Academic literature on the topic 'Organizational culture, national culture, job satisfaction, LMX'
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Journal articles on the topic "Organizational culture, national culture, job satisfaction, LMX"
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Kim, MiRan, Laee Choi, Bonnie J. Knutson, and Carl P. Borchgrevink. "Hotel employees’ organizational behaviors from cross-national perspectives." International Journal of Contemporary Hospitality Management 29, no. 12 (December 11, 2017): 3082–100. http://dx.doi.org/10.1108/ijchm-05-2016-0280.
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Purpose This study aims to examine the relationships among leader–member exchange (LMX), employee voice, team–member exchange (TMX), employee job satisfaction and employee commitment to customer service (ECCS) across the USA and Chinese cultures within the hotel context. Design/methodology/approach An online survey was completed by hotel employees across the USA (n = 315) and China (n = 363). The data were analyzed using structural equation modeling. Findings The findings of this study imply that the relationships among constructs between two nations are very similar, with a few significant differences. Specifically, this study shows that there are significant differences between the USA and China regarding the effects of LMX on employee voice, TMX, job satisfaction and ECCS. Research limitations/implications The research should be extended with more than two national cultures to increase the generalizability of the research findings. Primary implication is that leader in China, and the USA should seek to build LMX quality to reap organizational benefits. Practical implications This study can help global hospitality firms develop management strategies effectively. Originality/value The study’s findings provide researchers with a better understanding of the LMX framework across USA and Chinese cultures. It also verifies the underlying relational effects among LMX and its outcomes across different nations, thus offering global hospitality organizations best management practices across cultures. Further, this study seeks to fill gaps in previous LMX and employee voice studies by providing robust explanations of the cultural influences on LMX framework across nations.
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Siddique, C. Muhammad, Hinna Fatima Siddique, and Shama Urooj Siddique. "Linking authoritarian leadership to employee organizational embeddedness, LMX and performance in a high-power distance culture: a mediation-moderated analysis." Journal of Strategy and Management 13, no. 3 (April 27, 2020): 393–411. http://dx.doi.org/10.1108/jsma-10-2019-0185.
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PurposeThis study has two primary objectives: (1) to shed light on the mechanism by which authoritarian leadership unfolds its impact on such critical aspects of subordinates' work lives as job satisfaction and in-role performance and (2) to identify the moderating conditions which place limits on the impact of authoritarian leadership on work outcomes.Design/methodology/approachData were collected on 552 supervisor-subordinate dyads from the United Arab Emirates. A series of research hypotheses were tested using a mixed-method statistical approach, including CFA and moderated hierarchical regression analysis.FindingsAs predicted, authoritarian leadership exerts negative impact on subordinates' job satisfaction and performance through poor quality LMX and weak employee organizational embeddedness. Both LMX and employee embeddedness mediated the negative relationship between authoritarian leadership and outcome measures while power distance moderated the relationship of authoritarian leadership with LMX and employee organizational embeddedness. Low power distance orientation was found to exacerbate the negative impact of authoritarian leadership on the quality of both LMX relationships and employee embeddedness.Research limitations/implicationsThe study shares limitations of most studies cast in the survey research design.Practical implicationsThe findings underscore the importance of work environment in nurturing high quality LMX relationships and employee organizational embeddedness to buffer the negative effect of authoritarian leadership on subordinates' job satisfaction and performance. In high power distance cultures where workplace inequality is largely rationalized, subordinates who perceive their leaders as authoritarian tend to show low job satisfaction and poor in-role performance. These findings illustrate the importance of management intervention in the early stage of recruitment and selection to attract managers receptive to egalitarian leadership approaches who can equip subordinates with appropriate resources to enhance their job satisfaction and performance outcomes.Originality/valueThe study offers valuable new insights into the mechanism by which authoritarian leadership influences work outcomes in a high-power distance culture. It represents first systematic effort in the Middle Eastern context to identify the conditions that mediate the linkage between authoritarian leadership and work outcomes. The study adds value to the literature by investigating the moderating role of power distance at the individual level of analysis. It detects significant differences in subordinates' perception of power inequality in the workplace in a culture viewed as a high-power distance culture and illustrates how such differences in turn shape the quality of LMX and employee organizational embeddedness.
