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Professional values of organizational culture

and their impact on job satisfaction

Abstract

The study uses the approach to find the professional values of organizational culture and examine their impact on job satisfaction and motivational level of employees.

Problem statement is based on the fact that it is not only the compensation package which makes employees satisfied, it is the overall organizational culture that really brings job satisfaction and motivation to employees.

A sample of 143 respondents is investigated to examine the status and role of professional values in the banking sector of Pakistan .

Paired sample t-tests reveal that the employees want to see the organization as a ‘personal place’ and leadership as ‘growth oriented and dynamic’.

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Introduction

““Professional Values” refer to those elements that Professional Values” refer to those elements that employees prefer in their work world.employees prefer in their work world.

(Examples are: achieving goals, autonomy, economic (Examples are: achieving goals, autonomy, economic security, feeling satisfied with work , with peers & with security, feeling satisfied with work , with peers & with boss, implementation of high standards of quality, boss, implementation of high standards of quality, opportunities to take risk, moral fulfillment, etc). opportunities to take risk, moral fulfillment, etc).

Professional values are powerful motivators, they Professional values are powerful motivators, they represent the work ideals one cherishes most. represent the work ideals one cherishes most.

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Cont.

Organizational culture establishes general ways of doing Organizational culture establishes general ways of doing things, the way processes and procedures take place in things, the way processes and procedures take place in organization. On the bases of these practices organization. On the bases of these practices organizational culture is formed. organizational culture is formed.

These practices make the organization’s culture distinctive These practices make the organization’s culture distinctive

Work processes, procedures, behavior and attitude make Work processes, procedures, behavior and attitude make organizational culture dynamic and progressive. organizational culture dynamic and progressive.

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CONT.

The study takes four primary characteristics of The study takes four primary characteristics of organizational cultureorganizational culture

Kind of organization Kind of organization Leadership Leadership Institutional binding Institutional binding Strategic emphasis Strategic emphasis

Each character is further classified into sub –categories to Each character is further classified into sub –categories to identify employees’ current and preferred professional identify employees’ current and preferred professional values of the organizational culture. values of the organizational culture.

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Significance of Study

The significance of this study is that it highlights variables which have an effective influence in bringing up satisfaction and loyalty in the individual’s job environment in the banking sector of Pakistan.

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Problem Statement

Compensation package is not the only factor that makes employees satisfied in the job. In fact, it is the overall organizational culture and its characteristics that make employees satisfied and retain them with the organization.

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Methodology The study is based on primary source of data. The instrument

used is the structured questionnaire. A structured and tested questionnaire was floated in the

banking sector of Pakistan (Islamabad Branches) to determine the professional values of organizational culture and their impact on job satisfaction.

The banks covered in the study include Al-Falah Bank, Union Bank, United Bank, MCB, Askari Bank, Meezan Bank and Allied Bank.

Convenience sampling approach was used for the study. Paired sample T-Tests, at 5% level of significance, were

used to find the current and future satisfaction level of the employees.

Sample and Data Collection

The target population is the banking sector organizations of Pakistan which follow dynamic HR practices.

A sample of 143 professionals of various categories of bank employees (managerial and operational staff) was taken for the study.

Sampling response rate was 60%.

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Statistical ResultsTable I

Kind of Organization

Mean Current Future

t-value Siglevel

Personal Place 2.40 2.03 -.473 .640

Entrepreneurial Place 1.90 2.60 -2.80 .009*

Result Oriented Place 2.83 2.80 .126 .901

Controlled and Structured Place

2.86 2.56 2.48 .019*

Significant at p<0.05

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Table II

Leadership

MeanCurrent Future t-value

SigLevel

Mentor 2.03 2.90 -2.76 .010*

Risk taker 2.36 2.96 -2.19 .037*

Organizer 3.10 2.33 2.88 .007*

Dynamic/ growth oriented2.50 1.80 2.08 .046*

Significant at p<0.05

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Table III

Strength of Organization

MeanCurrent Future

t-value Siglevel

Loyalty and mutual trust.

2.30 2.76 -1.29 .206

Innovation and development.

2.46 2.76 -1.36 .184

Achievement 2.56 2.56 .000 1.000

Formal rules and polices.

2.66 1.90 2.39 .023**

Significant at p<0.05

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Table IV

Strategic Emphasis

MeanCurrent Future

t-value

Siglevel

Human development. 2.46 2.86 -1.32 .195

New resources 2.86 2.76 .346 .732

Competitive actions and achievements.

2.10 2.20 -.367 .717

Permanence and stability.

2.56 2.16 1.41 .167

Significant at p<0.05

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Findings

The study finds that the employees want their organizational culture and professional values as:

Organization as personal place Leadership as Growth oriented and Dynamic Strength as Formal rules and policies Strategic emphasis as Permanence and stability of

policies

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Conclusion

Currently the organizational culture of banking sector of Pakistan is an ‘entrepreneurial place’, its leadership is ‘mentor’, and the strength of organization is ‘loyalty and mutual trust’ and top management’s strategic emphasis is on ‘competitive actions and achievements’.

In future the employees prefer to see their organizational culture as personal place, dynamic and growth oriented, implementing formal rules and focusing on permanence and stability of policies.