Apr 2, 2018 - Job satisfaction is considered as an imperative aspect that all individuals ... What attributes do employees feel their employers possess? What are the .... Main aspects of this function include encouraging the ..... hypothesis about one's job performance, if interrogated, will arouse a response on the part of the.
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The Significance of Organizational Culture, Politics and Job Satisfaction among the Employees in Various Job Settings
Dr. Radhika Kapur
Department of Adult Education and Continuing Extension Faculty of Social Sciences University of Delhi Delhi – 110007 India April 2018
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Table of Contents Abstract……………………………………………………………3 Chapter I: Problem and Rationale…………………………………4 Chapter II: Review of the Literature………………………………29 Chapter III: Methodology………………………………………….64 Chapter IV: Findings………………………………………………67 Chapter V: Summary, Conclusions and Recommendations……….74 Bibliography………………………………………………………..86
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Abstract The main purpose of this research study is to acquire understanding of the perceptions of the employees, who are engaged in different kinds of jobs, on full time basis as well as on part time basis in terms of organizational culture, politics and job satisfaction. Within the employment settings, it is vital for the individuals to acquire complete information regarding the cultural traits and attributes. Politics within the organizations are considered negative, but the individuals are required to utilize them in a manner, so that they prove to be beneficial to the organizations and the workforce. Job satisfaction is considered as an imperative aspect that all individuals need to be aware of. There are numerous areas within the organization that cause job satisfaction. These include, pay, remuneration, working environmental conditions, work timings, terms and conditions with the superiors, subordinates and colleagues, performance of job duties, possession of skills and knowledge regarding one’s job and availability of resources, technology, materials and infrastructure. The three research questions are, how political do employees feel their workplace is? What attributes do employees feel their employers possess? What are the factors that influence job satisfaction? The quantitative method of survey questionnaire was utilized by the researcher to collect the data. The data collection procedures were simple and straightforward. The researcher did not experience any problems in the collection of data, as the number of individuals, which were only 30 were effortlessly available to the researcher. This research study would make provision of sufficient knowledge and information to the individuals, who develop an interest in obtaining knowledge regarding organizational culture, organizational attributes, politics within the workplace and job satisfaction of the employees. The research questions and the responses will generate awareness within the mindsets of the individuals regarding the politics affairs within the organizations, approaches of the employees in terms of the attributes possessed by their employers and the factors that influence job satisfaction. Individuals within the employment settings will be able to make use of the information provided in this study with the main objective of performing well in their jobs.
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CHAPTER I: PROBLEM AND RATIONALE Introduction Culture is a broad term. There have been identification of two main fundamentals of organizational culture, one is “sociological which is organizations have cultures and the other is anthropological which is organizations are cultures” (Cummings, 2008, p.430). There are two diverse methodologies to the development of organizational culture, which are functional and semiotic. Functional implies that culture is something that came from cooperative performance and semiotic implies that culture exists in individual elucidations and cognitions. Culture is considered as a promising interpreter of results such as efficiency and on the other hand, it is also considered to be a conception unconnected of any fact or experience (Cummings, 2008). Within an organization, assessments, theories, anticipations, attitudes of the workforce all come under the concept of culture. There are four different types of cultures within organizational structures: 1. The clan culture – In this type of culture a pleasant, amiable working environment is created. Coworkers are considered as best acquaintances, bosses are considered as guides, advisors and even like close relatives. There is high-level motivation, dedication and trustworthiness. The workforce does enjoy long term benefits and emphasis is put upon team spirit, involvement and harmony. 2. The adhocracy culture – The main attribute of this culture is energetic, industrial and a resourceful working environment. Individuals do undergo risky consequences. Effectual management is imaginative, pioneering, and slanting towards hazards and risks. The workforce in this kind of culture is largely dedicated towards conducting tests and modernization. People do
5 face struggles and disputes as they experience new methods and techniques. Prominence is laid upon progression and obtaining new capital in the production of products and services. 3. The market culture – In this culture, the managers are assertive and challenging. Their main motive is to succeed in achieving their desired goals and objectives. Usually they establish their long term goals and then their main apprehension is about the competition in the market. The workforce has to proceed in accordance with the external and internal environments. 4. The hierarchy culture – The main feature of this culture is a decorous and controlled working environment. Codes and conduct of people are regulated by organization policies and procedures. Managers and supervisors are able and skillful individuals, directors and competent specialists. Law and order within the organizational structure is vital because disorder is truly a hindrance to the success of the organizational structure. The workforce is dedicated towards effectiveness, steadiness and inevitability. The organizational structure is bounded by proper rules and regulations (Cummings, 2008, p.433-434). Procedure of Changing Organizational Culture Changing organizational culture is a complicated process, the reasons being include, culture is not an acknowledged concept to a major extent and also elucidations, norms, policies, values and rules are difficult to transform. There is a seven step procedure involved in a culture change which is as follows: (Cummings, 2008, p.437). 1. Clarifying Meaning – The first step is to understand the meaning of culture in terms of the organization. Features and attributes of new culture have to be determined, which does not mean that previous cultural traits have to be completely disregarded. The significance of previous culture has to be known and what will be its prominence on new culture. Within the
6 organizational structure, culture change means that there should be more worker contribution in decisiveness and encouragement of cross-functional joint effort. 2. Identifying Stories – The finest means of sharing organizational culture is through stories. This means, there has to be recognition of certain events and occurrences that would convey the importance of organizational culture. What kind of behavioral traits people should possess and what norms and values should prevail within the working environment are the characteristics of new culture and they are communicated by means of events and experiences. 3. Determining Strategic Initiatives – Strategic initiatives include those actions that are in progress, and then they are closed and improved upon. The main motive behind these strategic initiatives is to lead to changes in organizational culture. Such as what kind of methods should be initiated, what kind of resources should be allocated, what policies and procedures should be planned or reformed to bring about the desired changes in organizational culture all come under this point. 4. Identifying Small Wins – The main motive of this point is to observe something that is simple and straightforward to bring about a change and after bringing about changes it is made known internally and externally. This point depicts instant and short measures in bringing about a change in organizational culture. This point brings about trivial culture changes but not major culture changes. Any change that occurs within the organizational setting certainly does bring about growth and innovation. 5. Crafting Metrics, Measures, and Milestones – When, what and how are the questions that have to be taken care of in bringing about goodwill and enhancement within the organizational structure. Change entails recognizing the signs and symbols that would lead to accomplishment
7 of the desired goals and objectives. Initiation of all those kind of procedures and rules that would lead to achievement. 6. Communicating and Creating Symbols – It is possible that there will be oppositions to culture change within the organizations. The employees will be overwhelmed or besieged. When the basic concepts of organization undergo changes then it is possible that culture changes may face obstacles. Therefore, it is vital to interact with each other within the working environment about the changes in culture and producing loyalty. The workforce has to be aware of the main reasons for bringing about changes in culture. Changes in culture are also brought about by bringing about changes in symbols and signs. Symbols assist in imagining differentiations, make available new analysis of the organizational structure and try to bring together people who encourage changes. Forms of symbols are emblems, pictures, configurations, occasions and contracts. 7. Developing Leadership – Effective leadership is vital in bringing about changes within the organization structure. The main reason being that leaders have to actively take part in the functions of controlling and directing. Firstly, responsibility is retained when there are persons in charge of the target and secondly, when the change has been brought about then also there has to be managers and leaders to preserve it in the future (Cummings, 2008, p.437-440). Organizational culture has been defined as a context, which comprises of hypothesis, theories, and principles communicated by the workforce within the organizational structure. For example, as far as absenteeism is concerned employees may have varied means of calling off from work. In a company, sometimes employees may feel that they can take a leave saying that they are sick, if they have sick leave days. Whereas in another organization, employees would not call off from work, unless they are actually unwell (Greenberg, 2002).
8 There are three main purposes that are carried out by organizational culture: 1. Provides individuality to the members of the organizational structure – When the theories and principles of the organizational structure become more understandable to the people, then they may become more dedicated and motivated towards the accomplishment of organizational goals. 2. Creates loyalty towards the organization’s objective – It is through the culture of the organization that people become aware of their duties and goals. Culture also imparts them the knowledge of what is expected of them and the main purpose of the organization. 3. Elucidates and strengthens behavior patterns – Culture communicates to the workforce, how they should react in a particular situation and it contributes in maintaining disciplinary standards (Greenberg, 2002). There are three main features that have led to the formation of organizational culture: Originators of the organization – The individuals who have created the organization possess vibrant characteristics, sound judgment, and unambiguous ideas of how the organization should be created. They recruit new staff members and communicate the behavioral traits to them. For example, Microsoft Company demands long working hours because Bill Gates, the cofounder of the company always did so. Understanding of the surroundings – The way the company understands external surroundings and situations that lead to generation of organizational culture. For example, selling of products which are of fair attributes at appealing prices is an appropriate example. An organizational culture develops the way it interacts with the external surroundings. Interpersonal interaction – Organizational culture develops the way individuals working together interact with each other. People in this way they gain awareness about each other’s
9 thoughts and perceptions. They communicate to each other how they can collectively contribute towards the establishment of organizational culture (Greenberg, 2002). Organizational Attributes Organizational attributes is an expression that comprises of qualities, traits and characteristics that reflect the personality of the organization. The notions, assessment, standards, concrete signs of the members of the organization and their performance come under the concept of organizational attributes. Members of an organizational structure mostly get adapted to various cultural traits. Organizational culture and attributes of various corporations differ from each other. For example, culture of a non-profit organization differs from that of a hospital and which is also different from a university. Various cultural aspects and attributes can be assessed by looking at the furnishings, individuals dressing style, their eating habits and their relationships with their superiors and subordinates. Organizational culture can be looked down upon as a method. Inputs include responses from the public, businesses, individuals etc. Outputs of the culture are behavioral traits of the members, skills, representation, productivity etc. (McNamara, 2008). Organizational culture has an important attribute, which is known as organizational behavior. Organizational behavior has developed over the past as an interdisciplinary, expressive, and field of study that has been in operation (Griffin & Moorhead, 1986). The center of this study is to analyze the interrelationship between organizational culture, politics in the workplace and job satisfaction. These subjects are still in their progress and due to this condition they become a motivating, confronting and stimulating areas of study (Griffin & Moorhead, 1986). Organizational culture is an area with substantial meaning to the companies and its administrators. Organizations are stated to be the principal cultural establishments, therefore, the
10 study of organizational culture, the relationship it has with politics within the organization and how it leads towards job satisfaction of the personnel employed in the organization is of crucial interest to many viewers (Griffin & Moorhead, 1986). Organizational culture takes into account all the features that influence the job duties of the managers and supervisors. The subject is also beneficial in illustrating the intricate environment in which the personnel work and the dilemmas connected with it. The importance attached with organizational culture is that it separates vital aspects of the supervisor’s job duties and puts forward definite prospects upon the human resources (Griffin & Moorhead, 1986). Within the organizational structure, there are four main managerial functions that have to be carried out. These are planning, organizing, leading and controlling. Planning is the course of action that decides what will be the organization’s forthcoming point and what will be the best possible means to achieve it. In other words, planning means where we are and where we want to go. This process involves inspecting the internal and the external environment, determining the objectives, formulating the policies and plans, and establishing the methods to contribute in the implementation of the policies and plans (Griffin & Moorhead, 1986). Organizing is the process of creating jobs, categorizing jobs into components that are more controllable, and also formulating trustworthy and commanding positions between jobs and categories of jobs. The procedures and attributes of the organization are considered as the main idea of organizational culture (Griffin & Moorhead, 1986). Leading is the process when the employees and human resources of the organization are led towards the achievement of the desired aims and objectives of the organization. They are expected to carry out their job duties, professionally and efficiently that would enable them to
11 achieve their desired aims and objectives. Main aspects of this function include encouraging the workforce, supervising the company performance and management (Griffin & Moorhead, 1986). The fourth function that is vital to the organization structure is controlling. In this function, the performance of the employees and the company are observed and rectified so as to enable them to be directed towards their desired aims and objectives. How the employees are motivated, encouraged, rewarded for their conduct etc. all come under this function (Griffin & Moorhead, 1986). An organization is an establishment where two or more people work collectively with a mutual objective. Examples of organizations can be grocery stores, hospitals, educational institutions etc. All the organizations vary from each other in dimension, constitution and functioning. The workforce is said to be the most universal feature of all the organizations, without efficient workforce it would be no possibility of organizations (Griffin & Moorhead, 1986). One main reason regarding the importance of this study is that every organizational structure has cultures and attributes, whether it is an educational institution, service company, manufacturing company etc. Another reason behind the purpose of this study is to ascertain the political factors of the organizational structure and also to verify the feelings of the employees regarding the attributes and distinctiveness of their employers. Within an organizational structure, technical advancement is considered to be vital because the main aim of the organization is to enhance its productivity. For the company to progress in technical advancement it has to create strategic procedures. These procedures are classified under four main categories: (Mangham, 1987). 1. Economic features – There is an association between technical advancement and the
12 dimension of the organization. Large organizations are beneficial because the budget involved in this area is great, their influence over the external environmental conditions is great and their high-level productivity and variety of products and services facilitate in corresponding to achievements and breakdowns. The machinery and equipment used in large organizations is more costly and the income of the workforce is greater. The economic features that affect the technical advancement are linked with the magnitude of the company, savings and earnings associated with advancement. 2. Social and Behavioral features – Socializing and communicating with other people also affect technical progress. Greater productivity, more involvement of media, greater prominence, communication with experts, having more enterprising behavioral traits, being part of innovative organizational cultures, becoming more knowledgeable, aware of the external and internal environments are the social and behavioral features that individuals possess which contribute towards technical advancement. 3. Information and Communication features – Technical progress is a procedure that is made possible through managerial, physical and counteractive interactions. There is communication between the people involved in research whose main aim is to generate technical progress. An individual’s characteristics such as resourcefulness, aptitude, and professionalism are the features that contribute in technical advancement. 4. Organizational and Managerial features - Technical advancement of any organization is correlated with how well-organized the management is, effectiveness of promotion and research methods. The main areas which are critical to be taken under consideration are recognition of customer needs and requirements, establishing advertising and promotion techniques, establishing means of communication, internally and externally especially
