Perceptions Of Organizational Culture Research Articles

Factors Affecting Burnout Among Medical Assistants.

Medical assistants-key professionals supporting physician practices-have not been studied with regard to burnout and professional fulfillment, which may affect other healthcare professionals. This study examined the factors associated with burnout among medical assistants in an academic healthcare organization while validating the use of a tool previously used to assess burnout in physicians. Using portions of the Professional Fulfillment Index (PFI) and questions designed for this mixed methods study, medical assistants employed across Stanford Health Care were surveyed. The authors assessed demographic characteristics and the impact of control, organizational culture, team knowledge, self-efficacy, and professional fulfillment/meaningfulness on burnout. Of the 505 eligible participants, 261 (52%) completed the survey; 76% were women. The study validated the PFI for use with this population and validated three additional scales. Burnout was found to be low among medical assistants (M = 2.32); professional fulfillment/meaningfulness of work was found to be high (M = 4.08). Organizational culture, professional fulfillment, and self-efficacy were found to be predictors of burnout (R2 = 0.438), with negative perceptions of organizational culture as the strongest predictor of burnout among medical assistants (β = -0.34). These results indicate that a survey tool is useful in understanding components of burnout and professional fulfillment in this population. Although limited to one site, this study could be replicated in other organizations.

Analysis of Work Discipline, Organizational Culture and Vocational High School Work Satisfaction

Organizational success in achieving predetermined goals is influenced by many factors. One of these factors is human resources. This study aims to describe work discipline, organizational culture, and job satisfaction at the Muhammadiyah Vocational High School in Banten Province. The research sample was the permanent teachers of SMK Muhammadiyah Banten Province, with as many as 121 teachers. Organizational culture is measured by four indicators, namely autonomy in tasks obtaining a mean value of 3.94, autonomy in the results obtaining a mean value of 3.96, human orientation obtaining a mean value of 4.22, and orientation to development obtaining a mean value of 3, 79. In general, according to teachers' perceptions that human orientation is positively perceived by respondents. Based on the analysis results that have been carried out descriptively, the respondents' perceptions of work discipline, organizational culture, and job satisfaction are as follows: individual contributions to the organization. Work discipline can be monitored from the length of time worked in working hours, the level of frequency of employee permission to work, work attendance appears on employee attendance records. The test results show that the work permit best explains the overall work discipline of the teacher. Job satisfaction is related to perceptions of the conditions of work being managed. Teacher job the job itself measures satisfaction, promotion, supervision, workgroup, and working conditions. The test results show that satisfaction with the workgroup to complete the job can explain overall job satisfaction. Teacher performance must have four types of competency outcomes, namely pedagogical, personal, social, and professional competence at work. The test results show that personality competence best explains overall performance, followed by professional, social competence, and the last is pedagogic competence.

특성화고 교사의 교사역량 및 학교조직문화 인식 분석: 부산지역 일반고와의 비교를 중심으로

특성화고 교사의 교사역량 및 학교조직문화 인식 분석: 부산지역 일반고와의 비교를 중심으로

Characteristic of Islamic Organizational Culture as An Effort to Improve Performance at University of Muhammadiyah Malang

This study aims to reveal the characteristics of Islamic organizational culture at University of Muhammadiyah Malang as an effort to improve employee performance. This study uses qualitative method by applying phenomenology approach. It is conducted by examining the experience realized by the informant (conscious experience) and the instruments of data collection are interviews, observation, and documentation so that researchers can obtain more complete data about the characteristics of Islamic organization culture at University of Muhammadiyah Malang. The research subjects are: (1) university board; (2) deans; (3) employees. Moreover, the qualitative data analysis techniques in this study uses 3 (three) analyzes, namely: data reduction, data presentation, and conclusion. The results of this study indicate that perceptions of Islamic organizational culture can be seen from the perception of university board, lecturers and employees on the value of leadership, norms and management practices, stories and figures, traditions and rituals, as well as perceptions on symbols. It can be concluded that the characteristics of Islamic organizational culture include: (1) Shiddiq (truthfulness) to achieve personal excellence that is honest, transparent, and accountable, (2) Amanah (trustworthiness) to achieve inter-personal capital that is unprejudiced and commitment, (3) Tabligh (advocacy) to achieve visionary and communicative leadership that is communicative and open, (4) Fathonah (wisdom) to achieve professionalism and technical leadership that is smart, competent, and innovative.

Organizational safety culture perceptions of healthcare workers in Ghana: A cross-sectional interview study.