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Unnu, Nazli Ayse Ayyildiz, and Julide Kesken. "DIAGNOSING THE EFFECTS OF LEADER-MEMBER EXCHANGE QUALITY ON PERFORMANCE IN THE CONTEXT OF ORGANIZATIONAL CULTURE: A CASE FROM TURKISH FAMILY-OWNED BUSINESSES." Journal of Business Economics and Management 15, no. 1 (March 4, 2014): 174–95. http://dx.doi.org/10.3846/16111699.2011.653983.
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The main purpose of this study was to diagnose the effects of leader-member exchange (LMX) quality on performance in the context of organizational and Turkish culture. The study was conducted in two family-owned businesses (FOBs), as they are very important structures in which in-group and out-group formations can be seen. Firm A (33 employees representing 41 dyads) and Firm B (61 employees representing 60 dyads) were especially chosen as they enabled us to apply the coding system leading to effective evaluation of surveys as the unit of analysis is “dyads”. In this framework, this study offers an important contribution to the international management literature as positive effects of LMX quality on firm performance, subordinate performance, intention to leave and job satisfaction were found within the context of organizational and Turkish culture. As the proportion of FOBs is almost 95% in Turkey, they represent Turkish economy and business culture well, leading to more generalizable results. Thus, firms can lead to increase in both subordinate and firm performance by creating an organizational culture in which high quality leader-member relationships are emphasized, finally leading to positive organizational outcomes.
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Sanda, Mohammed-Aminu, and John Kuada. "Influencing dynamics of culture and employee factors on retail banks’ performances in a developing country context." Management Research Review 39, no. 5 (May 16, 2016): 599–628. http://dx.doi.org/10.1108/mrr-04-2015-0078.
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Purpose This paper aims to investigate the influencing dynamics of culture (national and organizational), employee characteristics, employee job satisfaction and organizational commitment in determining the organizational performances of firms in the retail banking sector in a developing country such as Ghana. Design/methodology/approach A conceptual framework linking national and organizational cultures to employees’ job satisfaction, job characteristics, organizational commitment and organizational performance was developed, and their measurement scales were adapted to guide the empirical investigation. Data were collected using a questionnaire filled in by 300 employees in nine retail banks in Ghana. The results were first analyzed by carrying out data reduction of the measured scales by using the Statistical Package for the Social Sciences-based factor analysis approach. The reduced data obtained from the factor analysis were then analyzed for model goodness fit by using the Analysis of Moment Structures-based structural equation modeling approach. Findings Effective organizational performance of retail banks in Ghana is directly influenced by the relationships among organizational culture, employee job satisfaction and organizational commitment. Research limitations/implications The study sample was drawn from a single sub-sector of the Ghanaian economy. Replications and extensions of the study in different sectors that are experiencing high growth will help test the robustness and generalizability of the findings. Practical implications The study provides empirical knowledge that could be used to understand the influencing interrelationships among organizational culture, employee job satisfaction and organizational commitment on the organizational performances of retail banking firms in a developing country context. Originality/value The study adds to the literature as one of the most comprehensive studies of the links between culture, job satisfaction, employee characteristics and organizational commitment toward organizational performance within the banking sector in Ghana to date.
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Vukonjanski, Jelena, and Milan Nikolic. "Moderating effect of national origin on relationship of organizational culture and job satisfaction." Journal of Engineering Management and Competitiveness 4, no. 1 (2014): 3–12. http://dx.doi.org/10.5937/jemc1401003v.
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Lestari, Ikawati. "The Effect of Organizational Culture, Transformational Leadership, and Job Satisfaction of the National Library Republic of Indonesia on Organizational Citizenship Behavior (OCB)." Archives of Business Research 9, no. 7 (July 30, 2021): 100–115. http://dx.doi.org/10.14738/abr.97.10559.
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ABSTRACT
The library is the builder of all libraries in Indonesia (Law No.43 of the Republic of Indonesia Year 2007). As a coach, the National Library of Indonesia faces challenges that must be met so that organizational performance needs to be improved. If every employee has organizational citizenship behavior (OCB), can achieve good government. The end of this study is to realize the effects of corporate culture, transformational leadership, and job satisfaction on organizational citizenship behavior (OCB) of the National Library of Indonesia. The resource persons in this study involved 280 ASN informants who had served at the National Library for at least three years—used linear regression method to analyze the data and SPSS version 17.0 for data analysis. The results of the analysis of this study instruct organizational culture, transformational leadership, and organizational citizenship behavior (OCB).
