Ambo, Aklilu Alemu
A icle
The e ec o o ganiza ional cul u e on aine s’ job
sa is ac ion in he Addis Ababa Ci y Adminis a ion,
E hiopia
Cogen Business & Managemen
P o ided in Coope a ion wi h:
Taylo & F ancis G oup
Sugges ed Ci a ion: Ambo, Aklilu Alemu (2024) : The e ec o o ganiza ional cul u e on aine s’ job
sa is ac ion in he Addis Ababa Ci y Adminis a ion, E hiopia, Cogen Business & Managemen , ISSN
2331-1975, Taylo & F ancis, Abingdon, Vol. 11, Iss. 1, pp. 1-17,
h ps://doi.o g/10.1080/23311975.2024.2375999
This Ve sion is a ailable a :
h ps://hdl.handle.ne /10419/326416
S anda d-Nu zungsbedingungen:
Die Dokumen e au EconS o dü en zu eigenen wissenscha lichen
Zwecken und zum P i a geb auch gespeiche und kopie we den.
Sie dü en die Dokumen e nich ü ö en liche ode komme zielle
Zwecke e iel äl igen, ö en lich auss ellen, ö en lich zugänglich
machen, e eiben ode ande wei ig nu zen.
So e n die Ve asse die Dokumen e un e Open-Con en -Lizenzen
(insbesonde e CC-Lizenzen) zu Ve ügung ges ell haben soll en,
gel en abweichend on diesen Nu zungsbedingungen die in de do
genann en Lizenz gewäh en Nu zungs ech e.
Te ms o use:
Documen s in EconS o may be sa ed and copied o you pe sonal
and schola ly pu poses.
You a e no o copy documen s o public o comme cial pu poses, o
exhibi he documen s publicly, o make hem publicly a ailable on he
in e ne , o o dis ibu e o o he wise use he documen s in public.
I he documen s ha e been made a ailable unde an Open Con en
Licence (especially C ea i e Commons Licences), you may exe cise
u he usage igh s as speci ied in he indica ed licence.
h ps://c ea i ecommons.o g/licenses/by/4.0/
Cogen Business & Managemen
ISSN: 2331-1975 (Online) Jou nal homepage: www. and online.com/jou nals/oabm20
The effec o o ganiza ional cul u e on aine s’
job sa is ac ion in he Addis Ababa Ci y
Adminis a ion, E hiopia
Aklilu Alemu Ambo
To ci e his a icle: Aklilu Alemu Ambo (2024) The effec o o ganiza ional cul u e on
aine s’ job sa is ac ion in he Addis Ababa Ci y Adminis a ion, E hiopia, Cogen Business &
Managemen , 11:1, 2375999, DOI: 10.1080/23311975.2024.2375999
To link o his a icle: h ps://doi.o g/10.1080/23311975.2024.2375999
© 2024 The Au ho (s). Published by In o ma
UK Limi ed, ading as Taylo & F ancis
G oup
Published online: 16 Jul 2024.
Submi you a icle o his jou nal
A icle iews: 1997
View ela ed a icles
View C ossma k da a
Ci ing a icles: 1 View ci ing a icles
Full Te ms & Condi ions o access and use can be ound a
h ps://www. and online.com/ac ion/jou nalIn o ma ion?jou nalCode=oabm20
ManageMen | ReseaRch aR icle
Cogen Business & ManageMen
2024, VoL. 11, no. 1, 2375999
The e ec o o ganiza ional cul u e on aine s’ job sa is ac ion in
he Addis Ababa Ci y Adminis a ion, E hiopia
aklilu alemu ambo
Depa men o educa ional Planning and Managemen , College o educa ion and Beha io al s udies, Madda Walabu
uni e si y, Bale, Robe, e hiopia
ABSTRACT
his s udy aimed o examine he in luence o o ganiza ional cul u e on job sa is ac ion
among aine s in echnical and oca ional educa ion and aining ( Ve ) colleges in
addis ababa ci y adminis a ion. U ilizing a c oss-sec ional su ey design, a sample o
230 aine s was selec ed om wo colleges h ough simple andom sampling.
s anda dized ques ionnai es we e employed o collec da a on o ganiza ional cul u e
and job sa is ac ion, which unde wen analysis using s a is ical echniques, including
equency, pe cen age, mean and s anda d de ia ion, spea man’s ho co ela ion,
Mann-Whi ney U es , and mul iple eg ession analysis wi h sPss e sion 23. he
indings e ealed ha adhoc acy was he dominan cul u al ype in Ve colleges, and
aine s exp essed sa is ac ion wi h hei jobs in bo h ins i u ions. Fu he mo e, he
s udy iden i ied ha o ganiza ional cul u e ypes explained 30% o aine s’ job
sa is ac ion, wi h ma ke cul u e eme ging as he sole signi ican and posi i e p edic o
o job sa is ac ion in he a ea (0.74). addi ionally, a weak o mode a e posi i e co ela ion
was obse ed be ween o ganiza ional cul u e and aine s’ job sa is ac ion. no ably, a
s a is ically signi ican di e ence was no ed be ween male and emale aine s ega ding
job sa is ac ion. consequen ly, he s udy ecommends p io i izing e o s o enhance
ma ke cul u e o sus ain aine s’ job sa is ac ion.
In oduc ion
O ganiza ional cul u e, a complex and mul i-laye ed en i y (ellinas e al., 2017; Pa hi anage e al., 2020;
ö nblom, 2018), poses challenges o comp ehension due o on ological and epis emological deba es
esul ing in mul iple pa adigms (gaus e al., 2019). Despi e his complexi y, ce ain pe spec i es on he
na u e, subs ance, and implica ions o o ganiza ional cul u e ha e gained popula i y (ho s ede, 2011).