Evidence shows that routine occupational safety and health (OSH) training is critical for maintaining good safety culture at healthcare facilities. However, our understanding of how healthcare facility type and routine OSH training interactively influence the number of reported organizational safety culture perceptions is limited. This study assesses the interactive effect of healthcare facility type and OSH training on the number of reported organizational safety culture perceptions of healthcare workers in Ghana, secondly it evaluates how the relationship was attenuated when theoretically relevant factors (compositional and contextual) were considered, and lastly examines the magnitude and order of association between the predictors and the number of reported organizational safety culture perceptions. Cross-sectional interview study. The researchers interviewed 500 healthcare workers in seventeen healthcare facilities in the Central region of Ghana. Negative binomial regression models were fitted to cross-sectional survey data on 500 healthcare workers in Ghana. Healthcare workers who work in healthcare centers (24%, P<0.05) and hospitals (23%, P<0.05) where routine OSH training was conducted were more likely to report good organizational safety culture perceptions compared with their counterparts who work at healthcare centers where no routine OSH training was conducted. Individuals who were above 39 years (23%, P<0.05) were more likely to report good organizational safety culture perceptions compared with their counterparts in the 20-29-year category. Female healthcare workers (11%, P<0.05) were more likely to report good organizational safety culture perceptions compared with their male counterparts. These findings provide valuable information for policymakers and stakeholders in the healthcare sector to develop interventions necessary for improving safety culture at healthcare facilities.

How Leadership, School Culture, Collective Efficacy, Academic Self-Efficacy, and Socioeconomic Status Affect Student Achievement

The purpose of this study is to investigate the impact of instructional leadership and school culture in school-level, and academic self-efficacy and socioeconomic status in student-level on academic achievement. The study conducted with 194 teachers and 948 students at 30 schools in Cankiri province. The sample was composed of stratified sampling technique considering the number of teachers and students in schools. In the 2017-2018 academic year, teachers responded to the Organizational Culture Scale, Instructional Leadership Scale, and Collective Teacher Efficacy Scale. Additionally, students responded to the Academic Self-Efficacy Scale. For academic achievement, we used students' averages scores related to six courses. We checked five hypotheses in the study and analyzed them with two-level structural equation modeling. The findings showed that socioeconomic status, academic self-efficacy, and collective efficacy of teachers had a significant effect on the students’ average academic achievement scores. Another result indicated that perceptions of teachers about school principals’ instructional leadership had a significant effect on organizational culture perceptions. Moreover, perceptions of the organizational culture of teachers had a significant effect on their perception of collective efficacy.

Üniversite İdari Personelinin Örgütsel Bağlılık Algılarının Örgütsel Kültür Algılarından Yordanması (Predicting Organizational Commitment Perceptions of University Administrative Staff from Their Organizational Culture Perceptions)

Purpose – The study aims to investigate the organizational culture and organizational commitment perceptions of the university administrative staff and the relationships between their organizational culture and organizational commitment perceptions. In the study, firstly organizational culture and organizational commitment perceptions of the participants were described and some analysis were made to test whether these perceptions differ statistically depending on gender, education level and experience of the participants. Furthermore, the relationships between the perceptions of organizational culture and organizational commitment were examined. Design/methodology/approach – Information about the universe, sample, data collection tools and data analysis process of the research carried out in the relational screening model are given below. The data to be used in the study were collected between October and November 2019. Findings – Study results also indicated that organizational culture perceptions of the participants did not differ statistically according to the gender variable. However, organizational commitment perceptions of the participants differed statistically in terms of emotional commitment. It was observed that the participants' perceptions of organizational culture differed in the dimensions of power culture, achievement culture and support culture, while organizational commitment perceptions of the participants differed in terms of emotional commitment depending on their educational level. Finally, the total variances explained by four organizational culture dimensions were ordered as 34% for normative commitment, 20% for emotional commitment, and 8% for continuance commitment.

Differences in the Perception of Organizational Culture in Non-Public Universities in Poland by Academic and Administrative Staff – A Study Based on Cameron and Quinn's Model

Abstract The purpose of this paper is to present differences in the perception of current and desired organizational culture between two different types of workers – academic and administrative staff – in non-public universities in Poland. A synthetic review of the literature on organizational culture at universities and the workplace attitudes of the two groups of university employees was conducted and presented. Research in the form of a survey based on Cameron and Quinn's model was conducted in three non-public universities in Poland. A sample of opinions of 115 workers was gathered and analyzed. It was found in the study that according to academic workers, the present culture was market culture, whereas for administrative workers, it was hierarchy culture. Both groups chose clan culture as the preferred culture. The findings may be useful for higher education decision makers in their attempts to transform universities into market-oriented, yet friendly workplaces. The study's limitations include a relatively small sample of respondents. A further, more comprehensive research into the subject will be worth conducting.