Keywords: Organizational Culture, Transformational Leadership, Job Satisfaction, Organizational Citizenship Behavior (OCB)
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Choi, Jae-Won, Keo-Young Song, and Seok-Kee Lee. "The Effect of the Organizational Culture Recognized by Irregular Workers on Job Satisfaction and Organizational Commitment." Restaurant Business 118, no. 2 (February 13, 2019): 43–50. http://dx.doi.org/10.26643/rb.v118i2.7264.
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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.
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Choi, Jae-Won, Keo-Young Song, and Seok-Kee Lee. "The Effect of the Organizational Culture Recognized by Irregular Workers on Job Satisfaction and Organizational Commitment." Restaurant Business 118, no. 8 (August 30, 2019): 375–83. http://dx.doi.org/10.26643/rb.v118i8.7714.
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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.
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Cernas Ortiz, Daniel Arturo, and Mark A. Davis. "Future and past negative time perspective influences on job satisfaction and organizational commitment in Mexico and the United States." Management Research: Journal of the Iberoamerican Academy of Management 14, no. 3 (November 21, 2016): 317–38. http://dx.doi.org/10.1108/mrjiam-04-2016-0665.
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Purpose This paper aims to examine the influence of future and past negative time perspectives on job satisfaction and organizational commitment. The effect of national culture (Mexico versus the USA) as a moderator of the above baseline relationships is also analyzed. Design/methodology/approach The research model is tested using survey data drawn from a sample of 287 Mexican and 274 US MBA students (N = 561). Regression analyses were used to test the hypotheses. Findings Future time perspective has a positive relationship with job satisfaction and organizational commitment. Past negative time perspective has a negative association with both job attitudes. The effect of future time perspective on job satisfaction was significantly stronger in Mexico than in the USA. No other significant differences between the countries were found in terms of the time perspective and job attitudes association. Practical implications The results have implications for managing dispositions that affect work-related attitudes and behaviors with consequences for organizational effectiveness. Originality/value The findings suggest that time perspective affects job attitudes. Further, they also suggest that the interplay between future time perspective and culture influences job satisfaction.
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Sahibzada, Khatera, Leslie B. Hammer, Margaret B. Neal, and Daniel C. Kuang. "The Moderating Effects of Work-Family Role Combinations and Work-Family Organizational Culture on the Relationship Between Family-Friendly Workplace Supports and Job Satisfaction." Journal of Family Issues 26, no. 6 (September 2005): 820–39. http://dx.doi.org/10.1177/0192513x05277546.
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This study determined whether work-family role combinations (i.e., work and elder care, work and child care, work and elder care and child care) and work-family culture significantly moderate the relationship between availability of workplace supports and job satisfaction. The data were obtained from the Families and Work Institute’s 1997 archival data set, the National Study of the Changing Workforce (NCSW). As predicted, the relationship between availability of workplace supports and job satisfaction varied depending on the type of work-family role combinations and levels of work-family culture. Specifically, the relationship was significant for the elder care work-family role combination, in that higher levels of workplace supports in unsupportive work-family cultures were associated with the greatest levels of job satisfaction. In addition, it was found that a supportive work-family culture and an increase in workplace supports were related to a slight decrease in job satisfaction for the elder care work-family role combination.
Dissertations / Theses on the topic "Organizational culture, national culture, job satisfaction, LMX"
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Jelena, Vukonjanski. "Relacije dimenzija organizacione kulture i razliĉitih organizacionih ishoda u preduzećima u Srbiji." Phd thesis, Univerzitet u Novom Sadu, Tehnički fakultet Mihajlo Pupin u Zrenjaninu, 2013. http://dx.doi.org/10.2298/NS20131206VUKONJSKI.
