Nonprofit Organizational Assessment

through people, and the other cultural factors cited by Peters and Waterman (1982) also
have positive economic consequences.
Denison, Haaland, and Goelzer (2004) found that culture contributes to the success of
the organization, but not all dimensions contribute the same. It was found that the
effects of these dimensions differ by global regions, which suggests that organizational
culture is affected by national culture. Additionally, Clarke (2006) found that a safety
climate is related to an organization's safety record.
Organizational culture is reflected in the way people perform tasks, set objectives, and
administer the necessary resources to achieve objectives. Culture affects the way
individuals make decisions, feel, and act in response to the opportunities and threats
affecting the organization.
Adkins and Caldwell (2004) found that job satisfaction was positively associated with
the degree to which employees fit into both the overall culture and subculture in which
they worked. A perceived mismatch of the organization's culture and what employees
felt the culture should be is related to a number of negative consequences including
lower job satisfaction, higher job strain, general stress, and turnover intent.
Page 65 of 211