scholarly journals The impacts of organizational culture, knowledge management and employee engagement on job satisfaction: The case of supportive service officers in Mongolia

2017 ◽  
Vol 11 (1-2) ◽  
pp. 97-104
Author(s):  
Tsogtsuren Bayasgalan ◽  
Ravdansuren Chantsaldulam
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resource Development ◽  
Employee Engagement ◽  
Influential Factors ◽  
Theory And Practice ◽  
Public Servants ◽  
Level Data ◽  
Jel Code

Employee’s job satisfaction is one of the main influential factors for the effectiveness of human resource development. The aim of this study is to investigate the impacts of organizational culture, knowledge management and employee engagement on job satisfaction among public officers. This research topic has been studied and is well-known in worldwide. In Mongolia, context the topic of study has been developed at low level. Data collected from the public-sector employees that understand to impact of job satisfaction. In the research, 213 participants participated who work in public organizations of Mongolian cities such as Ulaanbaatar, Darkhan and Erdenet and districts near to Ulaanbaatar city, including Nalaikh, Khutul, Baganuur. Therefore, the research methodology organized and used some information from statistical calculations in Mongolia. The results showed that impact of all factors such as organizational culture, knowledge management and employee engagement had a positive relationship on job satisfaction. It means that public servants can take care of organizational culture, knowledge management and employee engagement to remain and make their employees happy, as the more satisfied employees are, the more productive they are than those who are less satisfied. This study discussed the effects of above mentioned results, the implications for theory and practice along with the limitations of the research and the implications for further research. Data were used SPSS and SmartPLS 3.0 to test the relationships between variables. JEL CODE: J01

THE IMPACTS OF ORGANIZATIONAL JUSTICE AND CULTURE, KNOWLEDGE MANAGEMENT AND EMPLOYEE ENGAGEMENT ON EMPLOYEE’S JOB SATISFACTION: THE CASE OF SUPPORTIVE SERVICE OFFICERS

2017 ◽  
Vol 19 (3) ◽  
pp. 56-65
Author(s):  
Bayasgalan Tsogtsuren ◽  
Gerelkhuu Tugsuu
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Justice ◽  
Human Resource Development ◽  
Employee Engagement ◽  
Influential Factors ◽  
Public And Private ◽  
Descriptive Research ◽  
Level Data

Employee’s job satisfaction is one of the main influential factors for the effectiveness of human resource development. We studied a comparison between public and private universities academic staffs of organizational culture and workplace structure, job satisfaction and commitment. In this study, we try to study more theoretical framework of job satisfaction in position among public officers in Mongolia. The aim of this study is to investigate the impacts of organizational justice, organizational culture, knowledge management and employee engagement on job satisfaction among public officers. This research topic has been studied and is well-known in worldwide. In Mongolia, context the topic of study has been developed at low level. Data collected and analyzed from descriptive research can help public sector employees understand factors of job satisfaction. Therefore, the research methodology organized and used some information from statistical calculations in Mongolia. Data were collected from 213 participants who work in public organizations. The participants were from Mongolian cities such as Ulaanbaatar, Darkhan and Erdenet and districts near to Ulaanbaatar city, including Nalaikh, Khutul, Baganuur. The results showed that effects of all factors such as organizational justice and culture, knowledge management and employee engagement had positive impacts on job satisfaction.

The mediating effect of job satisfaction on the relationship between organizational culture and knowledge management in Jordanian banking sector

2018 ◽  
Vol 25 (2) ◽  
pp. 517-544 ◽  
Author(s):  
Bayan M. Al-Abdullat ◽  
Amr Dababneh
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Customer Service ◽  
Banking Sector ◽  
Statistical Tests ◽  
Management Style ◽  
Mediating Effect ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to examine the positive effect of organizational culture on knowledge management (KM) by clarifying the mediating effect of job satisfaction on the banking sector in Jordan. The study was conducted on Jordanian banks to develop the organizational culture concept to be reflected in the bank activities. The population of this study consists of junior and senior customer service and administrative employees working at Jordanian banks in Jordan. Design/methodology/approach The sample of this research is purposive one because the research cannot get a list containing names of customer service employees for privacy reasons. Various statistical tests were employed to test the research hypotheses. The study utilized two statistical packages – Statistical Package for Social Sciences (SPSS) and SPSS-AMOS – for analyzing the data. Findings The development of organizational culture at banks in Jordan is still not stable and efficient. This may be affected by the management style and teamwork spirit in Jordan and other factors related to bank culture and how it will be reflected in customer service. The creation and application of KM at banks in Jordan is still modest. Knowledge is mainly shared internally within the bank with little efforts dedicated to soliciting knowledge from the external environment including customers. The job satisfaction at banks in Jordan is still modest. Originality/value The purpose of this study is to investigate how the organizational culture can improve job satisfaction for efficient work knowledge. The relationship between organizational culture and KM of organizational members is developed and analyzed herein by proposing a mediating role of job satisfaction. Few research papers have focused on job satisfaction and its mechanism contributing to individual effectiveness in the Jordanian market, and many ignored the benefits of KM and value of culture in many sectors.