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Posle Hofstede-ovog istraživanja dimenzija nacionalne kulture, Srbija je prošla kroz niz dramatiĉnih promena, ali je raĊen mali broj istraživanja organizacione kulture kojim bi se utvrdilo kakve su posledice te promene ostavile na nacionalnu i organizacionu kulturu. Cilj disertacije je da istraži nacionalnu i organizacionu kulturu prema GLOBE projektu nakon nastalih promena, kao i uticaj organizacione kulture na razliĉite organizacione ishode u preduzećima u Srbiji, a neki od njih su aspekti zadovoljstva poslom, LMX, pol, vlasniĉka struktura preduzeća i nacionalno poreklo preduzeća. Jedan od najznaĉajnijih aspekata ovog istraživanja je demonstracija koristi od primene opštije kulturne teorije za istraživanje organizacione kulture. Uzorak sadrži 256 srednjih menadžera zaposlenih u preduzećima u Srbiji. Rezultati dokazuju da su dimenzije organizacione kulture znaĉajni prediktor svih aspekata zadovoljstva poslom i da je varijabla LMX moderator relacije izmeĊu nekih dimenzija organizacione kulture i zadovoljstva poslom. Pored toga, u disertaciji je istražena emocionalna inteligencija kao prediktor zadovoljstva komunikacijom i uticaj LMX-a i pojedinih dimenzija organizacione kulture (distanca moći i kolektivizam), kao moderatora odnosa izmeĊu aspekata emocionalne inteligencije i nekih aspekata zadovoljstva komunikacijom u preduzećima u Srbiji. Analiza podataka pokazuje da neki faktori zadovoljstva komunikacijom imaju snažnu korelaciju sa nekim sposobnostima emocionalne inteligencije i da su te korelacije pod moderatornim uticajem pola, LMX-a i dimenzija organizacione kulture: distanca moći, institucionalni kolektivizam i kolektivizam grupe. Rezultati istraživanja mogu da posluže menadžerima ljudskih resursa u preduzećima u Srbiji, kao i istraživaĉima, rukovodiocima i stranim investitorima.After Hofstede’s investigations of national culture dimensions, Serbia went through a process of many political and economic changes, but there is a lack of research on how these changes have instigated changes in national and organizational cultural dimensions.The aim of this thesis is to investigate GLOBE national and organizational culture dimensions after those changes and relationships between organizational culture and different organizational outcomes, some of them are facets of job satisfaction and the leader-member exchange relation in Serbian organizations, gender, national origin of companies and ownership structure. One of the most important aspects of this study was the demonstration of the utility of applying more general cultural theory to the study of organizational cultures. The sample consists of 256 middle managers working in Serbian organizations. The results obtained proved that organizational culture dimensions are significant predictors of all facets of job satisfaction and that relations between some organizational culture dimensions and facets of job satisfaction are moderated by the leader-member exchange (LMX) variable. The results obtained proved that emotional intelligence is a predictor of communication satisfaction and the impact of LMX and GLOBE organizational culture dimensions, and power distance and collectivism as moderators on the relationships between EI abilities and some aspects of communication satisfaction in Serbian organizations. Analysis of the data showed that some communication satisfaction factors strongly correlate with some emotional intelligence abilities and that these correlations are under moderating influence of LMX and GLOBE organizational culture dimensions: power distance and institutional and in-group collectivism. The results may be of interest for human resource managers in Serbian organizations as well as for foreign investors.
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Haney, Tracy. "Strategies to Reduce Employee Turnover in a National Grocery Chain." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5343.
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Retaining qualified employees is a problem for many organizations, which costs companies both monetary resources and hours of productivity. A contributing factor to the problem of employee retention is the lack of trained managers who are equipped to foster and increase employee job satisfaction. The purpose of this single case study, using a transformational leadership framework, was to explore managerial strategies to reduce turnover at 1 store in a national grocery store in the Midwestern United States. Methodological triangulation was achieved through the semistructured interviews of 5 managers, as well as a review of company training documents, and a review of the company's website. Prior to the interviews, 1 manager was interviewed as a pilot study (for validation of the interview questions). Three main themes emerged from coding the transcribed data: implementing effective management practices and an approachable leadership style, increasing and maintaining job satisfaction, and planning for future employee attraction and retention. In addition, several subthemes emerged in each of these broader categories of strategies. According to study findings, transformational leadership style was a successful strategy in employee retention in some instances. The implications for positive social change include the potential to reduce turnover and unemployment, as well as for organizations to create a supportive workplace for their staff.
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Mei-Chun, Lu, and 呂美君. "The Influence of National Culture and Leadership Styles on Job Satisfaction and Organizational Citizenship Behavior--A Study of Fastener Firms in Taiwan, Japan and Vietnam." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/32450382084703333412.
