Applied mathematics in Engineering, Management and Technology 2 (3) 2014:284-289
www.amiemt-journal.com
Investigating the relationship between cultural elements and process
of motivation in employees of Agricultural Bank of Zanjan province
Fatemeh Masaebi, Mohsen Ghadami
Postgraduate Student of Business Administration, Islamic Azad University, Science and Research Branch, Hormozgan
Business Administration Faculty, Islamic Azad University, Science and Research Branch, Hormozgan
Abstract
To investigate the relationship between cultural elements and process of motivation
in employees at Agricultural Bank of Zanjan province, a survey study was
conducted in 2012. The population of this survey consists of all the managers and
experts of Agricultural Bank of Zanjan province that 500 individuals were reported
by the Agricultural Bank of Zanjan province. The sample size for this study was
217 individuals obtained from Cocoran’s Formula. Data collection for this study
was a questionnaire that was obtained according to information through
observation, interviews, and library research, to do field work. The ideas of experts
were used to determine the validity of questionnaire test; the reliability of the
questionnaire was determined using Cronbach's alpha coefficient of
0/78. SPSS Software was used for data analysis. Spearman correlation test showed
that there is a significant positive relationship between cultural elements with the
motivation. Relationship between cultural artifacts and employees' motivation in
their interactions was positive. The relationship between cultural values, cultural values and cultural perceptions and staff
motivation in success, power, and interactions were significant and positive.
Keywords: cultural artifacts, cultural values, cultural ideas and concepts, need for succeed, culture, motivation
1. Introduction
These days, the assessment of organizational culture acts as a data collection tool that enables managers to,
through this way, first of all, compare working groups or sections together. Second, they prioritizing issues,
and, thirdly, identifies perceptions and expectations of the staff, thereby enables them to improve the gaps
between existing and desired situations. Motivation refers to the fitness function of the person. In a business
environment, motivation of the staff represents one of the most serious problems that managers face, and,
according to the researches that were carried out, there is no exact solution for the motivation of staff, but there
is a compilation of numerous factors, such as personal characters, job characteristics, living standards, ethics
and values, social and economic development etc. (Rahmik, 2012).Of course, managers are responsible for
creating the right atmosphere in which employees can develop their maximum potential. Lack of such space
causes frustration of the staff, poor performance, and low job satisfaction and increasing leave from the
organization (Zaki, 2008). Every organization has a culture. The main components of an effective culture
include organization's mission and goals, work environment, management style, organizational practices and
policies, recruitment and professional development, interests and rights.
Organizational theory, organizational culture is one of the most popular concepts in management (Taylor,
2012). The important point in organizations is motivation without which the employees are inefficient and
costly. Thus, managers must motivate employees with the proper tools to suit organization's current culture, and
lead them (Qabor 2012).
Different experts have suggested different indices for the classification of cultures of organizations and
recognition of type of the culture of organizations, such as Daniel Denilson who has divided organizational
culture to four groups of mission culture, flexible culture, bureaucratic culture, and participatory culture. From
the viewpoint of Fizi, there are four types of organizational culture naming culture based on duty, success,
power, and support (Shahrakipour, 2010).Topics mentioned and most studies that have been done in the field of
organizational culture show that understanding organizational culture, as a key requirement, is the prior activity
of the managers of organizations since by accurate knowledge of this culture and becoming familiar with its
284
Applied mathematics in Engineering, Management and Technology 2 (3) 2014
F. Masaebi and M. Ghadami
characteristics, management can plan short-term, middle-term and long-term and prepare themselves to meet
full change market and competition and increase the probability of success and the coefficient of survival in the
market (Monavarian,2008).Also, historically, philosophers and theorists such as Aristotle, Adam Smith,
Sigmund Freud, and Abraham Maslow tried to explain how human behavior is relevant to their job
motivation. One of their most successful discovery about the importance of motivation is to answer the question
why some individuals are more successful than others (Rahmik, 2012).