O ganiza ional cul u e belie ed o consis o sha ed belie s and con en ions ep esen ed h ough sym-
bols (ho s ede, 2015), is o med h ough social in e ac ions among membe s o speci ic g oups, e lec ing
sha ed alues and s anda ds ha signi ican ly in luence hei ideas and ac ions (schein, 2004). When
engaging wi h people, phenomena, and e en s, o ganiza ional membe s a e guided by cul u al alues—
inspi ing ideals (li e al., 2021)—and cul u al no ms ha se e as a guide o ce ain social expec a ions
(Bal haza d e al., 2006). cul u al alues and no ms guide o ganiza ional membe s, impac ing e e yday
decisions, ac ions, and in e ac ions, e en o hose who do no pe sonally sha e he dominan alues and
no ms, as de ia ion is penalized (sackmann, 2021).
his cul u al in luence ex ends o a ious aspec s o managemen and o ganiza ional unc ioning,
a ec ing ins i u ional app oaches (Bai d e al., 2007; Klein, 2011), employee pe o mance (Deem e al.,
2010; eli neh & embilo, 2023; noo a e al., 2021), ewa d sys ems (chen, 2010), ans e o o ganiza ional
knowledge (ala i e al., 2005), be e ou comes (Pagan & Malo, 2021; Pla is e al., 2015), o ganiza ional
leade ship (Wilde om e al., 2000), ins i u ional s uc u e (Ya b ough e al., 2011), and job sa is ac ion
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup
CONTACT aklilu alemu ambo [email protected] Depa men o educa ional Planning and Managemen , College o educa ion
and Beha io al s udies, Madda Walabu uni e si y, P.o. Box: 247, Bale, Robe, e hiopia
h ps://doi.o g/10.1080/23311975.2024.2375999
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 10 Ma ch 2022
Re ised 14 Feb ua y 2024
accep ed 1 July 2024
KEYWORDS
addis ababa; cVF;
e hiopia; job sa is ac ion;
o ganiza ional cul u e;
Ve
REVIEWING EDITOR
hui en (helen) cai,
Middlesex Uni e si y
Business school, Uni ed
Kingdom
SUBJECTS
educa ion Policy and
Poli ics; educa ion
s udies; highe educa ion;
school leade ship,
Managemen and
adminis a ion
2 a. aleMU aMBO
(Mali e al., 2022; Meng & Be ge , 2019; an, 2021). Job sa is ac ion is a complex and subjec i e a i ude
ha e lec s an indi idual’s cogni i e, emo ional, and e alua i e esponses o hei wo k (lu hans, 2005).
i is in luenced by bo h pe sonal expe iences and ins i u ional alues (lund, 2003; schneide e al., 2011;
sil e ho ne, 2004). i also depends on he pe cei ed impo ance and ewa ds o he job ea u es o he
indi idual (Kinicki e al., 2002; opino e al., 2021). Job sa is ac ion is a signi ican concep in o ganiza-
ional beha io , as i is belie ed o ha e a posi i e impac on employee p oduc i i y, despi e he lack o
conclusi e e idence o his ela ionship (Voo d & Jensen, 2023; W igh & c opanzano, 2004).
O ganiza ional cul u e has been iden i ied by nume ous esea che s as a ac o ha in luences job sa is-
ac ion (Belias e al., 2015; Biglia di e al., 2012; Kö ne e al., 2015; Mali e al., 2022; an, 2021). P e ious
s udies ha e examined he ela ionship be ween job sa is ac ion and ins i u ional cul u e (Belias e al.,
2015), desc ibed he unde lying mechanisms (Macin osh & Dohe y, 2010), and in es iga ed he e ec s
o di e en ypes o o ganiza ional cul u e on job sa is ac ion (Belias e al., 2015).
Mos o he s udies conduc ed o de e mine he e ec s o o ganiza ional cul u e on job sa is ac ion
we e done in he Wes e n wo ld (asiedu, 2015), which is cha ac e ized by indi idualis ic socie ies
(ho s ede, 2016). howe e , e hiopian socie y is cha ac e ized by collec i ism and a high-powe dis ance
(ge ahun & Kassu, 2014). in a collec i e socie y, in e pe sonal peace and g oup solida i y a e highly al-
ued, as well as beha io owa ds in-g oup membe s (Van hoo n, 2015). in a high-powe dis ance socie y,
ole ance o inequali y is highe , and he ad an ages ecei ed by high-s a us indi iduals a e signi ican ly
di e en om hose ecei ed by low-s a us indi iduals (house e al., 2004). Powe dis ance was also
highligh ed as a signi ican ac o in mos collec i is coun ies (ghosh, 2011; Va ela e al., 2010). he e o e,
o ganiza ional cul u e s udies conduc ed in indi idualis ic socie ies wi h low powe dis ance canno accu-
a ely ep esen a collec i e socie y wi h high powe dis ance.
While widesp ead job dissa is ac ion exis s a all educa ion le els, including Ve colleges in e hiopia
(aweke e al., 2017; Be ekadu, 2021; Bi hanu e al., 2020; gemeda & ynjälä, 2015; gessesse &
P emanandam, 2023; Yohannes & Wasonga, 2023), he con ibu ion o o ganiza ional cul u e o his dis-
sa is ac ion is unknown. con e sely, s udies conduc ed in bo h de eloping (hosseinkhanzadeh e al.,
2013; hwang, 2019; Pu wadi e al., 2020; sadeghi e al., 2013; an, 2021) and de eloped coun ies (elena
& Dmi y, 2010; Macin osh & Dohe y, 2010; Meng & Be ge , 2019) ha e shown ha o ganiza ional cul-
u e has a posi i e impac on job sa is ac ion. in he e hiopian con ex , job dissa is ac ion among each-
e s is p e alen , pa icula ly in echnical and oca ional educa ion and aining ( Ve ) ( emesgen, 2017).
Despi e his, he e is a dea h o esea ch on whe he job dissa is ac ion is in luenced by o ganiza ional
cul u e in Ve . P e ious s udies in e hiopia ha e explo ed ela ionships be ween o ganiza ional cul u e
and a iables o he han job sa is ac ion o ice e sa (Daniel, 2020; adele, 2014). al hough ele an ,
hese s udies di e in emphasis om he cu en esea ch, which speci ically aims o assess he impac
o o ganiza ional cul u e on aine s’ job sa is ac ion a Ve colleges in he addis ababa ci y
adminis a ion. While De eje e al. (2020) examined he ela ionship be ween o ganiza ional cul u e and
job sa is ac ion in he heal hca e indus y, emphasizing medical se ice, pa ien ca e, and empa hy, he
p esen s udy seeks o add ess his ela ionship in he unique con ex o Ve , ocusing on echnical
educa ion, skill de elopmen , and ade p epa a ion. he e o e, he p esen s udy aimed o assess he
impac o o ganiza ional cul u e on aine s’ job sa is ac ion a Ve colleges in he addis ababa ci y
adminis a ion.
Resea ch ques ions
1. Wha is he o e all le el o job sa is ac ion a en o o and Mis aq Ve colleges in he addis ababa
ci y adminis a ion?
2. Which cul u e ype de e mines aine s’ job sa is ac ion a he Ve colleges in he addis ababa ci y
adminis a ion?
3. Wha is he link be ween job sa is ac ion and o ganiza ional cul u e ypes a he Ve colleges in
addis ababa ci y adminis a ion?