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碩士國立高雄應用科技大學
國際企業系
97
This research takes the Taiwanese and Japanese fastener firms in Vietnam as object of study, discussing the differences of national cultures, cognition of leadership styles, job satisfaction and organizational citizenship behaviors between employees from Taiwan, Japan and Vietnam, as well as the correlations between national cultures, cognition of leadership styles, job satisfaction and organizational citizenship behavior. The analytical methodologies include descriptive statistics, reliability analysis, factor analysis, one-way analysis of variance, correlation analysis and regression analysis. 400 questionnaires in Chinese, Japanese and Vietnamese were distributed, 330 returned; 258 were valid, and the valid response rate was 64.5 percent. The results of study indicate: 1. The employees’ different levels of understanding of the above factors a. In national culture factors, the employees have remarkably different understanding levels except in “power distance” and “uncertainty avoidance.” b. The employees of the three countries show different results in the leadership styles factors; amongst all, Vietnamese employees seem to lay particular stress on the “exchange” relation with their supervisors. c. Taiwanese and Vietnamese employees’ satisfaction rate is higher than that of Japanese employees. d. In cognition of organizational citizenship behavior, Vietnamese employees have the highest score on “in-role behavior” and “altruistic behavior,” while Japanese employees have lower score. The fact that Vietnamese employees show more altruistic behavior towards other co-workers from their country explains their solidarity when on strike and their interaction with each other within the same enterprise. However, Taiwanese employees score 3.46, highest, in organizational welfare behavior, followed by Japanese, 3.26, and the Vietnamese, 2.97, the lowest. The score of the Vietnamese employees matches the result that they have the highest scores on “individualism” and “unyielding style.” The lower the score on organizational welfare behavior indicates the easier it is for Vietnamese employees to go on strike for they do not attend to the benefit of the organization. 2. The influence of national culture a. “Individualism” and “long-term orientation” have great influence on transactional and transformational leadership; “long-term orientation” also has great influence on laissez-faire leadership. b. For job satisfaction, “long-term orientation” and “individualism” are the most influential factors, then second, “uncertainty avoidance”, and then third, “unyielding style.” “Power distance” does not give much influence. c. “Long-term orientation” and “individualism” have remarkable influence on the organizational citizenship behavior factor. 3. The influence of leadership styles a. “Transactional leadership” has greater influence than “transformational leadership.” “Laissez-faire leadership” has the least influence. b. “Transformational leadership” has most significant influence on “in-role behavior” and “altruistic behavior.” “Transactional leadership” has most significant influence on “organizational welfare behavior.” “Laissez-faire leadership” on the other hand, has no significant influence on “in-role behavior.” The rest leadership styles have significant influence on all factors. 4. The influence of job satisfaction on organizational citizenship behavior In terms of regression analysis, the influence of “internal satisfaction” is greater than “external satisfaction” on organizational citizenship behavior factors. Except that “external satisfaction” has no significant influence on “organizational welfare behavior,” all satisfaction factors have great influence on organizational citizenship behavior factors.
Book chapters on the topic "Organizational culture, national culture, job satisfaction, LMX"
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Vukonjanski Srdić, Jelena, and Bojana Ostojić. "TOURISM PROVIDERS, ACHIEVEMENT, CULTURE AND JOB SATISFACTION IN SERBIA." In 5th International Thematic Monograph: Modern Management Tools and Economy of Tourism Sector in Present Era, 485–505. Association of Economists and Managers of the Balkans; Faculty of Tourism and Hospitality, Ohrid, North Macedonia, 2020. http://dx.doi.org/10.31410/tmt.2020.485.
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This paper aims to investigate the relationships between GLOBE national culture dimensions, the facets of job satisfaction and the need for achievement relation in Serbian tourism providers. The sample consists of 120 managers in the Serbian service sector/tourism providers in Serbia (transportation, utility companies, telecommunications, and banks). The results obtained proved that national culture dimensions are significant predictors of all facets of job satisfaction and that the relations between some organizational culture dimensions and the facets of job satisfaction are moderated by the need for achievement variable. Our results may be of interest to human resources managers in the Serbian tourism service providers.
Conference papers on the topic "Organizational culture, national culture, job satisfaction, LMX"
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Rizal, Alimuddin, Arum Dwi Hartanto, H. Muthofa, and Toto Suharmanto. "The Effect of Moderation of Organizational Culture on the Relationships on Job Satisfaction and Work Motivation Towards Employee Performance (Studies on Employees of the National Search and Rescue Agency in Semarang City)." In The 3rd International Conference on Banking, Accounting, Management and Economics (ICOBAME 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.210311.088.
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