Extensive study of the existing theory of organizational culture and management processes and principles of
motivation about organizational culture elements associated with the process of motivation theory and the
theory of Mc Shine Land crushed, due to famous theorists, the process of theories, linking between fine variable
and their further test in financial service organizations. This study also examined the relationship between
organizational culture and employee motivation process base on EdgarShine’s theory that has been done on the
Agricultural banks of Zanjan province.
2. Materials and Methods
In this research, study survey was conducted in 2012. Population of the survey includes all managers and
experts of the Agricultural Bank of Zanjan Province that, according to data from the Agricultural Bank of
Zanjan Province, was 500 and the sample size in this study was 217 persons.
Data collection tool for this study was a questionnaire that was provided according to information obtained
through observation, interviews and library research, and field work for this study. Face and content validity of
the questionnaire were determined by the opinions of experts and specialists. To test the reliability of the
questionnaire, a pilot study was organized outside the main study area in which a pre-test of 30 questionnaires
were used as pre-test. Using Cronbach's alpha, the reliability of the questionnaire was examined. Cronbach's
alpha coefficient was0/78. Thus, the reliability of the questionnaire used is approved.
To analyze the data, SPSS Software was used. For the statistical analysis, descriptive statistics such as
frequency, frequency percentage, and cumulative percentage were used. The Spearman correlation test was
used in inferential statistics.
For paired data rank correlation coefficient (xi, yi), first, all x is ranked in terms of values, and the same is done
for y; then the authors show the difference between the scores of each pair and calculate. Then the quadratic d is
calculated.
Spearman's rank correlation coefficient: it is shown with P and is consistently between +1 and -1 and in terms
of evaluation is sequential. If our data are relative and in distances, we can convert them to our ranks no matter
whichvariable is dependent and which one independent.
Table 1 - Detailed correlation of test results
The correlation
Interpretation
coefficient
Very small and negligible
0.00 - 0.19
Very low to low
0.20 - 0.39
Average
0.40 - 0.69
High
0.70 - 0.89
Very high
0.90 - 1.00
3. Conclusion and Discussion
3.1. Descriptive Data results
Descriptive statistics of the sample is reported in Table 1. This table is divided into three age groups, between
21 to 30 years, 24 individuals, 78 individuals between 31 to 40 years, 41-50 years, 70 individuals and 45
individuals above 51 years. From 217 individuals, 22 individuals were women and 195 men. In terms of
education, 37 had Diploma, 15 Associate degrees, 103 Bachelor degrees, and 61 individuals had master and
doctoral degrees. From among 217 individuals, 19 were between 1 and 5 years, and 52 between 6 and 10 years,
285
Applied mathematics in Engineering, Management and Technology 2 (3) 2014
F. Masaebi and M. Ghadami
10 individuals between 11 and 15, 8 individuals between 16 and 20, 10 between 21 and 25, 17 between 26 to
30, and 4 people over 31 years of experience in their jobs. Also, in terms of job position, from among 217
individuals, 9 individuals were director, 25 individuals vice president, 41 individuals experts, and 142 people
were staff. Out of 217 people, 62 individuals were in engineering, 169 humanities, and 22 individuals in other
fields. The results of this study were significant and followed by 148 individuals, and 69 people have expressed
indifference to the results (Table 2).
