Analysis of the effect of organizational learning-based organizational culture on performance, job satisfaction and efficiency: a field study in banking sector

2014 ◽  
Vol 6 (1) ◽  
pp. 301-313 ◽  
Author(s):  
Muzaffer Aksoy ◽  
Sudi Apak ◽  
Erol Eren ◽  
Murat Korkmaz
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Learning ◽  
Field Study ◽  
Banking Sector

scholarly journals Probing the Effects of Transformational Leadership on Employees’ Job Satisfaction With Interaction of Organizational Learning Culture

SAGE Open ◽  
2020 ◽  
Vol 10 (2) ◽  
pp. 215824402093077
Author(s):  
Saif-Ur-Rehman Khan ◽  
Mahwish Anjam ◽  
Mohammad Abu Faiz ◽  
Faisal Khan ◽  
Hashim Khan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Learning ◽  
Organizational Effectiveness ◽  
Leadership Style ◽  
Banking Sector ◽  
Learning Culture ◽  
Organizational Learning Culture ◽  
Transformational Leadership Style

The purpose of this study is to explore how various dimensions of leadership style are being used to measure organizational effectiveness. Job satisfaction is one of the essential indicators used to measure organizational effectiveness. Literature suggests that the manager’s transformational leadership style highly influences the employees’ job satisfaction. This study focuses on identifying the role of a transformational leader in developing job satisfaction in employees of the banking industry, using the organizations’ learning culture as the moderating variable. For this purpose, a total of 180 respondents were surveyed from UAE’s banking sector. In this study descriptive statistics, Pearson’s correlation coefficient, and multiple regression analysis were employed for the data analyses. The results confirmed that the five dimensions of transformational leaders and overall transformational leadership style significantly affect the employee’s job satisfaction, whereas the moderating effect of the organizational learning culture on any of the said relationships was found insignificant. This study used self-reported data based on a cross-sectional survey in the banking sector only. The research emphasizes the implication of the leaders’ personal traits to be a significant determinant of an employee’s satisfaction. In addition, managers in the banking sector in UAE realized that organization learning culture (OLC) has not had any significant impact on employees’ job satisfaction. As there is not sufficient literature on the moderating role of organizational learning culture, this study is a valuable contribution to the existing body of knowledge.

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.

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.

Differences in Organizational Learning Processes: A Study of Two Organizations

2007 ◽  
Vol 32 (3) ◽  
pp. 301-320
Author(s):  
Nachiketa Tripathi ◽  
Sonia Nongmaithem
Keyword(s):  
Job Satisfaction ◽  
Factor Analysis ◽  
Organizational Learning ◽  
Interaction Effect ◽  
Banking Sector ◽  
Learning Processes ◽  
Repeated Measure ◽  
Research Findings ◽  
Main Effects

The present paper makes an attempt to study the differences in the organizational learning processes across different organizations. Measures of organizational learning, job satisfaction, effectiveness and preparedness for change were administered on two different samples drawn from the banking sector and academic institutes (N=140). Measures of organizational learning and preparedness for change were developed by the authors. Organizational learning questionnaire was developed using earlier studies (Mehra & Dhawan, 2003). Factor analysis of organizational learning resulted in four factors, namely, essential processes of organizational learning, interaction, flexibility and innovativeness. Differences in organizational learning processes were analyzed using an ANOVA design (two types of samples vs. four factors of organizational learning, while the later was the repeated measure). Results indicated that there were significant main effects and interaction effect as well. These results are discussed in the light of previous research findings. Further, relationships amongst organizational learning, job satisfaction, effectiveness and preparedness for change have been analyzed.

scholarly journals Impact of Transformational Leadership on Job Satisfaction & Turnover Intention, Moderating Role of Organizational Culture: A Study of Banking Sector in Pakistan.

2015 ◽  
Vol 03 (01) ◽  
pp. 01-07
Author(s):  
Nazia Parveen ◽  
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Culture ◽  
Leadership Style ◽  
Organizational Citizenship Behavior ◽  
Turnover Intention ◽  
Banking Sector ◽  
Citizenship Behavior ◽  
The Impact ◽  
The Relationship

The aim of this study was to find out the impact of Transformational Leadership Style on job satisfaction and turn over intention moderated by organizational culture in the banking sector of Pakistan. Data was collected from 135 working employees of two foreign and seven local banks of Pakistan. Results indicated that transformational leadership had a positive and significant impact on job satisfaction, while turnover intention was not directly affected by transformational leadership. Results also indicated that organizational culture did not moderate the relationship between transformational leadership and job satisfaction, but the combined effect of transformational leadership and existing organizational culture reduce the turnover intention of employees in the banking sector of Pakistan.and organizational citizenship behavior, and doesn’t moderate the relationship between PCB-Affective Commitment and PCB- Job Satisfaction.

scholarly journals The Relationship between Employees Training and Job Satisfaction with Moderating Role of Organizational Culture. A Case of Banking Sector of KP, Pakistan

2020 ◽  
Vol 6 (3) ◽  
pp. 857-871
Author(s):  
Aziz Ullah ◽  
Amir Ishaque ◽  
Maaz Ud Din ◽  
Noreen Safdar
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Banking Sector ◽  
Interpersonal Relationship ◽  
Primary Data ◽  
Moderating Effects ◽  
Employee Job Satisfaction ◽  
The Relationship ◽  
Moderating Role

Employee job satisfaction has been widely acknowledged as one of the most important factors in the performance and productivity of the employees working in an organization. There are certain factors that contribute towards the job satisfaction of the employee’s and one such widely renowned factor is the training of the employees. The relationship between job satisfaction and the training of employees is further moderated by the organizational culture. This study analyzed the impacts of employees training on the level of their job satisfaction under the moderating effects of the organizational culture. Three different dimensions of satisfaction i.e. satisfaction with Pay, work itself and interpersonal relationship was analyzed in the study. Primary data was collected from as ample of 200 employees from different banks operating in Khyber Pakhtunkhwa, Pakistan. The data was analyzed using descriptive statistics, T-test and regression analysis techniques. The results of the study presented that Hierarchy and Adhocracy culture are the two most dominant cultures prevailing in the banking sector of Pakistan. The results further present that training has significant association with the level of job satisfaction of the employees with their, pay, work itself and interpersonal relationship. The results further established the moderating role of Adhocracy and Hierarchy Culture in determining the relationship between Training and job satisfaction of the employees.

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.

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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