Journal articles on the topic 'Organizational culture, national culture, job satisfaction, LMX'

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.

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.

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.

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.

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)

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.

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.

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.

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.

Archival data from an attitude survey of employees in a single multinational organization were used to examine the degree to which national culture affects the nature of job satisfaction. Responses from nine countries were compiled to create a benchmark against which nations could be individually compared. Factor analysis revealed four factors: Organizational Communication, Organizational Efficiency/Effectiveness, Organizational Support, and Personal Benefit. Comparisons of factor structures indicated that Organizational Communication exhibited the most construct equivalence, and Personal Benefit the least. The most satisfied employees were those from China, and the least satisfied from Brazil, consistent with previous findings that individuals in collectivistic nations report higher satisfaction. The research findings suggest that national cultural context exerts an effect on the nature of job satisfaction.

<p>This research aimed to analyze and predict how work stress factors, quality of leadership, work motivation, organizational culture, and job satisfaction affect the turnover intention. Observations on this research were conducted on 150 employees in national companies engaged in satellite-based telecommunications. Data were collected by using questionnaire. The analysis method used <em>Structural Equation Model </em>(SEM) with <em>Partial Least Square</em>(PLS) as an analysis tool. The research results showed that work stress and job satisfaction influence on turnover intention while the quality of leadership, work motivation, and organizational culture have no effect on turnover intention. Suggestions for future research and the company are outlined in the closing section.</p>

Purpose The purpose of this paper is to explore the effects of job satisfaction practices for public sector employees through a cross-national approach. Design/methodology/approach A multi-group analysis was carried out using SmartPLS3 among non-teaching employees of public universities in Poland and Spain. Findings The results show a positive relationship between motivational factors and job satisfaction; however, there is no evidence that the variable “country” introduced significant differences. Originality/value The research findings contribute to a better understanding of job satisfaction for public employees and provide empirical evidence on the relationship between job satisfaction and public culture.

Purpose – The purpose of the study is to focus on the enhancement of knowledge management (KM) performance and the relationship between organizational culture and KM process intention of individuals because of the diversity of organizational cultures (which include results-oriented, tightly controlled, job-oriented, closed system and professional-oriented cultures). Knowledge is a primary resource in organizations. If firms are able to effectively manage their knowledge resources, then a wide range of benefits can be reaped such as improved corporate efficiency, effectiveness, innovation and customer service. Design/methodology/approach – The survey methodology, which has the ability to enhance generalization of results (Dooley, 2001), was used to collect the data utilized in the testing of the research hypotheses. Findings – Results- and job-oriented cultures have positive effects on employee intention in the KM process (creation, storage, transfer and application), whereas a tightly controlled culture has negative effects. Research limitations/implications – However, it would have been better to use a longitudinal study to collect useful long-term data to understand how the KM process would be influenced when organizational culture dimensions are changed through/by management. This is the first limitation of this study. According to Mason and Pauleen (2003), KM culture is a powerful predictor of individual knowledge-sharing behavior, which is not included in this study. Thus, this is the second limitation of this paper. Moreover, national culture could be an important issue in the KM process (Jacks et al., 2012), which is the third limitation of this paper for not comprising it. Practical implications – In researchers’ point of view, results- and job-oriented cultures have positive effects, whereas a tightly controlled culture has a negative effect on the KM process intention of the individual. These findings provide evidences that challenge the perspective of Kayworth and Leidner (2003) on this issue. As for practitioners, management has a direction to modify their organizational culture to improve the performance of KM process. Social implications – Both behavioral and value perspectives of the organizational cultural dimensions (results-oriented, tightly control, job-oriented, sociability, solidarity, need for achievement and democracy) should be examined to ascertain their effects firstly on KM culture and then on the KM process intention of the individual. It is hoped that the current study will spawn future investigations that lead to the development of an integrated model which includes organizational culture, KM culture and the KM process intention of the individual. Originality/value – The results-oriented, loosely controlled and job-oriented cultures will improve the effectiveness of the KM process and will also increase employees’ satisfaction and willingness to stay with the organization.

This study examined cross-cultural differences in the relationships between organizational dehumanization and both job satisfaction and turnover intentions through emotional labor (i.e., surface acting). In particular, we expected that power distance, that is, a critical value usually discussed as part of the national culture, would mitigate the deleterious effects of both organizational dehumanization and surface acting on job satisfaction and turnover intentions. Data were collected from employees in two countries that differ in power distance, namely Vietnam ( N = 235) and the United Kingdom ( N = 334). First, we found that perceptions to be dehumanized by one’s organization were indirectly related to poor job satisfaction and more turnover intentions through surface acting, regardless of the country. Second, our results showed that the deleterious effects of both organizational dehumanization and surface acting on work-related outcomes were weaker in Vietnam (a high power distance country) than in the United Kingdom (a low power distance country). Theoretical and practical implications are discussed from the perspective of organizational dehumanization and emotional labor literature.

