Impact of Organizational Culture on Employee Motivation and Job Satisfaction

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TABLE OF CONTENTS

CHAPTER 1: INTRODUCTION1

Background of the Research1

Constructive Organizational Culture2

Studies of Organizational Culture in Other Contexts3

Managerial Work Values, Constructive Organizational Culture, and Job Satisfaction3

Job Satisfaction5

Nandos5

Aim and Objectives of the Study6

Research Questions6

CHAPTER 2: LITERATURE REVIEW7

Managerial Work Values, Constructive Organizational Culture, and Job Satisfaction7

Studies on Job Satisfaction10

Perceived Constructive Organizational Culture and Job Satisfaction11

Human Motivation and Job Satisfaction11

Historical overview on human motivation and job satisfaction12

Hierarchy of needs theory12

Motivation-hygiene theory13

Goal-setting theory15

Expectancy theory15

Job characteristics theory17

REFERENCES19

APPENDIX21

Interview questions from the manager of Nandos21

Questionnaire from the employees of Nandos21

CHAPTER 1: INTRODUCTION

Background of the Research

Organization is defined as an integrated system of people and resources to achieve collective goals. There are two basic reasons for organizational existence. One is profit maximization and another is maximizing shareholder value. The latest studies suggest that employee needs must be taken into account by the organizational leaders as this will ensure the sustainability of the company in the long term (Ke, Wei, 2008, 218).

Organizational culture reflects basic principles that are highly respected by members in an organization (Bruning, 2002, 48). Every organization exhibits a dominant culture. With its culture, an organization often distinguishes itself from other organizations. In particular, organizational culture orientations (i.e., styles or types) vary significantly across different organizations. Scholars have examined the idea that the dimensions of organizational culture are defined by behavioral norms and expectations, perceived practices, or organizational values. Other researchers also have presented evidence for the role of organizational culture in predicting organization members' responses (e.g., organizational commitment and likelihood to stay with the organization) (Noe, Hollenbeck, Gerhart, Wright, 2009, 236).

Among scholars of organizational culture in management and sport management, leadership has been considered as an important aspect that can shape the characteristics of an organization's culture. It has been demonstrated that executive employees (i.e., leaders, managers, and higher-level employees) can establish or change the culture of an organization, and thus eventually influence organizational effectiveness and the behaviors of the organization's employees. In HR management, Michaelson, (2005, 235) specifically noted that further culture study is required to better understand of the concepts of leadership, organizational culture, and organizational effectiveness.

Both job satisfaction and motivation are important aspects for organization in this fast paced world as workers have more knowledge about their organizational rights. Both the internal and external factors of an organization affect the performance and motivation of the employees. The organizational culture, organizational structure, organizational size, type and organizational politics all impact the employee's performance and turnover (Cordeniz, 2002, 237). The organization's ability to satisfy its work force is also affected by general political, legal environmental and economic conditions.

Constructive Organizational Culture

Even though many researchers have applied the construct of organizational culture in their studies, no consensus has been established on the fundamental definition of organizational culture. Asad, Dainty (2005, 236) one of the leading scholars in the field of organizational culture, defined organizational culture as a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, ...