4. is he e a s a is ically signi ican di e ence in job sa is ac ion among male and emale aine s in he
addis ababa ci y adminis a ion wi h ega d o hei a i ude?
cOgen BUsiness & ManageMen 3
Signi icance o he s udy
his s udy p o ides clea policy implica ions, ad oca ing o he p omo ion o adhoc acy cul u e in Ve
colleges o os e inno a ion and c ea i i y. i u ges policymake s o design policies ha g an au onomy
and decision-making oles o aine s, aligning wi h he dynamic and ex e nally ocused s uc u e equi ed
o educa ional inno a ion. his s udy also calls o di e si y in assessmen ools o measu e job sa is ac-
ion and o ecognize gende di e ences in policies, highligh ing he need o inclusi e measu es and
equal oppo uni ies o all aine s. Mo eo e , he s udy en iches he exis ing li e a u e by o e ing
nuanced insigh s in o he ela ionship be ween o ganiza ional cul u e and job sa is ac ion in he speci ic
con ex o Ve colleges. i esol es disc epancies in p e ious indings by a ibu ing hem o di e ences
in assessmen ools and ecommends he use o mo e comp ehensi e ools in u u e esea ch
Li e a u e e iew
O ganiza ional cul u e
he in ica e se o no ms and alues go e ning he membe s o an o ganiza ion is e med as o ganiza-
ional cul u e (schein, 2010). O ganiza ional cul u e, as de ined by cha man and choi (2022), encom-
passes widely held belie s and assump ions wi hin a company. Quinn (2011) cha ac e izes o ganiza ional
cul u e as a pa e n o no ms and ideas in luencing indi idual beha io wi hin an o ganiza ion. he ype,
dynamic pa e n, and s eng h o o ganiza ional cul u e play a c ucial ole in e alua ing o ganiza ional
pe o mance, acili a ing in e nal in eg a ion, and enabling ex e nal adap a ion (schein, 2010).
he li e a u e p oposes a ious classi ica ions o o ganiza ional cul u e (abo amadan e al., 2020;
assens-se a e al., 2021; Bal haza d e al., 2006; came on & Quinn, 2006; Denison, 2003; Ri a, 2022).
hese classi ica ions conside dimensions, such as ex e nal s. in e nal ocus and lexibili y s. s abili y
(came on & Quinn, 2006; Denison, 2003); he needs and o ien a ion o indi iduals wi hin he o ganiza-
ion (Bal haza d e al., 2006); he le el o isk and speed o ma ke eedback (Deal & Kennedy, 1999); and
egali a ianism s. e ical powe dis ibu ion and people-conside a ion s. ask conside a ion
( ompenaa s, 1994).
in his s udy, he cul u e classi ica ion is based on cha ac e is ics ela ed o employee job sa is ac ion,
adop ing Bal haza d e al. (2006) ca ego iza ion, which conside s indi idual wishes and o ien a ions
wi hin he ins i u ion. his ca ego iza ion aims o de e mine he impac o di e en o ganiza ional cul u e
ypes on job sa is ac ion. addi ionally, ompenaa s (1994) has p o ided ca ego iza ions conside ing ea-
u es, such as powe -sha ing no ms and no ms ela ed o job and ela ionship o ien a ions.
o examine ins i u ional cul u e p o iles based on assump ions, no ms, in e p e a ions, and o ganiza-
ional cha ac e is ics, his s udy employed came on and Quinn (2006) O ganiza ional cul u e assessmen
ins umen (Ocai) e sion ques ionnai e. he Ocai has demons a ed alidi y and eliabili y ac oss mul-
iple s udies in a ious o ganiza ions (came on & F eeman, 1991; came on & Quinn, 1999; colye , 2000).
Kallia h e al. (1999) alida ed he ini ially-de eloped Ocai measu emen scale (Quinn & sp ei ze , 1991)
using a compe ing alue amewo k s uc u al model and epo ed ‘excellen alidi y and eliabili y es i-
ma es’ (p. 143). Fu he mo e, he subscales o he Ocai show mode a e o high in e nal consis ency, as
indica ed by c onbach’s alphas anging om 0.58 o 0.88 (colye , 2000).
The compe ing alue amewo k (CVF)
Quinn and Roh baugh (1983) in oduced he cVF o s udying o ganiza ional cul u e ac oss di e se se -
ings. la e , Quinn and Mcg a h (1985) popula ized i as a ool o assessing o ganiza ional cul u e. he
cVF, de i ed om he compe ing alues model (Quinn & Mcg a h, 1985), explo es he cha ac e is ics and
alues ha unde lie o ganiza ional e ec i eness. Widely ecognized as a aluable ool, he cVF assis s
i ms in unde s anding he cul u al shi s necessa y o achie e hei desi ed quali y cul u e (came on &
Quinn, 1999). his concep posi s ha all human o ganiza ions can be ca ego ized based on cul u al
dimensions (colye , 2000). he ini ial componen o he cVF is o ganiza ional ocus, anging om an
ex e nal, mac o-emphasis on o ganiza ional wel a e and de elopmen o an in e nal, mic o-emphasis on
4 a. aleMU aMBO
employee well-being and g ow h. he cVF comp ises ou cul u al ypes: clan, adhoc acy, ma ke , and
hie a chy. each cul u al alue encompasses dis inc o ganiza ional aspec s, including sha ed alues, lead-
e ship s yles, dominan quali ies, s a egic emphases, and success c i e ia.
as depic ed in Figu e 1, he e ical axis illus a es o ganiza ional s uc u e in e ms o lexibili y and
s abili y, while he ho izon al axis spans om inne o ou e . each cul u al ype compe es wi h o opposes
he se o alues associa ed wi h he opposi e cul u al ype. clan cul u e places he highes impo ance
on human ies and alues adap abili y, emphasizing g oup cul u e o main ain cohesion. adhoc acy cul-
u e s esses lexibili y and change, wi h a s ong ocus on he ex e nal en i onmen . Ma ke cul u e
p io i izes p oduc i i y, pe o mance, goal achie emen , and accomplishmen , aiming o pu sue
well-de ined objec i es. hie a chy cul u e emphasizes in e nal e iciency, consis ency, coo dina ion, and
e alua ion, ocusing on s abili y and in e nal ins i u ional logic. O ganiza ions wi h a hie a chical cul u e
gene ally aim o en o ce egula ions, wi h mo i a ing ac o s including secu i y, o de , ules, and egula-
ions (came on & Quinn, 1999).
a key applica ion o he cVF is guiding o ganiza ional change, enabling esea che s o assess o gani-
za ional cul u e and p o ide ecommenda ions o p omo ing change. simila ly, he cul u al P o iles and
he cVF o e a s aigh o wa d app oach o cha ac e izing he complexi ies o o ganiza ional cul u e,
which wo ke s can use o iden i y and in e ene in o ganiza ions (B own & Dodd, 1998). When compa -
ing he cu en o ganiza ional p o ile o he ideal s a e, i acili a es discussions on ways o enhance and
b oaden each o he ou quad an s (came on & Quinn, 1999). consequen ly, he de elopmen o o ga-
niza ional cul u e p o iles p o es aluable in comp ehending human esou ce managemen , change plan-
ning and implemen a ion, and quali y ini ia i es.