The purpose of this meta-analysis study is to examine the correlations between the Dimensions of Learning Organization Questionnaire (DLOQ) and frequently examined outcomes including organizational performance and employee attitudes. Positive relationships were found between the DLOQ and organizational performance (e.g., financial, knowledge, and innovative performance) and employee attitudes (e.g., organizational commitment and job satisfaction) and the sub-dimensions (e.g., affective, continuance, and normative commitment), with a notable exception of a negative relationship between the DLOQ and turnover. Because the DLOQ has been used in many countries over the years, this study also examined the influence of national culture on the outcomes. Power distance moderated the relationship between the learning organization and overall organizational performance. Our meta-analytic review makes substantive contributions to the literature on the learning organization concept and the study of national culture as a significant moderator. Implications of these findings and suggestions for future research are discussed.

Based on the job demands–resources (JD-R) model, this study explored the impact of job demands (physical injury and racial/ethnic discrimination) and resources (self-confidence in job performance and recognition by supervisor/organization/society) on home health workers’ employee outcomes (job satisfaction and turnover intent). Using data from the National Home Health Aide Survey ( N = 3,354), multivariate models of job satisfaction and turnover intent were explored. In both models, the negative impact of demands (physical injury and racial/ethnic discrimination) and the positive impact of resources (self-confidence in job performance and recognition by supervisor and organization) were observed. The overall findings suggest that physical injury and discrimination should be prioritized in prevention and intervention efforts to improve home health workers’ safety and well-being. Attention also needs to be paid to ways to bolster work-related efficacy and to promote an organizational culture of appreciation and respect.

The research investigated the relationship of emotion work directed towards customers and towards coworkers with job satisfaction in Saudi Arabia. Emotion work means the requirement to display particular emotions as part of the job and includes surface acting where actual emotions differ from displayed emotions and deep acting where displayed and felt emotions are congruent. Participants were 147 flight attendants (31 men, 116 women; mean age = 36.9 years, SD = 7.5) employed by a major Saudi Arabian airline, who were either Saudi nationals or nationals of other Gulf Arab countries. Data were collected with questionnaires. Analysis was based on the General Linear Model and indicated that deep acting towards customers and towards coworkers was positively related to job satisfaction. On the other hand, the hypothesized negative relationship between surface acting and job satisfaction was not supported. Organizational trust moderated the relationship of emotion work with job satisfaction. The findings indicate the importance of considering emotion work in interactions with coworkers along with the influence of national culture in the relationships of emotion work with key variables.

Abstract- The research objectives were to determine: 1) The description of performance, organizational culture, education and training, competence and work motivation of Indonesian National Police members at the Traffic Directorate of East Nusa Tenggara Regional Police; 2) The influence of organizational culture, education and training, competence and work motivation on the performance of Police members at the East Nusa Tenggara Regional Police Traffic Directorate. The study was conducted on all members of the East Nusa Tenggara Police Traffic Directorate with 145 respondents. The data collected were analyzed descriptively based on the results of processed data using the method of Structural Equation Model. The results of descriptive analysis showed that the achievement of the indicators for each variable is as follows: Performance = 67.68 (Good Enough), Organizational Culture = 68.84 (Good), Competence = 67.93 (Good Enough), Education and Training = 67.45 (Good Enough), and Work Motivation = 68.55 (Good). Furthermore, the results of SEM analysis showed that Organizational Culture, Education and Training, Competence and Work Motivation had a positive and significant effect on the Performance of the investigated Police Members. This research is still limited to the 4 variables used so that testing is needed on other variables such as; leadership style, compensation, work atmosphere, work facilities and others with job satisfaction as an intervening variable. Keywords: Performance; Organizational Culture; Education and Training; Competence; Work Motivation

ABSTRACT Performance measures have long played a central role in motivating employees to help achieve organizational objectives. However, previous research regarding the effectiveness of performance measures and the performance appraisal process does not provide consistent recommendations for improvement. This study explores the effect of a positive work environment that mediates the relationship between the effectiveness of the performance appraisal process and employee outcomes. Based upon experimental findings in the growing field of positive psychology as applied to a business setting, or positive organizational scholarship, this study puts forward a new construct, workplace culture, that measures the employees' perception of a positive, holistic, transparent, and supportive workplace and examines how it affects outcomes associated with employee success. Using a large sample of sales associates from a national retailer, our results indicate that workplace culture mediates the relationship between the effectiveness of the performance appraisal process and job satisfaction, employee retention, and self-reported performance.

