Organizational culture and job satisfaction among academic professionals at a South African university of technology

  • Received January 24, 2017;
    Accepted March 30, 2017;
    Published June 8, 2017
  • Author(s)
    Crispen Chipunza , Bulelwa Malo
  • DOI
    http://dx.doi.org/10.21511/ppm.15(2).2017.14
  • Article Info
    Volume 15 2017, Issue #2, pp. 148-161
  • TO CITE АНОТАЦІЯ
  • Cited by
    10 articles
  • 1713 Views
  • 4163 Downloads

Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License

The South African higher education sector introduced structural changes, which resulted in the creation of universities of technology, (hereafter referred to as UoTs). There, however, has the not been any known studies that investigated organizational culture and job satisfaction among academic professionals at these new types of institutions in the country. This study’s main objective was to determine perceptions of organizational culture and their impact on job satisfaction among academic professionals at a University of Technology in the Free State Province, South Africa. The study’s respondents had positive perceptions of the organizational culture with academic professionals showing satisfaction with co-worker relations, supervision support and the work itself, as well as moderate satisfaction with the available advancement opportunities. Academic professionals were, however, dissatisfied with the salaries they were receiving. A significant correlation between overall organizational culture and job satisfaction was found.

view full abstract hide full abstract
    • Table 1. Mean values for organizational culture
    • Table 2. Mean values of job satisfaction
    • Table 3. Correlation of organizational culture and job satisfaction indices
    • Alam, M. M., & Mohammad, J. F. (2009). Level of job satisfaction and intent to leave among Malaysian nurses. Business Intelligence Journal, 3(1), 123-137.
    • Amar, A. D. (2004). Motivating knowledge workers to innovate a model integrating motivation Dynamics and antecedents. European Journal of Innovation Management, 7(2), 89-101.
    • Aydin, O. T. (2012). The impact of motivation and hygiene factors on research performance: An empirical study from a Turkish University. International Review of Management and Marketing, 2(2), 106-111.
    • Bartell, M. (2003). Internationalisation of universities: a university culture-based framework. Higher Education, 45(1), 43-70.
    • Bashayreh, A. M .K. (2009). Organisational culture and job satisfaction: A case study of academic staff at Universiti Utara Malaysia (UUM). [Electronic version]. Unpublished thesis for Masters of Human Resources Management, Malaysia: Universiti Utara.
    • Bauer, T., & Erdogan, B. (2014). Handbook on Organizational Behavior. USA: Flat World Education, Inc.
    • Beam, R. A. (2006). Organisational goals and priorities and the job satisfaction of U.S. journalists. J&C Quarterly, 83(1), 169-185.
    • Bikmoradi, A., Brommels, M., Shoghli, A., Zavareh, D. K., & Masiello I. (2008). Organizational culture, values, and routines in Iranian medical schools. Springer Science & Business Media B.V, 57, 417-427.
    • Boeve, W. D. (2007). A national study of job satisfaction factors among faculty in physician assistant education, Masters Theses and Doctoral Dissertations.
    • Brough, P., & Frame, R. (2004). Predicting police job satisfaction and turnover intentions: The role of social support and police organizational variables. New Zealand Journal of Psychology, 33(1), 8-16.
    • Burchell, N., & Kolb, D. (2007). Stability and change for sustainability. Business Review, 8(2), 33-41.
    • Castiglia, B. (2006). The impact of changing culture in higher education on the person-organisation. Academy of Educational Leadership Journal, 10(2), 23-43.
    • Castillo, J. X., & Cano, J. C. (2004). Factors explaining job satisfaction among faculty. Journal of Agricultural Education, 45(3), 65-74.
    • Chiboiwa, M. W., Chipunza, C., & Samuel, M. O. (2011). Evaluation of job satisfaction and organisational citizenship behaviour: case study of selected organisations in Zimbabwe. African Journal of Business Management, 5(7), 2910-2918.
    • Chipunza, C., & Gwarinda, S. A. (2010). Transformation leadership in merging higher education institutions: a case study. South African Journal of Human Resource Management, 8(1), 110.
    • Choi, Y. S., Martin, J. J. & Park, M. (2008). Organizational culture and job satisfaction in Korean professional baseball organizations. International Journal of Applied Sports Science, 20(2), 59-77.
    • Chow, C. W., Harrison, G. L., McKinnon, J. L., & Wu, A. (2001). Organisational culture: association with affective commitment, job satisfaction, propensity to remain and information sharingin a Chinese cultural context’. Centre for International Business Education and Research (CIBER). Working paper, Faculty of Business & Economics, San Diego State University.
    • Cranny, C. J., Smith, P. C., & Stone, E. F. (1992). Job satisfaction: How people feel about their jobs and how it affects their performance. Lexington Books: New York.
    • Dastmalchian, A., Javidon, M., & Alam, K. (2001). Effective leadership and culture in Iran: An empirical study. Applied Psychology: An International Review, 50(4), 534-558.
    • Delobbe, N., Haccoun, R. R., & Vandenberghe, C. (2001). Measuring core dimensions of organisational culture: a review of research and development of a new instrument, unpublished manuscript, Universite catholique de Louvain, Belgium.
    • Deutschman, A. (2004). The fabric of creativity. Fast Company, 89, 54-62.
    • Dian-Yan, L., Chia-Ching, T., Shu- Hsuan, C. (2014). Mediating Effect between Supportive. Culture and Job Satisfaction in Administrative Services at Higher, 24(6), 627-640.
    • Ellen Hazelkorn, E. (2012). Three key challenges facing higher education and policymakers.
    • Fey, C., & Denison, D. R. (2003). Organizational culture and effectiveness: Can an American theory be applied in Russia? Organization Science, 14(6), 686-706.
    • Gary, P. (2012). Creating an excellence oriented post-merged organisational culture through a structured approach to employee engagement – a study of selected merged institutions of higher learning in South Africa. Africa Insight, 42(2), 136-156.
    • Gazzola, P., Jha-thakur, U., Skidd, S., Peel, D., & Fischer, T. (2011). Enhancing Environmental Appraisal Effectiveness: Towards an Understanding of Internal Context Conditions in Organisational Learning. Planning Theory & Practice, 12(2), 183-204.
    • Gifford, B. D., Zammuto, R. F., & Godman, E. A. (2002). The relationship between hospital unit culture and nurses’ quality of work-life. Journal of Health Care Management, 47(1), 13-26.
    • Gray, J. H., Densten, I. L., & Sarros, J. C. (2003). A matter of size: does organisational culture predict job satisfaction in small organisations? Working paper 65/03. Faculty of Business & Economics, Monash University.
    • Gready, P. (2013). Organisational Theories of Change in the Era of Organisational Cosmopolitanism: lessons from Action Aid’s human rights-based approach. Third World Quarterly, 34(8), 1339-1360.
    • Greenberg, J., & Scott, K. S. (1996). Why do employees bite the hands that feed them? Employee theft as a social exchange process. Research in Organisational Behaviour, 18, 111-166.
Related Articles

