The organization is a knowingly interconnected social unit form of more than a
single individual that concerns on a quite constant basis to accomplish a
shared objective or set of objectives (Robbins & Judge, 2012) . Employees are the
most important resource for any organization to accomplish its goals and
objectives. Organizational culture is the distinctive mixture of the ethics
that each organization accepts it and it has been assumed as one of the
significant core capabilities of an organization. Organizational culture
expresses the main and fundamental features of an organization (Barney, 1986) . Organizational
culture can lead to achieving sustainable competitive gain if that culture is
valued, unique, and defectively imitable (Barney, 1986) .
According
to Tharp (2009), the concept of sharing, social construction, multidimensional
and multileveled along with many cognitive and symbolic strata are common features
among the definitions of organizational culture through the years. As he
pointed out organizational culture is only developed within groups and
associated with each organization with employees’ location, history, working
environment, and specific events. Organizational culture has great effects on
organizational performance by affecting the psychological conditions of
individual employees, working clusters and even the whole organization. Mirjam
has found that 35 % of job satisfaction is forecasted by a structural equation
model that contains both organizational culture and fellowship.
According
to Kim( 2002), managers’ use of a
participative management style and employees' perceptions of participative
strategic planning processes are positively associated with high levels of job
satisfaction. The study proposes that participative management that combines
effective supervisory communications can improve employees’ job satisfaction.
In this regard, organizational front-runners in the public sector should emphasize
transforming the organizational culture from the traditional pattern of
hierarchical structure to participative management and empowerment. Since it is
a tough and slow process, it requires a strong commitment, from top-level
managers.
References
Barney, B., 1986. Organizational Culture: Can It Be a
Source of Sustained Competitive Advantage?. The Academy of Management
Review, 11(3), pp. 655-665.
Kim, S., 2002. Participative
Management and employee satisfaction, s.l.: DOI: 10.1111/0033-3352.00173.
Mirjam, 2010.
Employees commitment. In: an empirical study of banking sector in Islamabad
(Pakistan). s.l.:s.n.
Robbins, P. &
Judge, A., 2012. Organizational Behavior, USA: Pearson Education.
Tharp, 2009.
Organizational Culture. Academy of Management Journal, 49(3), pp.
433-458.
Participative management strategy and employee perception of participation can be achieved usin culture concept and this will leads to high job satisfaction and high performance
ReplyDeleteMost of the studies shows that ethical fit significantly related to turnover intentions,continuance commitment and affective commitment but not job satisfaction
ReplyDeleteOrganizational culture has been characterized as the glue that holds organizations together. Culture can support linkages between technology adoption and organizational growth, it can be a critical success factor in organization growth strategy and play a crucial role in determining the success or failure of organization. The term job satisfaction is quite frequently used for individual attitudes towards the specific aspects of total work situation.
ReplyDelete