Organizational culture plays a significant role in understanding organizational dynamics and it distinguishes the members of one organization from other people. In this regard; it is found out that an organization, which is able to maintain a strong and “preferred” culture, is likely to enjoy many benefits such as higher levels of performance, person-organization fit, commitment, job satisfaction and competitive advantage. Thus, the purpose of this study is to diagnose the culture of a pharmaceutical company, which is located in Turkey, and find out the “perceived” and “preferred” cultural profiles both in the headquarters and branches of the company. The perceived culture has been found as hierarchy whereas the preferred one has been found as clan leading to incongruence between the perceived and preferred cultural profiles. In this regard; the reasons lying behind this mismatch are discussed, as it is important for the success of the organization and person-organization fit. Hence, the influential effects of national culture on shaping the organizational culture profiles have been discussed. Furthermore, the effects of educational level and union membership on culture profiles are also explored to understand the dynamics leading to such results thoroughly. Santrauka Straipsnyje teigiama, kad organizacine kultura vaidina svarbu vaidmeni ir kad ji suprantama kaip dinamine sistema. Buvo nustatyta, kad organizacija, pasižyminti stipria ir „priimtina” kultura, gali megautis daugeliu pranašumu, tokiu kaip didesnis našumas, tinkamumas, isipareigojimai, pasitenkinimas darbu bei konkurencinis pranašumas. Taigi šio tyrimo tikslas—nustatyti farmacijos bendroviu, isikurusiu Turkijoje, kultur bei sužinoti „suvokiamos” ir „priimtinos” kulturos pobudi tiek centrinese bustinese, tiek ir ju filialuose.

Work-family research frequently focuses on the conflict experienced by working mothers. Using data from the National Study of the Changing Workforce ( N = 1,314), this study also examined work-family facilitation and working fathers. Ecological systems, family stress, family resilience, and sex role theories were used to organize the data and create hypotheses. Work-to-family facilitation was positively related to job satisfaction and life satisfaction, and negatively related to individual stress. Family-to-work facilitation was positively related to marital satisfaction, family satisfaction, and life satisfaction, and negatively related to organizational commitment. Working fathers reported long work hours (49 hours/week), major involvement in household responsibilities (46 hours/week), and a work culture less supportive of their family life than working mothers reported. However, working fathers reported less work-family conflict, less individual stress, and greater family satisfaction, marital satisfaction, and life satisfaction than working mothers. The results support including facilitation and gender in future work-family research.

Purpose The purpose of this paper is to examine the impact of transformational leadership (TL) on organizational commitment (OC) with the mediating role of organizational justice (OJ) in the higher education (HE) sector in Syria. Design/methodology/approach The data were collected from 502 employees from six HE institutions. Two measures of organizational outcomes were selected for this study, namely, job satisfaction (JS) and OC. Using structural equation modelling (SEM), the authors tested four alternative models to indicate the relationship between leadership and organizational outcomes. Findings TL has both direct and indirect effects on OC through interactional justice (IJ). TL has an impact on JS through procedural justice (PJ) and IJ as intermediate variables, while transactional leadership (TrL) has an impact on JS through distributive justice (DJ). The three types of OJ have an impact on OC through JS. The authors found that the national culture may not influence the impact of the leader in the current globalization context, as the results were similar to the Western studies. Practical implications The findings of the study provide managers of the HE sector with insights into the formations of employees’ fairness perceptions, and with some guidelines for managing employees by documenting OJ to draw positive attitudinal and behavioral responses from employees. Originality/value While most previous research has focused on exploring the relationship between leadership and OJ or between OJ and JS in the business sector, the study, however, seeks in addition, to pinpoint the effect of OJ as a mediate variable between the leadership and JS and OC in HE.

