Corporate culture and its relationship to participation and job satisfaction
Abstract
This study provides organizational leaders important information about building and strengthening organizational cultures with a focus on employee participation, involvement, and job satisfaction. The key question researched is how do leaders get employees to increase adherence to the corporate culture. A fundamental linkage is made between the Hawthorne studies of the 1920's, which focused on increasing productivity, and the emphasis on organizational culture today. The bottom line advantage for business leaders in achieving a strong appropriate culture is increased marketplace success. Empirical research hypotheses are tested with input from over 2,000 supervisory and non-supervisory individuals. Among the research methods and tools used were Factor Analysis, Cronbach Coefficients, Correlation, Multiple and Step-wise Regression, and Discriminant Analysis. Among the conclusions drawn from this research is that a focus on employee participation and involvement can increase adherence to corporate culture beyond the effects of job satisfaction elements, i.e. salary, opportunity, feelings about coworkers, managers and the job itself.
Subject Area
Management|Occupational psychology|Behaviorial sciences
Recommended Citation
Lloyd, Samuel Harold, "Corporate culture and its relationship to participation and job satisfaction" (1995). ETD Collection for Pace University. AAI9717120.
https://digitalcommons.pace.edu/dissertations/AAI9717120
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