Job sa is ac ion
O e he pas ou decades o o ganiza ional s udy, ex ensi e esea ch has been conduc ed on job sa -
is ac ion (cu i an, 1999). schola s ha e o e ed a ious pe spec i es and de ini ions o he e m ‘job
sa is ac ion’, conside ing i bo h as a global cons uc and a concep in luenced by di e en ac o s (P ice,
1997). Job sa is ac ion encompasses mul iple elemen s, including job design, supe ision, ewa ds, le el
o in luence, and oppo uni ies o ad ancemen , communica ion, e alua ion, and co-wo ke ela ion-
ships. e ans (1997) de ines job sa is ac ion as ‘a s a e o mind de e mined by he ex en o which indi-
iduals pe cei e hei job- ela ed needs being me ’ (p. 833). simila ly, schmid (2007) iews job sa is ac ion
as a pe son’s pe cep ion o he desi abili y o a speci ic job.
Mo eo e , saiyadain (2007) de ines job sa is ac ion as he eelings employees expe ience a e com-
ple ing asks. his eeling can mani es as ei he a posi i e o nega i e a i ude owa d he job.
acco ding o a ms ong (2006), he e m ‘job sa is ac ion’ pe ains o indi iduals’ emo ions and a i-
udes ega ding hei employmen . Fu he mo e, a ms ong sugges s ha job sa is ac ion en ails pos-
i i e pe cep ions o he wo k and he su ounding en i onmen , whe eas job dissa is ac ion ela es o
nega i e a i udes owa d he job. hese de ini ions imply ha job sa is ac ion encompasses employ-
ees’ o e all sen imen owa d hei wo k, including hei e alua ion o job- ela ed expe iences and ac-
o s, such as managemen , sala y and bene i s, in e pe sonal ela ionships, and wo k cha ac e is ics.
Va ious ins umen s ha e been employed by academics o assess job sa is ac ion. among hese, he
Job Desc ip i e index (JDi) is widely used and e alua es sa is ac ion le els connec ed o supe ision,
p omo ion, pay, co-wo ke s, and he wo k i sel (smi h e al., 1969). he Minneso a sa is ac ion
S abili y
Clan
Ma ke
Ex e nal Focus
In e nal Focus
Flexibili y
Adhoc acy
Hie a chy
Figu e 1. he compe ing alues amewo k (Came on & Quinn, 2006, p. 49).
cOgen BUsiness & ManageMen 5
Ques ionnai e (MsQ) (Weiss e al., 1967) examines 20 ca ego ies ela ed o job sa is ac ion. he Faces
scale (Kunin, 1955) has also been widely used. les e (1987) de eloped he eache Job sa is ac ion
Ques ionnai e ( JsQ) speci ically o measu ing eache s’ job sa is ac ion. addi ionally, spec o (1985)
de eloped he Job sa is ac ion su ey (Jss), which assesses nine ace s o job sa is ac ion: supe ision,
ope a ing condi ions, inge bene i s, na u e o wo k, con ingen ewa ds, pay, co-wo ke s, communica-
ion, and p omo ion. in his s udy, a global e sion o he Jss, wi h no speci ic a eas o job sa is ac ion,
was used o de e mine he impac o cul u al ypes on o e all aine job sa is ac ion. his pa icula
measu emen scale was chosen due o he au ho ’s pe mission o use i o ee o non-comme cial
pu poses (spec o , 1997).
The ela ionship be ween o ganiza ional cul u e and job sa is ac ion
O ganiza ional cul u e, as highligh ed by Joo and Ready (2012), is a c ucial ac o ha os e s employee
de elopmen and sa is ac ion. Manage s play a pi o al ole in cul i a ing a cul u e o con inuous lea n-
ing, which, in u n, enhances coo dina ion and eamwo k, ul ima ely leading o inc eased job sa is ac ion.
he managemen s yle wi hin an o ganiza ion can in luence a ious aspec s o employee sa is ac ion,
including job sa is ac ion (Walumbwa e al., 2008), in ol emen in decision-making (Daniels & Bailey,
1999), and empowe men (Johnson & Mcin ye, 1998). clan cul u e, and o a lesse ex en , adhoc acy
cul u e, a e mo e likely o exhibi hese ea u es. lund’s (2003) s udy on ame ican supe io s u he sup-
po s his hypo hesis, e ealing ha wo k sa is ac ion posi i ely impac s adhoc acy and clan cul u es bu
has an ad e se e ec on hie a chy and ma ke cul u es.
he co ela ion be ween indi idual cha ac e is ics and ins i u ional cul u e has been iden i ied as a sig-
ni ican in luence on wo ke s’ job sa is ac ion (Robinson & Wol e Mo ison, 2000). his implies ha indi id-
uals a e mo e likely o pe o m well a wo k when hei pe sonal quali ies align wi h he company’s
objec i es. Jabeen and isako ic (2018) ha e emphasized ha employee sa is ac ion is s ongly suppo ed
by a clan cul u e, whe e subo dina es a e de o ed o hei employe s due o hei posi i e expe iences in
he wo kplace. con e sely, he hie a chy cul u e is equen ly ci ed as a majo ac o con ibu ing o low
job sa is ac ion (Belias & Kous elios, 2014; op e al., 2015). a wo k cul u e ha adhe es o ce ain alues
and no ms can bols e job sa is ac ion, while a ma ke cul u e may ha e a de imen al e ec on i .
The ela ionship be ween gende and job sa is ac ion
Resea che s ha e ex ensi ely in es iga ed he in luence o demog aphic a iables on pe sonal and ins i-
u ional pe o mance, pa icula ly examining he e ec s o age and gende on job sa is ac ion and o ga-
niza ional cul u e. acco ding o Zou (2015), male wo ke s end o exp ess lowe le els o sa is ac ion
compa ed o hei emale coun e pa s. howe e , Fe nández Puen e and sánchez-sánchez (2021) ound
ha male wo ke s exhibi highe sa is ac ion le els han hei emale coun e pa s. addi ionally, se e al
esea che s ha e explo ed how di e en aspec s o job sa is ac ion a ec gende , no ing ha males a e
mo e con en wi h hei pay, p omo ion oppo uni ies, and supe iso y a i ude. in con as , emales end
o epo highe sa is ac ion le els wi h hei co-wo ke s and wo king condi ions (Okpa a, 2006; Okpa a
e al., 2005).
he in luence o gende on o ganiza ional cul u e has been obse ed (aal io & Mills, 2002; Koenig
e al., 2011). in hei s udy o gende heo ies, ely and Meye son (2000) disco e ed ha male and emale
employees unde go di e en socializa ion p ocesses, leading o hei sepa a ion in o mo e homogeneous
g oups. howe e , he e ha e been e y ew s udies examining he impac o gende and age on o ga-
niza ional cul u al ideals.
