The Role of Organizational Culture in Facilitating Employee Job Satisfaction in Emerald Group
The importance of having a good organizational culture that supports employee job satisfaction has fascinated both the business and academic world because of a tantalizing promise: culture can be fundamental to the enhancement of financial performance. This promise has led to growing interest for both researchers and practitioners in attempting to understand the influence of organizational culture on employees’ satisfaction and organizational performance. Even though the relationship between organizational culture and employee job satisfaction have gained attention in the literature, the majority of studies have been conducted within manufacturing organizations and tend to oversee the impact of culture on employee job satisfaction in a service-based environment. Thus, the main driving force of this study was to explore the role of organizational culture types in facilitating employee job satisfaction at Emerald Publishing Group. Interviews qualitative data analysis indicated that Emerald’s culture dominated by adhocracy and clan culture values. In addition, the findings provided evidence, which demonstrated that group and adhocracy organizational culture types play key roles in facilitating employee job satisfaction in a service-based environment.
[1] J. K. R. S. Shooshtri, Exploring the Effect of Organizational Culture on Job Satisfaction: Case of Namvaran Consulting Engineers, Managers Company. Master’s Thesis: Luleå University of Technology, 2016.
[2] M. Armstrong and S. Taylor, Armstrong's Handbook of Human Resource Management Practice. (14th edition), London: Kogan Page Publishers, 2017.
[3] S. A. Zahra, J. C. Hayton, J. C., & C. Salvato, Entrepreneurship in family vs. Non-Family firms: A Resource-Based analysis of the effect of organizational culture. Journal of Entrepreneurship theory and Practice, 28 (4), 363-381, 2004.
[4] T. Redman, and A. Wilkinson, Contemporary Human Resource Management’– Text and Cases. (5th edition) London: Pearson, 2017.
[5] Emerald, Emerald Group Publishing. (online) Available at: http://www.emeraldgrouppublishing.com/ (Accessed 28 May 2018), 2018.
[6] G. Hofstede, Culture's consequences: Comparing values, behaviours, institutions, and organizations across nations. (2nd edition). Thousands Oaks, CA: SAGE, 2001.
[7] T. J. Peters, & R.H Waterman, In search of excellence. New York: Harper & Row, 1982.
[8] W. Ouchi, Theory z: How American business can meet the Japanese challenge? Reading, MA: Addison-Wesley, 1981.
[9] T.E. Deal, and A.A. Kennedy, Corporate Cultures. The Rites and Rituals of Organizational Life. Reading. MA: Addison-Wesley, 1982.
[10] D. B. Lund, Organizational culture and job satisfaction. Journal of Business & Industrial Marketing, 18 (3), 219-236, 2003.
[11] S. A. Booth, and K. Hamer, Corporate culture and financial performance: an empirical test of a UK retailer. International Journal of Retail & Distribution Management, 37(8), pp.711-727, 2009.
[12] E. Ogbonna, E. and L. C., Subcultural tensions in managing organizational culture: a study of an English Premier League football organization. Human Resource Management Journal, 25 (2): 217–232, 2015.
[13] M. H. Tayeb, The Management of a Multicultural Workforce. Chichester: John Wiley & Sons, 1996.
[14] C. Xiaoming, and X. Junchen, A Literature Review on Organizational Culture and Corporate Performance. International Journal of Business Administration, 3(2), 29-37, 2012.
[15] D. Ravasi, M. Schultz, Responding to Organizational Identity Threats: Exploring the Role of Organizational Culture. Academy of Management Journal, 49(3), 433-458, 2006.
[16] R. Deshpande, and Jr, F.E., Webster, Organizational culture and marketing: defining the research agenda. Journal of marketing, 53(1), pp.3-15, 1989.
[17] E. H. Schein, Organizational culture and leadership. (3rd edition). San Francisco: Jossey-Bass, 2004.
[18] X. Zhang, and B. Li, Organizational Culture and Employee job satisfaction: An Exploratory Study. International Journal of Trade, Economics and Finance, 4 (1): 48-54, 2013.
[19] A. Aldhuawaihi, The influence of organizational culture on job satisfaction, organizational commitment and turnover intention: a study on the banking sector in the kingdom of Saudi Arabia. PhD thesis: Victoria University, 2013.
