Abstract

Today, firms are questioning if organisational culture has any influence on job satisfaction and if it instrumental in fulfilling employees needs such as enhancing interpersonal relationships, employee engagement and involvement and trust and collaboration. Organisational culture faces challenges because of technological changes, changing consumer needs, globalisation, they need to adopt change. Despite these challenges organisations are defining themselves in order to prove the important of organisational culture in business effectiveness and success. It is evident that today many of the flourishing and successful organisations are devoted in providing a working environment that is team-oriented, learning oriented, engaging and encouraging among other aspects that will encourage effectiveness and productivity. In view of this, this research study seeks to investigate the effects of perceived organisational culture on manager's job satisfaction.

The research adopted various methodological techniques to determine if organisational culture influences job satisfaction among managers. Data was collected using questionnaires from thirty two respondents who participated in the survey. To analyse the data descriptive statistical analysis is adopted. The research establishes that organisational culture makes the positive influence on managers’ satisfaction with leadership performance as the mediating role. Good leadership behaviour has a close connection to job satisfaction of managers because it is to get an autonomy and conflict and stress free environment, and boost a supervisory relationship. Additionally, the research established that organisational culture leads to the positive influence on mangers’ satisfaction with interpersonal relationships as the mediating role.  Democratic culture and team-oriented cultures have strong influence on interpersonal relationship they provide an environment for interaction, and employee’s inclusion contribution to satisfaction.

Chapter 1 Introduction

1.1Background

Both organisations and employees are interdependent in nature. Employees play important roles in organisations and so their contribution to an organisation is critical (Branham, 2012). Their involvement and commitment determines the competitiveness of an organisation. Conversely, employee’s performance is mainly determined by an organisation’s ability to meet their needs (Sempane, Rieger and Roodt, 2002). Employees will perform well if these needs such as rewards are sufficiently met (Branham, 2012). On the other hand, employers are expected to ensure that employees are provided with training, rewards among other needs. First of all, both parties influence on each other to provide positive results. In view of the increasingly global and local competitiveness in today’s organisations, it is crucial for any organisation to ensure that it develops and retains loyal, committed and dedicated team of employees who can be motivated to attain organisational goals and continue their relationship with the organisation (Colakoglu, Culha and Atay. 2010). However, as Pattnaik (2011) observes, there are low levels of motivation among employees in many organisations prompting employees to seek alternative employment where they are able to experience higher degree of job satisfaction (Sempane, Rieger and Roodt, 2002). These actions have adverse effects on organisational attainment of success and ability to be profitable both in the short and long term.

Beyond the research literature and studies, job satisfaction remains an important part of everyday life. Organisations have great effects on people who work for them. These effects are mirrored in the manner people feel about their work and how they treat customers. Dissatisfied employees also affects service delivery to customers as Colakoglu, Culha and Atay (2010) observes. They might be de-motivated, lack creativity and initiative to provide quality services. This makes job satisfaction substantially important for not only employers but employees. Employers might benefit from satisfied employees as a result of low staff turnover, low absences and commitment given that they work in a happy and fulfilling work environment given the amount of time they spend at work and so they can perform well.

Job satisfaction has mainly been explored from the aspects such as rewards, communication, job tasks, and work relationships (Gu and Siu, 2009). The construct of organisational culture was first introduced in the 1980s and early 1990s as management scholars were investigating why American organisations could not compete with Japanese organisations (Colakoglu, Culha and Atay. 2010). From then, organisational culture is frequently blamed for all manner of organisational ills and also sometime cre