1. No category

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ISSN: 1298-0595
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Identification of the relationship between organizational culture,
empowerment and job satisfaction (case study: staffs in
Ports & Maritime Organization)
Dr. Mohsen Mohammadian Saravi1, Sara Shahbazianfar2
1
Assistant professor, Islamic Azad University, Firoozkooh branch, management group,
Firoozkooh, Iran
2
Msc, at Islamic Azad University, Firoozkooh branch, management group, Firoozkooh, Iran
ABSTRACT
This study aims to identify the relationship between organizational culture,
empowerment and job satisfaction among staffs in Ports & Maritime
Organization, in which descriptive survey has been used as a method. The
statistical population (750) consists of staffs in Ports & Maritime Organization,
of which 256 individuals were selected as sample group to give response to
Denison Organizational Culture inventory, Spreitzer's empowerment inventory
(1995), and job satisfaction questionnaire (1991). The researcher has used
descriptive and inferential statistics to analyze data. Data analysis was fulfilled
using software SPSS and Pearson correlation coefficient method. The results
from research hypotheses indicated that all dimensions of organizational culture
including higher level of involvement, consistency, adaptability and mission
affect empowerment concerning job satisfaction.
KEY WORDS: organizational culture, empowerment, job satisfaction
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INTRODUCTION
Attention to manpower within organization to achieve sustainable development
is of necessary requirements in today's organizations, where optimization of this
human capital can be a movement in order to achieve sustainable development
in line with achievement of organizational excellence. It is obvious that higher
level needs such as social status and maintaining human dignity can be
conveyed as fundamental needs to achieve this aim. Hence, management
experts have mentioned organizational culture as the unknown part of
organization; indeed, a series of believes, values and norms including a large
part of the job factors and employees' attitudes toward job and work
environment and the factors such as respect and appreciation, organizational
identity , behavioral tolerance and creativity , and innovation are influenced of
organizational culture. With regard to today's competitive environment, today
competitive advantage in an organization requires a competent manpower,
where failure of organization will emerge by having an incompetent manpower.
Employee satisfaction is one of the most important measure through which the
effect of leadership can be specified (Keshtidar, 1996, pp. 81-88).
Theoretical concepts
However, this is not a unique definition for culture, all the definitions are close
to each other and a majority of scholars believe that (Moshabaki, 2003, p. 436):
-culture is a general concept that is something beyond its components.
-culture reflects the history of society.
-culture encompasses the issues under study by anthropologists such as rituals
and symbols
-culture has developed in the society, i.e. it has been developed and maintained
by a group of individuals altogether within the society.
- the culture develops gradually and step by step within the society(Hofsted,
1991, pp. 90-91).
Organizational culture refers to a system of common meanings that are
maintained by members of an organization, which differentiates an organization
from other organizations. This system has been developed from common
meanings and a series of key characteristics, that the organization has respected
them (Robbinz,60211993 ).
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Patterns of Organizational Culture
In general, it cannot describe a unique framework to describe existing values
within organizational cultures, yet what obtained from studies to date indicates
that patterns of organizational culture have represented the insights on
organizational culture and the values governing the culture.
Parsons AGIL model
Parsons proposed his model to define personal duties that the social system
including society or organization must meet it for the purpose of survival
(Sharifzade, 1996, p. 14).
Conformity
(The ability to rapidly adapt to
varying environmental conditions)
Integration
(Ability to integrate different components of
a system)
Realization of aim
(the ability to segment purposes of system
and how to achieve them)
Legitimacy
( Right to survival and acceptance )
Parsons AGIL model(Sharifzade, 1994)
Model " Richard Daft " and " Hal "
Daft and Hal have proposed a model at their works which is not a new model,
yet it is based on the theories of other scholars, concerning two major factors as
follows:
1- attentional focus(medial/lateral )
2- Flexibility and stability of the environment , four cultures or models of
organizational effectiveness
Flexible
Environment
Fixed
flexibility, Organizational Culture
Mission, Organizational Culture
participatory Organizational Culture
Bureaucratic organizational
culture
attentional focus
Inside the
organization
Model "Richard Daft"(Daft, 1999)
Pattern "Peters" and "Waterman"
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Thomas Peters and Robert Waterman have conducted some studies on
organizational culture concerning performance, and mentioned the values below
in their studies:
- Value to the customer (client): attention to customer and meet his needs
guarantee the successful performance of organization.