[20] G. Hofstede, Motivation, leadership, and organization: Do American theories apply abroad?. Organizational Dynamics, 9(1), 42-63, 1981.
[21] K. Cameron, and R Quinn, R. Diagnosing and changing organizational culture: Based on the competing values framework. (3rd edition). San Francisco, CA: Jossey-Bass, 2011.
[22] R. Quinn, and J. Rohrbaugh, A spatial model of effectiveness criteria: Towards a competing values approach to organizational analysis. Management Science, 29(3), 363- 77, 1983.
[23] S. Robbins, T. A. Judge, B. Millett, and M. Boyle, Organizational behaviour. Pearson role of organizational culture. Academy of Management Journal, 49, 433-458, 2013.
[24] K. Cameron, and S. Freeman, Cultural congruence, strength and type: Relationships of effectiveness. In W. Pasmore, & R, Woodman, (Eds.), Research in organizational hange and development (pp. 23-58). Greenwich, CT: JAI Press, 1991.
[25] E. Schein, Organizational culture and leadership. (2nd edition). San Francisco, CA: Jossey-Bass Publishers, 1992.
[26] E. W. MacIntosh, and A. Doherty, The influence of organizational culture on job satisfaction and intention to leave. Sport Management Review, 13(2), pp.106-117, 2010.
[27] U. Colakoglu, O. Culha, and H. Atay, The effects of perceived organizational support on employees'affective outcomes: evidence from the hotel industry. Journal of Tourism and Hospitality Management 16, 125–150, 2010.
[28] R. Toga, The Relationship between Job Involvement, Job Satisfaction and Organizational Commitment Among Lower-Level Employees at Mercedes Benz South Africa. Doctoral dissertation, University of Fort Hare, 2011.
[29] J.D. Thompson, Organizations in action: Social science bases of administrative theory. Routledge, 2017.
[30] F.H. Yang, and C.C. Chang, Emotional labour, job satisfaction and organizational commitment amongst clinical nurses: a questionnaire survey. International Journal of Nursing Studies. 45, 879–887, 2008.
[31] R. Vecchio, Organizational behaviour. New York, NY: Dryden Press, 1995.
[32] E. Locke, The nature and causes of job satisfaction. In M. Dunnette, (Ed.). Handbook of industrial and organizational psychology. Chicago, IL: Rand McNally, 1976.
[33] P. Smith, L. Kendall, and C. Hulin, Measurement of satisfaction in work and retirement. Chicago, IL: Rand McNally, 1969.
[34] L. Aiken, D. Havens, D. Sloane, The magnet nursing services recognition program: A comparison of two groups of magnet hospitals. American Journal of Nursing, 100 (3), pp. 26-36, 2000.
[35] B. Verplanken, Value congruence and job satisfaction among nurses: A human relations perspective. International Journal of Nursing Studies, 41, pp. 74-92, 2004.
[36] R. Y. Odom, W. R. Box, M. G. Dunn, Organizational cultures, commitment, satisfaction and cohesion. Public Productivity Management Review, 14, pp. 157-69, 1990.
[37] C. Silverthorne, The impact of organizational culture and personorganization fit on organizational commitment and job satisfaction in Taiwan. Leadership amp; Organization Development Journal, 25, pp. 592-9, 2004.
[38] I. C. Huang, J. M. Wu, The corporate culture and its effects on organizational commitment and job satisfaction in public sector: An example of the Taiwan Tobacco and Liquor Monopoly Bureau. Review of Public- Owned Enterprises, 2 (1), pp. 25-46, 2000.
[39] E. A. Platonova, R.S Hernandez, R. M. Shewchuk, K. M. Leddy, Study of relationship between organizational culture and organizational outcomes using hierarchical linear modeling methodology. Quality Management in Health Care, 15 (3), pp. 200-9, 2006.
[40] L. J. McKinnon, L. G. Harrison, W. C. Chow, A. Wu, Organizational culture: Association with commitment, job satisfaction propensity to remain and information sharing in Taiwan. International Journal of Business Studies, 11 (1), pp. 25-44, 2003.
[41] V. Bellou, Achieving long- term customer satisfaction through organizational culture: Evidence from health care sector. Managing Service Quality, 17 (5), pp. 510-22, 2007.
[42] M.O. Olasupo, Relationship between Organizational Culture, Leadership Style and Job Satisfaction in a Nigerian Manufacturing Organization. IFE Centre for Psychological Studies, 19 (1), 159-176, 2011.