Purpose This study aims to investigate the relationships between workplace spirituality, job satisfaction and organizational citizenship behaviors (OCBs). It examines the relationship between the three workplace spirituality components – meaning and purpose in work, recognition of an inner life or spirit and interconnectedness with OCBs, mediated by the job satisfaction experienced by the employees, in the context of an Indian private sector bank. A sample consisting of 613 banking employees is studied. The results provide considerable support for all except one of the hypothesized relationships between workplace spirituality components and OCBs. Workplace spirituality components also all led to job satisfaction in employees, and job satisfaction tested positive for a relationship with OCBs. This study can provide significant inputs to promote managerial effectiveness and change management, leadership and holistic performance and growth of organizations, through environments that promote workplace spirituality. Design/methodology/approach The objective of this research is the study of the relationship between the constructs, a spirituality at work, i.e. the independent variable, and OCBs (OCBs), i.e. the dependent variable, and to explore the possibility of the mediating effects of job satisfaction. As the nature of this empirical study is rigorous, and one which will pave the way toward theory building, this research adopts a positivist orientation quantitative method throughout because it is deemed most suitable as it allows testing the validity of the main measure (the integration profile) and the theory using hypotheses and establishing relationships, and at the same time, it allows the researcher to remain independent from the research participants (Reswell, 1994). Consequently, the findings will be very useful to answer the most important research question of this study, which is to inform managers and employers whether workplace spirituality affects employees’ job satisfaction and OCBs. Findings Using the SPSS statistical package and the partial least square structured equation modeling analysis software tool, the research data have been analyzed both quantitatively and qualitatively. The quantitative results suggest that there is a positive relationship between the dependent variable, OCBs, and the independent variables, meaning and purpose and interconnectedness. The inner life dimension of workplace spirituality did to correlate to the single factor of OCB analyzed, but individually inner life had a significant positive relationship with the individual components of OCB – altruism, civic virtue, courtesy and sportsmanship, except conscientiousness. The correlations established the relationships, and the regression analysis identified the relevant factors that had causal relationship. The 163 validity and reliability of the measurement instruments were confirmed by the high internal consistency. Research limitations/implications Improving organizational citizenship is one of the lowest costs and best ways to encourage organizational effectiveness. This research is important for businesses that want to create competence and organizational effectiveness. Indian contextual studies (non-Western context) on both workplace spirituality and organizational outcomes are few and keeping in mind the growth of Indian industry, the evolving workforce and demands being made on workplaces, a study like this is significant. The studies stated that businesses should act as agents of national progress and development and as socially responsible citizens contributing to the environment and influencing well-being. This would require a strong and hard look at current management practices. Allio (2011) stated that as a result of the consequences of questionable and corrupt corporate practices, there is a strong need felt to articulate a new sense of purpose of the firm, corporate character and culture, survival, sustainability and innovation. Thaker (2011) advocated the same view as he stated that the current management and organizational policies, principles and practices are focused on a view of self-interest. This results in socially and environmentally dysfunctional organizations. An alternative approach is workplace spirituality (Al-Qutop and Harrim, 2014). Practical implications Strategic implementation of workplace spirituality is an upcoming focus and priority area of work for human resource managers (Marques, 2005). The human resource department’s role in designing and developing strategies that embrace spirituality, with the intention of developing a culture aimed toward the successful achievement of both business and individual or personal goals, is very critical for the management. By using statistical analysis to demonstrate whether or not a relationship exists between one or more of the determinants of spirituality and one or more of the determinants of job satisfaction, leaders may be better able to understand why certain individuals are able to remain passionate about their work. Leaders can integrate the appropriate determinants that may correlate to job satisfaction into the organizational culture, resulting in improved job satisfaction for all within the organization. The outcomes can provide a significant contribution to the body of knowledge for spirituality within organizations, as well as knowledge of factors that influence job satisfaction and motivation. Social implications The inherent nature of this study is intimately connected to its objective, purpose and significance. It is also based on the fundamental realization that managers and leaders today have a larger responsibility in society, one that extends beyond their routine functions and basic tasks of running a business. Leadership decisions can and do have a profound lasting effect on the larger community and society within which they operate. This study and the methods that have been adopted for this research are intended to add to the growing body of knowledge on managerial perceptions, and implications of the process of introducing and practicing workplace spirituality. Originality/value Studies in the Indian context of workplace spirituality and outcomes are rare. Particular studies in the banking sector are lesser. This research aims at studying the link between workplace spirituality, job satisfaction and OCBs, in the context of an Indian private sector bank, which is very unique. Earlier studies have tested the relationships independently, but have not examined the relationships of all three variables together.

Purpose – The aging of the workforce and the impending labour force shortage at the skilled end of the labour market increases the need for organizations to understand how to “re-engage” older workers with low commitment and reduce the turnover intentions of committed older knowledge workers. The current study addresses this issue by using employee commitment and intent to turnover scores to classify older knowledge workers into four groups: Disengaged-Exiters, Engaged-High-Performers, Retired-on-the-Job and Exiting-Performers. The purpose of this paper is to identify a set of work factors and practices that predispose older knowledge workers to fall into one or another of the four groups and offer suggestions on how organizations can increase commitment and decrease intent to turnover of their older workers. Design/methodology/approach – The paper used survey data (n=5,588) from a Canadian national study on work, family and caregiving to test the framework. Data analysis was performed using a MANCOVA with one independent variable (Boomer group), four dependent variables (job satisfaction, non-supportive culture, supportive manager, work-role overload) and one covariate (gender). Findings – The results support the framework. The findings suggest organizations that wish to retain committed Baby Boomers need to address issues with respect to workload. Alternatively, organizations who wish to increase the commitment levels of Boomers who have “Retired-on-the-Job” need to focus on supportive management, organizational culture and career development. Originality/value – This paper contributes to the literature on organizational commitment and intent to turnover by re-conceptualizing the relationship between these traditional concepts.

