Relationship between Corporate Culture and Employee Job Satisfaction - Term Paper Example

COURSE CODE AND TITLE Main Assignment Question number Relationship between organisational (corporate) culture and employee job satisfaction Name : Student Number : Lecturer : Class : Due date : Table of Contents COURSE CODE AND TITLE 1 Table of Contents 2 Table of Contents………………………………………………………………………………………….2 Introduction………………………………………………………………………………………3 1. Success of organization………………………………………………………………………………………3 2. Role of the human resource department…………………………………….……………….4 2.1 Employee’s feelings………………………………………………………………….4 2.2 Support from the management………………………………………………….……5 3. Productivity……………………………………………………………………….…………5 4. Efficiency.………………………………………………………………………..…………..5 5. Strength of the culture……………………………………………………………………….6 6. Organizational priorities……………………………………………………………………..7 6.1 Employee expectation………………………………………………………………..7 Conclusion……………………………………………………………………………………….7 References……………………………………………………………………….…………….…8 Introduction An aggregation of rituals and values that act as a binding factor that is, joins the members of an organization is termed as an organizational culture. Culture offers us a platform through which persons have a shared picture of “what is”. That which integrates people in any organization is the focus on merit of symbols and the ability to comprehend them. The core factors of organizational culture are a mission, ability to enhance the culture, adaptability and participation. The attitude of employees towards their thoughts whether intended or unintended greatly influences the culture of organization. Employees on the other hand are crucial role player in organizations and it is through this that organizations become competitive. Indeed, the two parties may affect each other’s ability to perform positively. Research shows that job satisfaction doesn’t work in isolation, but rather its depends on various organizational variables like pay, the size and structure , the conditions of working to mention but a few. Job satisfaction is “any combination of psychological, physiological, and environmental circumstances that causes a person to say, “I am satisfied with my job” 1. Success of an organization Despite the fact that changing the organizational culture is more difficult, emphasis on its promotion can be enhanced to provide a benchmark for achieving job satisfaction and meeting the goals of the organization. The achievement of any organization is linked to the Intel of the culture. Belief has it that developing countries like Kenya have very low organization structures while for developed countries like the United States, the converse is the true. A possible explanation for this is due to the presence of unsupportive organization. For example, the availability of a supportive organizational culture in the education sector will increase teachers’ job satisfaction enabling teachers to have outstanding performances. Now, when the students observe how these teachers relate amongst themselves and between the communities they will try and emulate such when they join that profession. This will in no doubt produce students with healthy and creative Intel. On the contrary, a teacher who feels dissatisfied will be unable to cultivate healthy minds. (Schneider & Snyder, 1975) 2. Role of the human resource department Job satisfaction of employees is crucial to the human resource department. This is because it aids in keeping and improving productivity of employees. Through enhancing organizational culture, the whole idea of belonging is enhanced. This I believe raises the level of stability of the organization. As employees acquire jobs of higher levels; their levels of satisfaction tend to increase. On the contrary, Kline &Boyd (1994) opine that managers of higher ranks tend to be satisfied with the salary more than they are with acquiring promotions. In the banking industry, those in charge of management tend to be more satisfied especially with the pay they get. The hardly look for other jobs nor nag their bosses asking for promotion despite having stayed in that role in for more than ten years. 2.1 Employee’s feelings Given that job satisfaction entails employees’ feelings emotionally, it has a huge impact on their lives. For instance, when an employee feels their feeling stapled on they will depict the dissatisfaction through termination of contracts, constant complaints and absenteeism, and labor unrest. In this regard therefore one can conclude that an integrated employee’s satisfaction may result into some form of an organizational culture. 2.2 Support from the management Where nurses feel cared for and supported by the management, through having shared values, power balance and room for dialogue, internal conflicts are reduced. The managers are viewed as supportive and are therefore valued in the entire organization, despite having executive powers they promote the morale thereby leading to the job satisfaction of the nurses. Clearly, this will facilitate increased productivity in output. In the long run the welfare of both parties is improved. 3. Productivity There are various factors that managers put into consideration when increasing productivity that further facilitates the achievement of organizational goals. Amongst them include, an organizational culture that is favorable, and emphasizing specific responsibilities to employees. A study on the Iranian organization depicted crucial implications and practice. In an attempt to validate the link between the organizational culture and its key components, the findings showed that those perceptions were in no way significantly related to the jobs satisfaction of the employees. Studies reveal that greater levels of job satisfaction offers huge benefit over different organization as it aids in attracting and keeping employees in a challenging environment. 