[43] S. Habib, S. Aslam, A. Hussain, S. Yasmeen, and M. Ibrahim, The Impact of Organizational Culture on Job Satisfaction, Employees Commitment and Turn over Intention. Journal of Advances in Economics and Business, 2(6): 215-222, 2014.
[44] F. Daniel, and A. Purwanti, The impact of organizational culture and job satisfaction to organizational commitment and employee’s job performance. An Empirical Study at A University: Tangerang, 2015.
[45] I. Palmer, R. Dunford, and D. Buchanan, Managing Organizational Change: A Multiple Perspective Approach (3rd edition). Boston: McGraw Hill, 2016.
[46] K.R. Sowmya and N. Panchanatham, Factors influencing job satisfaction of banking sector employees in Chennai, India. Journal of Law and Conflict Resolution, 3(5), 76-79, 2011.
[47] M. Fatima, The Impact of Organizational Culture Types on the Job Satisfaction of Employees. Sukkur IBA Journal of Management and Business, 3 (1), 13-32, 2016.
[48] A. Azam, Impact of Organizational Culture Type on Job Satisfaction Level of Employees’ in Different Organizations of Lahore, Pakistan. International Journal of Academic Research in Business and Social Sciences, 2 (12), 97-112, 2012.
[49] E.A Amos, and B.L. Weathington, An analysis of the relation between employee organization value congruence and Employee Attitudes. The journal of psychology, 142(6), 615-631, 2008.
[50] J. W. Creswell, Qualitative Inquiry & Research Design: choosing among five approaches. (3rd edition). London: SAGE, 2013.
[51] J. Collis, and R. Hussey, Business Research: a practical guide for undergraduate & postgraduate students. (4th edition). Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2014.
[52] A. Maslow, A theory of human motivation. Psychological Review, 50(4), 370- 96, 1954.
[53] P.E., Spector, Job satisfaction: Application, assessment, causes, and consequences (Vol. 3). Sage publications.
[1] J. K. R. S. Shooshtri, Exploring the Effect of Organizational Culture on Job Satisfaction: Case of Namvaran Consulting Engineers, Managers Company. Master’s Thesis: Luleå University of Technology, 2016.
[2] M. Armstrong and S. Taylor, Armstrong's Handbook of Human Resource Management Practice. (14th edition), London: Kogan Page Publishers, 2017.
[3] S. A. Zahra, J. C. Hayton, J. C., & C. Salvato, Entrepreneurship in family vs. Non-Family firms: A Resource-Based analysis of the effect of organizational culture. Journal of Entrepreneurship theory and Practice, 28 (4), 363-381, 2004.
[4] T. Redman, and A. Wilkinson, Contemporary Human Resource Management’– Text and Cases. (5th edition) London: Pearson, 2017.
[5] Emerald, Emerald Group Publishing. (online) Available at: http://www.emeraldgrouppublishing.com/ (Accessed 28 May 2018), 2018.
[6] G. Hofstede, Culture's consequences: Comparing values, behaviours, institutions, and organizations across nations. (2nd edition). Thousands Oaks, CA: SAGE, 2001.
[7] T. J. Peters, & R.H Waterman, In search of excellence. New York: Harper & Row, 1982.
[8] W. Ouchi, Theory z: How American business can meet the Japanese challenge? Reading, MA: Addison-Wesley, 1981.
[9] T.E. Deal, and A.A. Kennedy, Corporate Cultures. The Rites and Rituals of Organizational Life. Reading. MA: Addison-Wesley, 1982.
[10] D. B. Lund, Organizational culture and job satisfaction. Journal of Business & Industrial Marketing, 18 (3), 219-236, 2003.
[11] S. A. Booth, and K. Hamer, Corporate culture and financial performance: an empirical test of a UK retailer. International Journal of Retail & Distribution Management, 37(8), pp.711-727, 2009.
[12] E. Ogbonna, E. and L. C., Subcultural tensions in managing organizational culture: a study of an English Premier League football organization. Human Resource Management Journal, 25 (2): 217–232, 2015.
[13] M. H. Tayeb, The Management of a Multicultural Workforce. Chichester: John Wiley & Sons, 1996.
[14] C. Xiaoming, and X. Junchen, A Literature Review on Organizational Culture and Corporate Performance. International Journal of Business Administration, 3(2), 29-37, 2012.