Background: Perception of the staff of an Anti Retroviral Therapy Center (ARTC) was explored regarding the organizational culture of the center with special reference to its effectiveness and efficiency.Methods: This qualitative exploration was conducted in the ARTC, RDGMC Ujjain. Data were collected during April 2016 and March 2018 by means of 35 self-administered-open-ended questionnaires as well as interviews (3 Focus Group Discussions and 5 Face to Face In-Depth Interviews). Data consisting of the text of the questionnaire responses and transcripts of the interview-sound files were subjected to thematic (content) analysis method.Results: Several praiseworthy features as well as deficiencies were identified, most important among them were related to counseling, behavior and management of investigations as well as treatment. Emphasis was on finding out effective and efficient ways to prevent LTFUs/ defaults/ delays. In the process of analysis of the data, three themes emerged. These are: theme 1 “general domains for attention and emphasis”; theme 2 “specific areas identified for further improvement” and theme 3 “suggestions for improvement and conclusions of the analysis of the situation”. Several measures were suggested in the interest of the PLHIV and the institution as well as for achievement of the global and national targets.Conclusions: For improvement in treatment coverage and success, escalation of certain inputs within a timeframe is essential while aiming at certain outputs is also urgently needed simultaneously. Among these, improving the staffing of the ART center in quality and quantity, the job satisfaction of the staff and patient satisfaction are extremely important.

As numerous qualified women exit the workforce because of the challenges of balancing work and family, investigations of the work–family interface have become increasingly important. Research has indicated how multilevel factors (i.e., individual, organizational, and sociocultural) play a role in work–family conflict. Little research has examined these factors in relation to each other, however. In sport management, Dixon and Bruening (2005) argued that higher level factors (sociocultural and organizational) shape and constrain lower level behaviors (organizational and individual), which ultimately influence the perception and consequences of work–family conflict. The primary purpose of this investigation is to test and further develop Dixon and Bruening’s multilevel framework. The current study used online focus groups for data collection from 41 National Collegiate Athletic Association Division I female head coaches with children to examine the factors that impacted work–family conflict from a top-down perspective. The results illuminated the experiences of the coaching mothers and the factors that affected their job and life satisfaction at each of the three levels. Particular attention was paid to how higher level factors such as work climate and culture shaped and constrained lower level attitudes and behaviors such as individual conflict and time management. These relationships highlighted how individual attitudes and behaviors reflect larger structural and social forces at work, and not simply individual choices.

Purpose The purpose of this study is to confirm that work to family conflict (W to FC), family to work conflict (F to WC) and work family balance (WFB) are the predictors of job satisfaction (JS) for Malaysian academic community. To achieve the fundamental objective, the authors first test the direct (structural model) effects of W to FC and F to WC on JS. Secondly, using mediation model, the indirect effects of WFB were calculated through W to FC, F to WC and JS. Design/methodology/approach Using convenience sampling, the data was collected from 280 academic people who work at private universities in Malaysia. Structural equation modelling technique was applied to complete the data analyses procedures. Findings The findings revealed that W to FC and F to WC have negative significant effects on JS. Besides, WFB partially mediates only the relationship between W to FC and JS while no mediation effect was found for F to WC and JS. Research limitations/implications All the research variables in this study were individual-level variables, thus it is suggested to use some organizational and national level variables such as religion and culture as they might be good intervening variables for predicting JS. Practical implications Using the findings of this research, the Malaysian private universities community can take some necessary initiatives to mitigate work family conflict (W-FC) and ensure WFB and JS that might enhance the standard of higher education in Malaysia. Originality/value To the best of the authors’ knowledge, this is the first attempt to test the mediation effect of WFB in the relationship between both directions of W-FC and JS of employees from the perspective of Malaysia (a collectivist community).

Purpose – Employees working in the leisure service industry are required to show positive emotions when dealing with customers. However, empirical evidence confirms that faking emotions can lead to burnout. In contrast, employees that try to experience the emotions required by the role (i.e. deep acting (DA)) can lead to healthier outcomes. However, little is known about the process that underpins the link between DA and positive outcomes. Building on Côte’s social interaction model of emotion regulation and evidence linking customer satisfaction and DA, it was hypothesized that DA would be associated with employees’ self-actualization through customer interactions. This, in turn, was expected to explain the influence that DA has on relevant job attitudes (i.e. commitment, efficacy, turnover intentions). The model was tested in two countries with different emotional culture: Spain (i.e. impulsive) and the UK (i.e. institutional). Although UK was expected to report higher levels of effortful DA, the hypothesized process was expected to be the same. The paper aims to discuss these issues. Design/methodology/approach – A cross-national design with theme park employees from Spain (n=208) and UK (n=204) was used. Hypotheses were tested with multigroup confirmatory factor analysis. Findings – The relationship between job commitment and DA was mediated by self-actualization, and commitment partially explained the association between DA and professional efficacy in both countries. The impulsive-oriented country showed lower levels of DA and more positive job attitudes. Originality/value – It is concluded that training employees to re-interpret costumer demands in less harming ways is required. The need to attend to cultural values is also discussed.