13 with supporting groups, technological progress has to be very proficient and there also has to be some kind of participation of upper level management. These are the main organizational and managerial features that lead to technical advancement (Mangham, 1987, p.128-137). Since the 1940s, there has been a considerable progress on the evaluation of how much satisfaction do employees feel within the organizational structure. It is referred to as job satisfaction in case of employees who are employed full-time. Job satisfaction is referred to an attitude of an employee toward his/her job. Within ones attitude there is a complicated collection of ones thinking, understanding, approach, opinions, assessment, and comportment. An individual who has a greater level of job satisfaction will maintain constructive attitudes about the workplace and an individual who has a lower level will possess unconstructive attitudes about the workplace (Hamner & Organ, 1978). Sources of Job Satisfaction Pay – Within the organizational structure, administrators and managers are the people, who are generally satisfied with their jobs. The reason being is that their income is greater as compared to other work groups. An individual who feels that he is not being paid sufficiently for the job duties that he is performing, he will be dissatisfied with his job. One’s pay is connected with one’s status in the society, self-determination, standard of living and job duties. Independence – Employers and bosses are independent within the working environment. They determine their own schedules, regularity and they also in most cases do not have a boss to look over them. Decision making is also vested in their own hands. They may take advice from a consultant but in most cases, they are independent by themselves. Rewards and Benefits – An expert who performs his job duties well is entitled to earn rewards and benefits. Rewards and benefits are the source of motivation, it enables an individual
14 to make the best use of his capabilities towards the accomplishment of organizational goals. It also provides scope for self-enhancement and advancement. Prospects – An individual also expects that his job should recommend him opportunities for enhancing his professionalism. An individual’s job satisfaction also depends upon his/her expectations from the job. If he expects more than what he is receiving he will be less satisfied and vice-versa (Hamner & Organ, 1978). Job satisfaction is considered to be the approach and mind-set that an individual has towards his/her job. In the discipline of organizational culture, job satisfaction is one of the features that are recognized to a much greater extent. The principal basis of job satisfaction can be classified into three categories: organizational factors, group factors, and personal factors. The two consequences of job satisfaction are turnover and absenteeism” (Griffin & Moorhead, 1986, p.211). Assumptions about Job Satisfaction Two-factor theory – An executive about 40 years past gathered accountants and engineers and told them to evoke situations due to which they felt particularly satisfied or dissatisfied. There were numerous facts gathered due to which employees felt satisfied or dissatisfied with their jobs. Instead of realizing that the existence of specific facts lead to job satisfaction and nonexistence of specific facts lead to job dissatisfaction. There were two different factors that led to job satisfaction and job dissatisfaction due to this notion an assumption came about which was known as the two-factor theory. There are five main factors which are termed as “motivators” and these lead to job satisfaction. These are “promotion opportunities, chances for personal growth, recognition, responsibility and achievement” (Greenberg, 2002, p.124). Job dissatisfaction is connected with “hygiene factors” (Greenberg, 2002, p.124) such as working
15 environment, earnings, relationships etc. The main purpose of this theory is to create conditions to minimize job dissatisfaction within the working environment which involves introducing an amiable working environment. Value Theory - The main idea behind this theory lies in the fact that any source can lead to job satisfaction among the employees as far as individuals value it. For example, if an individual feels that his pay is not sufficient for the work that he is performing, therefore, he will be dissatisfied, on the other hand if an individual values his pay, he will be satisfied. To promote job satisfaction, the best way is to identify the needs of the workforce and to fulfill them. For example, FedEx has promoted an online survey in order to identify the needs of the employees and the sources of job dissatisfaction, it tries to obtain information from 68,000 employees. Social Information Processing Model – This is a theory when individuals develop a negative attitude towards their job based upon what they hear from their coworkers. Their attitude is based upon the information that they obtain about their job when they socialize within the working environment. For instance, if a coworker says about the job that it is very boring, demanding and they want you to work long hours and the pay is meager, this would lead to job dissatisfaction. On the part of the employers, it becomes essential that they become more attentive to what their employees think about the jobs. The employers and the coworkers have to think before they get involved with each other in any kind of conversation concerning their jobs. Dispositional Model – This theory depicts that job satisfaction is a constant feature that stays with the individuals to overtime, regardless of what they are doing. Individuals who were satisfied with their jobs at one time will also be satisfied later on, even if their jobs are no longer the same. For example, over a period of five years an individual has changed number of jobs, he
16 will be satisfied with all of his jobs that he is doing over a period of five years (Greenberg, 2002, p.126). Effects of Job Dissatisfaction The effects of job dissatisfaction have been stated as follows: Resignations, Non-attendance of Employees – Individuals who are dissatisfied with their jobs are always hesitant to do their jobs. They are always willing to find better jobs that would provide them satisfaction. The ultimate results of job dissatisfaction could be resignation from the job and resignation could even get converted into nonattendance of employees. These behavioral traits of the employees are of great concern to the organization because there are costs involved in the recruitment and development of workforce. For example, in Oregon, in a market there was a bakery; individuals employed there were highly dissatisfied with their jobs, mainly because of the behavior of the management. The rate of absenteeism was high among these employees and no employee continued to work there more than a year. Functions of Job – There is a moderate connection between job duties and satisfaction. In some cases functions of the job are synchronized for instance by the use of machinery and equipment. There is an ineffective connection between job satisfaction and functioning of the job and job duties demand amount and excellence of work. When individuals feel satisfied with their jobs only then they become dedicated and motivated towards their job duties to a major extent. As far as organizational factors are concerned, the workforce employed within the organization structure form opinions relating to their earnings, promotional opportunities available, their respective job duties, the rules and regulations within the organizational structure and their working environmental conditions. The individuals’ co-workers, supervisors and managers, have an impact upon their group factors, people who the individual is involved with in
17 the organizational structure. Finally, the personal factors are said to be the individuals’ desires and ambitions. For instance, if an individual desires to be in a higher level status, then such status would improve his or her degree of job satisfaction. Rewards and benefits associated with a job also influence job satisfaction. For example, a college student might take up a job on a temporary basis to cover the tuition and possibly will be satisfied with it such as a job in a restaurant, but he may be dissatisfied with it on a permanent basis, because working in a restaurant may not be his ultimate goal. For example, if a worker feels that he is not being paid sufficient that might lead to job dissatisfaction (Griffin & Moorhead, 1986). There has been advancement of different methods that have been used to measure job satisfaction. Such methods consist of interviews, critical incidents and questionnaires. These methods, especially questionnaires provide a clear description to the supervisors and investigators about how the employees feel about their jobs. The information obtained through these methods may not be completely perfect, because these methods take into account the insight of the working environment rather than real conditions. Outcomes obtained may depend upon how the questions are worded and the kind of questions asked. The opinions that the individuals possess towards other areas of the organization are also related to the job. Questionnaires are useful to the supervisors as they also direct towards the areas which need to be modified and corrected for the benefit of the employees (Griffin & Moorhead, 1986). Job satisfaction is a concept which is of great concern to all the individuals, who are in employment. On the other hand, when individuals leave their job or workplace then there is involvement of some amount of job dissatisfaction. Research was carried out to examine the effect of personality characteristics upon an individual’s job performance that influence job satisfaction. In an organizational structure, a wholesome working environment makes provision
18 of regular policies and procedures that assist all the employees to accomplish their goals and objectives (Strydom and Roodt, n.d.). Every individual wants to be satisfied with his/her job and how their working with people of different cultures helps them feel contented with their jobs should be taken into account. For example, if American, Chinese and Indian persons are all employed in the same organization, then it is certainly important for them to communicate with each other; whether they feel comfortable speaking to each other is also an aspect of the organizational culture. If people cannot communicate with each other due to a language barrier, then they certainly will not be satisfied with their jobs. The way the individual approaches his/her job functions is termed as job satisfaction. The level of job satisfaction may vary from person to person. Individuals who have a positive outlook will express higher levels of job satisfaction and if persons have a negative outlook, they will express lower levels of job satisfaction. People with higher levels of job satisfaction will perform more effectively than those with lower levels of job satisfaction. The main reason for the above stated information is that if people have a constructive outlook towards their job then certainly they will feel contented as opposed to people who look down towards their job with a pessimistic outlook (Robbins, 1998). The organizational structure that employs individuals has the ultimate aim to make provision of adequate working environmental conditions that would enable employees to perform their job functions well and incur job satisfaction. Another aspect is to incur productivity and attain goodwill in the economy. There is a very direct influence of these two features upon organizational culture. It is through the means of social interaction that the concept of organizational culture can be improved. The main reason being that when people interact with each other they become aware of each other’s culture, background and way of life.
19 An employee should possess within himself the skills of settling disputes and conflicts, working together as a team with co-workers and should understand the acceptable requirements of the job to acquire job satisfaction. For example, a manufacturing organization may require a salesperson; in this case it is important for him to learn selling traits in order to get positive responses from the customers. He/she has to dress neatly and mainly establish effective communication skills in order to sell the products. Adequately applying these features would incur job satisfaction. Organizational politics is referred to the actions and behavior of the people in order to obtain, develop and bring into play authority and power to acquire their favored results in a circumstance where there has been improbability or incongruity. Politics is referred to the way by which the individuals make an effort to utilize power and authority, which has the main purpose of achieving one’s own means (Griffin & Moorhead, 1986). Politics is frequently looked upon as unjust, detrimental and illogical. Politics within the organizational structure is also considered to be persistent. It is not possible for the administrators and supervisors within the organizational structure to completely disregard or abolish politics. They should take into account this fact that how and when they can utilize politics within the organizational structure in a more positive manner. Politics are considered to be righteous under two circumstances: if it acknowledges the privileges and rights of all the groups or individuals that are involved and secondly, if it is justified and appropriate than they are considered to be righteous (Griffin & Moorhead, 1986). The management of politics within the organizational structure is a complicated process. In order to carry out this process efficiently it needs knowledge and awareness of three different areas: causes of politics within the organizational structure, the practices for getting involved in
20 politics and methods used to restrain the outcomes of politics. Politics within the organizational structure takes place due to five main causes which are explained as follows: (Griffin & Moorhead, 1986, p.400). 1. Ambiguous Goals – Within the organizational structure, the goals and objectives are ambiguous meaning uncertain. This feature of the goals gives rise to politics, the reason being that there can be emergence of diverse actions for achieving the desired goals and objectives. Many courses of actions may have one’s personal interest. For example, the general manager of the company may claim that the company should enter into the market by merging with another company rather than creating another section. In actuality, that manager may own some inventory of that company and would like to benefit his own interest. 2. Scarce Resources – Due to paucity of resources, people tend to get involved in politics, the reason being they feel they are not getting what they need. For example, the supervisor may overstate the figures and information to obtain high-level resources. 3. Technology and Environment – These are the two features that have a much higher impact upon politics, because there are reservations associated with technologies and vigorous and intricate environmental conditions. These conditions support politics, because the organizational structure does react to these conditions. 4. Non-programmed Decisions – Whenever a non-programmed decision is to be made that leads to a possibility of politics. These decisions create an indefinable and an imprecise situations that gives rise to politics. An example would be when two staff members participate for a permanent status. 5. Organizational Change – Changes and modifications may take different appearances and
21 lead to uncertainty. This may give rise to political situations, bringing about restructuring within the organizational structure is an example of how changes can lead to politics (Griffin & Moorhead, 1986, p.400). The practices of getting involved in politics are as follows: 1. Controlling Information – One of the practices of getting involved in politics is to keep control upon the information. When important information is known by less people, then they tend to have a greater influence of authority. For example, the general manager may plan techniques for further enhancement of the organizational structure, but he may only communicate part of the information with his juniors and assistants rather than the entire information. 2. Controlling Lines of Communication – Within the organizational structure, individuals do produce conditions, where they could control the lines of communication. For example, secretaries control lines of communication with their managers by putting the guests in contact with them, postponing the appointments or suspension of the appointments. A secretary who might have a personal issue against the boss may obstruct in facilitating his work requirements. 3. Using Outside Experts – Outside experts such as mentors, advisors or guides involves politics. Manager may appoint an advisor with same viewpoints as his own. The advisor may provide such suggestions to the manager which are agreed by the manager and other employees also would accept his suggestions without any dispute. In this way, the manager attains his desired result. 4. Controlling the Agenda – Controlling the agenda is a political practice. For example, the
22 employer may want to avert the application of some request, he may adopt certain strategies in order to fulfill his desire, for instance like delaying the consideration of the application, he may try to hold it off so that it becomes the last application to be looked upon etc. 5. Game Playing – This practice is very complicated and may assume many diverse kinds. The manager has to abide by the policies and procedures of the organization while performing this technique to achieve the desired goals. For example, the boss is willing to inflate the wages of his employees may tell his subordinates that he is willing to give them the greatest increase in pay. He may keep this information confidential. When in reality everyone in each department will be getting the same increase. In this manner, the manager is trying to play games with his subordinates by exercising control over the information of giving them an increase in pay. 6. Image Building – This practice is considered to be elusive. Image building is a way of improving one’s authority for future opportunities. When one works diligently to achieve the desired goals, earning acknowledgment when performing some work for others and embellishing ones achievements may all direct toward building image. 7. Building Coalitions – The main idea behind this practice is to encourage team spirit to achieve the desired goals and objectives. For example, if a supervisor feels he does not have enough support to launch a particular product in the market, then he may approach other supervisors for their assistance. This practice aims at working together in order to achieve the desired goals and objectives. 8. Controlling Decision Parameters – In this practice, the management attempts to control the parameters which lead to a decision. For example, if the management would like to construct a new company, then he may decide upon factors like distance, machinery and equipment,
23 budget, taxes etc. in this way he may be able to exercise control upon decision parameters to be successful in his endeavors (Griffin & Moorhead, 1986, p.402-406). Methods used to restrain the outcomes of politics are as follows: 1. Open Communication – When the workforce within the organizational structure openly communicates with each other than they become more knowledgeable and aware of sources, capital, finances etc. This knowledge leads to a decrease in politics within the organizational structure. When individuals openly communicate with each other within the organizational structure than they will not be able to exercise any kind of control over information or means of interaction. 2. Reduction of Uncertainty – Changes within the organization, techniques and practices, unclear aims and objectives and unbalanced environmental conditions are the factors that lead to uncertainty. To reduce politics, uncertain situations have to be reduced. For example, if a certain department within the organization has to be transferred to another location, then the manager in charge has to make decisions in such a manner so that the information does not spread throughout the whole organization and politics can be truncated. 3. Awareness – Within the organizational structure, the management and employees have to be aware themselves of the causes of politics and try to minimize those causes. For instance, if the superior is aware that his subordinate takes suggestions from an advisor, which is compatible with his own. Then politics are likely to decline within the organizational structure (Griffin & Moorhead, 1986, p.407-408). Politics within the organizational structure have a vast impact upon the development and effects of analysis and discussion. The customers and analysts mostly decide on ways to bring about transformations and intrusions and it is by means of politics that efficiency is ascertained.