- Independence and entrepreneurship: in point of view of Thomas Peters and
Robert Waterman, there exists a space replete with persuasion and
encouragement of the creative activities in successful organizations.
-productivity through employees: successful organizations are those
organizations which pay attention to their manpower as their most valuable
asset and provide the opportunities for growth and excellence in employees.
Expertise and skills in management: cultural value is conventionalized within
successful organizations and institutions, in which involvement in the affairs is
totally irrelevant.
- Administrative Staff: a huge emphasis is on employee performance in
successful organizations rather than more tendencies to administrative hierarchy
-use of mechanical and organize structures: successful organizations have been
organized, where little rules and regulations exist(Mortazavi, 1994, p. 64).
Pattern "Dennison"
Professor Daniel Denison (2000) has conducted studies at the area of
organizational culture and effectiveness of organization, where he has
mentioned the cultural features in his model: higher level of involvement,
consistency, adaptability and mission.
Empowerment implies design of organization in a way that individuals are
prepared enough to undertake more responsibilities in addition to have control
on themselves(Abtahi & Abesi, 2007, p. 1).
Empowerment models
To date, many researchers have conducted studies on empowerment, for which
numerous models have been proposed. Model can be defined as a selective
abstraction of reality which indicates special features of it.
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Thomas and Velthouse's empowerment model(1990)
These two scholars have specified four dimensions of empowerment in a
conceptual model:
1-effect
2- Personal determination ( sense of choice)
3-competence
4-sense of significance
Bowen and Lawler's empowerment model (1992)
In Bowen and Lawler's empowerment model, access to information plays a
major role in decision making which raises empowerment. These scholars know
the empowerment agent in four organizational components:
1-informaiton on performance of organization
2-reward based on organizational performance
3-power in adoption of effective decisions in favor of organization orientation
4-power in adoption of effective decisions in favor of organization performance
Spreitzer's model(1995)
Spreitzer has described the factors affecting empowerment and results from
empowerment in a model as follows, concerning Thomas and Velthouse's
empowerment model (1990) among middle employees of an organization and
employees at operational level of an insurance organization:
Spritzer’s empowerment model (1995)
Empowerment model of Queen & Spritzers (1997)
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The model of Queen & Spritzers is divided into static and dynamic views. In
static view, it is believed that the empowerment is the decision making under a
certain framework, where the responsiveness is devolved upon the individuals,
and they are in charge for the results. Yet, in dynamic view, the scholars believe
that empowerment implies acceptance of risk, growth, changes, understanding
employees' needs, building team and persuading cooperative behavior. Anyhow,
there are also deficiencies in static and dynamic views, where the combination
of both is required, and as the result it is stated that empowerment must be
defined in a term encompassing fundamental beliefs and personal
orientations(Quien & Spreitzer11997 140).
Definitions of job satisfaction
There are a variety of views for the "job satisfaction" as follows:
-the first category refers to the factors which affect motivating individuals in
order that they cause individuals' motivation and job satisfaction, yet lack of
them cause poor job satisfaction. Hence, lacking these factors implies lacking
attitude. In point of view of Herzberg, the factors which affect motivating
individuals include: job satisfaction, recognition and appreciation of the
individuals and their job, job promotion, personal development and nature of
job.