scholarly journals The Role of Leadership and Organizational Culture Toward The Engagement of Millenial Employees Through Job Satisfaction at Pt Mory Industries Indonesia

2021 ◽  
Vol 04 (07) ◽  
Author(s):  
Apud Abdul Aziz ◽  
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Data Analysis ◽  
Employee Engagement ◽  
Indirect Effect ◽  
Millennial Generation ◽  
Sampling Technique ◽  
Leadership Role ◽  
Leadership Roles

This study aims to determine the effect of leadership roles and organizational culture on millennial generation employee engagement simultaneously, determine the influence of leadership roles on millennial generation employee engagement partially, determine the influence of organizational culture on millennial generation employee engagement partially, determine the effect of job satisfaction on employee engagement millennial generation partially, knowing the influence of leadership roles on millennial generation employee engagement through job satisfaction variables, knowing the influence of organizational culture on millennial generation employee engagement through job satisfaction variables. The research was conducted at Pt Mory Industries Indonesia. The sampling technique used a random sample involving 58 millennial generation employees. Data analysis using path analysis. Based on the results of data analysis, it shows that the role of leadership and organizational culture affect millennial generation employee engagement simultaneously. The leadership role variable partially affects millennial generation employee engagement. The organizational culture variable partially affects the millennial generation employee engagement. The job satisfaction variable partially affects the millennial generation employee engagement. The influence of the leadership role on millennial generation employee engagement through job satisfaction is greater than the direct effect, so it can be said that job satisfaction is an intervening variable. The influence of organizational culture on millennial generation employee engagement through job satisfaction is smaller than the indirect effect, so it can be said that job satisfaction is an intervening variable

The Role of Knowledge Management on Job Satisfaction

2017 ◽  
pp. 1764-1789
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Causal Model ◽  
Positive Effect

This chapter introduces the framework and causal model of organizational culture, organizational learning, knowledge management, and job satisfaction. It argues that dimensions of organizational culture, organizational learning, and knowledge management have mediated positive effect on job satisfaction. Knowledge management positively mediates the relationships between organizational culture and job satisfaction and between organizational learning and job satisfaction. Organizational culture is positively related to organizational learning. Furthermore, the author hopes that understanding the theoretical constructs of organizational culture, organizational learning, knowledge management, and job satisfaction through the use of the framework and causal model will not only inform researchers of a better design for studying organizational culture, organizational learning, knowledge management, and job satisfaction, but also assist in the understanding of intricate relationships among different factors.

scholarly journals The Influence of Organizational Culture, Leadership Style, Financial Compensation, Employee Engagement on Work and Its Impact on the Performance of SMK Inc.

2021 ◽  
Vol 3 (3) ◽  
pp. 107-122
Author(s):  
Suryono Efendi ◽  
Edi Sugiono ◽  
Luthfi Arifin Saleh
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Hypothesis Testing ◽  
Employee Engagement ◽  
Leadership Style ◽  
Employee Satisfaction ◽  
Employee Performance ◽  
Primary Data ◽  
Financial Compensation ◽  
Insignificant Effect

