MBA Thesis Daniella Griffith - Kranenberg.pdf - FHR Lim A Po ...

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LIST OF TABLESTable 2-1 Relationship between Culture, motivators and Job satisfaction .............................. 18Table 3-1 Cronbach’s Alpha’s for Leadership style ................................................................ 24Table 3-2 Cronbach’s Alpha’s for Organizational culture ...................................................... 25Table 3-3 Cronbach’s Alpha from Job satisfaction ................................................................. 26Table 3-4 Cronbach’s Alpha from Organizational commitment ............................................. 27Table 3-5 Analysis Overview ................................................................................................. 28Table 4-1 Independent, Dependent and Mediating variables with the mean, median, mode,standard deviation and skewness ............................................................................................. 33Table 4-2 Correlation Matrix ................................................................................................... 35Table 4-3 Regression coefficient Transformational leadership and OrganizationalCommitment ............................................................................................................................ 38Table 4-4 Model Summary Transformational leadership on Organizational Commitment .... 38Table 4-5 Regression coefficient Leadership styles, Organizational Culture and JobSatisfaction ............................................................................................................................... 39Table 4-6 Model Summary Leadership styles, Organizational Culture on Job Satisfaction ... 39Table 4-7 Regression coefficient Leadership styles, Organizational Culture, Job Satisfactionand Organizational commitment .............................................................................................. 40Table 4-8 Model Summary Leadership styles, Organizational Culture, Job Satisfaction andOrganizational commitment..................................................................................................... 41Table 4-9 Summary Regression Analysis ................................................................................ 41Table 4-10 Overview Null and Alternative Hypotheses .......................................................... 42x
1 INTRODUCTION1.1 GeneralIn this chapter the background of the research project is presented, followed by an elaborationon the relevance and justification of the study. Furthermore the key concepts of the study arestated which is followed by the problem statement, the research objectives and the researchquestions. Lastly the limitations and the outline of the thesis structure are stated.1.2 BackgroundHuman Capital, which gives competitive edge due to its uniqueness, is one of the resourcesthat work as a pillar for an organization (Holland, Sheehan and de Cieri, 2007). The focus hastherefore shifted to “people”, the employees of the organizations (Cohen, 2005). Employeesplay an important role in organizations, they are the greatest resource an organization canhave and it is through their involvement and commitment that the organization can becomecompetitive (Sempane, Rieger & Roodt, 2002). Employees who are committed are liable toincrease their performance and devote their time to the organization (Saal & Knight, 1987).Organizational commitment is often described as the key factor in the relationship betweenemployees and organizations (Raju & Srivastava, 1994). It incorporates thoughts of beingconnected, attached and going beyond the basic requirements of the job which tend toimprove organizational efficiency and effectiveness (Williams & Anderson, 1991).Recruiting, managing, developing and retaining the employees, its human resource, is whatan organization’s effectiveness depends on (Wallach, 1983). These four aspects influencestability and productiveness of the workforce. Finding ways to improve how employees feelabout their job (achieving job satisfaction), so they would become more committed to theirorganization, is the basis to achieving a competitive organization. Satisfied employees aremore willing to try new ideas and could participate more in the decisions that need to bemade (Kivimaki & Kalimo, 1994).Due to their impact on performance and the success of an organization, Organizationalcommitment and job satisfaction, characteristics of the way employees behave, received a lotof attention in workplace studies. Organizational commitment and job satisfaction increased inimportance over the last few years (Lok & Crawford, 2004) because, they predict the input ofemployees and as Wilson and Rosenfeld (1990) indicated positive and negative feelingstowards work and the organization may have powerful effects on the way employees behave in1
Page 1 and 2: FHR Lim A Po Institute for Social S
Page 3 and 4: “Unless Commitment is made,there
Page 5 and 6: ABSTRACTThe purpose of this study w
Page 7 and 8: 2.7.2 Job satisfaction and Organiza
Page 9: LIST OF FIGURESFigure 1-1Structure
Page 13 and 14: Different studies showed leadership
Page 15 and 16: As mentioned earlier SME’s form t
Page 17 and 18: 1.8 Outline of the Thesis structure
Page 19 and 20: followers. The leaders influence an
Page 21 and 22: 2. Transformational leadership anti
Page 23 and 24: 2.4 Job satisfactionJob satisfactio
Page 25 and 26: 2.6.1 General definition of SMEsThe
Page 27 and 28: Job satisfaction is affected by the
Page 29 and 30: 2.7.3 Organizational commitment and
Page 31 and 32: 3 METHODOLOGY3.1 IntroductionThe li
Page 33 and 34: large amounts of data. In a self-ad
Page 35 and 36: Organizational Culture Index (OCI)T
Page 37 and 38: Table 3-4Cronbach’s Alpha from Or
Page 39 and 40: 4 FINDINGS AND ANALYSIS4.1 Introduc
Page 41 and 42: Looking at the education level of t
Page 43 and 44: 4.3 Descriptive statisticsThe main
Page 45 and 46: Table 4-2 Correlation Matrix1 Trans
Page 47 and 48: Step 3 Leadership variables, Cultur
Page 49 and 50: 4.5.2 Regression analysis Leadershi
Page 51 and 52: Table 4-8Model Summary Leadership s
Page 53 and 54: ResearchQuestion 4ResearchQuestion
Page 55 and 56: 4.7 SummaryDifferent analyses were
Page 57 and 58: Bureaucratic culture has a direct p
Page 59 and 60: satisfaction also has the largest e
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5.4 RecommendationsBased on the res
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Bass, B., & Avolio, B. (1993). Tran
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Eslami, J., & Gharakhani, D. (2012)
Page 67 and 68:
Lok, P., Wang, P., Westwood, B., &
Page 69 and 70:
Pallant, J. (2007). The SPSS Surviv
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Walumba, F., & Lawler, J. (2003). B
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APPENDIXa
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Appendix B: The QuestionnairePart 1
Page 77 and 78:
Part 2 Organizational cultureFor ea
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Part 3 Job satisfactionListed below
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