[15] D. Ravasi, M. Schultz, Responding to Organizational Identity Threats: Exploring the Role of Organizational Culture. Academy of Management Journal, 49(3), 433-458, 2006.
[16] R. Deshpande, and Jr, F.E., Webster, Organizational culture and marketing: defining the research agenda. Journal of marketing, 53(1), pp.3-15, 1989.
[17] E. H. Schein, Organizational culture and leadership. (3rd edition). San Francisco: Jossey-Bass, 2004.
[18] X. Zhang, and B. Li, Organizational Culture and Employee job satisfaction: An Exploratory Study. International Journal of Trade, Economics and Finance, 4 (1): 48-54, 2013.
[19] A. Aldhuawaihi, The influence of organizational culture on job satisfaction, organizational commitment and turnover intention: a study on the banking sector in the kingdom of Saudi Arabia. PhD thesis: Victoria University, 2013.
[20] G. Hofstede, Motivation, leadership, and organization: Do American theories apply abroad?. Organizational Dynamics, 9(1), 42-63, 1981.
[21] K. Cameron, and R Quinn, R. Diagnosing and changing organizational culture: Based on the competing values framework. (3rd edition). San Francisco, CA: Jossey-Bass, 2011.
[22] R. Quinn, and J. Rohrbaugh, A spatial model of effectiveness criteria: Towards a competing values approach to organizational analysis. Management Science, 29(3), 363- 77, 1983.
[23] S. Robbins, T. A. Judge, B. Millett, and M. Boyle, Organizational behaviour. Pearson role of organizational culture. Academy of Management Journal, 49, 433-458, 2013.
[24] K. Cameron, and S. Freeman, Cultural congruence, strength and type: Relationships of effectiveness. In W. Pasmore, & R, Woodman, (Eds.), Research in organizational hange and development (pp. 23-58). Greenwich, CT: JAI Press, 1991.
[25] E. Schein, Organizational culture and leadership. (2nd edition). San Francisco, CA: Jossey-Bass Publishers, 1992.
[26] E. W. MacIntosh, and A. Doherty, The influence of organizational culture on job satisfaction and intention to leave. Sport Management Review, 13(2), pp.106-117, 2010.
[27] U. Colakoglu, O. Culha, and H. Atay, The effects of perceived organizational support on employees'affective outcomes: evidence from the hotel industry. Journal of Tourism and Hospitality Management 16, 125–150, 2010.
[28] R. Toga, The Relationship between Job Involvement, Job Satisfaction and Organizational Commitment Among Lower-Level Employees at Mercedes Benz South Africa. Doctoral dissertation, University of Fort Hare, 2011.
[29] J.D. Thompson, Organizations in action: Social science bases of administrative theory. Routledge, 2017.
[30] F.H. Yang, and C.C. Chang, Emotional labour, job satisfaction and organizational commitment amongst clinical nurses: a questionnaire survey. International Journal of Nursing Studies. 45, 879–887, 2008.
[31] R. Vecchio, Organizational behaviour. New York, NY: Dryden Press, 1995.
[32] E. Locke, The nature and causes of job satisfaction. In M. Dunnette, (Ed.). Handbook of industrial and organizational psychology. Chicago, IL: Rand McNally, 1976.
[33] P. Smith, L. Kendall, and C. Hulin, Measurement of satisfaction in work and retirement. Chicago, IL: Rand McNally, 1969.
[34] L. Aiken, D. Havens, D. Sloane, The magnet nursing services recognition program: A comparison of two groups of magnet hospitals. American Journal of Nursing, 100 (3), pp. 26-36, 2000.
[35] B. Verplanken, Value congruence and job satisfaction among nurses: A human relations perspective. International Journal of Nursing Studies, 41, pp. 74-92, 2004.
[36] R. Y. Odom, W. R. Box, M. G. Dunn, Organizational cultures, commitment, satisfaction and cohesion. Public Productivity Management Review, 14, pp. 157-69, 1990.
[37] C. Silverthorne, The impact of organizational culture and personorganization fit on organizational commitment and job satisfaction in Taiwan. Leadership amp; Organization Development Journal, 25, pp. 592-9, 2004.