Purpose The purpose of this paper is to examine employees’ safety behaviours (ESBs) within the beverage manufacturing industry. It also assessed employees’ perception of their own safety behaviours. It further investigated the impact of organisational culture (OC) on ESBs. Finally, the study identified the likely determinants of ESBs. Design/methodology/approach A survey methodology was employed as an appropriate approach. In total, 197 valid questionnaires were retrieved from employees working in the beverage manufacturing industry. The questionnaires were processed for quantitative analyses to test the hypotheses. A simple regression analysis was carried out to assess employees’ perception of their own safety behaviours and to investigate the impact of OC on ESBs. Descriptive frequencies and percentages were used to identify the determinants of ESBs. Findings The results suggest that employees’ perception of their own safety behaviour was positive. OC was reported to have a strong positive impact on ESBs. Safe working conditions, job satisfaction and organisational leadership were identified as the key organisational determinants of safety behaviours among the employees. Research limitations/implications Interpreting these findings must be done with caution as the sample size was relatively small and solely obtained from four beverage manufacturing firms. Generalising the findings from this study must also be carefully done as the study is industry-specific and country-specific. Practical implications Besides the loss of talents through unsafe behaviours, accidents can hurt work performance, productivity and profitability of an organisation. Industry organisations and their managers can therefore implement perceptual, organisational and cultural interventions that reinforce appropriate safety behaviours among employees at the workplace. Social implications Understanding these cultural, perceptual and organisational perspectives on ESBs is not only a significant input for safety behavioural analysis and interventions but can also reduce the socioeconomic cost of unsafe and risk behaviours among employees at the firm, industry, national and global levels. Originality/value The empirical tests of employees’ perception of their own safety behaviours are heavily biased towards data originating from the developed country industry settings which suggest that the dynamics of ESBs in the less developed economies are likely to be unknown. This study is first to examine ESBs in a developing country beverage manufacturing industry setting.

Purpose This paper aims to conceptualize and discuss empathic organizational culture and leadership along with organizational implications. Design/methodology/approach The authors reviewed literature to conceptualize empathic organizational culture and leadership. They referred to Hofstede’s organizational culture concept and studies on empathy to explore how leader–follower relationships are influenced by a leader’s empathic disposition. Findings Organizational leadership is instrumental in shaping employee performance. While work design, culture, peer support and resource accessibility are discernible, leadership style, control and others are covert. Leaders’ empathic attitudes and dispositions can positively influence organizational functions for improved performance. This review suggests that organizational culture should support growth, proper functioning and effective coordination between employees for improved organizational effectiveness. Research limitations/implications The authors conducted searches in leadership and management journals to help conceptualize leaders’ empathic disposition. Future researchers may explore other bodies of literature and the cultural demographic differences in exhibiting empathic leadership and its effectiveness. Researchers can explore how empathic culture relates to job motivation, satisfaction and commitment. The authors suggest that future research may explore how employees’ and supervisors’ behaviors and interactions can create an empathic organizational culture. Practical implications The authors identify the characteristics in an empathic leader to articulate the role of empathy in leadership. Alignment between person, group norms and organizational values is more important than the existence of culture. Originality/value Empathy is studied by researchers from various disciplines. Similarly, employee well-being has received attention from organizational researchers from many fields. However, researchers have given inadequate attention to conceptualizing an empathic organizational culture and its interrelationship with leadership. The authors offer a more positive perspective to the leader-member exchange (LMX) research by describing how leaders can sustain positive relationships with employees rather than the purely transactional exchanges that characterize LMX.

Although the positive effect of Person-Organization fit (P-O fit) on work attitudes is well known, research into the environmental factors that affect P-O fit’s salience in predicting work attitudes is in its infancy. This study examined the moderating effects of organizational culture in the relationship between P-O fit and work attitudes such as job satisfaction, and organizational commitment in the national culture context. Results from a sample of 173 managerial-level employees from 7 organizations in India suggest that organizational culture either strengthens or weakens the positive relationship between P-O fit and work attitudes depending upon its alignment with national culture. In the Indian cultural context, it is found that people and control-oriented organizational cultures that are isomorphic with national culture weaken the relationship between P-O fi t and work attitudes. Whereas creation and market-oriented cultures that are non-isomorphic with Indian national culture strengthen the positive relationship between P-O fi t and work attitudes. Results of this study have implications in employee selection, socialization and organizational culture management. Keywords: Person-organization fit, organizational culture, national culture, job satisfaction, organizational commitment.