Table 2: Distribution of respondents' characteristics
Characteristics
Age
Gender
Education Level
Job Experience (year)
Position
Field of Study
The importance and use
of research results by
people
groups
Abundance
Abundance
percent
21 to 30 years
31 to 40 years
41 to 50 years
51 years and
above
total
woman
man
total
Diploma
Associate
Bachelor
Master
PhD
total
1 to 5 years
6 to 10 years
11 to 15 years
16 to 20 years
21 to 25 years
26 to 30 years
More than 31
total
staff
manager
Vice president
expert
total
humanities
engineering
other
total
no
yes
total
24
78
70
11.1
35.9
32.3
Cumulative
Abundance
percent
11.1
47.0
79.3
45
20.7
100.0
217
22
195
217
37
15
103
61
1
217
19
107
30
30
10
17
4
217
142
9
25
41
217
169
26
22
217
69
148
217
100.0
10.1
89.9
100.0
17.1
6.9
47.5
28.1
0.5
100.0
8.8
49.3
13.8
13.8
4.6
7.8
1.8
100.0
65.4
4.1
11.5
18.9
100.0
77.9
12.0
10.1
100.0
31.8
68.2
100.0
17.1
24.0
71.4
99.5
100.0
8.8
58.1
71.9
85.7
90.3
98.2
100.0
65.4
69.6
81.1
100.0
77.9
89.9
100.0
31.8
100.0
-
4. Analytical results of data
Spearman’s test for the relationship between cultural elements and the motivation process in organizations is
shown in Table 3. In this table, the r=0.768, and as 0<r<1, one can conclude that the correlation is direct, and it
286
Applied mathematics in Engineering, Management and Technology 2 (3) 2014
F. Masaebi and M. Ghadami
can be interpreted such that the components of the cultural elements affect on the motivation in organizations
and their influence is enormous.
Table 3: Results of Spearman correlation coefficients for the relationship between motivation and cultural
elements
Spearman correlation
Significance level
characteristics
Number
coefficients)r(
(P)
Motivation
217
**0.768
0.000
ns * **
، ، Lack of significance, significance in 95 %, and 99 significance level respectively
Spearman’s correlation test about the relationship between cultural artifacts and success is shown in Table 4. In
this table, r= -0.778, and as -1<r<1, it can be deduced that the correlation is inverse, and it can be interpreted
such that the components of cultural artifacts will not affect on the success of organizations.
Spearman’s correlation test about the relationship between cultural artifacts and the motivation of employees in
achieving the organizational power is shown in Table 4. In this table, r= 0/737, and as -1<r<1, it can be deduced
that the correlation is inverse, and it can be interpreted such that the components of cultural artifacts will not
affect on the organizational power.
Spearman’s correlation test about the relationship between cultural artifacts and the motivation of employees in
interaction s is shown in Table 4. In this table, r= 0.743, and as -1<r<1, it can be deduced that the correlation is
direct, and it can be interpreted such that the components of cultural artifacts will affect on the interaction s in
organizations.
Table 4: Results of Spearman correlation coefficients for the factors affecting cultural artifacts
Spearman correlation
Significance level
coefficients (r)
(P)
success
217
**-0.778
0.000
power
217
**-0.737
0.000
interactions
217
**0.747
0.000
ns * **
، ، Lack of significance, significance in 95 %, and 99 significance level respectively
characteristics
Number
Spearman’s test about the relationship between cultural values and motivation of employees to achieve success
is shown in Table 5. In this table, r= 0.789, and as -1<r<1, it can be deduced that the correlation is direct, and it
can be interpreted such that the components of cultural values will affect on the success of employees in
organizations.
Spearman’s test about the relationship between cultural values and the motivation of employees in achieving the
organizational power is shown in Table 5. In this table, r= 0.741, and as -1<r<1, it can be deduced that the
correlation is direct, and it can be interpreted such that the components of cultural values will affect on the
power of employees in organizations.
Spearman’s test about the relationship between cultural values and the motivation of employees in interaction s
is shown in Table 5. In this table, r= 0.318, and as -1<r<1, it can be deduced that the correlation is direct, and it
can be interpreted such that the components of cultural values will affect on the interaction s in organizations.
Table 5: Results of Spearman correlation coefficients for the factors affecting cultural values
Spearman correlation
Significance level
characteristics
Number
coefficients (r)
(P)
success
217
**0.789
0.000
power
217
**0.741
0.000
interactions
217
**0.318
0.000
ns * **
، ، Lack of significance, significance in 95 %, and 99 significance level respectively
Spearman’s test about the relationship between cultural assumptions and motivation of employees to achieve
success is shown in Table 6. In this table, r= 0.229, and as -1<r<1, it can be deduced that the correlation is
287
Applied mathematics in Engineering, Management and Technology 2 (3) 2014
F. Masaebi and M. Ghadami
direct, and it can be interpreted such that the components of cultural assumptions will affect on the motivation
in organizations.
