scholarly journals Job Satisfaction In Relation To Organisational Culture

2002 ◽  
Vol 28 (2) ◽  
Author(s):  
M. E. Sempane ◽  
H. S. Rieger ◽  
G. Roodt
Keyword(s):  
Job Satisfaction ◽  
Significant Relationship ◽  
Organisational Culture ◽  
Satisfaction Questionnaire ◽  
High Coefficient ◽  
Service Organisation ◽  
Managerial Implications

The aim of this study was to establish whether a relationship existed between the variables job satisfaction and organisational culture of employees within a service organisation. The population comprised of 200 employees of which 40 were excluded from the study due to poor literacy levels. The Culture and Minnesota Job Satisfaction Questionnaires were administered to the sample of 160 employees and 121 usable responses were received. High coefficient alphas were obtained on both the Organisational Culture Questionnaire (OCQ)(0,99) and the Minnesota Job Satisfaction Questionnaire (MJSQ) (0,92). Significant differences were found between some biographical variables and responses on the OCQ. A significant relationship was found between scores of the OCQ and the MJSQ. The managerial implications of the findings were further explored in the study. Opsomming Die doel van die studie was om te bepaal of daar ‘n verband tussen die veranderlikes werksbevrediging en organisasie-kultuur van werknemers in ‘n diensonderneming bestaan. Die populasie van die studie sluit al 200 werkenemers in, waarvan 40 nie by die studie betrek is nie weens lae vlakke van geletterdheid. Die Organisasiekultuur en Werkste-vredenheidvraelyste is op die oorblywende 160 werknemers toegepas en 85 bruikbare response is ontvang. Beide die Organisasiekultuur Vraelys (OCQ) (0,99) en die verkorte weergawe van die Minesota Wersbevredigingsvraelys (MJSQ) (0,92) het hoë alfa- koëffisiënte opgelewer. Beduidende verskille is gevind tussen sommige biografiese veranderlikes en response op die OCQ. ‘n Beduidende korrelasie is ook tussen die metings van OCQ en MJSQ gevind. Die bestuursimplikasies van die bevindinge is verder in die studie ondersoek.

The relationship between staff organizational loyalty and job satisfaction and enthusiasm

2020 ◽  
Vol 2-3 (20) ◽  
pp. 101-110
Author(s):  
Andrii Trofimov ◽  
◽  
Alina Strymetska ◽  
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Relationship Satisfaction ◽  
Market Economy ◽  
Significant Relationship ◽  
Work Conditions ◽  
Satisfaction Questionnaire ◽  
Organizational Loyalty ◽  
The Relationship

Introduction. In a market economy, staff organizational loyalty is one of the key challenges. Aim. To explore the relationship between staff organizational loyalty and their job satisfaction and enthusiasm. Methods: J. Meyer and N. Allen Scale of Organizational Loyalty, Utrecht Scale of Work Enthusiasm, and Integral Job Satisfaction questionnaire. Results. There is a statistically significant relationship between staff job satisfaction and organizational loyalty. Overall staff organizational loyalty has been shown to relate with such scales of work enthusiasm as "energy", "commitment", and "general enthusiasm". Conclusions. Staff organizational loyalty significantly correlates with staff job satisfaction (in particular, with such components of job satisfaction as job achievement satisfaction, colleagues relationship satisfaction, and work conditions satisfaction) and work enthusiasm (in particular, with staff organizational commitment).

scholarly journals Interactive Relationship between Job Involvement, Job Satisfaction, Organisational Citizenship Behaviour, and Organizational Commitment in Nigerian Universities

2014 ◽  
Vol 3 (6) ◽  
pp. 321-340
Author(s):  
B.M Nwibere
Keyword(s):  
Job Satisfaction ◽  
Significant Relationship ◽  
Niger Delta ◽  
Job Involvement ◽  
Multiple Regression Model ◽  
Organisational Commitment ◽  
Niger Delta Region ◽  
Managerial Implications ◽  
Interactive Relationship ◽  
The Relationship