PurposeThis paper aims to address how national culture moderates the relationship between job characteristics and job satisfaction.Design/methodology/approachThe authors examine the most recent data collected from the International Social Survey Programme (ISSP) in 2015 from a group of 33 countries. Hofstede's cultural model is used to represent and measure national culture.FindingsOne of the most significant findings from the authors’ two-level regression analysis is that having an interesting job contributes more to job satisfaction in individualistic countries than in collectivist countries. The authors also find that the newly introduced cultural dimension indulgence vs restraint has some significant moderating effect on the relationship between job security, salary, the perceived interest of a job and job satisfaction. Job security also seems to contribute less to job satisfaction in societies that are long-term oriented.Practical implicationsThis study provides further support for a more careful, nuanced examination of job motivation theories. Multinational companies should understand the needs of their employees and diversify their compensation packages accordingly. More attention should be paid to job design in individualistic or indulgent-oriented countries to create a satisfying job experience.Originality/valueThe authors examine the most recent data from ISSP and extend the literature by incorporating two additional cultural dimensions from Hofstede's model as moderators.

This paper reports findings from a nationally representative sample of working adults to quantify how a culture trust improves business performance. Analysis of the national sample showed that organizational trust and alignment with the company’s purpose are associated with higher employee incomes, longer job tenure, greater job satisfaction, less chronic stress, improved satisfaction with life, and higher productivity. Employees working the highest quartile of organizational trust had average incomes 10.3% higher those working in the middle quartile of trust (p = 0.000) indicating that trust increases productivity. In order to demonstrate the causal effect of trust on business performance, we created an intervention to increase organizational trust in a division facing high job turnover at a large online retailer. The intervention increased organizational trust by 6% and this improved job retention by 1%. These studies show that management practices that increase organizational trust have salubrious effects on business performance.

Perceived organisational support (POS) refers to an employee's perception concerning the degree to which organisational management values their contributions and cares about their wellbeing. Despite the influence of culture on organisational behaviour, there is still a paucity of culture-comparative studies. The study investigated POS from a cross-national perspective with Ghanaian and Finnish industrial workers. We hypothesised and tested a model predicting differences on POS using a cross-sectional data of Ghanaian (N = 320) and Finnish (N = 520) industrial workers. The data were collected with Eisenberger, Fasolo, and LaMastro's (1990) Survey of Perceived Organizational Support. Correlational analyses, t-test and hierarchical regression analyses were used to test four hypotheses. The relationships between employee demographic factors and POS were also analysed. The hierarchical regression analysis revealed worker demographic variables as impacting more significantly on POS among Ghanaian workers. Contrary to our expectations, Ghanaian workers perceived more managerial support than their Finnish counterparts. Structural equation modelling revealed job satisfaction as a mediator in these relationships. Path analysis performed to identify specific variables that were moderated by culture revealed organisational position and job satisfaction as potential variables. The theoretical and practical implications of the study are discussed.

PurposeThe study aims to explore whether there is diversity of occupational culture among IT workers. Prior work conceptualizes IT occupational culture (ITOC) as based around six distinctive values (ASPIRE) but has not explored whether there is variation in ITOC.Design/methodology/approachSurvey data from 496 New Zealand IT workers was used to create factors representing IT occupational values based on the ASPIRE tool. Hierarchical cluster analysis and discriminant analysis were applied to identify distinctive segments of ITOC.FindingsFour ITOC segments were identified: fun-lovers, innovators, independents and institutionalists. These differed in the relative emphasis ascribed to the ITOC values with each segment being distinguished by 1–2 dominant values. Segment membership varied according to level of responsibility and birth country. Institutionalists and innovators had higher concern about organizational and IT issues than fun-lovers and independents. Job satisfaction was lowest among innovators and highest along institutionalists.Research limitations/implicationsThis study challenges the concept of a unified ITOC, suggesting that ITOC is pluralistic. It also theorizes about interactions between ITOC, individual motivation and values and national culture.Practical implicationsManagement needs to be cognizant of the fact that IT occupational culture is not homogeneous and different IT occupational segments require unique management approaches, and that their own values may not match those of others in IT work. By understanding ITOC segments, managers can tailor support, assign tasks appropriately and design teams to optimize synergies and avoid conflict.Originality/valueThis study reveals the existence of ITOC segments and theorizes about the relationship of these to innovation-orientation, job satisfaction, individual motivation, work styles and national culture. The combination of cluster and discriminant analysis is a valuable replicable inductive method that is underrepresented in Information Systems (IS) research.