-the second category has been known including the single-dimensional factors
with the capability to give a response to the questions "to which extent you are
satisfied with your job?" and "to which extent you seek satisfaction from your
job?". In point of view of a majority of scholars, difference between what the
person is and what he seeks for it can be an index for job satisfaction. Porter and
Holland Davis have represented such definitions. On the other hand, Kaplan
believes that the scholars at the areas such as psychology intend to define job
satisfaction as the difference between what the person is and what he/she seeks
for it(Soltani, 2005, p. 29).
-the third category has been known definitions of job satisfaction included of
process of assessment. Luque has known it as a desirable emotional state which
arises from assessment of the person's job or job experiences. Yet, Smith
believes in it as a range in which the work environment meets the person's
demands. Robins states that job satisfaction implies the difference between the
rewards the person receives and the reward he seeks for it. In other words, it can
define job satisfaction as a process of assessment in which what a person seeks
for it is investigated(Soltani, 2005, p. 30).
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Literature review
Hassanzade(2004) in a study "effect of organizational culture on employee
empowerment" in one of automotive companies, concluded that there is a
significant relationship between components of organizational culture and
increasing employee empowerment. He has investigated six hypotheses that
each considered investigation of the relationship between components of
organizational culture and increasing employee empowerment. Components of
organizational culture include: individual initiatives, reward, management
support, focus on results and team building. Components of empowerment
include: self-efficacy, effect of self-determination, significance and trust.
-the study "the relationship between organizational culture and employees' job
satisfaction in Physical Education Department within Tehran" has been
conducted by Hassan Bahr ol Oloom, Ali Mohammad Amir Tash, Mohammad
Janidi and Fereidon Tond nevis(2003).
The results of findings indicated that the organizational culture governing
Physical Education Department has been in an average level and experts' job
satisfaction especially at the aspects of salary, benefits and promotion has been
in a low level. Further, there is a positive significant relationship between
organizational culture and job satisfaction at this study(α=0/001). In this study,
the best models for organizational culture and work experience with
organizational culture were predicted. Job satisfaction has been recognized as
the variable of research. In a study "an investigation into the relationship
between empowerment, job satisfaction and reported levels of stress",
Lassen (2001) indicated that if the responsibility of employees' decision making
is devolved upon them, personal and collective comfort will come to realize.
Further, employee empowerment can be mentioned as an effective agent on job
satisfaction in order to resolve health problems of employees and reduce stress
arisen from job.
Research method
The statistical population (750) consists of staffs in Ports & Maritime
Organization, of which 256 individuals were selected as sample group to give
response to questionnaires.
Reliability of questionnaire
Cronbach's alpha reliability coefficient is used to obtain reliability of the
questionnaire.
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Validity of questionnaire
In this study, judgment action to determine validity has been used, so that the
questions of the questionnaire have been taken from academic, simple and clear
texts. Then, the questionnaires were given to the experts at this area and
professors, and confirmed by them. To analyze data, descriptive(frequency
tables including frequency, cumulative percentage, pie charts and bar graphs
based on personal characteristics and the descriptions pertaining to it as a basis
to understand the respondents' information) and inferential statistics(Pearson
correlation coefficient method to confirm or reject hypotheses testing) have
been used.
Research hypotheses
Primary hypotheses of research
-the first hypothesis: there is a significant relationship between organizational
culture and employee empowerment within Ports & Maritime Organization.
-the second hypothesis: there is a significant relationship between employee
empowerment and job satisfaction within Ports & Maritime Organization.
Secondary hypotheses of research
-the first hypothesis: there is a significant relationship between cultural
component "consistency" and employee empowerment within Ports & Maritime
Organization.
-the second hypothesis: there is a significant relationship between cultural
component "job involvement" and employee empowerment within
Ports & Maritime Organization.
-the third hypothesis: there is a significant relationship between cultural
component "mission" and employee empowerment within Ports & Maritime
Organization.
-the fourth hypothesis: there is a significant relationship between cultural
component "adjustment" and employee empowerment within Ports & Maritime
Organization.
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Research model
Findings of research
Investigation of normality of data
H0: distribution of variables is normal.
H1: distribution of variables in not normal. .
