Molefe Jonathan Maleka

The purpose of the study on which this article reports is to use affective events theory as a theoretical framework to develop a model that could be used by municipal supervisors to create an environment conducive to working. The study comprised 227 non-management, middle managers and senior managers in a municipality. Confirmatory factor analysis (CFA) and structural equation modelling (SEM) were used to analyze the data. There was a low negative correlation between supervisory support and job satisfaction. It was also found that positive emotions mediated the relationship between supervisory support, participation and job satisfaction.

Keywords: autonomy, job satisfaction, positive emotions, participation, supervisory support, work overload.
JEL Classification: J38, L29

The researchers intended to explore organizational culture at a state-owned enterprise (SOE) in South Africa. The reviewed literature showed very few similar studies where job satisfaction was tested as a mediator between organizational citizenship behavior and organizational culture. Furthermore, the reviewed literature revealed that Martins’ organizational culture model, which was used to give theoretical grounding to the study, did not have job satisfaction as a mediator. The research design was exploratory, correlational, and cross-sectional. A total of 204 respondents were selected using a stratified sampling technique. The major finding was that the respondents perceived the organizational culture as a hostile, bellicose culture, rife with politics. The unexpected result was a significant positive relationship between organizational citizenship behavior and organizational culture. This means that even when the organization’s culture was hostile, employees did not abuse and leave and went beyond the call of duty. It was found that job satisfaction did not mediate the relationship between organizational citizenship behavior and organizational culture.