Excavating Organizational Assumptions about Cultural Change: The Unintended Consequences of Safety Committee Initiatives

This study contributes to the emerging literature on the interplay between safety committees and employee perceptions of organizational safety culture. Creating, managing and maintaining a safety culture in organizations involves significant investment in the establishment of safety committees. The role of such committees in improving safety culture perceptions has remained underexplored in the safety management and organizational literature.This study addresses that gap and focuses on a safety committee within the facilities management operations of a large American academic institution. The objective is to generate understandings of how a committee can influence organizational cultural change and impact employee perceptions of safety.Using Schein’s organizational culture model as a prism, we unpack the employees’ implicit cultural beliefs. Data from over sixty employee interviews revealed that formation of the Safety Committee resulted in unintended consequences in terms of employee perceptions.Employees attributed most safety-related actions to the committee when, in fact, the managers and supervisors had actually carried them out. Thisoverestimationof committee activities and concomitantunderestimationof managerial actions by employees was an unintended consequence of establishing a committee. Employees, in fact, collectively attributed all positive changes in the organizational culture to the committee. The committee ultimately influenced the employees’ basic assumptions, such change being, according to Schein, a prerequisite for organizational cultural change.This study, therefore, contributes to the literature by proposing that unintended consequences can operate in three different ways to support organizational change. First, unintended consequences can promote positive outcomes; second, they can reveal a new understanding of committees, which under certain circumstances can act as a proxy for management and encourage positive perceptions of managerial commitment. Lastly, unintended consequences can provide a means to detect and ‘excavate’ hidden, implicit assumptions that drive organizational culture’s deepest layers.

Engaging in the internationalization of education and SDGs: Case study on the global hub of UNAI on sustainability

The education sector has been identified as one of the key players in globalization processes and implementation of the UN Agenda 2030. The role of education, including higher education, involves not only raising awareness among young people and educators about the sustainable development goals (SDGs) and global environmental changes, but also in mobilizing them for partnerships towards fulfilment of these goals (as defined in SDG-17) and dealing with the challenges of globalization. The purpose of this article is to analyze the engagement of HEIs in internationalization of education, realization of the UN Agenda 2030 and supporting the implementation of SDGs, using as an example the work of the UNAI at the university level. First, the article provides a short literature review on empirical and theoretical aspects of the internationalization of HEIs, looking at how international institutions impact internationalization, organizational culture and the formulation of educational process and international cooperation activities at HEIs. Second, it analyzes organizational tools for internationalization by looking at the international experience and activities of university networks such as UNAI and the impact of those networks on the internationalization of universities. Third, it presents a case study of the work of an international university network, using the example of UNAI Hub at Al-Farabi Kazakh National University, and discusses how the UNAI programs have impacted the perception of internationalization and organizational culture at the university.

Ethics in Financial Service Industry as Panacea for Organizational Performance in Osogbo and Iree Metropolis, Osun State, Nigeria

The study investigates the argument and counterargument within the scientific discussion on ethics as the panacea to organizational performance in the financial service industry using ethical leadership, organizational ethical culture and public perception on ethics to measure organizational performance. The objective of this study is to examine the relationship between ethical leadership and organizational performance in Osogbo and Iree United Bank of Africa. Secondly, this study aimed at determining the relationship between organizational ethical culture and organizational performance in Osogbo and Iree United Bank of Africa. Thirdly, the study intends to establish the relationship between public perception of organizational ethics and organizational performance in Osogbo and Iree United Bank of Africa. The research questions formulated to guide this study are: What is the effect of ethical leadership on organizational performance in Osogbo and Iree United Bank of Africa; How does organizational ethical culture impacts organizational performance in Osogbo and Iree United Bank of Africa? What is the relationship between public perception of organizational ethics and organizational performance in Osogbo and Iree United Bank of Africa? This study adopted the survey research design and obtained its data from primary sources. The primary data were obtained through a questionnaire administered on 100 respondents of United Bank for Africa Plc, Iree and Osogbo branches. A simple random sampling technique was also used to conduct a personal interview on 50 customers of the bank. Regression analysis was used to test the hypotheses at a 0.05 level of significance. The study showed a positive and significant relationship between ethical leadership and organizational performance, organizational ethical culture and organizational performance, and public perception of ethics and organizational performance. The study, therefore, recommends that management should not only communicate organizational ethical values to employees in words but also in action; they should lead by example, proper attention should be placed on organization’s culture to ensure that it is ethical as employees are willing to do more in an organization with ethical culture and also, service industries in Nigeria must ensure that their organizations are managed in a way that will enhance a positive public perception.