The purpose of this study was to determine the effect of organizational culture, leadership style, financial compensation, employee engagement on job satisfaction, and its impact on employee performance at SMK Inc. This research belongs to the type of quantitative research using an Explanatory Survey design to explain the relationship between two or more variables through hypothesis testing. Furthermore, the method used is descriptive and verification. The variables in this study are divided into 1) independent variables, 2) intervening variables, and 3) dependent variables. The data used in this study are primary data and secondary data. The data collection techniques used in this study were field research methods, literature study methods, and variable measurement (using a Likert scale). The data test in this study used discriminant validity tests, reliability tests, and hypothesis testing (t-statistics). Based on the results of data processing, it can be concluded that: 1) Testing the first hypothesis that Organizational Culture, Leadership Style, Financial Compensation have a positive and significant impact on job satisfaction at SMK Inc.; 2) Testing the fourth hypothesis that employee engagement has a positive and insignificant effect on job satisfaction at SMK Inc.; 3) Testing the fifth hypothesis. Organizational culture, Leadership Style, has a positive and significant effect on employee performance at SMK Inc.; 4) Financial compensation, Employee Engagement, Satisfaction has a positive and insignificant effect on employee performance at SMK Inc.; 5) Organizational culture has a positive and significant influence on employee performance through employee satisfaction at SMK Inc.; 6) Leadership style and Employee Engagement have no significant effect on employee performance through Employee Satisfaction at SMK Inc., and 7) Testing the twelfth hypothesis. Financial compensation has a positive and significant effect on employee performance through employee satisfaction at SMK Inc.

scholarly journals Linking Pay Level to Interactional Justice as a Determinant of Personal Outcomes

2009 ◽  
Author(s):  
Azman Ismail ◽  
Mohd Noor Mohd Shariff
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Human Resource Development ◽  
Interactional Justice ◽  
Theory And Practice ◽  
Mediating Effect ◽  
Future Research ◽  
Job Commitment ◽  
Development Literature ◽  
The Relationship

Human resource development literature highlights that pay level is a crucial compensation design issue. The ability of the management to properly design the level of pay according to external and internal organisational factors may have a significant impact on personal outcomes, i.e. job satisfaction, job commitment, and job performance. More importantly, a thorough review of such relationships revealed that effect of pay level on personal outcomes is indirectly affected by feelings of interactional justice. Although the nature of this relationship is interesting, little is known about the influence of interactional justice in compensation programme models. Therefore, this study was conducted to measure the mediating effect of interactional justice in the relationship between pay level and personal outcomes. A survey research method was used to gather 917 usable questionnaires from employees who have worked in Malaysian institutions of higher learning. The outcomes of stepwise regression analysis showed three important findings: firstly, the relationship between interactional justice and pay level would increase job satisfaction. Secondly, the relationship between interactional justice and pay level would increase job commitment. Third, relationship between interactional justice and pay level would increase job performance. This result confirmed that interactional justice does act as a full mediating variable in the pay system model of the organisation sample. In addition, the implications of this study on compensation theory and practice, conceptual and methodological limitations, and directions for future research are discussed.  

scholarly journals Model of Organizational Commitment of the Head of Vocational High School in Medan North Sumatera

2020 ◽  
Vol 3 (1) ◽  
pp. 570-575
Author(s):  
Sukarman Purba ◽  
Erika Revida
Keyword(s):  
High School ◽  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Theoretical Model ◽  
Causal Relationship ◽  
Human Resource Development ◽  
Total Sample ◽  
Vocational High School ◽  
Fixed Model

The purpose of this study is to determine the Fixed Model or Theoretical Model of Organizational Commitment that can describe the structure of the causal relationship between exogenous variables with endogenous variables Organizational Commitment of Head of Vocational School in Medan City. This research was conducted in 2019 with a total sample of 106 using Kreijcie tables. Data were analyzed by path analysis after meeting the analysis requirements tet, namely the Normality and Linerity test. The research findings indicate Organizational Commitment of Had of Vocational High School are directly affected by organizational culture, academic supervision knowledge, and job satisfaction. Thus, a theoretical model or fixed model was found that illustrates the structure of the causal relationship between organizational culture variables, academic supervision knowledge, job satisfaction, and organizational commitment of head of vocational high schools in Medan City. To increase the head’s organizational commitment, organizational culture, knowledge of academic supervision, and job satisfaction must be included in the strategic planning of human resource development at the Vocational High School in Medan City, but still consider other variables that influence further organizational commitment research.

The Role of Knowledge Management on Job Satisfaction

2014 ◽  
pp. 104-127 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Causal Model ◽  
Positive Effect

This chapter introduces the framework and causal model of organizational culture, organizational learning, knowledge management, and job satisfaction. It argues that dimensions of organizational culture, organizational learning, and knowledge management have mediated positive effect on job satisfaction. Knowledge management positively mediates the relationships between organizational culture and job satisfaction and between organizational learning and job satisfaction. Organizational culture is positively related to organizational learning. Furthermore, the author hopes that understanding the theoretical constructs of organizational culture, organizational learning, knowledge management, and job satisfaction through the use of the framework and causal model will not only inform researchers of a better design for studying organizational culture, organizational learning, knowledge management, and job satisfaction, but also assist in the understanding of intricate relationships among different factors.

