A study on the effects of the organizational culture of foodservice employees on organizational justice and organizational efficiency

2020 ◽  
Vol 34 (2) ◽  
pp. 109-126
Author(s):  
Inyoung Park ◽  
Sungmoon Cho
2018 ◽  
Vol 9 (6) ◽  
pp. 523-528
Author(s):  
Vu Ba Thanh ◽  
◽  
Ngo Van Toan ◽  

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.


2021 ◽  
Vol 9 (3) ◽  
pp. 433-441
Author(s):  
Aurangzeb ◽  
Kamleshwer Lohana ◽  
Nazia Bibi ◽  
Ishtiaq ur Rehman ◽  
Shahida Habib Alizai

Purpose of the Study: The present research was undertaken to determine the impact of workforce diversity taxonomy like diversity climate, value, organizational justice, and identity on various dimensions of organizational culture. Methodology: A sample of 117 university teachers selected from the university and higher educational institutions in Pakistan. Convenient sampling techniques were used to collect the data through a Google survey, using workforce diversity. taxonomy inventory and organizational culture questionnaire. Data analyzed by using a t-test to compare the mean scores of various dichotomized groups to see the effect of workforce diversity taxonomy on organizational culture with the help of the SPSS package. Principal Findings: Results revealed that workforce diversity taxonomy like diversity climate, value, organizational justice, and identity significantly influenced organizational culture and its various dimensions. Perceived high and low respondents’ workforce diversity taxonomy differed significantly on organizational culture. Applications of the study: This study can formulate strategies to improve workforce diversity in universities and higher educational institutions in emerging economies like Pakistan. Novelty/Originality of this study: The present research contributes to the literature on perceived workforce diversity taxonomy and organizational culture in terms of autonomy, trust, communication, transparency, interpersonal relation, decision making, and overall organizational culture, particularly in university and higher educational institution’s teachers.


2021 ◽  
Vol 6 (3) ◽  
pp. 49
Author(s):  
Insan Kamil ◽  
Harif Amali Rivai

Abstrak This study aims to conduct a test where organizational commitment mediates the influence of organizational culture and organizational justice on organizational citizenship behavior (OCB) studies on employees of PT. Telekomunikasi Indonesia (TELKOM) in the city of Padang, so that it can help PT. Telekomunikasi Indonesia (TELKOM) in Padang City to address OCB issues and organizational commitment. The sampling technique was carried out by saturated sampling which made the entire population as a sample obtained as many as 70 employees. The data analysis used in this study is Smart PLS 3.3 which is useful for finding the influence between variables with mediation. The results of this study are organizational culture, organizational justice and organizational commitment have a positive and significant effect on organizational citizenship behavior (OCB). Keywords : organizational culture, organizational justice, organizational commitment, organizational citizenship behavior (OCB).


2008 ◽  
Vol 103 (2) ◽  
pp. 516-526 ◽  
Author(s):  
Aharon Tziner ◽  
Tamar Shultz ◽  
Tom Fisher

The hypothesis that organizational justice is linked to leader–member exchange, which in turn affects job performance, was examined. It was predicted that two dimensions of organizational culture, employee supportiveness and attention to detail, would affect both leader–member exchange and organizational justice. Results from a sample of 75 employees of a public service organization found solid support for the predicted model. Contrary to expectations, however, the two aspects of organizational culture were found to play a mediating role: they were affected by organizational justice and in turn affected leader–member exchange. The theoretical implications of the results are discussed.


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