The study examined the interactive relationship between job involvement, job satisfaction, organisational commitment citizenship behaviour (OCB) and organisational commitment among employees of Nigerian universities. The sample for the study consisted of two hundred and ten academic members of staff (210) from five (5) Federal Government owned universities in the Niger Delta Region of Nigeria. The study utilized both quantitative data (questionnaire) and qualitative data (interview). The Multiple Regression Model using the Statistical Package for Social Sciences (SPSS) version 18 were utilized for the analysis of data. The findings revealed that job involvement had a strong positive and significant relationship with organisational commitment and OCB. Although the relationship between job involvement and employees job satisfaction was also positive, it was however weak. Similarly, job satisfaction was revealed to have a positive and significant relationship with organisational commitment and OCB. Finally, organisational commitment was revealed to have a positive and significant relationship with OCB. Based on the findings above, it was concluded that as an employee develops a favourable attitude toward one aspect of the job based on unique experiences (e.g job involvement), such an employee is also likely to react favourably to other related aspects of the job (e.g job satisfaction, organisational commitment, OCB and organisational commitment). Thus, employees who are involved in their job, for example, are likely to be satisfied with the job, become committed to their organization and by extension exhibit OCBs. Similarly, employees who are dissatisfied with their job may become less involved in the work, less committed to their employer and organisation and lack OCBs. Other managerial implications of these findings were also discussed.

Pengaruh Kecerdasan Emosional Dan Kecerdasan Spiritual Pada Kepuasan Kerja Yang Berdampak Terhadap Kinerja Karyawan PT. Madu Baru Bantul, Yogyakarta

2018 ◽  
Vol 26 (1) ◽  
pp. 13-29
Author(s):  
Erlangga Arya Mandala ◽  
Faresti Nurdiana Dihan
Keyword(s):  
Job Satisfaction ◽  
Emotional Intelligence ◽  
Statistical Analysis ◽  
Significant Influence ◽  
Significant Relationship ◽  
Research Method ◽  
Quantitative Method ◽  
Employee Performance ◽  
Spiritual Intelligence ◽  
Employee Job Satisfaction

The Emotional intelligence, spiritual intelligence and job satisfaction to be part of the factors that influence performance. The purpose of this study was to determine the effect of emotional intelligence and spiritual intelligence on the performance through job satisfaction as an intervening variable partially and simultaneously. This study also aimed to determine the effect of emotional intelligence and spiritual intelligence on the performance through job satisfaction as an intervening variable directly and indirectly. This study was conducted to 77 respondents employees of PT. Madu Baru, Yogyakarta. The research method used is quantitative method uses statistical analysis and descriptive. The results of this study are (1) there is a significant effect of emotional intelligence on employee job satisfaction. (2) there is a significant influence of spiritual intelligence on employee job satisfaction. (3) There is a significant relationship between emotional intelligence and spiritual intelligence on job satisfaction. (4) There is a significant relationship between emotional intelligence on employee performance. (5) There is a significant relationship between spiritual intelligence on employee performance. (6) There is a significant relationship between emotional intelligence and spiritual intelligence on employee performance. (7) There is a significant relationship between job satisfaction on employee performance. (8) There is an indirect effect of emotional intelligence on the performance of employees through job satisfaction. (9) There is the indirect influence of spiritual intelligence on the performance of employees through job satisfaction. Keywords: emotional intelligence, spiritual intelligence, job satisfaction and employee performance

Organizational Empowerment and Turnover intensions:A mediation of Job Satisfaction and Affective Commitment. A Case of Hattar industries, Pakistan

2019 ◽  
Vol 6 (2) ◽  
pp. 1-6
Author(s):  
Mehwish Iftikhar ◽  
Sheraz Khan
Keyword(s):  
Job Satisfaction ◽  
Structural Equation ◽  
Affective Commitment ◽  
Middle Level ◽  
Primary Data ◽  
Equation Modeling ◽  
Clear Understanding ◽  
Complex Process ◽  
Managerial Implications ◽  
Organizational Empowerment