Analisis Pengaruh Budaya Organisasi Terhadap Employee Engagement Dengan Kepuasan Kerja Sebagai Variabel Intervening

2017 ◽  
Vol 9 (1) ◽  
pp. 1-21
Author(s):  
Humairoh Humairoh ◽  
Wardoyo Wardoyo
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Employee Engagement ◽  
Sampling Method ◽  
Positive Influence ◽  
Life Cycles ◽  
Key Factors ◽  
Spss Software ◽  
A Company ◽  
Cluster Random Sampling

Human capital resources are essential to enhance performances and to sustain life cycles of a company. Organizational culture, job satisfaction and employee engagement are key factors of human resources. The objectives of this study were to describe and analyse the influence of organizational culture to employee engagement; to describe and analyse the influence of organizational culture to job satisfaction; to describe and analyse the influence of job satisfaction to employee engagement; and to describe and analyse organizational culture to employee engagement with job satisfaction as intervening variable. The hyphothesis of this study were: (i) the organizational culture has a positive influence to employee engagement, (ii) the organizational culture has a positive influence to job satisfaction, and (iii) the organizational culture has a positive influence to employee engagement with job satisfaction as intervenning variable. This study was a causal research to obtain evidences of causal relationships. The technique sampling applied was a cluster random sampling method with questionnaires as the instrument to collect data whose result processed using method Scala Likert Summated Rating (LSR) with score 1 – 4. Respondents of this research were employees of PT Krakatau Bandar Samudera (KBS) – a port services company in the Province of Banten. Respondents of 155 employees were interviewed based on statements in the quetionnaires. This research used technique of path analysis using SPSS software version 20.. The results of this research indicated that organizational culture has a positive influence to employee engagement, job satisfaction has a positive influence on employee engagement, and organizational culture has a positive influence on employee engagement through job satisfaction as an intervening variable. Keywords: Organizational Culture, Job Satisfaction, Employee Engagement

scholarly journals Public management in the education sphere: Prospects for realizing human capital in the development of knowledge management technologies

2021 ◽  
pp. 151-172
Author(s):  
Salah GAD ◽  
Nagwa Babiker Abdalla YOUSIF
Keyword(s):  
Information Technology ◽  
Human Capital ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Structure ◽  
Influential Factors ◽  
Influential Factor ◽  
Practical Significance ◽  
Management Process

The study aims to form and test a knowledge management model for universities, which made it possible to identify the most influential factors and their relationship with knowledge management processes. The sample of the study (N = 100) included members of the administrations of the United Arab Emirates universities, senior students (graduate students) and teachers. The data were collected based on a Google Forms questionnaire (65 questions). The model includes 6 main factors: leadership, organizational culture, organizational structure, human resources, information technology, measurement and control. It is assumed that the favourable influence of these factors will contribute to the effective implementation of the knowledge management process. Statistical analysis of the collected data was performed in SPSS and EViews. The model was verified with the help of the root-mean-square error of approximation. The factors "organizational culture", "human resources", "organizational structure", as the processes of creation, storage and use of information demonstrate the highest degree of compliance (value is 0.5 and below). Internal consistency was checked by calculating Cronbach's alpha (total Cronbach alpha is 0.97). To assess the existing relationships between the processes and factors of knowledge management, an analysis of Spearman's ρ correlation was performed (confidence level is 99%). The findings of the study show that the factor "organizational culture" has the greatest impact on the process of creating knowledge, and the factor of the organizational structure considerably affects knowledge management. It has been concluded that information technology is the least influential factor in the knowledge management process. The model demonstrates that the greatest influence of the “leadership” factor can be observed in the context of the process of applying knowledge. The validity of the model makes it possible to argue that it can be used as a public policy tool for the implementation of knowledge management initiatives in universities. The practical significance of the research lies in the fact that on the basis of the model described in the study, it is possible to perform a preliminary assessment of the knowledge assets of universities in order to improve the process of knowledge transfer in education and research. The model will provide university administrations with an opportunity to identify areas for improvement in order for the knowledge management process to be more effective, which ultimately should result in the creation of human capital that meets modern needs.

Sign in / Sign up

Export Citation Format

Share Document