24 For example, office employees are likely to be efficient in their performance if administrators and employers are agreeable to provide authority to the associates of “quality circles” (Harrison & Shirom, 1999, p.111). There is politics involved in procedures and policies which are established for the advancement of the organizational structure, these are discussion about what courses of action have to be undertaken and assembling groups. The main reason being that these methods necessitate great amount of conviction and open communication. These methods do not work in organizational structures where conflicts and authority variation is prevalent (Harrison & Shirom, 1999). Politics is viewed upon as a critical area for identification and this becomes apposite when there is an association between politics and areas of efficiency and inefficiency within the organizational structure. For example, there can be deficiency in ingenuity and the employees work performance may not be of good quality. These can be the areas that advisors and supporters might come across while identifying politics within the organizational structure (Harrison & Shirom, 1999). Effects of Politics within Organizations Analysts and customers have recognized the politics within the organizational structure on a frequent basis. They have observed the effects of politics within the organization. Politics are considered widespread, in spite of this there are variations in its appearances and results. Conflicting situations between interior and exterior stakeholders within the organization structure greatly effects its goodwill. Politics within the organizational structure can lead to its progress as well as enables it to become accustomed to the internal and external environmental conditions (Harrison & Shirom, 1999). Control Strategies
25 Within the organizational structure, there are consequences of certain strategies that individuals make use of to exercise control on others. Persons who have power or authority over useful and worthy sources may try to create an impact upon others and achieve their desired goals and objectives by managing the performance of their subordinates. There are certain controlling strategies which includes the following:
One has to obey the rules and policies.
Interpersonal means of communication with the superiors.
It is vital for an individual to be consistent and coherent in his/her proceedings.
The basis of an individual’s functioning has to be ethical, righteous and in accordance with collective ideas.
It is also vital to have unofficial means of communication within the organizational structure.
Management has to be carried out through the means of relevant knowledge or through unseen difficulties and anxieties.
Development of associations and unions.
Endorsement is encouraged either by making use of it or through intimidation.
Casual trading of commodities and services is also involved within the organizational structure, such as people exchanging their schedules of hours, making arrangements for advantages and enticement is also a common way of exercising control over other people to accomplish one’s own desires (Harrison & Shirom, 1999). Empowerment Within the organizational structure, power is used to meet the desired goals and
26 objectives. Empowerment means possessing awareness, proficiency, adequate sources, effect to pursue the desired goals and objectives. Deficiency in empowerment can cause barriers in the achievement of desired goals and objectives. Then it becomes complicated for the employers and management to exercise control over their subordinates and maintain law and order within the organizational structure. There can be differences in the extent of empowerment for any specific job or same titles. Within the organizational structure, there are empowering situations. These situations make available prospects for self-government and also exercising impact over the job, unit, or whole organization. Advantages of empowerment consist of high enthusiasm and contentment levels amongst the employees, improvement in customer service, more resourcefulness, and more private ingenuity. It can be stated that empowerment is a beneficial aspect, it leads to organizational productivity by improving the performance of the employees and in providing solutions to difficulties and hardships (Harrison & Shirom, 1999). Conflicts are also understood as being an integral part of the organizational structure. Conflicting situations may have a negative influence upon organizational attributes. The main idea behind this concept is that individuals have to adjust within their working environments to other people’s needs, requirements, dressing style, eating habits etc. For example, if an employee feels that he/she is comfortable doing one kind of work, such as, operating computers at the company, and his/her supervisor assigns him another job such as manufacturing products which may require operating machines, then in this case, he/she has to listen to his/her supervisor. If he/she does not abide by the rules then he/she may get terminated. In order to incur job satisfaction, the employees have to be adjustable and regulating. Different working environmental conditions have to be created that may lead to adequate performance of job functions, tasks and duties within the organizational structure. The cultural
27 factors and attributes are something that transpire to become an integral part of the organizational structure since the time of its existence. The employees must possess within themselves the qualities of motivation and dedication. They should be job-oriented and should render a wholehearted contribution towards the achievement of organizational goals and objectives.
Problem Statement and Research Questions The purpose of the study is to identify employees’ perceptions of the politics, organizational attributes and their job satisfaction. 1. How political do employees feel their workplace is? 2. What attributes do employees feel their employers possess? 3. What are the factors that influence job satisfaction?
Limitations 1. The study was limited to the defined population of 30 people. 2. The participants who were surveyed should meet the only requirement that they should be currently employed. 3. The people who were surveyed were employees limited within Indiana, Pennsylvania. They were the employees within the Indiana University of Pennsylvania, Wal-Mart, and Indiana Mall. 4. The people who were surveyed differ in job profile and educational qualifications. 5. The survey tool was not tested for reliability and validity by the researcher.
Definition of Terms For the purpose of this research, the following terms are defined:
28 Organizational Attributes – This term is used to give a picture of the qualities and the characteristics of the organizational structure. The different kinds of functions, standards and norms of the organization come under organizational attributes. Job Satisfaction - This term basically deals with ones thoughts and mind set regarding their working environment (“Job Satisfaction,” n.d).
29
CHAPTER II: REVIEW OF THE LITERATURE Organizational Culture Organizational culture is a collection of relics, norms, and hypothesis that transpired from inter-personal communications between the members of the organizational structure. An organizational culture gets transformed into a structure, besides which there is assessment of organizational interactions and is the possibility for establishing continuing group and individual accomplishment. Through working in organizations and also through volunteering one’s time in organizations, the individual is making a provision towards the formation, preservation, and advancement of the organizational cultures. Being a member of these organizations, one’s communication with members of other organizations does have an impact upon cultures (Keyton, 2005). Organizational culture has five important attributes, which are stated as follows: (Keyton, 2005). 1. Inextricably connected to Organizational Members – Organizational culture cannot be self-governing of the members who have created it. One individual solely cannot form organizational culture. Culture is the result of collective action of all the members who render their contribution emblematically and communally. The organization has a language structure with signs and dialect. For example, there are success stories, when new individuals connect to the organization, these stories are used to communicate the goodwill and career of the organizations. It can be stated that organizational culture is a blend of acknowledged procedures by a group as well as individual organizational members. 2. Functioning, not Fixed – There are unlimited amalgamations of verbal and nonverbal
30 interactions between the members within the organizations. Organizational culture undergo modifications as people move inside and outside of the organization, this change is dependent upon the changes in beliefs, values and norms of the individuals. Organizational cultures also undergo modifications when the management refers to the difficult situations or prospects, or based upon the response of the organization to the internal and external environmental conditions. For example, JAR Technologies has expanded itself, its production has expanded into an apparatus which is used by the government as well as the customers. 3. Challenging Standards and Hypothesis – Standards and hypothesis have several challenging prototypes. Organizations normally form themselves into systems based on jobs, knowledge, affiliations, and purposes with the workforce associating with more than one system. This enables the workforce to generate principles, or divisions within their cultures that comprises of intersecting and distinctive constituents. In the central part of the organization there is lucidity, but at the margin challenging standards and hypothesis generate ambiguity where standards and hypothesis are incongruous. There are two main reasons for these situations, firstly, organizations get created due to interpersonal interactions between the workforce and secondly, members possess the potential to change the dialect and language forms as different situations arise within the organization. 4. Psychologically Stimulating – Relics, norms, and hypothesis hold a significance and also sentiments that the members understand while performing their jobs and their working environment. Relics, norms and hypothesis can be significant if the members possess some kind of reactions or passions about them; these reactions can be positive or negative. For example, hypothesis about one’s job performance, if interrogated, will arouse a response on the part of the worker to protect the procedure. These sentiments would reach summit when the individuals
31 would prove that they are more dedicated towards their job duties than families. Sentiments can be positive or negative; the sentiments, workers possess conveys cultural significance and values, therefore, it can be stated that organizational culture is psychologically stimulating. 5. Forefront and Setting – Organizational culture is concurrently the center as well as the environment of the existence of the organization. The individuals interact with each other sensibly which formulates the forefront and their awareness of the present culture formulates the surrounding. Interpersonal communication between the members of the organization forms, improves, maintains or challenges the present culture, this forms new environment within the organization; this is an ongoing and a never ending process. Therefore, organizational culture is a version of the orderliness within an organizational structure (Keyton, 2005). The term ‘culture’ expresses the sense of an omnipresent lifestyle, or series of values. Within the organizations there are well established principles about the manners in which employment should be carried out, the manner power should be implemented, rewards and benefits of the workforce, and the manner in which discipline should be implemented. What steps have to be undertaken to make things official, the kind of preparation required, grouping of compliance and inventiveness that superiors look for in their subordinates. An individual’s schedule, attire, expenditure, enticement, rules and regulations etc. all come under culture. The perception of culture is often noticed within the actual organization. The kind of workforce, their professional goals, their position in the public, educational qualifications obtained by the workforce all are considered to be the manifestations of culture (Handy, 1993). Sound all-encompassing cultures convert organizations into consistent ethnic groups. The beliefs and values of these ethnic groups are strengthened by verbal communication, expressions, and stories of past leaders and performances. For example, organizations in Japan and America
32 have their business songs. Organizational cultures are originated and developed by the governing groups in an organization. There are four main kinds of cultures, which are called “power, role, task and person”. These cultures are explained as follows: (Handy, 1993, p.183). The Power Culture The power culture is normally discovered in minor industrial organizations. Form of organizations can be trade unions, and several goods, commerce and investment organizations. This culture is based upon centralization of authority, conviction and understanding in order to bring about efficiency in its dealings and extrasensory perception and verbal discussion are the means of communication. The organizational structures are well-built and are pleased with their cultures. The cultural values are capable of responding to any kind of intimidation or jeopardy. The development of culture is dependent upon the individuals who are in charge, in other words, in whose hands the authority is vested. The individuals will thrive, be contented because they have influence over the organization, their mind acts in a political manner, they are adventuresome, and regard safety as an inconsequential constituent in their psychological resolutions. In the case of this culture, power concerning reserves is considered important along with some aspects of personal power which is centralized (Handy, 1993). The Role Culture The organizational structure based upon role culture has concentration vested in its support, its purpose or areas of expertise. The various departments within the organization such as finance, production do work efficiently. The job of the support groups and the communication between them is managed by systems of functions such as job performance, systems of interaction such as copies of letters, ways of conflict and dispute resolutions. These are the functions of superior managers. In this culture, the job category is considered to be the most
33 important feature. Rules and policies are the main stimulating features. This culture presents safety measures and inevitability to the individual. This culture would be aggravating for the person who would like to seek centralization of authority. The kind of organizations based upon role cultures will be found where the economies of scale are more imperative than suppleness or where technology and specialization is more vital as compared to modernization and prices of products (Handy, 1993). The Task Culture This culture is based upon performances and missions. This culture focuses on bringing collectively the apposite sources; every individual is assigned a task that best suits him in accordance with his needs and abilities. Professionalism is considered to be an influencing factor in this culture. This is a group culture, where the effects or the consequences tend to eliminate individual’s goals and differentiations in position and approach. This culture makes use of authority of the team to enhance effectiveness and to establish an identity between the workforce and goals and objectives of the organization. This culture is highly adjustable, the groups and organizations based upon this culture have the ability of modification, enduring or getting disposed of. This culture is found in economical markets, where responses are frequent and where products survive for a short period of time (Handy, 1993). The Person Culture In this culture, the individual is considered to be the fundamental feature. Within an organizational structure, the main focus of this culture is to provide and support the individuals that are employed within it. If people working together come to a decision that their place of work, environment, clerical and secretarial functions would be of assistance to them then the ultimate outcome would be person culture. Most of the organizations do not continue to survive
34 based upon this culture, the reason being that organizations have goals which are beyond the group goals of the members who have formed the organization. There is no chain of command or organizing procedures. The person can resign from the organization, but there are no terminating procedures. Authority is collective; people perform to the best of their abilities and pay attention towards right subjects. Management is a difficult in this type of culture because the power and authority is only personal and people do not get overcome by individuality in a straightforward manner (Handy, 1993). Culture normally has been regarded by anthropologists and organizational researchers as an array of cognitions which are common amongst the associates of a societal entity. These cognitions are obtained through collective wisdom and socializing that depicts the persons to a multiplicity of constituents that are bound by cultural facts. These constituents incorporate the recognizable actions, communications, corresponding knowledge and relevant objects that figure the group understanding (Schneider, 1990). Concepts of common values and norms, mutual consent, and arrangement of convictions and anticipations motivate our opinions on the character of culture. There have been different kinds of understanding in the analyses of culture. Culture is comprised of many constituents who are leveled beside the scale of prejudice and convenience. Relevant objects and other substantial expressions of societal organizations and means of interpersonal communications can comprise of main constituents of culture. In the assessment of organizational culture there are discussions as follows: (Schneider, 1990). 1. Culture is a societal procedure that is connected with a part in which there are norms, values, hypothesis, relevant objects that are common between the associates of the organization.
