The Mediating Role of Stress on the Relationship between Organizational Culture and Dysfunctional Attitudes: A Field Study

2020 ◽  
pp. 147-156
Author(s):  
Ali Bayram ◽  
Nuh M. Buyuksivaslıoglu ◽  
Mustafa Seker ◽  
Terekhin Vyacheslav ◽  
Bauyrzhan Botakarayev
Keyword(s):  
Organizational Culture ◽  
Field Study ◽  
Dysfunctional Attitudes ◽  
Mediating Role ◽  
The Relationship

scholarly journals Expatriates’ withdrawal intentions

2017 ◽  
Vol 46 (8) ◽  
pp. 1852-1869 ◽  
Author(s):  
Luisa Helena Pinto ◽  
Carlos Cabral Cardoso ◽  
William B. Werther Jr
Keyword(s):  
Organizational Culture ◽  
Goal Orientation ◽  
Design Methodology ◽  
Negative Influence ◽  
Content Type ◽  
Mediating Role ◽  
Business Goals ◽  
Culture Characteristics ◽  
The Relationship

Purpose The purpose of this paper is to examine the role of perceived home and destination organizational culture characteristics and general satisfaction with the assignment as antecedents of expatriates’ withdrawal intentions. Design/methodology/approach Data were collected through a web survey of an international sample of expatriates with a broad representation of industries, organizations and countries of origin and destination. Findings The results indicate that home and destination organizational cultures affect expatriates’ withdrawal intentions, after controlling for demographics and national cultural differences, namely: home organizational culture has a stronger influence on withdrawal intentions from the organization, while host organizational culture affects withdrawal intentions from the assignment. Further, the relationship between host organizational culture and expatriates’ intentions to withdraw from the assignment is mediated by expatriates’ satisfaction with the assignment. Evidence was also found supporting a stronger and negative influence of the goal orientation dimension of organizational culture, thus suggesting that a collective orientation toward common business goals (i.e. solidarity) may help retain expatriates. Originality/value This study seeks to fill a gap in the literature by exploring the influence of organizational culture on expatriates’ withdrawal intentions, and the mediating role of expatriates’ satisfaction with the assignment, on that relationship.

Test the Moderating and Mediating role of organizational culture in the relationship between servant leadership and employees performance (an analytical research of the views of a sample of employees in Al Zawraa general company)

2020 ◽  
Vol 2 (4) ◽  
pp. 16-32
Author(s):  
مصطفى حتوان رحيمة ◽  
محمد عبد احمد
Keyword(s):  
Organizational Culture ◽  
Servant Leadership ◽  
Pearson Correlation ◽  
Main Tool ◽  
Mediating Role ◽  
Public Company ◽  
Independent Variable ◽  
Deviation Coefficient ◽  
The Relationship

This research aims to study the expected role of organizational culture between the servant leadership in its dimensions (support and support of employees, forgiveness, and originality) and the performance of workers in whether it is a moderating role that modifies the strength and direction of the relationship between the independent variable and the dependent variable or just a mechanism to transfer the effect of the independent variable on the dependent variable this is called the mediating role. The targeted research sample was represented by the employees working in Al-Zawraa Public Company and the research sample reached (76) individuals of different job levels. For the purpose of collecting data for conducting statistical analyzes, the research relied on the questionnaire as a main tool, as (100) questionnaires were distributed to the employees of Al Zawraa Public Company, Al-Mansour site, Gas Department Medical and industrial. The number of retrieved questionnaires was (79), and valid for statistical analysis was (76). The data were analyzed using (AMOS) version 23 program. To achieve the research objectives, many statistical methods were used, represented by (the arithmetic mean, standard deviation, coefficient of variation, Pearson correlation coefficient and multiple linear regression). This research reached a set of conclusions, perhaps the most important of which is inferring the fact that organizational culture plays an interactive role and an intermediate role in the relationship between servant leadership and the performance of employees.

scholarly journals The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

2015 ◽  
Vol 9 (1) ◽  
pp. 43 ◽  
Author(s):  
Ahmad A. Al-Tit
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Knowledge Creation ◽  
Positive Role ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship

