67 responses. The study employs correlation analysis to explore the connection between organizational culture and burnout. Furthermore, a decision tree model is constructed to predict burnout scores based on survey responses, specifically the question regarding the perceived positivity of the organizational culture. The decision tree models indicate that perceiving organizational culture as positive, safety-oriented, and supportive predicts various outcomes for individuals, including job retention, positive experiences with patients, increased callousness, and stimulation while working with colleagues. Bayesian analysis, considering the small sample size, reinforces these findings and provides a different perspective, incorporating prior knowledge and credible intervals. An association test suggests a strong link between a positive organizational culture and burnout symptoms, while another test supports a connection with engagement signs. Similar to nurses and physicians, administrative health systems’ personnel are susceptible to burnout. Organizational culture can affect burnout. Therefore, health systems’ leaders should cultivate an organizational culture that protects against burnout.

Employees' perceptions of organizational culture and motivational factors that increase labour productivity in food enterprises

The purpose of the study is to analyze the attitude of food industry workers to the elements of organizational culture and the characteristics of their attitude to the mission, goals and values of the organization. The objectives are to establish the relationship between the demographic characteristics of employees and the concepts being analyzed, to identify key aspects that contribute to the effective work of the team, and to determine the nature of employee relationships outside of work tasks. To test the hypothesis that the opinion about the presence of the mission, values and goals of the company, as well as adherence to them, is associated with the demographic characteristics of the respondents, 60 employees of food enterprises were surveyed, and a non-parametric method of mathematical statistics, the «Chi-square» criterion, was used to check the reliability of the research results. It has been established that there is a moderate connection between age and work experience, on the one hand, and the perception of the organization’s values, on the other. Research has shown that employees who are older and have longer tenure identify more strongly with the organization. It has been proven that employees who accept the concepts of the key characteristics of the organization's organizational culture follow these principles. The special significance of the mission for the majority of the company’s employees was determined. The share of respondents who confirmed that they follow the company’s mission is the highest — 66,7 %. Gender differences in the perception of the mission are identified, and a diversity of opinions is presented regarding the mission in the organization, its assessments and understanding of its significance for the organization. The results obtained show not only the importance of monitoring employees’ commitment to the company, but also allow them to competently draw up a program for training and motivating employees to strengthen team unity.

Do you see what I see?: exploring trends in organizational culture perceptions across residency programs

Do you see what I see?: exploring trends in organizational culture perceptions across residency programs

Relationship between Digital Leadership and Organizational Culture: Role of Digital Literacy

This study investigates the influence of digital literacy on leadership styles embraced by organizational leaders and its subsequent impact on organizational culture. The objective is to provide insights that can guide strategic decision-making and leadership development initiatives in the digital age. The research focuses on exploring the relationship between Digital Leadership and Organizational Cultural Changes, with a specific emphasis on the role of Digital Literacy. Primarily quantitative, the research relies on primary data for its insights. A meticulously designed questionnaire is administered to collect the necessary data. The results indicate that a Banking and Financial Services (BFS) manager, aged 31 to 40 years, earning a monthly income between INR 50,001 to INR 1,00,000, regardless of gender, marital status, and education, demonstrates a higher level of perceptions of digital leadership. Conversely, a BFS employee aged above 50 years, earning a monthly income up to INR 30,000, irrespective of gender, marital status, and education, exhibits a lower level of perceptions of digital leadership. Moderation analysis outcomes reveal that the primary connection between perceptions of digital leadership and organizational culture is significant. However, the moderation effect of digital literacy in the relationship between perceptions of digital leadership and perceptions of organizational culture is deemed insignificant. These findings contribute valuable insights for organizational decision-makers seeking to understand the intricate dynamics of digital leadership and its impact on shaping organizational culture in the contemporary business landscape.

Odnos između procesa uključivanja zaposlenih i organizacione kulture u farmaceutskoj industriji u Severnoj Makedoniji

Using the Voice of the Organizations (Vox) instrument, this paper examines the relationship between the onboarding process and organizational culture in the pharmaceutical industry in North Macedonia, with particular reference to drug manufacturing companies. The four-dimensional Vox model has been extensively utilized and focuses only on the four designated types of organizational culture. A total of 228 responses were collected and analyzed using SPSS software by distributing online questionnaires to employees in drug manufacturing companies in North Macedonia. The results indicate that Entrepreneurial Democracy is the most preferred organizational culture during their onboarding process. Moreover, the analysis investigates the impact of generational differences, work experience, and job categories on perceptions of organizational culture in greater detail. Diverse aspects exhibited significant differences, highlighting the need for organizations to address specific dimensions during the onboarding process to foster a positive work environment. Overall, this study contributes valuable insights into the relationship between the onboarding process and organizational culture in the pharmaceutical industry, laying the groundwork for future research and providing organizations with practical implications.

Mental Health Nurses' and Allied Health Professionals' Individual Research Capacity and Organizational Research Culture: A Comparative Study.

Healthcare professionals have development needs related to their consumption, use, and practice of clinical research. Little is known about these issues in mental health services specifically. A survey of healthcare staff working in an NHS Mental Health and Disability Trust in England was conducted to describe research capacity and culture compared with previously reported samples, and to examine subgroup differences. An online questionnaire was utilized. The main measure was the Research Capacity and Culture tool comprising measures of individual's perceived research skills and of team and organizational research culture. Previous studies using the same measure were systematically identified, and pooled results, weighted by sample size, were calculated. Analyses were descriptive (current sample versus previous results) and inferential (comparisons between demographic and professional groups within the current sample). N = 293 people completed the survey. The median item scores were poorer than those of pooled samples from studies reporting median item scores on 39/51 (76.5%) occasions and poorer than those pooled samples of studies reporting mean item scores on 51/51 (100.0%) occasions. Individual capability for research was in the 'less than adequate' range more than in previous samples (71.4% vs. 42.9%). For team culture items, the proportions were 84.2% vs. 78.9%, while most responses about organizational culture were in the 'adequate' range (55.6% vs. 66.7%). Staff >20 years employment had poorer perceptions of team and organizational culture. Perceptions of individual research capacity and team and organizational culture were poor compared with previous studies, most of which were conducted in non-mental health settings. There is need for development of research capacity and culture in mental health services including opportunities to develop basic research skills through to strategic developments to promote clinical academic careers. There is considerable room for improvement in the way organizations support research and signpost opportunities.