35 2. These constituents vary in the measure to which the associates understand them in a cognizant manner. 3. Cultural constituents differ in their convenience to the people external to the organization and in the level to which associates should make available knowledge and communicate in their analysis before people external to the organization can realize and signify them. 4. Presence of these constituents is universal to all divisions with effective societal permanence. 5. Cultural constituents are exceptional to a particular division within the organization and the degree to which they simplify in substance and perform a job across divisions within the organizational structures (Schneider, 1990). Organizational culture is an intricate and an omnipresent component of any functioning environment. Organizational cultures are clarifications to any kinds of inconsistencies which arise from the viewpoint of the workforce within the organizational structure. The outer perception of culture centers on the significance, principles, and dispositions through interpersonal communications with families and friends. These principles and dispositions would differ over ethnic groups, and one might assume, there would be less difference within nationwide cultures (Schneider, 1990). The inner perspective of culture centers on the distinctive customs, myths, and services that progress by having individuals in the background that the managers or the originators of the organizations form through systems, constitution, standards and objectives. The aspects that are measured in this case are the constitution, dimension, equipment, and administrative procedures. At a large-scale level, these patterns are imperative in the formation of organizational culture, particularly when there has to be comparisons between the two organizations (Schneider, 1990).
36 The third viewpoint considers organizational culture as a root metaphor. Culture is something that an organization possesses. Therefore, culture cannot be alienated as a distinctive aspect within an organization, the reason being that it comprises of all the components of the organization. It is basically very encircling to be regarded as an exceptional aspect (Schneider, 1990). Organizational culture is formed in such a manner that it may be advantageous to the organization. The purpose of organizational culture is to facilitate the organization in reaching its goals, which might be customer service, integration of technology in the production of goods and services and prominence is laid upon employee participation. Organizational culture is considered to be a very fanatical and deep-seated feature of the organizations that have a great impact upon the members. In an unofficial manner, culture is regarded as an organization’s form, environment, or character. By these features, it basically means the kind of experience individuals undergo who are employed in these organizations such as General Electric, New York Yankees etc. Every organizational structure is unique in its own way and has differentiations in the working atmospheres (Sims, 2002). In a more official manner, organizational culture defines what are the jobs and duties of the employees and how they should base their performance towards the achievement of desired goals and objectives. Every organizational culture gets divided into several subcultures. These subcultures are formed within various sections, subdivisions, and diverse working locations of an organization. Within an organizational structure, there are various departments for instance, production, secretarial, business, information systems, administrative etc. In each of these departments, there is communication and socialization, in this way a subculture develops within various sections of the organization (Sims, 2002).
37 Levels of Organizational Culture There are three main levels of organizational culture, “artifacts, values and basic assumptions” (Sims, 2002, p.303). There are differences between these three levels on the basis of their evidence. Artifacts are the features of an organizational culture that can be clearly seen. It includes reverberation, structural design, performance, activities, apparel, verbal communication, produce, rewards, rites, observations, mythology and reports about the organization, principles, ethics, parking spaces, embellishments etc. (Sims, 2002). The kinds of working environment that people work in vary in different organizations. Whether everybody have their own offices, or they work in open area, whether their attire is formal or casual, whether the working environment is somber or jovial, the way people address each other by titles such as Mr., Ms., Doctor or their first names. These factors are signs of organizational culture. It is easier to bring about changes in artifacts. Culture also reveals values and basic assumptions that are common amongst the members of the organizational structure. Values and basic assumptions are enduring and more resilient to transformation. Values communicate to the employees of the organization how they should handle different cases and circumstances. They are difficult to notice, but they can be ascertained. Values direct the performance of the workforce within an organizational structure (Sims, 2002). Purposes of Organizational Culture There are two important functions of organizational culture: first is adjustment in accordance with the organization’s external environmental conditions and secondly, synchronization with internal methods and procedures. An organizational structure develops a culture in between the workforce about the organization’s goal. Measures created to achieve the desired goals and objectives will be the crucial components of culture. Organizational culture
38 assists the workforce in establishing an identification and understandable revelation of the organization’s mission (Sims, 2002). Organizational culture besides the workforce also acquaints a reliable illustration to the external markets, consumers, and patrons. This reliable illustration can provide the organization with improvement and benefits by developing assurance to its production of goods and services. When organizational culture is completely urbanized, the individuals assent to procedures and measurements and kind of resolutions adopted in cases of inaccuracy and imprecision. The kind of remunerations or authorization that the employers implement also comes under organizational culture. Which means the ways of acknowledging one’s good quality performance and penalties imposed upon inadequate performance are also part of organizational culture. In some cases, the results of inadequate performance might be relegations and dismissals or an individual might be given another job within the organizational structure, if he/she does not fit better into the previous job (Sims, 2002). Culture also contributes in the assimilation of systems and practices. This assimilation encourages efficiency in all the tasks that are carried out within the organizational structure. The culture identifies groupings of individuals and how they are expected to carry out their job duties. Rules and policies of authority, control, and communal harmony are all defined under culture. It develops a common language where people can interconnect with each other. Lastly, culture encourages the progression and transmission of principles that portray the characteristics of the organizational structure. For example, in a success story of the organization, there is a clear depiction of its principles and characteristics (Sims, 2002).
39 Limitations of Organizational Culture Variations that arise in the organization’s external environmental conditions frequently necessitate adjustments in organization’s approaches. The present organizational culture has been created from a particular tactic and individuals who are habituated with these tactics may be resilient to any kind of modifications. Individuals often believe that modifications in culture will ultimately lead to modifications in norms and values. As far as modifications in tactics are concerned, the employers either transform the whole cultural system or learn how to exercise control within its restrictions (Sims, 2002). The prevailing organizational culture leads to irregularity in the functioning of the organization in cases of “market diversification”, obtaining another company, or getting involved in an amalgamation (Sims, 2002, p.306). All these cases involve economic, substantial, and technological features of the anticipated endeavor, but does not take into account the cultural factors of the organizational structure. Amalgamations may produce irreconcilable cultures giving rise to inconsistencies and ineffectiveness. Shifting into new markets results in different subcultures that may not have an adequate response towards its productivity of goods and services (Sims, 2002). The introduction of technology in productivity often lead to indiscretion. Technology can also bring about modifications within the prevailing organizational culture that might be difficult for the members to adjust with. Individuals who are aware, who empathize and utilize technology may have control and authority vested in their hands. This would destabilize the standing of those individuals who had authority before the technology appeared. This may give rise to disagreements, ineptitude, and a possibility of disruption of technology (Sims, 2002).
40 Formation of Organizational Culture The procedures that are vital to be understood regarding the formation of organizational culture have been stated as follows: 1. The norms and principles of the organization’s originator can have a deep impact in the establishment of organization’s culture. Throughout the occupancy of the originator, these norms and principles can get implanted within the organization’s rules, policies, agendas and statements. For example, James Cash Penney used the statement “the Penney idea,” incorporating standards as “treating everyone as an individual” and “value loyalty” (Sims, 2002, p.307). 2. The communal customs of the country in which the organization exists also contributes in ascertaining organization’s culture. The culture of the external environment have an effect upon the culture of the companies that operate within it. 3. Organizations do face tribulations in adjusting to the external environmental conditions. These tribulations are resolved by the creation of organizational culture that is adequate ethics and standards. For example, within the organizational structure, there is formation of goals and objectives and then establishment of methods and procedures to achieve those objectives necessitate the creation of organizational culture. 4. Organizations also face difficulties in incorporating internally and this too entails creation of organizational culture. For example, establishing rules regarding social interaction, allocation of positions, and developing criterion for grouping and organizational association. These aspects do encourage progression of ethics and standards (Sims, 2002).
41 Provision of Organizational Culture There are several features that depict the ways, the workforce gets to know about the organizational culture. These have been stated as follows: 1. Signs – These are stated to be the most common ways of communicating organizational culture. For example, some organizations bring into play structures and buildings in order to express their power and significance, representing that it has great stability. Whereas other organizations also use slogans to signify their meaning and usefulness, for example, “General Electric’s “Progress is our most important product,” or Ford’s “Quality is job one.” (Sims, 2002, p.307). 2. Stories – There is also transference of culture through the organizations by means of stories that are imparted both in a formal way as well as informal. Stories demonstrate main features of the organization’s culture, and conveying them can efficiently familiarize the workforce with the beliefs and ethics of the organization. It is imperative to understand that stories do not have to be consisted of some enormous occasion or happening, minor accounts that could convey a meaning can also be considered stories. For example, the workforce at the “British confectionary firm, Cadbury, were told stories about the company’s founding on Quaker traditions to get them to appreciate and accept the basic Quaker value of hard work” (Sims, 2002, p.307). 3. Slangs – This is considered a particular language that describes culture. The slang used in an organization facilitates its associates to recognize their distinctiveness as being the associates of that particular organization. For example, for several years, the IBM workforce called disk drives as “hard files” and circuit boards as “planar boards” these expressions described the character of IBM culture. Over a period of time, as companies create a distinguishing expression
42 to describe their composition, it may appear to be unfamiliar to novice individuals. On the other hand, it may appear to be a communal feature uniting individuals of the same culture. 4. Ceremonies – These are the unique occurrences that honor ethics and norms of the organization. In order to maintain their cultures, organizations carry out several kinds of ceremonies. They may be regarded as celebration of ethics, norms and standards, which are important within an organizational structure and every individual who is a part of it should recognize it. For example, a wedding ceremony signifies a couple’s joint loyalty and a presidential inauguration ceremony indicates the commencement of a new presidential period. Therefore, it states that ceremonies do have a meaning both internally and externally to the organization. 5. Statements of Principle – Culture is described in a written form in this case. For example, “Forest Mars, the founder of the candy company M&M Mars developed his “Five Principles of Mars,” (Sims, 2002, p.308). These principles even today direct this organization, they are as follows: quality, responsibility, mutuality, efficiency and freedom. The administrators of the organization would like to uphold the standards that have been lucrative in the past, but they also have to take under consideration whether those standards are appropriate to the present external and internal environmental conditions of the organization (Sims, 2002). Affects of Organizational Culture The ways to affect organizational culture have been stated as follows: 1. A substantial part of information recommends that one of the most effectual means to change standards and norms is to bring about a change in one’s conduct. Changes in conduct might not necessarily bring about changes in organizational culture, because of
43 the procedure of rationalization. A transformation in one’s performance or attitudes does not mean that one has dedicated himself/herself to organizational culture. 2. The employers should enable their employees to observe the intrinsic value of new conduct and performance. 3. Communication is one of the most vital means of bringing about changes in conduct. This method is mostly used by employers. Means of communication are statements, memorandum, rites, tales, clothing, narratives, articles etc. 4. Socializing with new employees can also bring about culture change. 5. Elimination of those employees who diverge from the culture (Sims, 2002). The term attribute depicts the characteristics of the organizational structure. This study will analyze different personality traits of the organizational structure which are concerning political affairs in the working environment, workplace standards, principles, leadership, positive attributes of the employers and job satisfaction. These features highlight the approaches that employees possess pertaining to their employment towards their employers and the organizational structure. Organizations are mainly of three kinds, composite, functional and social. The existences of the organizational structures are interdependent upon the external environment to a major extent. The organization should learn to become accustomed towards the needs and requirements of the customers, needs of the employees and besides this, the organization should be responsive towards the values of the society. It is essential for the organizational structure to be responsive to legal, political and economic changes that are taking place in the environment. Every organization has to carry out its operations in accordance with the technological advancement that is occurring in the environment (Sackmann, 1991).
