Exploring organizational culture at a state-owned enterprise in South Africa: a process approach
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Author(s)Patrick J. LekgothoaneLink to ORCID Index: http://orcid.org/0000-0002-2109-2384
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Molefe Jonathan MalekaLink to ORCID Index: http://orcid.org/0000-0003-1929-8532
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Zeleke WorkuLink to ORCID Index: https://orcid.org/0000-0002-8808-3052
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DOIhttp://dx.doi.org/10.21511/ppm.18(2).2020.35
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Article InfoVolume 18 2020, Issue #2, pp. 431-440
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384 Downloads
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Creative Commons Attribution 4.0 International License
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.
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JEL Classification (Paper profile tab)J28, M12, M14
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References71
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Tables2
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Figures0
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- Table 1. Mean, standard deviation, and correlation
- Table 2. The data showing paths and constant
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