Empowerment has never been something handed from one person to another or passed from employer to employee but it is a complex process, which needs a vivid vision and clear understanding for managers and employees. It is a technique and tool for the retention of employees.This quantitative study is done to examine the affect of organisational empowerment on turnover intensions by way of mediation of job satisfaction and affective commitment.Direct and indirect affects of variables are examined while conducting the study among employees of Hattar industries located in Punjab, Pakistan.Cross sectional design is addopted and primary data is collected through standardised questionnaires on five point likert scale. A total of 220 employees working at middle level management of Hattar industries, were chosen randomly. Correlation is applied in order to findout the strength of relationship between variables.The data was analysed on the basis of SEM (structural equation modeling) technique by using AMOS. Findings depicted the positive relationship between organizational empowerment with the variables job satisfaction and affective commitment. The result also indicates that there is a significant mediating influence of job satisfaction and affective commitment in the relationship between organizational empowerment and turnover intensions. Practical/managerial implications of this study revealed that organizations should foster to give empowerment to their workers if they want to retain them so that, they will be satisfied enough, will remain committed to work and will have lower intensions to leave the job that will better contribute in boosting up the overall performance of the organization.

Exploring the Interrelationship Among Organizational Climate, Employee Motivation and Job Satisfaction: A Review of Literature

2015 ◽  
Vol 6 (2) ◽  
Author(s):  
Rakhi ◽  
Anil Kumar
Keyword(s):  
Job Satisfaction ◽  
Organizational Climate ◽  
Employee Motivation ◽  
Future Research ◽  
Review Of Literature ◽  
Managerial Implications

This article offers a brief review of studies on organizational climate, employee motivation and job satisfaction. A relationship among organizational climate, employee motivation and job satisfaction has been reviewed in the paper. The paper consists of four sections beginning with a brief introduction of variables along with their dimensions. It is followed by exploring their interrelationship using previous studies. Conclusion and discussions, managerial implications and direction for future research have been given in the end.

scholarly journals The impact of job description and career prospect on job satisfaction: A quantitative study in Mauritius

2019 ◽  
Vol 17 ◽  
Author(s):  
Ketan S. Ramhit
Keyword(s):  
Job Satisfaction ◽  
Team Leaders ◽  
Job Description ◽  
Managerial Implications ◽  
Career Prospect ◽  
Value Add ◽  
The Impact ◽  
The Relationship ◽  
Negative Relationships ◽  
Good Career

Orientation: Literature shows that job description and career prospect are connected to job satisfaction and it is seen that, in Mauritius, job description and career prospect impact job satisfaction.Research purpose: The purpose of the study was to determine the relationship between job description, career prospect and job satisfaction in Mauritius.Motivation for the study: It has been noticed that employees are dissatisfied when they perform duties outside their job description and also when they see that they do not have a good career prospect. Despite the existence of several researches, limited research exists in the Mauritian context. The outcome will provide significant relevance to existing knowledge.Research approach/design and method: A quantitative approach was adopted and a survey was conducted in a multinational company in Mauritius. A sample of 132 employees was chosen.Main findings: This research unravelled significant negative relationships between job description, career prospect and job satisfaction. The results revealed that, when duties are not well described or when duties are not in line with current responsibilities, the employees are dissatisfied. Similarly, the greater the chances that employees are not given the opportunity to get promoted, the more they are dissatisfied.Practical/managerial implications: Human resource practitioners, managers and team leaders need to recognise that employee’s moods influence the work pattern in the organisation and a clear job description and an appropriate career plan should exist.Contribution/value-add: Literature on the relationship between job description, career prospect and job satisfaction in the context of Mauritius is almost inexistent. This study will add to existing knowledge.

Workplace disability and job satisfaction in Britain: A co-worker test?

2021 ◽  
pp. 0143831X2110142
Author(s):  
Getinet Astatike Haile
Keyword(s):  
Job Satisfaction ◽  
Negative Relationship ◽  
Organisational Culture ◽  
Seemingly Unrelated Regression ◽  
Unrelated Regression ◽  
Significant Negative Relationship ◽  
Using Data

The article examines the link between workplace disability (WD) and workplace job satisfaction (JS) using data from WERS2011. Controlling for a rich set of workplace characteristics including organisational culture, the study finds a significant negative relationship between JS and the share of disabled respondents within workplaces. Notably, Seemingly Unrelated Regression (SUR)-based analysis distinguishing between disabled and non-disabled respondents reveals that the negative relationship found is specific to non-disabled respondents. Moreover, disability equality policies are found to be significantly positively related with disabled respondents’ JS while they are negatively related with the JS of their non-disabled counterparts. The article ponders if there is a co-worker aspect to the WD–JS link and whether HR policies may need to take heed of co-worker dynamics in this respect.

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