Organizational culture in teachers at the Adventist educational institution El Redentor

El objetivo de este trabajo es determinar el nivel de percepción de la cultura organizacional en los docentes de la Institución Educativa Adventista “El Redentor”. El estudio es de nivel descriptivo de diseño no experimental y de corte transversal. Para medir la percepción de la cultura organizacional en una muestra de 50 docentes se utilizó el instrumento de Denison Organizational Culture Survey (DOCS) que consta de las dimensiones: consistencia, implicancia, adaptabilidad y misión, con una consistencia interna aceptable de a = 0.942. Para obtener los resultados se aplicó estadística de medida central. Respecto a las características demográficas de los docentes, se encontró que la mayoría es de género femenino entre 36 y 45 años de edad, con una experiencia laboral de 8 años a más y un nivel de formación de grado licenciado. Tanto la cultura organizacional como sus dimensiones fueron percibidas en un nivel moderado, esto implica que los docentes ven la cultura como una ventaja competitiva que transmite un sentido de identidad y compromiso en ellos mismos.

Örgüt Kültürü Algısının İzlenim Yönetimi Üzerine Etkisi: Eğitim Yöneticileri Üzerine Bir Araştırma (The Effect of Perception of Organizational Culture on Monitoring Management: A Research on Education Managers)

Purpose – The aim of this study is to reveal whether the organizational culture perception is effective on impression management behavior. Design/methodology/approach – In this study, while examining the effect of organizational culture on the impression management behaviors of educational administrators, research data were collected from 269 educational administrators working in high schools, secondary schools, primary schools and kindergartens in Isparta. In the research model, perception of organizational culture as dependent variable and impression management as independent variable were considered. The data obtained in the study were analyzed with SPSS and structural equation model. In the study, measurement models were tested first and it was seen that the proposed measurement model could be used to test the predicted structural equation model. The model established in the research was found to be statistically significant. Findings – Some modifications have been made in line with the recommendations of the program in order to achieve good fit values in the structural model. For this, good fit values of the structural model were obtained by creating covariances between some items in the dimensions of the scales. Findings show that organizational culture perceptions affect impression management behavior. According to this result, educational administrators' perceptions of organizational culture affect their impression management behaviors in a significant and positive way. According to the path coefficients (standardized beta coefficients) in the structural equation model, it was determined that the dimensions of organizational culture strongly affect the dimension of impression management trying to be liked, the dimension of flattery, the dimension of intimidation, the dimension of trying to endear and pity. Discussion – There are a limited number of studies in the literature that consider organizational culture and impression management behaviors. Stronger results will be obtained with studies that include findings in which the number of samples is increased and diversified.

Asian Americans’ perceived work-related stress: Impacts on job satisfaction and retention

Employees’ work-related stress is detrimental to organizational productivity and morale. Among Asian Americans, health disparities are present not only for lower socioeconomic classes but also for the middle class. Stress symptoms are less reported and the least treated among this population. This alarming phenomenon deserves immediate attention, to help Asian Americans maintain a healthy work-life balance. Nineteen Asian American professionals in various organizational roles share about their perceptions of organizational culture and work-related stress, their organizational identities and perceived stress and generational differences among Asian American professionals regarding job satisfaction, organizational identity, and enculturation.

‘Bringing the Badge home’: exploring the relationship between role overload, work-family conflict, and stress in police officers

ABSTRACT Drawing from work-life theory and the police literature, this research explores police officers’ work-life challenges by: (1) examining the relationship between role demands (at work, at home) and work-life conflict, (2) investigating the relationship between work-life conflict and stress, (3) determining the extent to which a family-friendly organisational culture moderates the relationship between work-family demands and work-life conflict, and (4) exploring the impact of gender on these relationships. Samples of 616 male and 264 female Canadian police officers are used to test eight hypotheses. Partial Least Squares (PLS) Multi-Group Analysis (MGA) was used to test these hypotheses. Consistent with broader work-life research, the analysis reveals that role demands positively relate to work-life conflict for both male and female officers. Results also highlight two unexpected findings: the positive relationship between role demands (at work, at home) and work-life conflict is stronger for male officers with high perceptions of family-friendly organisational culture than male officers with low perceptions of family-friendly organisational culture. This study highlights the complexity of work-life challenges for men and women in a male-dominated organisation (i.e. police). In doing so, this study emphasises organisational context to explain findings that challenge conventional work-life research, which has been predominantly conducted in non-police organisations.