4. Efficiency Various researchers have related job satisfaction with organization culture including Mansoor and Tayib (2010). Schhneider (1983) views this as a system of values that facilitates the organization to undertake its functions. He goes ahead to opine that institutions of higher learning produce human capital through training, teaching, and leading students to optimize their efforts while putting the interest of the society on the forefront. Not only do students observe how things are done, but also make conclusions regarding the findings. 5. Strength of the culture An organization is advantageous if it has a culture organization that is strong. Some of these merits that emanate from this include in depth employees’ involvement, creating identity, and maintenance of an idea beyond the self. Basing attention to the internal and external environment, focus should be on the external rather than the internal environment since it factors in customer relation, market conditions and competitiveness. To enhance this process, a few recommendations have to be put in place. For instance, developing transparency, critically analyzing the current and future expectations, promoting healthy interactions amongst employees of all levels, and above all creating a connection between objectives and activities of the organization in order to achieve the specified goals of the organization. Enhancement of the above mentioned triggers job satisfaction of employees. None the less, initiating teamwork by facilitating group decisions sessions that are brainstorming; this will ameliorate the behaviors of the employees. Creation of in depth beliefs increases the organizations’ capacity to analyze the various changes in the signals of the market. Paying keen attention to the wants of the clients facilitates the growth, survival and development of the organization. Transforming the organization into more of a learning experience creates a platform through which learning and understanding the changes in the environment, finding out challenges and their respective solutions. When a company is manufacturing a new product, before it unleashes it into the market, it incorporates the ideas of the workers and those of the clients, clearly those factors that may have been over sighted or underscored will be improved. 6. Organizational priorities Various studies also show that employees put in place the organizational culture. Clearly, the interests of clients are usually the top priority of organizations. The perceptions of employees who are married tend to be positive oriented as compared to the singles. This could probably be because the singles are younger and inexperienced and often enter the organization with little or no expectations at all. Similarly, employees who have worked for a long duration are considered more mature and real about facts and are normally recommended for most jobs. The human resources department being responsible for this ought to put focus on recruitment practices that are realistic. Davoodalmousavi, S. M. (2013). 6.1 Employee expectation Employees with long years of working experiences perceive organizational cultures as favorable. This is attributed to the fact that newly employed persons may have expectations that are unrealizable. With time, those expectations end up being in line with the status quo. Recalling that job satisfaction is “any combination of circumstances is it psychological, physiological, and or environmental that causes someone to say, “I am satisfied with my job” the psychological is important especially in economies that are knowledge based. Conclusion Clearly, organizational culture is very crucial in enhancing job satisfaction. Indeed, as the employees’ ethoses are enhanced, their interaction with the managements ameliorates thereby contributing to team work and collaboration. For instance a library that used to be unattended by scholars, if parties concerned improve service coordination, its goals, culture and customer relation then it will be attended thereby leading to improved corporate culture and satisfaction. Additionally, due to the positive correlation that exists between organizational structure and job satisfaction, to some extent the latter can be used to predict the employees’ feelings of the former. References Davoodalmousavi, S. M. (2013). The correlation between organizational culture and job satisfaction of employees in biotechnology production companies. European Journal of Experimental Biology, 3(5), 389-399. Kline, T.J.B and Boyd, J.E. (1994), Organizational structure, context and climate: Their relationship to job satisfaction at three managerial levels. Journal of General Psychology, 118(4): 305-316 Mansoor, M. and Tayib, M. (2010), an empirical examination of organizational culture, job stress, job satisfaction within the indirect tax administration in Malaysia. International journal of Business and Social Sciences, 01(01): 81-95. Schneider, B. and Synder, R.A. (1975), some relationship between job satisfaction and organizational climate. Journal of Applied Psychology, 60(3):318-328 Zhang, X., & Li, B. (2013). Organizational Culture and Employee Satisfaction: An Exploratory Study. International Journal of Trade, Economics & Finance, 4(1). Read More