scholarly journals Örgüt Kültürü, Örgütsel Adalet ve İş Tatmini İlişkisi Üzerine Bir Araştırma1 (A Research on Relationship Between Organizational Culture, Organizational Justice and Job Satısfaction)

2020 ◽  
Vol 12 (2) ◽  
pp. 1267-1284
Author(s):  
Polat Yücekaya ◽  
Dilek Sönmez Polat
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Justice

scholarly journals PENGARUH KEADILAN ORGANISASI, BUDAYA ORGANISASI DAN KEPUASAN KERJA TERHADAP KOMITMEN ORGANISASIONAL

2018 ◽  
Vol 8 (1) ◽  
pp. 469
Author(s):  
Teduh Riawan Putra ◽  
I Gde Adnyana Sudibya
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Data Analysis ◽  
Organizational Commitment ◽  
Linear Regression ◽  
Organizational Justice ◽  
Personal Characteristics ◽  
Organization Culture ◽  
Organizational Fairness ◽  
Analysis Technique

Organizational commitment is the attitude of employees or organizational strength in binding employees to remain in the organization. Organizational commitment is the effect of intrinsic personal characteristics and some consequences. The purpose of this study was to determine the effect of organizational justice, organizational culture and job satisfaction on organizational commitment. The population of this study is all employees Gangga Express Fast Boat which amounted to 61 people. Data collection was done through interviews and questionnaires. Data analysis technique used is multiple linear regression. The results of the analysis show that organizational fairness, organizational culture and job satisfaction have positive and significant impact on organizational commitment. This suggests that with good organizational justice, a good organizational culture and good job satisfaction can encourage employees to stay within the company. Furthermore, in the effort of the company to retain high competency employees it is important to pay attention to these three variables in order to remain committed within the company.   Keywords: organizatinal justice, organization culture, job satisfaction, organizational   commitment.

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.

Factors Affecting the Organizational Justice in Ho Chi Minh City, Vietnam

2018 ◽  
Vol 9 (6) ◽  
pp. 523-528
Author(s):  
Vu Ba Thanh ◽  
◽  
Ngo Van Toan ◽  
Keyword(s):  
Organizational Culture ◽  
Quantitative Analysis ◽  
Organizational Justice ◽  
Survey Data ◽  
Internal Communication ◽  
Ho Chi Minh City ◽  
Research Model ◽  
Factors Affecting ◽  
Feedback Training ◽  
Model Research

The study was conducted to examine the factors affecting organizational justice in Ho Chi Minh City. Through quantitative analysis from the survey data for 242 civil servants working in Ho Chi Minh city to evaluate the scale and research model. Research results show that four factors: feedback, training, organizational culture and internal communication affect organizational justice in Ho Chi Minh city.

The Effect of the Organizational Culture Recognized by Irregular Workers on Job Satisfaction and Organizational Commitment

2019 ◽  
Vol 118 (2) ◽  
pp. 43-50
Author(s):  
Jae-Won Choi ◽  
Keo-Young Song ◽  
Seok-Kee Lee
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Active Population ◽  
Corporate Organization ◽  
Wage Earners ◽  
Socioeconomic Problems

Background/Objectives: According to the National Statistical Office's August 2018 「Survey of the economically active population and additional surveys by type of work」, the proportion of irregular workers among all wage earners stands at 32.9 percent. As such, irregular workers play a certain role in various sectors of the corporate organization, but they are a source of conflict within the organization due to treatment inequality and discrimination. Such conflicts within corporate organizations are further cited as causing socioeconomic problems. In this study, we intend to identify the types of organizational culture that affect the job satisfaction and organizational commitment of irregular workers to help establish a desirable organizational culture, mitigate negative conflicts within the organization and improve organizational performance.

PENGARUH GAYA KEPEMIMPINAN, BUDAYA ORGANISASI DAN KEPUASAN KERJA TERHADAP KINERJA PEGAWAI RUMAH SAKIT BHAYANGKARA PADANG

2020 ◽  
Author(s):  
Habibah
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Leadership Style ◽  
Employee Performance ◽  
Descriptive Analysis ◽  
Validity Test ◽  
Instrument Validity ◽  
Independent Variable ◽  
Inferential Analysis ◽  
Coefficient Of Regression

The purpose of this study are: 1) To explain the presence or absence of influence of leadership style, organizational culture and job satisfaction on employee performance at Bhayangkara Padang Hospital. and 2) Measuring the magnitude of influence of leadership style, organizational culture and job satisfaction on employee performance at Bhayangkara Padang Hospital. The samples used in this study were 85 respondents by using saturated sampling. This research is an explanatory research. Data collection techniques are questionnaires. Data analysis techniques using Descriptive Analysis and Inferential Analysis. To know the influence of independent variable to dependent variable partially, used t test. While to know the influence of independent variable to dependent variable simultaneously, used F test. The assumption used in validity test is if R-count> R-table item declared valid. Based on the instrument validity test the influence of leadership style, organizational culture and job satisfaction on the performance of employees known all items declared valid and reliable. The Leadership Regression Coefficient (X1) of 0.608, marked as positive indicates Leadership (X1) influences the direction of Performance (Y), which means that each increase of 1 unit of Leadership (X1) will cause the effect on Performance (Y) of 0.608 The coefficient of regression of Organizational Culture (X2) equal to 0,127, marked positive indicate Organizational Culture (X2) have influence on Performance (Y), meaning every increase of 1 unit of Organizational Culture variable (X2) will cause influence to Performance equal to 0,127 The coefficient of regression of Job Satisfaction (X3) is 0,305, marked as pos itive indicating Job Satisfaction (X3) influential in the direction of Performance (Y), which mean every increase of 1 unit of Job Satisfaction variable (X3) Leadership independent variable (X1) has a significant effect on Performance (Y), Organizational Culture (X2) has a significant effect on Performance (Y), Job Satisfaction variable (X3) has significant effect on Performance (Y). The First Hypothesis (H1), Second Hypothesis (H2) and Third Hypothesis (H3) are proven and accepted.

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