44 Organizations are achievement-oriented; they have an aim behind their existence. It is created by not just one individual but numbers of individuals contribute, because they share a common viewpoint that they can accomplish together. Companies are formed by persons who have this viewpoint that joint effort of people can accomplish good productivity in the market (Schein, 2004). In the organizational structure, there is a concept of practices and procedures which are central in communicating the cultural presumptions to the individuals employed within the organizational structure. The concept of practices and procedures particularly involves interpersonal interactions that directly express organizational culture (Angell, 2007). They are also considered to be prominent strengths. The main point of which one should be cautious is that they are restricted to a certain extent within the organizational structure. The point of view of the leaders is that if behaviors are ritualized which are essential in the organization for its proper functioning, than this becomes a dominant strength (Schein, 2004). Organizations do give a lot of consideration to “values in the workplace” (McShane & Von Glinow, 2003, p.14). Within the companies there are states of affairs and values which symbolize committed and enduring viewpoints about the significance of different kinds of conditions within the organizational structure. For example, “The Container Store” (McShane & Von Glinow, 2003, p.14) gives utmost significance to the values. One of the reasons why organizations consider values to be important is because of globalization, development of the organizations, and assimilation of different cultures and backgrounds. Some demands to the organizations have also been made by many societies to get involved in “ethical practices” (McShane & Von Glinow, 2003, p.14) in order to verify the accuracy of the proceedings and results. Examples of ethics in the workplace are performance appraisal systems, compensating
45 people justifiably, getting involved in political affairs, and carrying out procedures and practices for the advancement of the organizational structure (McShane & Von Glinow, 2003). Organizational culture has a meaning and an essence. People appreciate the philosophical values that are associated with culture; the reason being they tend to forecast the future by analyzing the past practices. With the implementation of practices and procedures within the organizational structure individuals socially interact with each other. People become aware that they can create satisfaction amongst themselves at their work by sharing values and beliefs. Cultures can get transmitted from one individual to another or to a group only by means of interpersonal interaction (Trice, & Beyer, 1993). Inter-personal communication is never absolute. People are unable to learn some aspects of organizational culture. Individuals may be unable to conform to the expectations of a culture but most of the time they develop their own viewpoints of how they have to act and behave at work. It is vital for the organizations to create new groups that may contribute in meeting the desired needs and requirements of the dynamic environment. Organizations exist in the environment that is undergoing changes. There are different cultural elements in the environment that the organizational structures have encountered. These elements have aroused from various sources such as cultural transmission, and sub cultural influences into the organization from the outside environment. People from different cultures, countries and knowledge have brought in new cultural prospects (Trice, & Beyer, 2003). Organizations perform better than the other companies in the market if the employees are dedicated and loyal to the company and its objectives. Employees have to be devoted towards their job duties and also in fulfilling the requirements of their co-workers. As it has been discussed, there are environmental changes; during these changes companies cease business,
46 disintegrate groups engaged in jobs, or transfer the workforce to other latest job positions. These are the means of losing committed people from the company. Organizations try to adopt means of efficiency such as layoffs. Efficiency also means such as having flexibility in the scheduling of work. This is an example of upholding commitment of the workers to an extreme level (Huber, 2004).
Identification of Positive Attributes of the Employers Organizations remunerate the workforce for various accomplishments such as association, superiority, position, abilities, and their implementation. There are a number of compensation benefits such as it interests employees, and motivates them to enhance their performance; benefits and incentives are also understood to be reliable in employment (McShane & Von Glinow, 2003). In the organization pay structure there is a system that takes into account different pay scales for different job positions. Pay structures should possess the following characteristics: 1. Be suitable to the requirements and environmental conditions of the organization. 2. Be able to cope with internal and external demands. 3. Be able to formulate promotion opportunities for the employees. This serves as a motivating force. 4. There should be clarification of benefits and incentives and career prospects for the employees (Armstrong, 2006). It is essential to have the concept of training and development (T&D). It is a designed and a considered approach that is incessant in the organizational structure and is carried out by the managing authorities. The main motive behind this function is to lead to improvement of the abilities, knowledge and capabilities of the employees and also the working environmental
47 conditions. The whole idea is to create a reformation in the entire organizational structure as far as the workforce, the working conditions, and the terms and conditions of employment are concerned. This concept came into being when the managing authorities developed this point of view in order to create production and profitability (Mondy, 1981). The top managerial involvement and workforce performance have created an impact on training and development. The first factor is that T&D has to be supported wholeheartedly by the top managerial authorities. The directors and the managers should also get themselves involved in the training and development of the employees. Over the years and even at present there have been modifications in the production techniques, methods, and procedures with regards to the organizational setting and production of goods and services. For example, Hyundai Motor Company is enhancing its productivity by employing more advanced techniques in its manufacturing of automobiles (“Hyundai,” n.d). For this very reason the employees have to undergo the training and development programs because they need to acquire the skills and the knowledge. The organizational structures are enormously expanding with respect to the employees, productivity of goods and services and sales techniques that gives rise to more and more interpersonal communications between the peers as well as the superiors and the subordinates (Mondy, 1981). Rational decision making on the part of the employers is also a positive attribute which the employees recognize. This function is primarily looked upon as an essential managerial act. Hypothesis of decision making takes into consideration several factors such as uniqueness, capability of undertaking risks and the requirement of accomplishing the desired goals and objectives. Rationality is an important characteristic of decision making. Another important feature is that decisions should be “programmed” (Sorge, 2002, p.228). Programmed decisions
48 are the ones which are regular, recurring and have adequately outlined goals and objectives (Sorge, 2002). For example, regarding all the activities of the organization, the management has to make decisions which are concerning employees, productivity, customers etc. Decision making takes place as a rejoinder to difficulties, openings and prospects. The management has to follow an adequate procedure in order make coherent decisions. There should be recognition of the situations, selection of a method of decision making, construction of resolutions, decision of the optimum resolution, application of the resolution selected and finally assessment of the results (McShane & Von Glinow, 2003). Therefore, it is understandable that rational and programmed decision making on the part of the management is considered to be a positive attribute by the employees. Leadership is the procedure of persuading people and creating surroundings for them to enable them to accomplish group and organizational endeavors. Good managers become efficient leaders and are of assistance to their subordinates in the attainment of their desired group and company objectives. Leadership qualities encompass features such as formulating effective communication systems, and assigning the sources which are required for meeting the requirements. These leadership qualities will help the employees to achieve company objectives (McShane & Von Glinow, 2003). Leadership is a positive attribute of the management but most of the organizations are without leadership aptitude. This quality is not essentially concentrated in the hands of the executives. Anybody can possess leadership skills and guide other people concerning their dealings and performance. It is imperative for leaders to possess certain qualities; that is they have to be motivated, honest, should be able to transform language into actions and possess relevant knowledge about the company (McShane & Von Glinow, 2003).
49 The main motive behind the function of organizational leadership is to broaden the mindsets and capabilities of the individuals. The individuals involved in job functions such as inventiveness, decision making, investigative functions which mainly concern problem solving, strategic planning and various methodical techniques must have leadership skills in order to be valuable to the organizational structure (“Leadership, Policy and Organizations,” 2006).
Politics in the Organization Within an organizational structure, political activities are regarded as omnipresent. Most of the times, organizations hold political values as being elements of their constitution. The subtleness of politics is thoughtful of an insufficient theoretical knowledge of organizational politics. The political framework within the organizational structure is not clearly-definite. There have been two main definitions about organizational politics. In the first case, politics have been defined as an intrinsic procedure connected with the utilization of authority around decision making concerning strategies, provision of sources, or administrative reimbursement. In the second case, organizational politics have been looked upon in expressions of performance that would be beneficial and it is often connected with inefficiency within the organization (Witt, 1992). Persons get involved into politics because they have this belief that they will be able to accomplish their goals and objectives in a conniving, circumlocutory, and scheming manner. Mainly, organizational politics is associated with unconstructive outcomes, but there has been a dispute in some of the definitions of organizational politics that it also involves conviction, broadmindedness, consideration, and understanding for other people. The sphere of organizational politics should comprise of occasions which are managed by the organization and which are pleasing to the members; this would make the functioning of politics complicated.
50 Organizational politics is best understood as containing three components, which are political attitudes, remuneration and promotional opportunities (Witt, 1992). Discriminatory treatment against the employees, persecution, abusive language are the actions that can be intentionally or unintentionally sanctioned by the managers. These behaviors cause employee discontent and confrontation; the employees may express their discontent by resigning from the organization, taking leave or focusing upon self-protection rather than performing their job duties. Evaluation of employee performance could also lead to mistreatment; supervisors normally use these mistreating behavioral traits towards their subordinates. How individuals communicate with each other is a critical area of politics of organizational culture and individuals themselves possess this aptitude to refrain from unhealthy political situations entrenched within organizational structures (Keyton, 2005). In the organizational structure, politics takes into account a number of factors such as the intensity of power and authority, governance, control, and utilization of resources both material and individual for establishment of more authority and power over other individuals. Secure and protected terms and conditions of individual understanding also come under politics (Miles, 1980). In an organizational structure, there are certain aspects which have to be taken under consideration as far as distribution of power and authority are concerned. Power is generally concentrated on factors such as knowledge, proficiency, capability, skills, how one adequately organizes his/her influence over the assets, investments and other benefits. In order to completely comprehend power in an organizational structure, it is essential to figure out the “organizational networks” (Hickman, 1998, p.293) which are the essential means of effective communications such as instructing, guiding, companionship etc. Hence, it can be stated that it is important to
51 develop network systems in order to carry out effective means of power and influence within the organizational structure (Hickman, 1998). Organizational politics is not always affirmative. This concept is not looked upon with a positive attitude. It is illustrated as the expedient and calculating deeds and actions of other people who intend to advance their own pursuits and concerns by taking advantage of others and at times even for the fulfillment of company goals and objectives. Every company has the main objective of accomplishing its desired goals and for this main purpose the workforce must understand organizational politics. To evaluate the political conditions of the organization, some of the signs are to assess job satisfaction of the employees, awareness towards pioneering thoughts, usefulness of making decisions and how frequently the decisions are put into practice. Therefore, it can be stated that to secure productivity and retain employees it is of utmost importance for the employers to comprehend, make use of and overwhelm the political affairs of the organizational structure (“Promoting thought leadership,” n.d.). Organizational politics depths some employees in opposition to the other employees. For example, an employee may spread false views about his/her colleague to gain advantage at the workplace or to establish a good standing before his/her superiors. Hearsay and stories are likely to spread in the company when employees confront indefinite knowledge or are skeptical about the rules and regulations; these scenarios come under the concept of political affairs which might occur at the workplace. There are number of individuals employed in the organization and all individuals do not recognize the existence of politics. Organizational politics is observed as a “state of mind” (Conner, 2006, p.719) those individuals who realize the existence of politics do not always view it as unconstructive. On the other hand, negative results of politics are pressure and anxiety amongst the workforce, reduced production, unhealthy relationships between the
52 employees, job dissatisfaction amongst the employees and on the whole, inadequacy within the organizational structure (Conner, 2006). It can be stated in the concluding part of organizational politics that politics do generate pessimistic results. In contrast for the successful achievement of goals and objectives it is important for the workforce to understand organizational politics and create healthy and strong relationships within themselves.
53
Job Satisfaction Job satisfaction is a component that is conversed and earnestly researched in the fields of industry, organization culture, management, administration and human resource management. Job satisfaction also contributes a central part in analyzing the behavioral traits of the individual within the working environment. Job satisfaction is considered imperative due to the reason of its interrelationship to the goals and objectives of the organization (Cranny, Smith, Stone, 1992). The management, administrators, employees are normally looking for ways to advance job satisfaction. The superior the job satisfaction, there will be improvement in the working life, more productivity, more professionalism, and more mutual consent. The first step in the advancement of job satisfaction is the determination its basis and associates. Within the working environment, the researchers have to recognize the factors that have to be brought under change in order to bring about satisfaction. This fact has also been researched that in what ways employees feel satisfied (Cranny, Smith, Stone, 1992). Job satisfaction is a feature of not only what individuals possess but also of what individuals have the prospect to possess. In most cases, job satisfaction reflects upon how the workforce feels about the present conditions and what the workforce could possess in the present or in the future is usually not reflected upon. In the evaluation of job satisfaction, as far as prospects are concerned, the issues are only about promotional opportunities available and the progress of one’s career. When individuals consider job satisfaction, they should consider past and present occurrences and the prospects obtainable and prospects carry a meaning upon all aspects of job satisfaction and not just promotional opportunities and career (Cranny, Smith, Stone, 1992).