<p>The aim of this study was to investigate the relationship between human resource management (HRM) practices and organizational performance on the basis of 247 valid and reliable questionnaires distributed to managers at different management levels working in Jordanian manufacturing firms. The study also aimed to explore the mediating role of knowledge management as well as the moderating effect of organizational culture on the relationship between HRM practices and organizational performance. Ten HRM practices and 10 indicators of organizational performance were adopted for the purpose of this study. Knowledge management was measured by examining three processes; knowledge creation, sharing and utilization. Organizational culture was measured according to passive/defensive, aggressive/defensive and constructive cultures. The results of the study supported the presumed hypotheses. Hence, HRM practices significantly predicted organizational performance. Knowledge management mediated the relationship between HRM practices and organizational performance. Finally, it was found that organizational culture moderated the relationship between HRM practices and organizational performance as well as the relationship between HRM practices and knowledge management. Constructive cultures play a positive role in the relationship between HRM practices and organizational performance (OP), while defensive cultures negatively affect the relationship between HRM practices and knowledge management (KM). The main contribution of this study to the literature on HRM, KM and OP derives from the lack of prior studies addressing the same purposes as this study. The study informs researchers and managers that both knowledge management and organizational culture mediate and moderate the impact of HRM practices on organizational performance to a considerable extent.</p>

scholarly journals Mediating Role of Leadership Style on Organizational Culture and Total Quality Management

2019 ◽  
Vol 7 (1) ◽  
pp. 1467-1517
Author(s):  
Teresita Belarmino
Keyword(s):  
Organizational Culture ◽  
Quality Management ◽  
Total Quality Management ◽  
Leadership Styles ◽  
Leadership Style ◽  
Total Quality ◽  
Tertiary Institutions ◽  
Mediating Role ◽  
The Relationship

Introduction: Scholars consider leadership style as a powerful tool for improving school managers’ commitment on total quality management (TQM), yet few studies have empirically examined the linkages on organizational culture, leadership styles, and TQM in tertiary institutions. This study determined the mediating role of leadership style on organizational culture and TQM. Method: The researcher employed the descriptive correlational design to analyze the level of organizational culture, the extent of leadership style as mediating variable, the extent of TQM in education as perceived by the respondents, and the relationship between those variables among school managers. There were 295 school managers from 13 tertiary institutions in Asia who responded to the study. Result: The results of the study showed that the respondents have very high practices of organizational traits of involvement, adaptability, consistency, and mission with an indirect effect on leadership style. The extent of the respondents’ TQM is high on the following dimensions: a process-systems approach, customer-supplier focus, consistent quality leadership, continuous improvement and self-evaluation .The extent of leadership styles in both transformational and transactional as practiced by managers is high. However, the organizational culture had no direct effect on TQM. Thus, leadership style fully mediates organizational culture and TQM. Further, the school managers are committed to TQM in education regardless of age, civil status, educational attainment, and years of experience. As a contribution to the mediating mechanism, the emerging model showed that transformational and transactional being the components of leadership styles have loadings of .89 and .49, respectively. This means that the respondents’ leadership style practices have corresponding weights of 64.49% of transformational and 35.51% of transactional leadership style to fully mediate on the relationship between organizational culture and TQM. This research therefore, indicates the significance of the mediating role of leadership style on organizational culture and TQM in tertiary institutions. Discussion: The outcome of this study shall be utilized as basis for conducting seminar-workshops and training programs. The study will contribute to future research on other dimensions on OC, LS and moderating variables in relation to TQM.

scholarly journals IMPACT OF ACHIEVEMENT MOTIVATION AND SELF-EFFICACY ON EMPLOYEE PERFORMANCE MEDIATING ROLE OF LEARNING AND MODERATING ROLE OF ORGANIZATIONAL CULTURE

2015 ◽  
Vol 03 (02) ◽  
pp. 19-29
Author(s):  
Misbah Mehmood ◽  
Keyword(s):  
Organizational Culture ◽  
Achievement Motivation ◽  
Self Efficacy ◽  
Employee Performance ◽  
Mediation Effect ◽  
Mediating Role ◽  
Performance Results ◽  
The Impact ◽  
The Relationship

The aim of the study was to find out the impact of Achievement motivation, self efficacy on employee performance moderated by organizational culture, and mediated by learning. Data was collected from 150 employees. Results indicated that Achievement motivation and self-efficacy has positive and significant effect on employee performance. Results also indicated that learning has a partially mediation effect between achievement motivation, self- efficacy and employee performance .The organizational culture also moderated the relationship between achievement motivation, self-efficacy and learning. Hence, the combined effect of achievement motivation, self-efficacy and organizational culture enhanced the learning of employees, which in return increased the effectiveness of their performance.

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