Ma e ials and me hods
Resea ch design
his s udy u ilized a c oss-sec ional su ey design. he p ima y objec i e o c oss-sec ional s udies is o
ga he pe inen and eliable da a o answe ing esea ch ques ions, d awing conclusions, and making
6 a. aleMU aMBO
ecommenda ions (cohen e al., 2007). his design was deemed sui able since he s udy aimed o in es-
iga e he impac o o ganiza ional cul u e on employees’ job sa is ac ion.
Samples and sampling me hods
in he addis ababa ci y adminis a ion, he e we e six go e nmen Ve colleges. among hese, only
en o o and Mis aq colleges we e selec ed using a simple andom sampling echnique o manageabili y
pu poses. including 33.3% o he colleges in he s udy acili a es he ex e nal alida ion o he indings
o o he colleges as well. in hese colleges, he e we e 433 aine s. wo hund ed and eigh aine s
we e selec ed using a simpli ied sample de e mina ion o mula de eloped by Yamane (1967). he o -
mula is as ollows:
n
N
Ne
nNe=+
()
= = =
12 5Whe e sample size popula ion ma gin o e o %;;
(( )
=+
()
=
n
n
433
1 433 0 5 2
208
.
since he numbe s o aine s in he wo colleges we e no equal, he esea che used a p opo -
ional sampling echnique o enhance genuine popula ion ep esen a ion. an addi ional 10% o he
samples we e included o enhance esponse a es (Johnson & ch is ensen, 2008). consequen ly, a
o al o 230 samples pa icipa ed in his s udy. howe e , o da a analysis pu poses, he esea che
ga he ed 200 alid ques ionnai es, esul ing in an 87% esponse a e, which is conside ed high
(Babbie, 1990).
Ins umen a ion
The o ganiza ional cul u e assessmen ins umen (OCAI)
he Ocai aimed o assess o ganiza ional cul u e ac oss six dimensions: dominan cha ac e is ics, ins i u-
ional leade ship, employee managemen , o ganiza ional glue, s a egic emphasis, and success c i e ia
(came on & Quinn, 2006). in each dimension, he i s al e na i e ep esen s clan cul u e, while he sec-
ond al e na i e ep esen s adhoc acy cul u e. Ma ke cul u e and hie a chy cul u e a e ep esen ed by he
hi d and ou h al e na i es, espec i ely (came on & Quinn, 2006). Pa icipan s esponded o a o al o
24 i ems using a i e-poin like scale, anging om s ongly disag ee (1) o s ongly ag ee (5). le ’s
examine one dimension, speci ically dominan cha ac e is ics, and e iew sample i ems o clan, adhoc-
acy, ma ke , and hie a chy cul u es.
Cul u e ype
Deno ed by le e —in he
ques ionnai e sample i em (s a emen )
Clan a he o ganiza ion is a e y pe sonal place. i is like an ex ended amily. People seem o
sha e a lo o pe sonal in o ma ion.
adhoc acy B he o ganiza ion is a e y dynamic en ep eneu ial place. People a e willing o s ick ou
hei necks and ake isks.
Ma ke C he o ganiza ion is e y esul -o ien ed. a majo conce n is ge ing he job done. People
a e e y compe i i e and achie emen -o ien ed.
Hie a chy D he o ganiza ion is a e y con olled and s uc u ed place. Fo mal p ocedu es gene ally,
go e n wha people do.
Job sa is ac ion ins umen
his s udy u ilized he Job sa is ac ion su ey (Jss) de eloped by spec o (1985) o e alua e he o e all
job sa is ac ion o aine s. a global e sion o he Jss, which did no ocus on speci ic aspec s o job
sa is ac ion, was adminis e ed using a like scale anging om s ongly dissa is ied (1) o s ongly sa is-
ied (5). he Jss demons a ed high eliabili y coe icien s o 0.91 (spec o , 1997).
cOgen BUsiness & ManageMen 7
Bo h ins umen s unde wen pilo es ing a en o o Ve college in 2018, wi h he pa icipa ion o
i y aine s. he eliabili y o he o ganiza ional cul u e ypes and o e all job sa is ac ion su eys was
assessed using c onbach’s alpha. he eliabili y s a is ics o each cul u e ype we e as ollows: clan (0.83),
adhoc acy (0.78), ma ke (0.82), and hie a chy (0.76). he o e all job sa is ac ion su ey showed a eliabil-
i y s a is ic o 0.90. hese eliabili y s a is ics exceed he ecommended h eshold o 0.7, as sugges ed by
McMillan and schumache (2010).
Me hod o da a analysis
he da a unde wen a ho ough p ocess o checking, coding, and en y in o he s a is ical Package o social
sciences (sPss) e sion 23. o analyze esponden s’ cha ac e is ics, equency and pe cen age we e used, while
he mean was employed o explo e he p e alen cul u al ypes in he Ve colleges. he ela ionship be ween
o ganiza ional cul u e ypes and o e all job sa is ac ion was examined using he spea man ho co ela ion
coe icien . addi ionally, he s udy u ilized he Mann-Whi ney U es o de e mine whe he he e was a s a is i-
cally signi ican di e ence in job sa is ac ion be ween male and emale aine s. Fu he mo e, mul iple eg es-
sion analysis was conduc ed o assess he impac o o ganiza ional cul u e on aine s’ job sa is ac ion.
E hical issues
in 2018, he esea che eques ed he Depa men o educa ional Planning and Managemen o addis
ababa Uni e si y o w i e coope a ion le e s o en o o and Mis aq colleges while pu suing his hi d
deg ee a addis ababa Uni e si y. subsequen ly, he college deans we e con ac ed by he esea che ,
and wo acili a o s we e alloca ed o he s udy. he pa icipan s p o ided in o med consen be o e hei
pa icipa ion, ensu ing comple e anonymi y and con iden iali y. he esea che emphasized ha pa ici-
pa ion in he s udy was en i ely olun a y, and he e was no means o iden i ying he esponden s o
he ques ionnai es in his s udy.
Resul s
Responden s’ cha ac e is ics
he esul s ob ained om he s udy, in ol ing 200 pa icipan s, e ealed an 87% esponse a e, as
de ailed in his sec ion. among he esponden s, he majo i y (66%) we e male aine s, while he emain-
ing 34% we e emale aine s. Rega ding age dis ibu ion, 38% ell be ween he ages o 20 and 30, 44%
ell be ween 31 and 40, 12% ell be ween 41 and 50, and he emaining 6% we e 51 yea s old o olde .
addi ionally, 27% o aine s held a diploma, 48% held a i s deg ee, and 25% held a second deg ee.