54 The circumstantial viewpoint of job satisfaction asserts that satisfaction is established by attributes of the job and the atmospheric conditions in which the job subsists. There are five main features of job satisfaction which are as follows: (Cranny, Smith, Stone, 1992). 1. The Occupation – This is the feature that is mostly associated with the overall job satisfaction of the employees. This feature is recognized in terms of the attributes of the job that an individual is performing. The amount of self-sufficiency, opinion, abilities possessed by the workforce, all in the job signify the current prospects. 2. Supervision – There is a relationship between the supervisors and the subordinates; “functional attraction” is a term where subordinates observe that they are receiving support from the supervisors in achieving the desired objectives. Supervisors have many functions that they perform on the job such as evaluating their subordinates, distributing amongst them the job duties, providing guidance and support etc. Therefore, the extent of supervision also is a vital determinant of job satisfaction. 3. Colleagues – Every individual desires to work with affable, kind, and supportive people not only in terms of production but also in terms of assistance and encouragement. It is imperative to develop associations within the working environment. Associations have the ability to build up the prospective for more productivity and also more options for the individuals. 4. Earnings – This is an essential resource that leads to job satisfaction. Earnings enables an individual to develop prospects, the reason being that money is the one that can fulfill any kinds of needs and desires. In the present situation what the individuals are earning determines their job satisfaction. With the amount of money that they are currently making, how will they be able to enhance their lifestyles is an important determinant of their job satisfaction. 5. Advancement – The opinion that individuals form about the advancement opportunities
55 influences job satisfaction. Individuals who form viewpoints about more advancement opportunities available to them within their organization have positive feelings about their jobs and vice versa. Advancement opportunities of an individual all through the term of the individual with the organization are possibly reflected in an individual’s satisfaction with advancement (Cranny, Smith, Stone, 1992). The aspect of job satisfaction is of significance for commerce in widespread and for labor relations in specific. Job satisfaction is considered to be an intricate and elaborate subject. There are two kinds of hypothesis that interrelate and influence job satisfaction; these are called “triggers and mediators”. The trigger is defined as an experience that might be connected or unconnected to the job. These triggers may lead to changes in one’s performance, one’s personality or position. The other kind of hypothesis which is known as mediator, it is a condition that generates communication. The variables under this hypothesis characterize circumstances, conditions and growth that make provision of the framework in which job satisfaction must be taken into account (Hagedorn, 2000). Some instances of triggers can be changes in life performances, lifetime events that exists in the family such as birth, death, marriage, divorce, sickness, accidents etc., changes in titles, ranks or tenures, transferring to a new location or new organization, changes in apparent righteousness, and changes in one’s behavior or state of psychological well-being. There are three main kinds of mediators, “motivators and hygiene, demographics, and environmental conditions” (Hagedorn, 2000, p.7). Motivators form the basis of a principal and significant theory of job satisfaction which came about during the late 1950s and early 1960s by Frederick Herzberg and his colleagues. The features, which are called motivators are meant to cause an increase in job satisfaction and the
56 features called hygiene lead to a decrease in job satisfaction. Herzberg recognized fourteen aspects that an individual confronts in one’s job and which may arise job satisfaction or dissatisfaction. These aspects are accomplishment, acknowledgment, job duties, accountability, progressing opportunities, development opportunities, reimbursement, pay and benefits, the importance of interpersonal terms and conditions that an individual may maintain with ones superiors, colleagues and subordinates, security concerning technology, conformity in accordance with the rules and policies of the organization, congenial working environment, internal and external personal features, and job safety measures (Hagedorn, 2000). Reaction of Job Satisfaction The individual’s reaction to job satisfaction is important. An individual can express his/her reactions to job satisfaction by means of approval, recognition or open-mindedness, and disconnection. Therefore, any employee who is subjected to higher job satisfaction will acknowledge his/her status within an organization and result in increased work performance and productivity. On the other hand, an individual who illustrates low levels of job satisfaction will not get involved into job duties vigorously, he/she does not illustrate any loyalty or commitment towards his/her job duties and is not eager to be a factor towards the advantage of the organization (Hagedorn, 2000). Persons, who are employed in the organizational setting develop amongst themselves attitudes, and these are referred to as job satisfaction. Culture of the organizational setting talks about behavior, attitudes, practices and beliefs that one acquires through the means of interpersonal interactions. In the same way, job satisfaction also comprises of affective, functioning and behavioral traits. These aspects serve the individuals in a number of ways. The management usually worries about the concept of job satisfaction, because it is directly linked to
57 productivity. If the person is satisfied with his job then he/she will be more efficient and productive than the worker, who is discontented. The main aspects of interpersonal relations, progression, status recognition, conditions and opportunities that might lead to one’s advancement professionally as well as personally is directly linked to organizational culture and job satisfaction (Reitz, & Richard, 1977). There are seven main characteristics that the organization values. They are listed as follows: (Robbins, 1998, pp.595-596) 1. Innovation and Risk Taking – This means when the employees are expected to be pioneering and undertake risks. 2. Attention to Detail – The workforce has to be accurate, perfect and efficient. 3. Outcome Orientation – The extent to which the management are more motivated towards the outcome than on the procedures and techniques that were utilized to secure the ultimate outcomes. 4. People Orientation – This is when the management takes into account the ultimate result of outcomes upon the employees. 5. Team Orientation – This means when in the organization the activities that are carried out are centered to the teams rather than individuals. 6. Aggressiveness – When the case is related to culture, the aspects of aggression and anxiety also become common in the organization and people sometimes do not feel at ease. 7. Stability - The organization has to be stable as far as its expansion is concerned and the state of affairs that currently exist (Robbins, 1998). People desire job satisfaction in their working environment and this they can achieve if they share a common meaning amongst themselves. The cultural traits that are common amongst
58 the majority of the employees are given the term of “dominant culture” (Robbins, 1998). Whenever we refer to organizational culture we mean dominant culture. “Subcultures” are the minor situations and events that occur in the working environment (Robbins, 1998). In some organizations the job is office work, whereas in the others the job is fieldwork. When the employees are engaged in field jobs, then they also have to be in accordance with the four main factors of “personal performance,” “organizational policies,” “organizational performance” and “organizational objectives” (May, Rosenfeld, & Richman, 2004, p.28). These two job profiles were compared to each other and it was proven that there was no difference on accounts of information adequacy or gaining satisfaction in concern with their job duties (May, Rosenfeld, & Richman, 2004). Individuals, who have the same cultural traits have similarities in terms of individualities, characteristics and awareness. In most of the cases, it happens that members differ in terms of their individualities, cultural traits, and locations. In this case, it is clear that these members belong to a different culture, yet they are employed in the same organization; therefore, they undergo similar training programs, perform the similar kind of work duties, inculcate similar experiences, and gain the same knowledge (Frost, Moore, Louis, Lundberg, & Martin, 1991). It is usually observed that some people do encounter problems in collaborating and working with people belonging to different cultures and backgrounds. They have to adjust themselves in accordance with the working environment. This has been stated above, especially with regards to eating habits and dressing style. If a person has a dress code that is different in his/her own country than in a foreign country, he/she has to adopt the dress code of the working environment. The same concept applies to the eating habits.
59 In the research of organizational culture, another important point that is related is “organizational change.” Changes take place within the organizations in day-to-day activities with regards to the internal as well as the external environmental conditions. These changes mainly comprise of developing innovative ideas and contributing more extensively towards productivity; for example, this could include adopting new means of technologies to be launched in the products. More or less, every company that is engaged in the production of products and services has a main goal of customer satisfaction. Customer satisfaction in turn leads to job satisfaction for the employers as well as the employees in the company through improved day-today interaction both internally and externally. Changes that come about in the organization from time to time does contribute towards organizational culture (Jones, Moore, & Snyder, 1988). Behavior is considered to be the very important aspect of culture. Human behavior is of diverse nature. The way human beings behave and the way they communicate with their superiors, subordinates and colleagues have a major impact upon the existence of the organization. For this basic cause, recognizing and dealing with different behavioral aspects and cultures of different people is of utmost importance in order to safeguard the organizational goal (Swanda, 1979). In the organizational structure, disputes and conflicts are also common between the employers and the employees and between colleagues. In the case of a dispute, neither the employers nor the employees feel at ease, or in other words, satisfied with their jobs. Hence, it is also important in the organizational culture that the disputes and conflicts are minimized. There are varieties of organizational structures, such as government, business, industry and many other kinds. In every organizational setting, the main ideas which contribute in the encouragement of the employees such as training and development motivating factors, help in the modification of their attitudes. For example, a salesperson is hired; he makes many calls but
60 is unable to sell to even a single customer. Then the trainer analyzes the weaknesses of the salesman and guides him accordingly (Swanda, 1979). It is essential for the employees to maintain cordial relationships with their bosses. The reason being that in order to attain job satisfaction and to maintain the goals of the organization, employees have to look towards their superiors. Employers must answer questions such as what cultural traits have to be adopted in the organizational setting? How should the desired objectives be achieved? What kind of appropriate means should be adopted for achieving the desired objectives? If the desired prospects are achieved, what will be the reward? The employees ask their superiors all these questions because every employee who is hired by the company has the ultimate aim of not only meeting the desired objectives but incurring job satisfaction (Swanda, 1979). People have to learn the various cultural traits of the organization. Learning is a factor that largely influences the behavior, culture and attitudes of people in the organization. For instance, an immigrant who is not familiar with the language may feel dissatisfied, but if he learns the language, he may feel satisfied. With respect to an organizational structure, learning is connected with all the actions of human beings (Swanda, 1979). Identification of different ethnicities, going into detailed interviews and particularly the data that is used to determine the norms and values are considered to be the features of different cultural traits. The way the individuals react and behave and their attitude directly depends upon the policies and procedures, working environmental conditions and attributes of working lifestyle (Jones, Moore, & Snyder, 1988). The employers have to motivate the employees in order to keep them in the job. Employee retention is also one of the crucial aspects to run the organization
61 effectively. Jobs are not chosen by individuals on random basis. Everyone likes to have a job that best suits their needs and abilities (Robbins, 1998). Research is conducted to build up plans and procedures to enhance efficiency, output and job satisfaction. In order to be efficient at the workplace, procedures and policies have to be developed and they should be directed through a logical understanding of facts and information, and also by taking hold of the realistic aspects of data and essentials at the place of work. One has to be aware that changes do bring about positive results and also that positive results come about in the organizational structure. For example, expansion in the forging company that is engaged in the manufacturing of wheels, includes tasks such as machining, drilling and examination, which may result in job satisfaction. Without having adequate knowledge that certain changes can bring about desired outcomes, it will not be possible to devise useful policies and procedures (Srivastva, Salipante, Cummings, Notz, Bigelow, Waters, 1977). Recognition of efficient achievement tools is a required condition for increasing job satisfaction. For example, in a service company an employee must be aware which techniques he/she should adopt in order be successful in his/her performance, such as effective communication skills. Another aspect that influences job satisfaction is the reaction of the employees towards the changes that have occurred in the working environment. For instance, any kinds of changes that take place in the working environment related to rules and regulations all should be acceptable by the employees with an optimistic outlook. The employees are required to have a positive attitude towards their working environmental conditions. The third aspect that influences job satisfaction is that members should possess required information related to policy formulation, which primarily involves showing consideration towards courses of action (Srivastva, Salipante, Cummings, Notz, Bigelow, Waters, 1977).
62 The term “job” has a comprehensive meaning. It is more than the actions of rearranging papers or driving a vehicle. Jobs require dealings with co-workers, superiors and subordinates, adhering to the organizational rules and regulations, meeting the desired level in one’s functioning etc. It is important to understand the elements that decide job satisfaction (Robbins, 1998). Mentally Challenging Work – Individuals usually prefer jobs which they feel comfortable doing. These are usually the kinds of jobs in which they can make best use of their skills and capabilities. Jobs which are less pressurizing create tediousness and jobs which are very challenging and pressurizing lead to disappointment. Therefore, reasonable amounts of pressure is required in all kinds of jobs to enable the employees to feel satisfied with their jobs. Equitable Rewards – Every individual works for pay and promotion. When employees feel that they are being paid in accordance with their work, they feel satisfied. It is also common that people prefer to work in a comfortable working environment even if it pays less as compared to the job which is more severe. Employees at jobs which provide promotion opportunities for an individual tend to feel satisfied with those jobs. Supportive Working Conditions – It is important to have supportive working conditions for two main reasons: employees have to feel contended and secure in their working environment and they have to carry out their job duties up to the mark. Employees prefer jobs close to home, where there is provision of adequate facilities, light, electricity, machinery and gear etc. Supportive Colleagues – Jobs must not just include pay or promotion benefits. One of the most important aspect is that individuals fulfill the basic requirement of communication with the other people in their working environment. If the colleagues are friendly and supportive, this also largely determines job satisfaction. Research has shown that if one’s supervisor is considerate,
63 thoughtful, appreciative of good work, concerned to employees views and able to express his/her attention highly contributes in attaining job satisfaction (Robbins, 1998). The significance of job satisfaction is apparent. In every organizational structure managers should consider their main responsibility to maintain the level of job satisfaction. This is important for four main reasons: Firstly, there is a higher rate of absenteeism amongst the employees who are not satisfied with their jobs. Secondly, dissatisfied employees tend to show disparaging behavioral traits. Thirdly, employees who are satisfied with their jobs are healthy and have a long life. Fourthly, satisfied employees enjoy their feelings of contentment and gratitude even outside their workplace. Job satisfaction seeks to determine expressive reactions to the job environment. Job satisfaction is concerned with the attitudes of the employees towards what is expected out of them and the pay and promotional opportunities available to them (Robbins, 1998).
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CHAPTER III: METHODOLOGY Setting of the Study The main requirement of this study was that the people surveyed were only those, who are currently employed. The researcher implemented this research project at the Indiana University of Pennsylvania, USA. The individuals surveyed were engaged in various job settings. Individuals, who are engaged in jobs can express their ideas of whether organizational attributes influence their job satisfaction and politics at the workplace in an appropriate manner. The main objectives behind conducting this survey are to ascertain different viewpoints of how political employees feel their workplace is; secondly this survey will recognize the attributes possessed by the employers; finally, it will establish the factors that influence job satisfaction. The main aim behind this research also lies in identifying the ways by which employees recognize organizational attributes and whether they actually feel or do not feel satisfied with their jobs (Robbins, 1998).