  • The impact of organizational culture on job performance: a study of Saudi Arabian public sector work culture

    Ghazi Ben SaadORCID Researcher ID, Muzaffar AbbasORCID Researcher ID doi: http://dx.doi.org/10.21511/ppm.16(3).2018.17
    Problems and Perspectives in Management Volume 16, 2018         Issue #3         pp. 207-218 Views: 3207 Downloads: 1223 TO CITE АНОТАЦІЯ

    This research aims to assess direct and indirect influences of organizational culture on job performance, as well as to evaluate the impact of each sub-element of organizational culture on such performance. It is argued that employees performance derives, on the one hand, from a long-term perspective related to changes that organizations manage and implement during their process of growth. A second dimension of organizational culture can be given through organizational values, routines and distinctive aspects of culture that allow organizations to create solid competitive advantages. Since most studies in this field were held in Western work cultures, this paper will be devoted to the analysis of this relationship within an Arabic cultural environment and more specifically within a Saudi context. A quantitative study tool, based on a comprehensive research questionnaire, was used and the sample was selected from various government departments being operative in Alkharj. The findings indicate a positive relationship between organizational culture and job performance. Likewise, four organizational culture sub-elements, namely Managing Change, Achieving Goals, Coordinating Teamwork and Cultural Strength, were found affecting positively on job performance, but with varying and distinct intensity. Only Customer Orientation was found negatively associated with job performance.

  • The relationship between employee well-being and organizational trust in the context of sustainable human resource management

    Vaida Jaskeviciute , Asta StankevicieneORCID , Danuta Diskiene , Julija SavickeORCID doi: http://dx.doi.org/10.21511/ppm.19(2).2021.10
    Problems and Perspectives in Management Volume 19, 2021         Issue #2         pp. 118-131 Views: 2966 Downloads: 2075 TO CITE АНОТАЦІЯ

    As the impact of the COVID-19 pandemic continues to grow, new challenges in the organizational and business environment emerge, causing the human resource management (HRM) to develop a flexible yet strategic and sustainable response in the face of instability and uncertainty. HRM practices that focus on employees’ emotional, psychological, and cognitive states are becoming crucial. The aim of this paper is to disclose the relationship between employee well-being and organizational trust in the context of sustainable HRM. The literature analysis revealed that sustainable HRM practices focused on meeting the needs of employees are particularly significant as they positively influence employee well-being. Furthermore, ensuring employee well-being based on sustainable HRM principles leads to increased organizational trust. The results of the analysis proved direct and indirect relationships between employee well-being and organizational trust; however, further research is needed to distinguish the relationship between sustainable human resource management practices and employee well-being, with a mediating role and moderating role of organizational trust.

  • The effect of leadership and organizational culture on employee performance that is educated by motivation (study on the implementation empowerment programs in Jayapura city)

    Nansi Lidya Lolowang , Eka Afnan Troena , Atim DjazuliORCID , Siti AisjahORCID doi: http://dx.doi.org/10.21511/ppm.17(1).2019.23
    Problems and Perspectives in Management Volume 17, 2019         Issue #1         pp. 268-277 Views: 2462 Downloads: 1136 TO CITE АНОТАЦІЯ

    Villages and sub-districts in Jayapura city are public organizations that provide service to the community. Villages and urban organizations require leadership, organizational culture and strong work motivation to support performance improvement. This research was conducted in 39 villages and sub-districts in the city of Jayapura. The population of this study was permanent employees in the villages and sub-districts in the city of Jayapura, which numbered 96 employees. All populations were chosen as research respondents, this research was census research. The analytical tool used in the research is Partial Least Square (PLS). The results of the study show that, first, direct leadership has no significant effect on employee performance, second, organizational culture has a significant effect on employee performance, third, leadership has a significant effect on work motivation, fourth, organizational culture has a significant effect on work motivation, fifth, work motivation has a significant effect on employee performance, sixth, work motivation is a perfect mediator of the influence of leadership on employee performance, seventh, work motivation as a partial mediator of the influence of organizational culture on employee performance.

Download Preview
Close
Problems and Perspectives in Management
Problems and Perspectives in Management