Desc ip i e esul s
able 1 displays he mean and s anda d de ia ion alues o clan, adhoc acy, ma ke , and hie a chy cul-
u e ypes, as well as he o e all job sa is ac ion. in gene al, all cul u al ypes ecei ed a ings anging
om medium o high, anging om 3.57 o 4.00 on a i e-poin scale. con e sely, he o e all job sa is-
ac ion was a ed as 4.23 on a i e-poin scale.
acco ding o he da a p esen ed in he able, he dominan cul u al ype is adhoc acy (4.00), ollowed
by clan (3.92), ma ke (3.88), and hie a chy (3.57). he indings o his s udy indica e ha colleges we e
p ima ily cha ac e ized by an adhoc acy cul u e, known o i s en ep eneu ial, dynamic, and c ea i e
wo kplace.
Table 1. Mean o o ganiza ional cul u e ypes and o e all job sa is ac ion.
Clan adhoc acy Ma ke Hie a chy Job sa is ac ion
Mean 3.92 4.00 3.88 3.57 4.23
s anda d de ia ion 0.724 0.570 0.660 0.599 0.729
14 a. aleMU aMBO
Daniel, M. g. (2020). impac o o ganiza ional cul u e on he e ec i eness o public highe educa ion ins i u ions in
e hiopia. In e na ional Jou nal o Leade ship in Educa ion, 25(5), 823–842. h ps://doi.o g/10.1080/13603124.2020.17
22248
Daniels, K., & Bailey, a. J. (1999). s a egy de elopmen p ocesses and pa icipa ion in decision-making: P edic o s o
ole s esso s and job sa is ac ion. Jou nal o Applied Managemen S udies, 8(1), 27–42.
De Rui e , M., & Pe e s, P. (2022). Flexible wo k ini ia i es, employee wo kplace well-being, and o ganiza ional pe o -
mance. in P. B ough, e. ga dine , & K. Daniels (eds.), Handbook Se ies in Occupa ional Heal h Sciences (Vol. 3). cham:
sp inge . h ps://doi.o g/10.1007/978-3-030-29010-8_30
Deal, ., & Kennedy, a. (1999). The new co po a e cul u es. Pe seus.
Deem, J. M., Ba nes, B., segal, s., & P eziosi, R. (2010). he ela ionship o o ganiza ional cul u e o balanced sco eca d
e ec i eness. SAM Ad anced Managemen Jou nal, 75(4), 31–40.
Denison, D. R. (2003). O ganiza ional cul u e and e ec i eness: can ame ican heo y be applied in Russia? O ganiza ion
Science, 14(6), 686–706. h ps://doi.o g/10.1287/o sc.14.6.686.24868
De eje, M., Mi kuzie, W., ayinengida, a., & Fi sum, B. (2020). Pe cei ed o ganiza ional cul u e and i s ela ionship wi h
job sa is ac ion in p ima y hospi als o Jimma Zone and Jimma own adminis a ion, co ela ional s udy. BMC
Heal h Se ices Resea ch, 20, 1–9.
elena, Z., & Dmi y, K. (2010). Rela ionship be ween o ganiza ional cul u e and job sa is ac ion in Russian business
en e p ises. Human Resou ce De elopmen In e na ional, 13(2), 225–235. h ps://doi.o g/10.1080/13678861003703740
eli neh, Y. W., & embilo, . (2023). he e ec o o ganiza ional cul u e on employees’ pe o mance in esea ch ins i-
u es–e idence om e hiopian ins i u e o ag icul u al esea ch. B azilian Jou nal o Ope a ions & P oduc ion
Managemen , 20(2), 1603. h ps://doi.o g/10.14488/BJOPM.1603.2023
ellinas, c., allan, n., & Johansson, a. (2017). Dynamics o o ganiza ional cul u e: indi idual belie s s. social con o mi-
y. PLOS One, 12(6), e0180193. h ps://doi.o g/10.1371/jou nal.pone.0180193
ely, R. J., & Meye son, D. e. (2000). heo ies o gende in o ganiza ions: a new app oach o o ganiza ional analysis
and change. Resea ch in O ganiza ional Beha iou , 22, 103–151.
e ans, l. (1997). Unde s anding eache mo ale and job sa is ac ion. Teaching and Teache Educa ion, 13(8), 831–845.
h ps://doi.o g/10.1016/s0742-051X(97)00027-9
Fe nández Puen e, a. c., & sánchez-sánchez, n. (2021). how gende -based dispa i ies a ec women’s job sa is ac ion?
e idence om eu o-a ea. Social Indica o s Resea ch, 156(1), 137–165. h ps://doi.o g/10.1007/s11205-021-02647-1
gaus, n., ang, M., & akil, M. (2019). O ganisa ional cul u e in highe educa ion: Mapping he way o unde s anding cul-
u al esea ch. Jou nal o Fu he and Highe Educa ion, 43(6), 848–860. h ps://doi.o g/10.1080/0309877X.2017.1410530
gemeda, F. ., & ynjälä, P. (2015). explo ing eache s’ mo i a ion o eaching and p o essional de elopmen in
e hiopia: Voices om he ield. Jou nal o S udies in Educa ion, 5(2), 169–186. h ps://doi.o g/10.5296/jse.
5i2.7459
gessesse, K. ., & P emanandam, P. (2023). he media ing ole o a ec i e commi men on he ela ionship be ween
job sa is ac ion and u no e in en ion using s uc u al equa ion modeling: empi ical e idence om highe edu-
ca ion ins i u ions in addis ababa, e hiopia. Cogen Social Sciences, 9(1), 2202959. h ps://doi.o g/10.1080/2331188
6.2023.2202959
ge ahun, s. a., & Kassu, W. . (2014). Cul u e and cus oms o E hiopia. aBc-cliO.
ghosh, a. (2011). Powe dis ance in o ganiza ional con ex s-a e iew o collec i is cul u es. Indian Jou nal o Indus ial
Rela ions, 47(1), 89–101.
g een, c. P., heywood, J. s., Kle , P., & lee es, g. (2018). Pa adox los : he appea ing emale job sa is ac ion p emium.
