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

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employees to be satisfied because they are for example achievement motivated. Theseemployees are driven to improve their personal performance and not by doing everything in aregulated and ordered way (Wallach, 1983).The following relationships between organizational culture, Individual motivators and jobsatisfaction can be concluded:Table 2-1 Relationship between Culture, motivators and Job satisfactionOrganizational Culture Individual motivator Job SatisfactionBureaucratic Culture Need for <strong>Po</strong>wer and Control SupervisionInnovative Culture Need for Achievement PromotionSupportive Culture Need for Affiliation CoworkersFrom: Wallach 1983- Individuals and Organizations: The culture matchThe table describes the fact that an employee is more efficient in doing the job and will havea greater chance for advancement or being part of the whole when a match exists betweenculture and motivation. This ultimately results in job satisfaction. When an organization has abureaucratic culture, which is based on power and control, the connection is made with thefactor supervision of job satisfaction. Literature (Rashid et al, 2003; Lok & Crawford, 2000,Brewer, 1993; Kratrina, 1990; Wallach, 1983) suggests that bureaucratic culture has anegative effect on job satisfaction, because the need for power and control, often has anegative effect on the satisfaction level of employees. Supervision, in a bureaucratic culture,is than mainly power oriented and when that power is used to control and dominatesubordinates it is often seen as negative (Wallach, 1983). The other two culture aspects arepositively related to job satisfaction because they are experienced as being good workmotivators with their motivation to develop personal performance and to be with others,enjoying shared friendships.Therefore the following hypotheses were formulated:H 3 : Bureaucratic culture has a negative effect on Job satisfaction in SMEs.H 4 : Innovative culture has a positive effect on Job satisfaction in SMEs.H 5 : Supportive culture has a positive effect on Job satisfaction in SMEs.18
2.7.3 Organizational commitment and Job satisfactionAccording to Meyer et al. (2002), job satisfaction is a determinant of organizationalcommitment. Job satisfaction and organizational commitment focus on the feelings and thethoughts employees have towards their work and the organization. The key differencebetween organizational commitment and job satisfaction is that while organizationalcommitment can be described as the emotional reaction which an employee has about hisorganization; job satisfaction is the responses that an employee has about any job. It isbelieved that these two variables are highly interconnected. In other words, while anemployee has positive feelings towards the organization, its values and objectives, it possiblefor him to be unsatisfied with the job he has in the organization. Researchers taking thisposition believe that employee orientations about a specific job inevitably precedeorientations toward the entire organization. Typically, researchers have coupled this viewwith a corollary assumption that compared to organizational commitment, job satisfactionvaries more directly and instantaneously with changing working conditions (Mowday et al.,1982). The relationship between job satisfaction and organizational commitment is veryimportant at the moment because now people often do not wish to continue working for thesame organization for longer periods of time. It is difficult to influence employees to continueworking for the organizations. Similarly, if employees are highly satisfied with their work,coworkers, pay, and supervision, the probability is higher that they are committed to theorganization than if they are not satisfied. These two key concepts are very important becausejob satisfaction and commitment are the main determinants of employee turnover,performance, and productivity (Opkara, 2004). Committed and satisfied employees normallyhave a high performance which contributes towards organizational productivity (Samad,2007). Therefore the following hypothesis is formulated:H 6 : Job satisfaction has a positive effect on Organizational commitment2.7.4 Organizational Commitment and Leadership stylePrior research suggested that leadership is a key determinant of organizational commitment(Mowday et al, 1982). In particular transformational leadership is positively linked withorganizational commitment (Bono & Judge, 2003; Dumdum et al., 2002; Koh, Steers, &Terborg, 1995; Lowe et al., 1996; Walumbwa & Lawler, 2003). Leaders with this leadershipstyle includes employees in the decision making process, they encourage them to be criticaland use different approaches to solving problems and they recognize and appreciate the need19
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 and 10: LIST OF FIGURESFigure 1-1Structure
Page 11 and 12: 1 INTRODUCTION1.1 GeneralIn this ch
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: Job satisfaction is affected by the
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
Page 61 and 62: 5.4 RecommendationsBased on the res
Page 63 and 64: Bass, B., & Avolio, B. (1993). Tran
Page 65 and 66: 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
Page 71 and 72: Walumba, F., & Lawler, J. (2003). B
Page 73 and 74: APPENDIXa
Page 75 and 76: Appendix B: The QuestionnairePart 1
Page 77 and 78: Part 2 Organizational cultureFor ea
Page 79 and 80:
Part 3 Job satisfactionListed below
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