Spearman’s test about the relationship between cultural assumptions and the motivation of employees in
achieving the organizational power is shown in Table 6. In this table, r= 0/568, and as -1<r<1, it can be deduced
that the correlation is direct, and it can be interpreted such that the components of cultural assumptions will
affect on the power in organizations.
Table 6: Results of Spearman correlation coefficients for the factors affecting cultural assumptions
Spearman correlation
Significance level
characteristics
Number
coefficients (r)
(P)
success
217
**0.229
0.000
power
217
**0.568
0.000
ns * **
، ، Lack of significance, significance in 95 %, and 99 significance level respectively
Spearman’s test about the relationship between cultural beliefs and the motivation of employees in staff
interaction is shown in Table 6. In this table, r= 00568, and as -1<r<1, it can be deduced that the correlation is
direct, and it can be interpreted such that the components of cultural beliefs will affect on the interactions in
organizations.
Table 7: Results of Spearman correlation coefficients for the relationships between cultural beliefs and
interactions
Spearman correlation
Significance level
characteristics
Number
coefficients (r)
(P)
interactions
217
**0.3654
0.000
ns * **
، ، Lack of significance, significance in 95 %, and 99 significance level respectively
Similar results have been reported in the past in which cultural values (including values, beliefs, values and
attitudes) and success (trying to do some hard work to achieve success) had been reported. Hafsted, in his study,
discussed the dimensions of culture on power, avoiding uncertainty, and individualism. Robert Franken (1389),
in a research, has discussed success and power factors and the need for communication and friendship; various
issues, definitions, and parameters involve in the quality and quantity of motivated behaviors. Also, in his
study, success and power factors and the need to communicate and friendship have been discussed and
definitions and different factors and areas are involved in the quality and quantity of motivated behavior.
5.Conclusions and recommendations
To understand the organization and evaluate the behavior of members of an organization, knowledge of
organizational culture is considered the most important and fundamental step. Therefore, for any new action in
the organization, paying attention to organization is essential because, by the leverage of culture, we can
facilitate the changes and sustain new orientation in the organization. In fact, any change in organizations will
not be effective without adequate attention to organizational culture. Also, if managers want to increase
productivity and organizational performance, they must pay attention to the constituent elements of
organizational culture. Motivation is one of the important factors that should also be included in the
organizational culture to sustain stability and enable individuals to achieve the lofty goals of organization.
According to research, the following recommendations are suggested to the researchers so that they can
investigate the relationship between the components and other variables that relate with motivational factors. It
is also recommended that the researchers use the views of other theorists about culture and motivation, and the
results are compared with the results of this research.
6.Limitations of the study
This study, like other studies, has had some limitations. Some of these limitations which can be pointed are:
some participants did not believe in these things, and therefore their cooperation was somewhat difficult; some
288
Applied mathematics in Engineering, Management and Technology 2 (3) 2014
F. Masaebi and M. Ghadami
of them, due to fear of disclosure of information, did not completely fill the first part of the questionnaire that
was related to the participants' characteristics, such as department, work experience, education, etc.; it seems
that some of the some of the people have been too conservative and mark the middle point a lot; moreover, the
use of a questionnaire is considered as a limitation; it means that questionnaire evaluates the views of people
not reality, which can be considered as a limitation.
One of the limitations of this study is related to the study population that, in terms of size and nature, and type
of job characteristics and organization limit the generalization of the study; this research has only examined the
Agricultural banks of Zanjan province.
Resources
Afshin Manesh Hossein, (2008) Among the Japanese, Astan Quds Razavi Publication, Mashhad, second edition.