B i ish Jou nal o Indus ial Rela ions, 56(3), 484–502. h ps://doi.o g/10.1111/bji .12291
ho s ede, g. (2011). Dimensionalizing cul u es: he ho s ede model in con ex . Online Readings in Psychology and
Cul u e, 2(1), 1-26. h ps://doi.o g/10.9707/2307-0919.1014
ho s ede, g. (2016). cul u e’s consequences: compa ing alues, beha iou s, ins i u ions, and o ganiza ions ac oss na-
ions. Collegia e A ia ion Re iew, 34(2), 108.
ho s ede, g. J. (2015). cul u e’s causes: he nex challenge. C oss Cul u al Managemen , 22(4), 545–569. h ps://doi.
o g/10.1108/ccM-03-2015-0040
hosseinkhanzadeh, a. a., hosseinkhanzadeh, a., & Yeganeh, . (2013). in es iga e ela ionship be ween job sa is ac-
ion and o ganiza ional cul u e among eache s. P ocedia-Social and Beha io al Sciences, 84, 832–836. h ps://doi.
o g/10.1016/j.sbsp o.2013.06.656
house, R. J., hanges, P. J., Ja idan, M., Do man, P. W., & gup a, V. (2004). Cul u e, leade ship, and o ganiza ions: The
GLOBE s udy o 62 socie ies. sage Publica ions.
hwang, e. (2019). e ec s o he o ganiza ional cul u e ype, job sa is ac ion, and job s ess on nu ses’ happiness: a
c oss‐sec ional s udy o he long‐ e m ca e hospi als o sou h Ko ea. Japan Jou nal o Nu sing Science, 16(3), 263–
273. h ps://doi.o g/10.1111/jjns.12235
igo, ., & ski mo e, M. (2006). Diagnosing he o ganiza ional cul u e o an aus alian enginee ing consul ancy using he
compe ing alues amewo k. Cons uc ion Inno a ion, 6(2), 121–139. h ps://doi.o g/10.1191/1471417506ci610oa
Jabeen, F., & isako ic, a. a. (2018). examining he impac o o ganiza ional cul u e on us and ca ee sa is ac ion in
he Uae public sec o : a compe ing alues pe spec i e. Employee Rela ions, 40(6), 1036–1053. h ps://doi.
o g/10.1108/eR-02-2017-0038
cOgen BUsiness & ManageMen 15
Johnson, B., & ch is ensen, l. (2008). Educa ional esea ch: Quan i a i e, quali a i e, and mixed app oach. sage
Publica ion P .
Johnson, J. J., & Mcin ye, c. l. (1998). O ganiza ional cul u e and clima e co ela es o job sa is ac ion. Psychological
Repo s, 82(3), 843–850. h ps://doi.o g/10.2466/p 0.1998.82.3.843
Joo, B. K., & Ready, K. J. (2012). ca ee sa is ac ion: he in luences o p oac i e pe sonali y, pe o mance goal o ien-
a ion, o ganiza ional lea ning cul u e, and leade -membe exchange quali y. Ca ee De elopmen In e na ional,
17(3), 276–295. h ps://doi.o g/10.1108/13620431211241090
Kallia h, . J., Bluedo n, a. c., & gillespie, D. F. (1999). a con i ma o y ac o analysis o he compe ing alues
ins umen . Educa ional and Psychological Measu emen , 59(1), 143–158. h ps://doi.
o g/10.1177/00131649921969668
Kinicki, a. J., sch iesheim, c. a., McKee-Ryan, F. M., & ca son, K. P. (2002). assessing cons uc alidi y o he job
desc ip i e index: Re iew and me a-analysis. The Jou nal o Applied Psychology, 87(1), 14–32. h ps://doi.
o g/10.1037/0021-9010.87.1.14
Klein, a. (2011). co po a e cul u e: i s alue as a esou ce o compe i i e ad an age. Jou nal o Business S a egy,
32(2), 21–28. h ps://doi.o g/10.1108/02756661111109743
Koenig, a. M., eagly, a. h., Mi chell, a. a., & Ris ika i, . (2011). a e leade s e eo ypes masculine? a me a-analysis o
h ee esea ch pa adigms. Psychological Bulle in, 137(4), 616–642. h ps://doi.o g/10.1037/a0023557
Kö ne , M., Wi z, M. a., Bengel, J., & gö i z, a. s. (2015). Rela ionship o o ganiza ional cul u e, eamwo k and job
sa is ac ion in in e p o essional eams. BMC Heal h Se ices Resea ch, 15(1), 243. h ps://doi.o g/10.1186/
s12913-015-0888-y
Kunin, . (1955). he cons uc ion o a new ype o a i ude measu e. Pe sonnel Psychology, 8(1), 65–77. h ps://doi.
o g/10.1111/j.1744-6570.1955. b01189.x
les e , P. e. (1987). De elopmen and ac o analysis o he eache job sa is ac ion ques ionnai e. Educa ional and
Psychological Measu emen , 47(1), 223–233. h ps://doi.o g/10.1177/0013164487471031
li, J., Wu, n., & Xiong, s. (2021). sus ainable inno a ion in he con ex o o ganiza ional cul u al di e si y: he ole o
cul u al in elligence and knowledge sha ing. PLOS One, 16(5), e0250878. h ps://doi.o g/10.1371/jou nal.
pone.0250878
lund, D. (2003). O ganiza ional cul u e and job sa is ac ion. Jou nal o Business & Indus ial Ma ke ing, 18(3), 219–236.
h ps://doi.o g/10.1108/0885862031047313
lu hans, F. (2005). O ganiza ional beha iou . Mcg aw hill i win.
Macin osh, e. W., & Dohe y, a. (2010). he in luence o o ganiza ional cul u e on job sa is ac ion and in en ion o
lea e. Spo Managemen Re iew, 13(2), 106–117. h ps://doi.o g/10.1016/j.sm .2009.04.006
Mali, P., Kuzmano ić, B., Mi ić, s., e ek, s. e., & nikolić, M. (2022). he e ec s o o ganiza ional cul u e on job sa is-
ac ion and inancial pe o mance. Jou nal o Enginee ing Managemen and Compe i i eness, 12(1), 44–56. h ps://
doi.o g/10.5937/jemc2201044M
McMillan, J. h., & schumache , s. (2010). Resea ch in educa ion: E idence-based esea ch (7 h ed.). Pea son.
Meng, J., & Be ge , B. K. (2019). he impac o o ganiza ional cul u e and leade ship pe o mance on p p o essionals’
job sa is ac ion: es ing he join media ing e ec s o engagemen and us . Public Rela ions Re iew, 45(1), 64–75.
h ps://doi.o g/10.1016/j.pub e .2018.11.002
Misigo, g. K., We e, s., & Odhiambo, R. (2019). in luence o adhoc acy cul u e on pe o mance o public wa e com-
panies in Kenya. In e na ional Academic Jou nal o Human Resou ce and Business Adminis a ion, 3(50), 84–103.
noo a, a., Fa ima, a., Mohammed, a., ahmad, s., & Mosab, i. . (2021). he e ec o o ganiza ional cul u e on he
pe o mance o Uae o ganiza ions. Cogen Business and Managemen , 8(1), 1-21. h ps://doi.o g/10.1080/23311975
.2021.1980934
Okpa a, J. O. (2006). he ela ionship o pe sonnel cha ac e is ics and job sa is ac ion: a s udy o nige ian manage s
in he oil indus y. Jou nal o Ame ican Academy o Business, 10(1), 49–58.