[38] I. C. Huang, J. M. Wu, The corporate culture and its effects on organizational commitment and job satisfaction in public sector: An example of the Taiwan Tobacco and Liquor Monopoly Bureau. Review of Public- Owned Enterprises, 2 (1), pp. 25-46, 2000.
[39] E. A. Platonova, R.S Hernandez, R. M. Shewchuk, K. M. Leddy, Study of relationship between organizational culture and organizational outcomes using hierarchical linear modeling methodology. Quality Management in Health Care, 15 (3), pp. 200-9, 2006.
[40] L. J. McKinnon, L. G. Harrison, W. C. Chow, A. Wu, Organizational culture: Association with commitment, job satisfaction propensity to remain and information sharing in Taiwan. International Journal of Business Studies, 11 (1), pp. 25-44, 2003.
[41] V. Bellou, Achieving long- term customer satisfaction through organizational culture: Evidence from health care sector. Managing Service Quality, 17 (5), pp. 510-22, 2007.
[42] M.O. Olasupo, Relationship between Organizational Culture, Leadership Style and Job Satisfaction in a Nigerian Manufacturing Organization. IFE Centre for Psychological Studies, 19 (1), 159-176, 2011.
[43] S. Habib, S. Aslam, A. Hussain, S. Yasmeen, and M. Ibrahim, The Impact of Organizational Culture on Job Satisfaction, Employees Commitment and Turn over Intention. Journal of Advances in Economics and Business, 2(6): 215-222, 2014.
[44] F. Daniel, and A. Purwanti, The impact of organizational culture and job satisfaction to organizational commitment and employee’s job performance. An Empirical Study at A University: Tangerang, 2015.
[45] I. Palmer, R. Dunford, and D. Buchanan, Managing Organizational Change: A Multiple Perspective Approach (3rd edition). Boston: McGraw Hill, 2016.
[46] K.R. Sowmya and N. Panchanatham, Factors influencing job satisfaction of banking sector employees in Chennai, India. Journal of Law and Conflict Resolution, 3(5), 76-79, 2011.
[47] M. Fatima, The Impact of Organizational Culture Types on the Job Satisfaction of Employees. Sukkur IBA Journal of Management and Business, 3 (1), 13-32, 2016.
[48] A. Azam, Impact of Organizational Culture Type on Job Satisfaction Level of Employees’ in Different Organizations of Lahore, Pakistan. International Journal of Academic Research in Business and Social Sciences, 2 (12), 97-112, 2012.
[49] E.A Amos, and B.L. Weathington, An analysis of the relation between employee organization value congruence and Employee Attitudes. The journal of psychology, 142(6), 615-631, 2008.
[50] J. W. Creswell, Qualitative Inquiry & Research Design: choosing among five approaches. (3rd edition). London: SAGE, 2013.
[51] J. Collis, and R. Hussey, Business Research: a practical guide for undergraduate & postgraduate students. (4th edition). Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2014.
[52] A. Maslow, A theory of human motivation. Psychological Review, 50(4), 370- 96, 1954.
[53] P.E., Spector, Job satisfaction: Application, assessment, causes, and consequences (Vol. 3). Sage publications.
@article{"International Journal of Business, Human and Social Sciences:79031", author = "Mohamed Haffar and Muhammad Abdul Aziz and Ahmad Ghoneim", title = "The Role of Organizational Culture in Facilitating Employee Job Satisfaction in Emerald Group", abstract = "The importance of having a good organizational culture that supports employee job satisfaction has fascinated both the business and academic world because of a tantalizing promise: culture can be fundamental to the enhancement of financial performance. This promise has led to growing interest for both researchers and practitioners in attempting to understand the influence of organizational culture on employees’ satisfaction and organizational performance. Even though the relationship between organizational culture and employee job satisfaction have gained attention in the literature, the majority of studies have been conducted within manufacturing organizations and tend to oversee the impact of culture on employee job satisfaction in a service-based environment. Thus, the main driving force of this study was to explore the role of organizational culture types in facilitating employee job satisfaction at Emerald Publishing Group. Interviews qualitative data analysis indicated that Emerald’s culture dominated by adhocracy and clan culture values. In addition, the findings provided evidence, which demonstrated that group and adhocracy organizational culture types play key roles in facilitating employee job satisfaction in a service-based environment.
", keywords = "Employee satisfaction, organizational culture, performance, service based environment.", volume = "13", number = "7", pages = "1082-7", }