Table. KS test
One-Sample Kolmogorov-Smirnov Test
Involvement Involvement Consistency Mission Satisfactio Empowermen Cultural
n
t
Kolmogorov
1.273
1.020
1.067
.813
.981
.994
.542
-Smirnov Z
Asymp. Sig.
.078
.250
.205
.524
.291
.276
.931
(2-tailed)
a. Test distribution is Normal.
b. Calculated from data.
The value of Ks statistics has been proposed, and as sig is greater than 5% at all
tests, H0 has been confirmed and lack of normality of data has been rejected.
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Hypotheses testing
Testing the first major hypothesis
H0: there is not a significant relationship between organizational culture and
employee empowerment within Ports & Maritime Organization.
H1: there is a significant relationship between organizational culture and
employee empowerment within Ports & Maritime Organization.
Testing major hypothesis for the relationship between organizational culture
and empowerment
Independent variable
Dependent variable
r-correlation
coefficient
empowerment
organizational
culture
0/53
R2
determination
coefficient
Sig
0/28
0/002
With regard to the results of hypotheses testing, it can say that there is a
significant relationship between organizational culture and employee
empowerment within Ports & Maritime Organization. Hence, the major
hypothesis is confirmed at 95% confidence level, and as sig is less than 5%, H0
is rejected, and lack of relationship between organizational culture and
employee empowerment in Ports & Maritime Organization is not accepted.
Testing the first major hypothesis
H0: there is not a significant relationship between employee empowerment and
job satisfaction within Ports & Maritime Organization.
H1: there is a significant relationship between employee empowerment and job
satisfaction within Ports & Maritime Organization.
Testing major hypothesis for the relationship between job satisfaction and
empowerment
Independent
variable
Dependant variable
r-correlation
coefficient
R2 determination
coefficient
Sig
empowerment
job satisfaction
0/632
0/399
0/0001
With regard to the results of hypotheses testing, it can say that there is a
significant relationship between job satisfaction and employee empowerment
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within Ports & Maritime Organization. Hence, the major hypothesis is
confirmed at 95% confidence level, and as sig is less than 5%, H0 is rejected,
and lack of relationship between job satisfaction and employee empowerment in
Ports & Maritime Organization is not accepted.
Testing the first secondary hypothesis
H0: there is not a significant relationship between employee empowerment and
between cultural component "consistency" within Ports & Maritime
Organization.
H1: there is a significant relationship between employee empowerment and
between cultural component "consistency" within Ports & Maritime
Organization.
Testing the first secondary hypothesis for the relationship between employee
empowerment and between cultural component "consistency"
Independent
variable
consistency
r-correlation
coefficient
employee empowerment 0/378
Dependant variable
R2 determination
Sig
coefficient
0/143
0/007
With regard to the results of hypotheses testing, it can say that there is a
significant relationship between employee empowerment and cultural
component "consistency" within Ports & Maritime Organization at 5%
significance level. Hence, the first secondary hypothesis is confirmed at 95%
confidence level, and as sig is less than 5%, H0 is rejected, and lack of
relationship between employee empowerment and between cultural component
"consistency" in Ports & Maritime Organization is not accepted.
Testing the second secondary hypothesis
H0: there is not a significant relationship between cultural component "job
involvement" and employee empowerment within Ports & Maritime
Organization.
H1: there is a significant relationship between cultural component "job
involvement" and employee empowerment within Ports & Maritime
Organization.
Testing the second secondary hypothesis for the relationship between cultural
component "job involvement" and employee empowerment
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Independent
variable
job involvement
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Vol.27; No.1 (2015)
Dependent variable
r-correlation
coefficient
R2
determination
coefficient
Sig
employee
empowerment
0/287
0/082
0/02
With regard to the results of hypotheses testing, it can say that there is a
significant relationship between cultural component "job involvement" and
employee empowerment within Ports & Maritime Organization at 5%
significance level. Hence, the second secondary hypothesis is confirmed at 95%
confidence level, and as sig is less than 5%, H0 is rejected, and lack of
relationship between cultural component "job involvement" and employee
empowerment in Ports & Maritime Organization is not accepted.