Ali Atafar (1996) Organizational culture and how to change it, Work culture seminar of Isfahan, pp. 4 and 5.
Amidi, Ali (2002) Sample Theory and it Applications, Tehran: Markar Nashre Daneshgahi, 1st Vol. 2nd ed.
Asghar Zomorodian (1994) Change management, Strategies, and the application of modern models, first edition, Tehran,
Industrial Management Institute Publication, pp. 82.
Bidakhti, Hossain (2000) Organizational Culture, Background of Appearance and Presentation, Method, Year 9, No. 59.
Darvishi Abyaneh Hossein (2004) Engineering Management, Amir Kabir Publications, Tehran, 1st ed.
Davis, Stanley, (1994) Management of Organizational Culture, Naser Mirsepasi and Parichehr Motamed Gorji, Tehran,
Morvarid Publication.
Gholami Heidarabadi, Zahra. (2005), Evaluation of Organizational Culture on Job Motivation and Burnout of Tehran
Consultants. MA Thesis, IAU of Oloum Tahghighat Branch.
Gray, Pilatam (2010) History of Job Motivation, Theory, Research, and Practice, Translated by Nasrin Arshadi, Javedaneh:
Tehran.
Hadi
Zadeh
Moghaddam, A. and Hosseini. Hassan (2004) Investigating
the Relationship
between
Generating Organizational Culture and Innovation in Kowsar Economic Organization, Management Massage, issues 9 and
10.
Houman, Heidar Ali (1381) Preparation and Standardization of Job Satisfaction Scale Measurement, Public Management
Education Center: Tehran.
Libold, Marius and P. Gilbert and Michael Gilbert (2012) Strategic management in the knowledge economy, New
Approaches and Applications, Translated by Mohsen Ghadami, Massoud Niazmand, Isa Keshavarz, Aaron Publication,
Tehran.
Madani Davoud, (2004) Principles of Management, Pishbord Publication, Tehran, 5th ed.
Mahjoub Mohamed Ibrahim, (2004) Organizational Culture, Edgar Schein, Fora Publication, Tehran, 1st ed.
Monavarian, Abbas and Bakhtayi Amir (2007). Recognition of Organizational Culture Based on Dennison’s Model,
Case Study: (Industrial Management Organization), Fourth International Conference on Management, Tehran.
Mourhed, Gregor and Niki Griffin (2002), Organizational Behavior, translated by Memarzade and Alvani, Morvarid
publication, Tehran.
Parhizkar, Kamal, (2004) Management Theories, Agah Publication, Tehran, 9th ed.
Parsaeian Ali, Seyyed Mohammed A’rabi, (2010) Strategic Management, Fred R. David, Cultural Research Bureau,
Tehran, 16th ed.
Rio, John Marshall (1998), Motivation and Emotion, translated by Yahya S. Mohammadi, Virayesh publication, Spring,
Tehran.
Robbins, Stephen, (1999) Organization Theory, Seyyed Mehdi Alwani, Hassan Danai Fard, Tehran, Saffar Publication.
Schneider, Susan N. C. and Barsoua, Jean-Louis, (2000) The Optimal Management of Cultures, Seyyd Mohmmad A’rabi
and Davoud Izadi, Tehran, Cultural Research Bureau, Tehran.
Shams Esfand Abad, (2010) Motivation and Emotion, Franken Robert, Ney Publication, Tehran, 3rd ed.
Stanley Davis (1997) Management Culture Makers, Translated by Naser Mirsepasi and Parichehr Motamed Gorji, second
edition, Tehran, Morvarid Publication.
Tousi, Mohammad Ali, (1997) Improvement and Organization Reconstruction, Tehran, Payame Noor University
Publication.
Yamni Douzi Sorkhabi, M; Pardakhtchi, M. H; and Turabi Kia, Hayedeh (2001) Research on the relationship between
organizational culture and job satisfaction among members of the scientific Faculty Members of Tehran University, AlZahra University Journal of Humanities, N. 39.
289