Study Sample Survey is the main instrument in this research. The survey was developed by the researcher; a part of the survey about politics was taken from Stephen Robbins, and the other part of the survey was developed by the researcher. A total of 30 people were surveyed. The defined population was not just limited to the Indiana University of Pennsylvania, but people were also surveyed, who are employed in the local Wal-Mart and Indiana Mall. Within the Indiana University of Pennsylvania, individuals surveyed were in different job positions for example, there were five computer lab managers, one of them was in the portfolio computer center in Davis Hall and other four were lab managers at the HUB computer lounge. Two were student workers at the writing center in Eicher Hall. There were five cafetaria workers, one of
65 them was from HUB Rock and the other four were student workers from Foster dining hall. There were two office administrators, one was an office administrator from the APSCUF office in Keith hall and the other was the Industrial and Labor Relations department secretary. In the library, two people were surveyed from the reference desk and four student workers were surveyed, one of them at the circulation desk, one computer lab assistant and two from the Media helpdesk. The researcher also surveyed about seven employees at the local Wal-Mart and three employees at the Indiana Mall. The individuals surveyed varied in age, highest level of education, gender, marital status, ethnicity, occupation and length of employment. The survey primarily consisted of two sections. The first section was comprised of questions with multiple choice answers. The second section of the survey was comprised of demographic questions such as age, highest level of education, ethnicity/race, gender, marital status, occupation and length of employment. The researcher will be keeping all the responses of the participants in strictest confidence, their names will not be released only aggregate data will be made public.
Data Collection and Analysis The data collection took place in March of 2008. A cover letter explaining the purpose of the research was attached to the questionnaire and was handed over to the participants in person. At Indiana Mall and Wal-Mart, the participants took about a week to return the completed surveys back to the researcher. Within the Indiana University of Pennsylvania, the researcher just approached the participants and got the surveys filled out. A data collection instrument, ‘Organizational Attributes and Job Satisfaction’, was developed by the researcher for the purpose of this study. A copy of the survey instrument can be found in Appendix B. The main purpose of the survey was to test the factors that were acknowledged in the literature review, primarily in relation to the two variables, organizational
66 attributes and job satisfaction. The survey also tested employee information concerning politics at the workplace. The survey consisting of 26 questions was given to the individuals, who are in employment to express their responses. The survey consisted of two parts; the first part of the survey was comprised of 19 questions, which were multiple choice. The answers to these questions were set up on the following rating scale: “1” strongly disagree, “2” disagree, “3” not sure, “4” agree, “5” strongly agree. The second part of the survey consisted of questions related to demographics. The participants, who were surveyed varied in age, highest level of education, ethnicity/race, gender, marital status, occupation, full time or part time and their length of employment. The first part of the survey primarily analyzed the opinions of the participants about different variables of the study: what is the outlook of the participants towards various kinds of characteristics as well as the political affairs of the organization such as pay, promotion, work, leadership, appreciation, managers, training etc. Another area of the first part of the survey analyzed how employees experience within their jobs as far as these characteristics, managers, colleagues and job performance are concerned. The survey also explored the main areas that lead to employee job satisfaction within the organizational structure. Analysis of the data consisted of computing descriptive statistics using the statistical package for the social sciences (SPSS). The kind of data that was collected through this study was nominal and ratio data. The researcher generated descriptive statistics which were mean, median, mode, standard deviation and range.
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CHAPTER IV: FINDINGS Introduction The purpose of this study was to determine employees’ perceptions of the politics, organizational attributes and their job satisfaction. Different aspects that have been analyzed are pay, promotion, leadership, appreciation, managers, colleagues etc. The research questions are as follows: 1. How political do employees feel their workplace is? 2. What attributes do employees feel their employers possess? 3. What are the factors that influence job satisfaction? The researcher handed out the survey personally to 30 participants in order to collect the data, which was required to answer the research questions. All the surveys were efficiently completed and returned to the researcher and these made up the section that was required for the study.
Demographic Findings Demographic Data was listed on page 2 of the survey from questions 21 to 25. The total number of males, who responded to the survey were 11 (36.7%), while females numbered 19 that responded to the survey (63.3%). In the highest level of education, sixteen (53.3%) participants were high school graduates, one (3.3%) had an Associate’s degree, one (3.3%) had a Master’s degree, ten (33.3%) had Bachelor’s degrees and two (6.7%) had Doctorate degrees. Race was another demographic factor. There were 23 whites, who responded to the survey (76.7%), three African Americans (10.0 %), three Asians (10.0%) and one Pacific Islander (3.3%). Another demographic factor is marital status. There were 24 single participants (80%), five married participants (16.7%) and one divorced participant (3.3%). Finally, another demographic factor is
68 occupation. There were 11 full time employees (36.7%) and 19 part time employees (63.3%). Table 1 shown below depicts the item names, number of participants and the percentages. Table 1: Highest Level of Education, Gender, Race, Marital Status and Occupation.
Item
N
%
11 19
36.70 63.30
16 1 10 1 2
53.30 3.30 33.30 3.30 6.70
23 3 3 1
76.70 10.00 10.00 3.30
Gender Male Female Highest Level of Education High School Associates Degree Bachelor’s Degree Master’s Degree Doctorate Race White African American Asian Native Hawaiin/Pacific Islander Marital Status Single Married Divorced Occupation Part Time Full Time
24 5 1
19 11
80.00 16.70 3.30
63.30 36.70
In the survey, question 20 identifies age and question 26 identifies the length of employment. The responses of the participants towards age were different. The responses ranged from 18 years to 51 years with a mean of 24.93 and standard deviation of 9.028. In length of
69 employment as well, the responses varied from one year to eight years with a mean of 2.72 and standard deviation of 2.079. Table 2 shown below depicts the number of participants in terms of age and length of employment. Table 2: Age and Length of Employment. ___________________________________________________________________________ Item
Mean
Age Length of Employment
SD
24.93
9.02
2.72
2.08
Major Findings How political do Employees feel their workplace is? In the survey, questions 1 to 6 identify the items related to this research question. These questions were responded in terms of: "1" (strongly disagree), "2" (disagree), "3" (not sure), "4" (agree), and "5" (strongly agree). Under this research question, the items are as follows: to hire somebody, so they can contribute to the company’s future, fair rules regarding pay and promotion, committed people, leadership qualities on the part of the management, appreciating the employees and encouragement of new ideas from the employees. Contribution to the company’s future shows the highest mean score of 4.07 and rules regarding pay and promotion shows the lowest mean score of 3.43. Table 3 shows the mean scores and standard deviation of the items, which directly correlate to this research question.
70 Table 3: How Political do Employees feel their Workplace is? ______________________________________________________________________ Item
Mean
SD
_______________________________________________________________________ Contribution to the company’s future Rules regarding pay and promotion Committed people Leadership qualities Appreciation New Ideas
4.07 3.43 3.77 3.67 3.53 3.67
.980 1.33 1.25 1.21 1.40 1.37
________________________________________________________________________ What attributes do employees feel their employers possess? In the survey, questions 7 to 11 identify the items related to this research question. These items identify the factors which directly correlate the attributes, which are possessed by the employers within the organizational structure. Under this research question the items are as follows: mangers listen to the employees, fair handling of employee promotion decisions, managers are friendly and easygoing, managers provide explanations for their decisions and encouragement of training and development programs. Managers are friendly and easygoing shows the highest mean score of 3.77 and fair handling of employee promotion decisions shows the lowest mean score of 3.37. Table 4 shown below depicts the mean scores and standard deviation.
71 Table 4: What attributes do employees feel their employers possess?
Item
Mean
SD
Managers listen to the employees Promotion decisions Friendly and easygoing Explaining the decisions Training and Development programs
3.70 3.37 3.77 3.40 3.67
1.36 1.42 1.33 1.27 1.39
____________________________________________________________________________ What are the factors that influence job satisfaction? In the survey, questions 12 to 19 identify the items related to this research question. These items highlight the factors which influence job satisfaction of the employees. Under this research question, the items are as follows: that employees feel satisfied if the job is a highpaying job, by meeting new people and social events, if job offers intellectual development and if there is a career with challenging opportunities. Other items include, very satisfied with my job, often feel satisfied with my job, very good at my job and positive relationships with colleagues provides me job satisfaction. People feel satisfied if the job is a high-paying job shows the highest mean score of 4.23 and people are satisfied with their jobs shows the lowest mean score of 3.40. Table 5 shown below depicts the mean scores and the standard deviation.
72 Table 5: What are the factors that influence job satisfaction?
Item
Mean
High paying job Meeting new people Intellectual development Challenging opportunities Very satisfied with job Often satisfied with job Very good at job Positive relationships with colleagues
4.23 4.07 4.17 4.07 3.40 3.60 4.33 4.17
SD
1.00 1.04 1.11 1.17 1.45 1.32 .96 1.02
Summary The first section is comprised of the demographic information. In the gender, there were 19 females and 11 males. There were 16 participants, who were high school graduates, one had an associate’s degree, one had a Master’s degree, ten had Bachelor’s degrees and two had doctorate degrees. As far as race is concerned, whites were the maximum and numbered 23, three were African Americans, three were Asians and one was a Pacific Islander. Another demographic factor was marital status; 24 participants were single, five were married and one was divorced. The final demographic factor was occupation; 19 participants were employed in part time jobs and 11 participants were employed in full time jobs. The first research question is, how political do employees feel their workplace is? The first item is contribution to the company’s future. Most of the participants agree with this item that the best reason to hire somebody is that they can contribute to the company’s future. In case
73 of the other items, rules regarding pay and promotion, committed people, leadership qualities, appreciation and new ideas; the responses of the employees are clustered between not sure and agree. The second research question is, what attributes do employees feel their employers possess? The items under this research question are managers listen to the employees, promotion decisions, managers are friendly and easygoing, detailed explanations of the decisions and encouragement of training and development programs. The responses of the employees are clustered between not sure and agree. The third research question is, what are the factors that influence job satisfaction? The responses of the participants are clustered between agree and strongly agree for the items of high paying job, meeting new people and social events, offering of intellectual development, career with challenging opportunities, very good at job and positive relationships with colleagues provides job satisfaction. For two items, very satisfied with job and often satisfied with job, the responses of the participants are clustered between not sure and agree.
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CHAPTER V: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS Introduction Characteristics, qualities, traits that reflect the personality of the organizational structure come under organizational attributes. The concept of organizational attributes is very closely related to employee job satisfaction. To a much greater extent, job satisfaction is interlinked with organizational attributes. Another area of this study also focuses upon the political aspects of the workplace. Governance, power, authority, strong relationships between superiors, subordinates and colleagues come under politics. In reviewing the literature, the main conceptions that are being highlighted are organizational attributes, identification of positive attributes of the employers, politics in the organization and job satisfaction. The purpose of the study is to identify employees’ perceptions of the politics, organizational attributes and their job satisfaction. The research questions are as follows: 1. How political do employees feel their workplace is? 2. What attributes do employees feel their employers possess? 3. What are the factors that influence job satisfaction?
Major Findings The study was conducted at the Indiana University of Pennsylvania. The main requirement of this study was that the people surveyed were only those who are currently employed. Individuals who are engaged in jobs can best express their ideas of whether organizational attributes influence their job satisfaction and politics in the workplace. The main objectives behind conducting this survey are to ascertain different viewpoints of how political
75 employees feel their workplace is; secondly, this survey will recognize the attributes possessed by the employers; finally, it will establish the factors that influence job satisfaction. The main aim behind this research also lies in identifying the ways by which employees recognize organizational attributes and whether they actually feel or do not feel satisfied with their jobs (Robbins, 1998). Survey is the main instrument in this research. The survey was developed by the researcher; a part of the survey about politics was taken from Stephen Robbins, and the other part of the survey was developed by the researcher. A total of 30 people were surveyed. The defined population was not just limited to the Indiana University of Pennsylvania, but people were also surveyed who are employed in the local Wal-Mart and Indiana Mall. The survey mainly consisted of two sections. The first section was comprised of questions with multiple choice answers. The second section of the survey was comprised of demographic questions such as age, highest level of education, ethnicity/race, gender, marital status, occupation and length of employment. The first research question: How political do employees feel their workplace is? The items under this research question include the following: To hire somebody so they can contribute to the company’s future, fair rules regarding pay and promotion, committed people, leadership qualities on the part of the management, appreciating the employees and encouragement of new ideas from the employees. Contribution to the company’s future shows the highest mean score of 4.07 and rules regarding pay and promotion shows the lowest mean score of 3.43. The second research question: What attributes do employees feel their employers possess? The items under this research question are: Managers listen to the employees, fair
76 handling of employee promotion decisions, managers are friendly and easygoing, managers provide explanations for their decisions and encouragement of training and development programs. Managers are friendly and easygoing shows the highest mean score of 3.77 and fair handling of employee promotion decisions shows the lowest mean score of 3.37. The third research question: What are the factors that influence job satisfaction? The items under this research question are: That employees feel satisfied if the job is a high-paying job, by meeting new people and social events, if job offers intellectual development and if there is a career with challenging opportunities. Other items include very satisfied with my job, often feel satisfied with my job, very good at my job and positive relationships with colleagues provides me job satisfaction. People feel satisfied if the job is a high-paying job shows the highest mean score of 4.23 and people are very satisfied with their jobs shows the lowest mean score of 3.40. The other section is comprised of the demographic information. In the gender there were 19 females and 11 males. There were 16 participants who were high school graduates, one had an associate’s degree, one had a master’s degree, ten had bachelor’s degrees and two had doctorate degrees. As far as race is concerned whites carried the highest number of participants at 23, three were African Americans, three were Asians and one was a Pacific Islander. Another demographic factor was marital status: 24 participants were single, five were married and one was divorced. The final demographic factor was occupation: 19 participants were employed in part time jobs and 11 participants were employed in full time jobs.