Testing the third secondary hypothesis
H0: there is not a significant relationship between cultural component "mission"
and employee empowerment within Ports & Maritime Organization.
H1: there is a significant relationship between cultural component "mission"
and employee empowerment within Ports & Maritime Organization.
Testing the third secondary hypothesis for the relationship between cultural
component "mission" and employee empowerment
Independent
variable
Mission
Dependent variable
employee empowerment
r-correlation
coefficient
0/414
R2 determination
coefficient
0/172
Sig
0/005
With regard to the results of hypotheses testing, it can say that there is a
significant relationship between cultural component "mission" and employee
empowerment within Ports & Maritime Organization. Hence, the third
secondary hypothesis is confirmed at 95% confidence level, and as sig is less
than 5%, H0 is rejected, and lack of relationship between cultural component
"mission" and employee empowerment in Ports & Maritime Organization is not
accepted.
Testing the fourth secondary hypothesis
H0: there is not a significant relationship between cultural component
"adjustment" and employee empowerment within Ports & Maritime
Organization.
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H1: there is a significant relationship between cultural component "adjustment"
and employee empowerment within Ports & Maritime Organization.
Testing the third secondary hypothesis for the relationship between cultural
component "adjustment" and employee empowerment within Ports & Maritime
Organization
Independent
variable
adjustment
Dependent variable
employee empowerment
r-correlation
coefficient
0/368
R2 determination
Sig
coefficient
0/135
0/008
With regard to the results of hypotheses testing, it can say that there is a
significant relationship between cultural component "adjustment" and employee
empowerment within Ports & Maritime Organization. Hence, the fourth
secondary hypothesis is confirmed at 95% confidence level, and as sig is less
than 5%, H0 is rejected, and lack of relationship between cultural component
"adjustment" and employee empowerment in Ports & Maritime Organization is
not accepted.
Results of research hypotheses
The first major hypothesis
-the first hypothesis: there is a significant relationship between organizational
culture and employee empowerment within Ports & Maritime Organization.
Result: with regard to the results from correlation test between variables, it can
come to an end in this way that there is a direct significant relationship between
organizational culture and employee empowerment within Ports & Maritime
Organization.
The second major hypothesis
-the second hypothesis: there is a significant relationship between employee
empowerment and job satisfaction within Ports & Maritime Organization.
Result: with regard to the results from correlation test between variables, it can
come to an end in this way that there is a direct significant relationship between
job satisfaction and employee empowerment within Ports & Maritime
Organization.
The first secondary hypothesis
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-the first hypothesis: there is a significant relationship between cultural
component "consistency" and employee empowerment within Ports & Maritime
Organization.
Result: as the changes in these two variables are positive, it can say that there is
a direct significant relationship between cultural component "consistency" and
employee empowerment within Ports & Maritime Organization.
The second secondary hypothesis
-the second hypothesis: there is a significant relationship between cultural
component "job involvement" and employee empowerment within
Ports & Maritime Organization.
Result: as the changes in these two variables are positive, it can say that there is
a direct significant relationship between cultural component "job involvement"
and employee empowerment within Ports & Maritime Organization.
The third secondary hypothesis
-the third hypothesis: there is a significant relationship between cultural
component "mission" and employee empowerment within Ports & Maritime
Organization.
Result: as the changes in these two variables are positive, it can say that there is
a direct significant relationship between cultural component "mission" and
employee empowerment within Ports & Maritime Organization.
The fourth secondary hypothesis
-the fourth hypothesis: there is a significant relationship between cultural
component "adjustment" and employee empowerment within Ports & Maritime
Organization.
Result: as the changes in these two variables are positive, it can say that there is
a direct significant relationship between cultural component "adjustment" and
employee empowerment within Ports & Maritime Organization.
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