Effect of the University organizational culture perception on students’ commitment: the role of organizational identification

The study is aimed to identify the way organizational culture contributes to the students’ commitment to the University. In addition, the linkage of organizational identification and commitment is examined. Applying the quantitative methodology to collect the bachelor students’ data the questionnaire was constructed. The questionnaire includes measures for identification by Kreiner and Ashforth, Organizational Culture Instrument (OCAI) based on competitive Values Framework (CVF) by Quinn and Cameron and Porter Organizational Commitment Questionnaire (OCQ). After that, the data analysis was provided with conducting of Cronbach-alpha and T-Test, providing descriptive statistics, applying Spearman correlation analysis and performing structure equitation modeling (SEM). By this token, we were able to build the university commitment model. Our findings show that students are getting more committal to the university, if there is an environment with strong Clan culture, emphasizing human relations and cooperation, with which students tend to identify themselves. Additionally, we defined that Market culture type with ideas of competition and Hierarchy type based on the formal procedures predict a decrease in students’ commitment. Moreover, Adhocracy culture as innovation-based is not clearly understood by students. Hence, the discussion and implications are suggested to explain our results.

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.

Organizational Culture and Demographic Characteristics of Employees

Purpose – Organizational culture is a driving force that positively affects the performance of the organization by shaping employee behavior. The literature states that culture is influenced by various factors and it is difficult to create a monolithic organizational culture. In this context, it is important to discover the factors that affect organizational culture. The main purpose of this research is to reveal how demographic features affect the perception of organizational culture and to expand the literature on this culture. Design/methodology/approach – The data were obtained from 156 factory employees operating in Izmit. The data collected by the survey method were analyzed using IBM SPSS 23 statistical software. Findings – The results of the analysis show that employees' perceptions of organizational culture; It shows that it changes according to gender, age, marital status, work experience and working time with the same manager. Discussion – It is considered that the results of the research will guide the managers on diversity management.

112 ACİL SAĞLIK HİZMETLERİ ÇALIŞANLARININ ÖĞRENEN ÖRGÜT KÜLTÜRÜNE İLİŞKİN ALGILARI

The purpose of this research is to determine the perceptions of learning organization culture of 112 emergency medical services employees working in Sivas Provincial Health Directorate, Sivas Public Health Directorate and Sivas Public Hospitals Union General Secretariat, and, to determine according to socio-demographic characteristics, their differences their learning organization perceptions. The data obtained from the study were subjected to independent sample t test and f (Anova) test and the significance of difference (Post hoc test) was examined by Tukey test. In the research findings, it was determined that learning organization culture were moderate. It was determined that there were significant differences between the participants' perceptions of learning organizational culture and the gender, marital status, tenure, managerial duties and institutions studied. As a result, supporting individual and group learning in health institutions for quality and rapid service provision, improving knowledge and learning from mistakes, it can only be possible by adopting the philosophy of being learning organization and applying it effectively

Exploring the Association Between Organizational Culture and Large-Scale Adverse Events: Evidence from the Veterans Health Administration

Large-scale adverse events (LSAEs) involve unsafe clinical practices stemming from system issues that may affect multiple patients. Although literature suggests a supportive organizational culture may protect against system-related adverse events, no study has explored such a relationship within the context of LSAEs. This study aimed to identify whether staff perceptions of organizational culture were associated with LSAE incidence. The team conducted an exploratory analysis using the 2008-2010 data from the US Department of Veterans Affairs (VA) All Employee Survey (AES). LSAE incidence was the outcome variable in two facilities where similar infection control practice issues occurred, leading to LSAEs. For comparison, four facilities where LSAEs had not occurred were selected, matched on VA-assigned facility complexity and geography. The AES explanatory factors included workgroup-level (civility, employee engagement, leadership, psychological safety, resources, rewards) and hospital-level Likert-type scales for four cultural factors (group, rational, entrepreneurial, bureaucratic). Bivariate analyses and logistic regressions were performed, with individual staff as the unit of analysis from the anonymous AES data. Responses from 209 AES participants across the six facilities in the sample indicated that the four comparison facilities had significantly higher mean scores compared to the two LSAE facilities for 9 of 10 explanatory factors. The adjusted analyses identified that employee engagement significantly predicted LSAE incidence (odds ratio = 0.58, 95% confidence interval = 0.37-0.90). Staff at the two exposure facilities in this study described their organizational culture to be less supportive. Lower scores in employee engagement may be a contributing factor for LSAEs.