Discussion This research study aims to serve the purpose of the general public, mainly the people who are engaged in jobs. The research questions and the responses will generate awareness in the
77 mindsets of the individuals regarding the political affairs within the workplace, feelings of the employees about the attributes possessed by their employers and the factors that influence job satisfaction. Individuals who are employed will be able to make use of the information produced through this study. The set of statements that come under how political do employees feel their workplace is are as follows: The best reason to hire somebody is that they can contribute to the company’s future. It was not unanticipated when most of the participants agreed to the statement that the best reason to hire somebody is that they can contribute to the company’s future. On the other hand, it is also a possibility that people may employ their friends or relatives in the company and may not always hire someone who can contribute towards the development of the company. Therefore, it can serve as a source of job dissatisfaction and contradict with the viewpoint of most participants. The reason being that employing a relative in one’s own company may or may not be for the development of the company’s future. The company has fair rules and regulations regarding pay and promotion policies. It is understood that some people who are employed in the local Wal-Mart agreed, but students employed in computer labs or cafeterias on campus, expressed that they were not sure regarding rules of pay and promotion. In organizational structures and workplaces, it is forbidden that there should not be any kind of discriminatory treatment on the basis of caste, color, race, religion, age or sex. Therefore, the responses of the participants through this study were on the basis of their own working environment. This concept does influence job satisfaction because if an individual acts upon his/her job duties well, then he/she will be promoted and will attain job satisfaction. If he/she does not receive a pay increase or promotion after fulfilling the job duties well, then
78 certainly it is a cause for job dissatisfaction. Work is accomplished from committed people. The researcher did not survey people who are employed in very professional jobs. The responses ranged between not sure and agree on the basis of the jobs that they are employed in. It is essential to attain job satisfaction, that people should be committed towards their job duties. The management also desires that their employees must perform their work duties with complete dedication and enthusiasm. If an employee, for instance, in the cafeteria does his/her job for money and without commitment, then he/she will not feel job satisfaction. Therefore, it is vital for the employers as well as the employees to accomplish work from committed people. Leadership qualities are possessed by the management. Amongst the defined population surveyed, it was discovered that in the cafeterias, leadership qualities possessed by the management were agreed upon, but in the HUB Computer Lounge, the managers were not sure on this as management possesses more of supervisory qualities rather than leadership qualities. This statement is mainly concentrating on the attributes possessed by the employers and politics. On the other hand, it does influence job satisfaction. For example, leadership qualities are essential because under it characteristics like control, guidance and direction come, which are significant for the provision of employee job satisfaction. My organization appreciates the employees. Half of the participants agreed and the other half were not sure. In some areas, such as the local Wal-Mart, participants agreed that their management does appreciate them for the job duties; on the other hand, within Indiana University of Pennsylvania, participants were not sure. As in the cafeterias, participants responded that management may not appreciate but retain them in jobs. This is certainly true, that appreciation from the employers will lead to job satisfaction, although if the employer does
79 not appreciate the employees, then, also, it is not considered as job dissatisfaction because the main idea of every individual is to remain in the job and perform to their best abilities. New ideas from employees are encouraged. This is well understood in some organizations as management may encourage the employees to generate new ideas, which may be beneficial, whereas in the other organizations, management may or may not be willing to pay attention to the new ideas of the employees. When employees are encouraged to provide new ideas, then certainly it is a source of job satisfaction because it endows the employees with job security. On the other hand, if there is no encouragement of new ideas, then certainly it will cause job dissatisfaction amongst the employees to some extent. The set of statements that came under what attributes do employees feel their employers possess are as follows: Managers listen to the employees. Some participants were not sure, whereas the others agreed that managers listen to the employees. According to the researcher, this response was appropriate; mostly, respondents agreed the reason being that the managers have to progress in their organizational structure; therefore, they should listen to the employees. Listening to the employees also enables them to progress in their functions. On the other hand, if the managers do not listen to the employees, then it may become a hindrance in the progress of the organization as well as the individual. Employee promotion decisions are handled fairly. Mostly, the participants were not sure that employee promotion decisions are handled fairly. This is not ambiguous because, at times, participants are unable to figure that management handles the promotion decisions of the employees fairly. Within the organizational structure, as the literature review lays emphasis upon, political affairs at the workplace, power, authority, control, governance and sometimes
80 even prejudice come under politics. It is expected that within the organizational structure management may be partial towards one employee rather than the other and promote one and give another employee a specific time period for his/her promotion. Both the employees are involved in the same kind of job, one is promoted over another may be a source of job dissatisfaction. Managers are friendly and easygoing. The majority of the participants agreed that managers are friendly and easygoing. There were some respondents who answered not sure. In accordance with the researcher, it is understandable that sometimes employees are not sure whether their managers have a friendly attitude, especially in cases when employees do not communicate with their managers often. There are situations when managers are tough and demanding, in this case it may or may not serve the purpose of job satisfaction. Managers do provide detailed and rational explanations for their decisions. The participants partially agreed that managers provide detailed and rational explanations for the decisions that they make. This is obvious that managers will try to make those decisions that are favorable to the organization and its existence; in these cases, sometimes it is not necessary for the managers to provide detailed explanations for their decisions. On the other hand, if a manager is making a serious decision than it is to be expected that he/she gives an explanation for the decision made. Seeking explanations to the decisions may or may not be the source of job satisfaction. Training and development programs are encouraged. Within IUP, especially in the cafeterias, there are no training and development programs. Employees at the computer labs do agree that there are training programs concerning the handling of technology. The majority of the participants who were surveyed agreed that there are training and development programs within
81 their working environment. Training and development programs may or may not serve as the source of job satisfaction. If employees can perform their job duties well without undergoing any training, certainly he/she will feel satisfied with his/her job. On the other hand, if employees undergo difficulties in their job and require training, then certainly they will experience job dissatisfaction. The set of statements that come under what are the factors that influence job satisfaction are as follows: I feel satisfied if the job is a high-paying job. It was found out that most of the participants agreed that high paying jobs provide them job satisfaction. This is well understood because the main purpose of the job is to earn money. The jobs that are high paying are very demanding as well, for this reason, it may lead to employee job dissatisfaction, the reason being that individuals do not always experience contentment if the jobs entail very hard work. I feel satisfied by meeting new people and social events. The responses of the participants ranged between agree and strongly agree. At the workplace, it is important to communicate with new people and to take part in social events. For example, if an employee does his job duties, but at the work place he does not interact with his colleagues or does not participate in social events, then he/she will not experience job satisfaction. Therefore, this is equally important for the employees to interact with people and participate in social events to acquire complete job satisfaction. I feel satisfied if the job offers intellectual development. Every employee at the workplace wants to develop his/her individualism and performance of job duties, which largely enhances one’s personality intellectually. Every participant agrees that he/she feels satisfied if their job offers intellectual development. Most of the participants surveyed by the researcher were student
82 workers, their job did not actually offer intellectual development, but they expressed job satisfaction. For example, a student worker who works in the dish room in the cafeteria does this job to make money and this job certainly does not contribute to his/her intellectual development. On the other hand, the manager at the Indiana Mall agrees that his/her job duties do offer intellectual development. Intellectual development is mainly based on the job duties and working environment. I feel satisfied if there is a career with challenging opportunities. All participants agree that they feel satisfied if their job offers a career with challenging opportunities. In this case, it is, to some extent, contradictory as it is stated in the review of the literature that employees feel satisfied if their job offers contentment and gratitude. Challenges mean struggles and confronting disputes. If the job has too many struggles and challenges, then an individual certainly may feel frustrated and dissatisfied with the job. For this reason, challenges are moderately desired and not extremely desired by any individual during the course of his/her employment. I am very satisfied with my job. With regards to this statement, the responses of the individuals ranged between not sure and agree. Every individual desires a job to earn a living, but sometimes it is true that they do not feel satisfied with their jobs. For example, in the cafeterias, the student workers expressed that they work to earn money and do not actually feel satisfied with the kind of work that they perform there. On the other hand, computer lab managers expressed a great amount of job satisfaction within their employment setting. It is understood by the researcher that, at times, the kind of work provides job satisfaction, but money earned does not provide job satisfaction and vice versa. I often feel satisfied with my job. Agree and strongly agree responses were discovered with regards to this statement. It is important for the employees to remain motivated towards
83 their job duties. There is a very close interconnection between motivation towards ones job and satisfaction towards ones job. In order to survive in the job, employees do remain motivated and, hence, they often feel satisfied with their job. At times, jobs tend to become monotonous, complicated and tiresome, due to these reasons, individuals do develop feelings of job dissatisfaction. I am very good at my job. The participants who were surveyed had a work experience of about one year or more than one year. Mostly, they agreed and strongly agreed regarding their job performance. It is apparent that employees who are retained in jobs for more than one year will have to be very good in performing their job duties, otherwise they cannot continue their employment. It is believed through the findings that individuals have to be good at their jobs in order to incur job satisfaction. Having positive relationships with colleagues provides me job satisfaction. It is very essential for the employees to maintain positive relationships with colleagues, because if one coworker is involved in a conflicting situation with another coworker, it is certainly unhealthy for the organizational structure and it will indeed lead to employee job dissatisfaction. Therefore, it is not contradictory when the participants agree and strongly agree that having positive relationships with colleagues grants job satisfaction. The statements that were formulated by the researcher on the survey in order to conduct this research study carry significance with respect to the concept that they appear under. All the items that come under political aspects of the workplace carry implication and grant awareness to the employees about the political and opinionated deeds that may occur within the organizational structure. The other set of statements come under attributes possessed by the employers. These statements make the participants aware of the characteristics that are obtained by their employers
84 and how these characteristics enable them to attain job satisfaction. The final set of statements were to find out the factors that have an impact on employee job satisfaction; how these factors influence the job satisfaction of the employees within their working environment, to some extent or to a greater extent. The main idea of this research study is to generate awareness amongst the working population about various conceptions that lie under politics, organizational attributes and job satisfaction. This research study will be useful to people, who are engaged in jobs. They can make best of this information within their working environment. Through this study, the participants will come to know about what their organizational structure, in which they are employed, expects out of them overall. How are they supposed to accomplish their job duties? What are the basic traits of their relationships with their colleagues, superiors and subordinates? What is the kind of attitude and the behavior they are required to have within the working environment? Acquiring satisfaction from his/her job is the main motive of each and every individual. Another motive of the organization is to incur productivity and attain goodwill in the economy. Individuals in the organizational structure enhance fulfillment as they interact with each other. Working together as a team, collaborating with each other in case of any conflicting situations, and adequately understanding the job requirements will lead to job satisfaction. Individuals are interdependent for the purpose of cooperation. In the organizational structure, there are different kinds of people. Some may be supportive, others may not be very supportive of each other. Hence, this concept is also a part of the study of whether the managers and colleagues are friendly and supportive.
Recommendations for Further Research The findings of this study are appropriate, which provide evidence that there is a
85 relationship between organizational attributes, politics and job satisfaction. The responses of the participants to all the questions are proper and understandable. The topic of this study, organizational attributes, politics and job satisfaction is a comprehensive subject matter. This study could be made more advanced in discovering further viewpoints of the employees with respect to organizational attributes, political affairs and job satisfaction. Areas such as, wages and benefits, attitudes towards the employers, working environment, group work, effective communications between the employees, performance evaluation systems and the main dispute settlement objectives of the employees should be taken into consideration in order to make the study more refined.
Conclusion In conclusion, it can be stated that these would be the main areas that can be added to this research study. On the other hand, the defined population can also be expanded and not just stay limited to Indiana University of Pennsylvania, local Wal-Mart and Indiana Mall. Survey which is the main instrument in this research should be handed to more than the actual number of people and people should also be surveyed, who are in other higher level positions for example, directors or general managers in banks or other companies. The reason being that in this research 90% of the individuals that were surveyed were student workers employed at IUP. An additional research can be accomplished to put more emphasis upon the three areas of this study and how organizational attributes can augment the uniqueness of the workforce.
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Appendix A Survey Cover Letter
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IUP Letterhead March 18, 2008 Dear Participant, This study is being conducted to identify the employees’ perceptions of the politics, organizational attributes and their job satisfaction. One of the most important aspects of this research is to analyze the different characteristics of the organizational structure. The awareness of the employees about the characteristics and perspectives of their working environment.
The reason that you have been selected to participate in this study is because you are currently employed. The criteria for this study is that participants must be currently employed, whether they have full time jobs or part time jobs.
Participation in the survey is voluntary. Your responses will be kept in strictest confidence. Your name will not be released; only aggregate data will be made public.
Your responses are important. Please take only few minutes of your time to complete the survey questionnaire and return it to me on completion by April 2.
Thank you for your help and contribution to this research project.
Sincerely,
Radhika Kapur
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Appendix B Survey Questionnaire
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Organizational Attributes and Job Satisfaction Using the following scale, please rate the items below by circling the appropriate response.
1. The best reason to hire somebody is that they can contribute to the company’s future. 2. The company has fair rules and regulations regarding pay and promotion policies. 3. Work is accomplished from committed people. 4. Leadership qualities are possessed by the management. 5. My organization appreciates the employees. 6. New ideas from employees are encouraged. 7. Managers listen to the employees. 8. Employee promotion decisions are handled fairly. 9. Managers are friendly and easygoing. 10. Managers do provide detailed and rational explanations for their decisions. 11. Training and development programs are encouraged. 12. I feel satisfied if the job is a highpaying job. 13. I feel satisfied by meeting new people, social events. 14. I feel satisfied if job offers intellectual development. 15. I feel satisfied if there is a career with challenging opportunities. 16. I am very satisfied with my job. 17. I often feel satisfied with my job. 18. I am very good at my job. 19. Having positive relationships with colleagues provides me job satisfaction.
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