Workplace ostracism, which is regarded as “social death,” is rampant in organizations and has attracted significant research attention. We extend the understanding of workplace ostracism by conducting a meta-analysis of studies of the relationships between workplace ostracism and its consequences. We also explore the moderating effects of national culture (i.e., collectivism vs. individualism) and the mediating effects of organization-based self-esteem (OBSE). The results of a meta-analysis of 95 independent samples (N = 26,767) reveal that exposure to workplace ostracism is significantly related to individuals’ attitudes, well-beings, and behaviors. Moreover, the effects of workplace ostracism on belongingness, job satisfaction, emotional exhaustion, organizational citizenship behavior (OCB) toward individuals (OCBI), organizational deviance, and interpersonal deviance are stronger in individualist contexts than in collectivist contexts. However, the relationships between workplace ostracism and organizational identification and OCB are stronger in collectivist contexts than in individualist contexts. Our meta-analytical structural equation modeling also provides evidence of the mediating effects of OBSE on the relationships between workplace ostracism and organizational commitment, job satisfaction, and job performance. The implications and limitations of our study and future research directions are also discussed.

PurposeAs an important group of internal stakeholders, communication professionals carry the responsibilities to communicate with multiple groups of audience and foster trusted and satisfied relationships, both internally and externally. However, while busy with taking care of various stakeholders, the trust–satisfaction perception of communication professionals is underrated. Therefore, this paper aims to shift the investigation of the trust–satisfaction relationship from general employees to this unique group of communicators. By incorporating three key factors in an institutional environment (i.e. job engagement, leadership performance and organizational culture and support), the authors further investigate the moderated mediating effects of those factors on the trust–satisfaction relationship.Design/methodology/approachA national online survey of communication professionals working and living in the USA was designed to test the trust–satisfaction relationship. Surveyed communication professionals were asked to evaluate their own perceptions on various institutional factors. A conceptual moderated multiple-mediation structural model was proposed and tested to identify the impact of a complicated institutional environment on the perceived trust–satisfaction relationship.FindingsResults confirmed a strong positive impact of trust in organization on communication professionals' perceived job satisfaction. Results also confirmed the mediating effects of job engagement and communication leaders' performance on such a trust–satisfaction relationship. The authors' moderated mediation analysis indicated the important role of organizational culture in this complicated institutional environment and its indirect impact on the trust–satisfaction relationship.Originality/valueThe research explored several important factors within a complicated institutional environment and their potential impact on trust–satisfaction relationship. More significantly, the authors focused on one unique group of internal stakeholders, communication professionals, by analyzing how these institutional factors affect their very own perceptions. Even though communication professionals carry the responsibilities of acting as the communication and strategy facilitators on behalf of their organization, their perceptions on trust and satisfaction are equally important and deserve more attention. Results of our research promote the understanding of the complicated mechanisms within corporate communication for an enhanced trust–satisfaction relationship between communication professionals and their organization.

Tujuan dalam penelitian ini adalah untuk mengetahui Peran Komitmen organisasional yang terdiri dari komitment afektif, normative, dan kontinuan dan Kompensasi baik itu kompensasi finansial dan non-finansial terhadap Kepuasan kerja dengan moderasi Budaya organisasi sebagai variabel penguat atau memperlemah pada karyawan PT.PLN (Persero) Unit Induk Wilayah Kalimantan Barat. Sampel dalam penelitian ini adalah 200 orang karyawan dan data yang dapat di olah sebanyak 200 sampel. PT.PLN (Persero) Unit Induk Wilayah Kalimantan Barat. Data dianalisis menggunakan WrapPls 6.0 dan SPSS 16 untuk menguji Uji asumsi Normalitas dan Linieritas.Hasil penelitian ini menyimpulkan bahwa komitmen organisasi berpengaruh positif terhadap kepuasan kerja karyawan PT.PLN (Persero) Unit Induk Wilayah Kalimantan Barat. Kompensasi juag berpengaruh positif terhadap kepuasan kerja karyawan PT.PLN (Persero) Unit Induk Wilayah Kalimantan Barat. 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Pentingnya membangun OCB tidak lepas dari komitmen karyawan dalam organisasi. Komitmen karyawan akan mendorong terciptanya OCB dan tanpa adanya kontrol yang baik dalam pemberian kompensasi yang sesuai dengan hasil kerja tentunya memperlambat kerja pegawai. Penelitian ini bertujuan untuk menguji dan menganalisis pengaruh kompensasi dan komitmen organisasi terhadap kepuasan kerja dan OCB. Jumlah responden dalam penelitian ini berjumlah 86 orang. Pengumpulan data diperoleh dengan kuesioner menggunakan skala likert. Metode analisis data menggunakan Path Analysis. Hasil penelitian diperoleh bahwa kompensasi berpengaruh positif dan signifikan terhadap kepuasan kerja dan Kepuasan kerja berpengaruh positif dan signifikan terhadap OCB. Kata Kunci : Komitmen Organisasi, Kompensasi, Kepuasan kerja dan OCBDAFTAR PUSTAKA Bangun, Wilson. (2012). Manajemen Sumber Daya Manusia. Erlangga. Jakarta. Bernardin, H. John, & Joyce E.A Russel. (2003). 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