Okpa a, J. O., squillace, M., & e ondu, e. a. (2005). gende di e ences and job sa is ac ion: a s udy o
uni e si y eache s in he Uni ed s a es. Women in Managemen Re iew, 20(3), 177–190. h ps://doi.
o g/10.1108/09649420510591852
Pagan, R., & Malo, M. a. (2021). Pe o mance app aisal and job sa is ac ion o wo ke s wi hou and wi h disabili ies
by gende . Social Indica o s Resea ch, 153(3), 1011–1039. h ps://doi.o g/10.1007/s11205-020-02524-3
Pa hi anage, Y. l., Jaya ilake, l. V., & abeyseke a, R. (2020). a li e a u e e iew on o ganiza ional cul u e owa ds co -
po a e pe o mance. In e na ional Jou nal o Managemen , Accoun ing & Economics, 7(9), 522–544.
Pla is, c. P., Rekli is, P., & Zime as, s. (2015). Rela ion be ween job sa is ac ion and job pe o mance in heal h ca e
se ices. P ocedia-Social and Beha io al Sciences, 175, 480–487. h ps://doi.o g/10.1016/j.sbsp o.2015.01.1226
Po cu, l., del Ba io-ga cía, s., alcán a a-Pila , J. M., & c espo-almend os, e. (2017). Do adhoc acy and ma ke cul u es
acili a e i m-wide in eg a ed ma ke ing communica ion (iMc)? In e na ional Jou nal o Ad e ising, 36(1), 121–141.
h ps://doi.o g/10.1080/02650487.2016.1185207
P ice, J. l. (1997). Handbook o o ganiza ional measu emen . McB Uni e si y P ess.
Pu wadi, Da ma, D. c., Feb ian i, W., & Mi wansyah, D. (2020). explo a ion o leade ship, o ganiza ional cul u e, job
sa is ac ion, and employee pe o mance. Technium Social Sciences Jou nal 6, 116, 130. h ps://doi.o g/10.47577/ ssj.
6i1.242
16 a. aleMU aMBO
Qazi, s., & Kau , . (2017). impac o o ganiza ional cul u e on job sa is ac ion among uni e si y acul y membe s—an
empi ical s udy. In e na ional Jou nal o Business and Social Sciences, 8(3), 171–178.
Quinn, R. e. (2011). Diagnosing and changing o ganiza ional cul u e: Based on he compe ing alues amewo k.
Jossey-Bass.
Quinn, R. e., & Mcg a h, M. R. (1985). T ans o ma ion o o ganiza ional cul u es: A compe ing alues pe spec i e in o ga-
niza ional cul u e (F. Pe e , ed.). sage Publica ions.
Quinn, R. e., & Roh baugh, J. (1983). a spa ial model o e ec i eness c i e ia: owa ds a compe ing alues app oach
o o ganiza ional analysis. Managemen Science, 29(3), 363–377. h ps://doi.o g/10.1287/mnsc.29.3.363
Quinn, R. e., & sp ei ze , g. M. (1991). he psychome ics o he compe ing alues cul u e ins umen and an analy-
sis o he impac o o ganiza ional cul u e on quali y o li e. Resea ch in O ganiza ional Change and De elopmen ,
5, 1–21.
Ri a, a. s. (2022). O ganiza ional cul u e: concep ual discussion. Schola s Jou nal o Resea ch in Social Science, 2(1),
22–27.
Robinson, s. l., & Wol e Mo ison, e. (2000). he de elopmen o psychological con ac b each and iola ion: a lon-
gi udinal s udy. Jou nal o O ganiza ional Beha io , 21(5), 525–546. h ps://doi.o g/10.1002/1099-1379(200008)21:5<
525::aiD-JOB40>3.0.cO;2-
saad, g., & abbas, M. (2018). he impac o o ganiza ional cul u e on job pe o mance: a s udy o saudi a abian
public sec o wo k cul u e. P oblems and Pe spec i es in Managemen , 16(3), 207–218. h ps://doi.o g/10.21511/
ppm.16(3).2018.17
sackmann, s. a. (2021). cul u e and o ganiza ional pe o mance. in Cul u e in o ganiza ions. Con ibu ions o manage-
men science. sp inge . h ps://doi.o g/10.1007/978-3-030-86080-6_5
sadeghi, K., amani, J., & Mahmudi, h. (2013). a s uc u al model o he impac o o ganiza ional cul u e on job sa -
is ac ion among seconda y school eache s. The Asia-Paci ic Educa ion Resea che , 22(4), 687–700. h ps://doi.
o g/10.1007/s40299-013-0074-0
saiyadain, M. (2007). Human esou ce managemen . a a Mcg aw hill.
schein, e. h. (2004). O ganiza ional cul u e and leade ship (3 d ed.). Jossey-Bass.
schein, e. h. (2010). O ganiza ional cul u e and leade ship (Vol. 2). John Wiley & sons.
schmid , s. W. (2007). he ela ionship be ween sa is ac ion wi h wo kplace aining and o e all job sa is ac ion.
Human Resou ce De elopmen Qua e ly, 18(4), 481–498. h ps://doi.o g/10.1002/h dq.1216
schneide , B., e ha , M. g., & Macey, W. h. (2011). O ganiza ional clima e esea ch: achie emen s and oad ahead. in
n. M. ashkanasy, c. P. M. Wilde om, & M. F. Pe e son (eds.), The handbook o o ganiza ional cul u e and clima e (2nd
ed., pp. 29–49). sage.
sil e ho ne, c. (2004). he impac o o ganiza ional cul u e and pe son-o ganiza ion i on o ganiza ional commi -
men and job sa is ac ion in aiwan. Leade ship & O ganiza ion De elopmen Jou nal, 25(7), 592–599. h ps://doi.
o g/10.1108/01437730410561477
smi h, P. c., Kendall, l. M., & hulin, c. l. (1969). The measu emen o sa is ac ion in wo k and e i emen : A s a egy o
he s udy o a i udes. Rand-Mcnally.
so yani, ., syah, . Y., & Ra as, P. (2018). he in luence o o ganiza ional cul u e on o ganiza ional commi men and
job sa is ac ion. In e na ional Jou nal o Economics, Comme ce, and Managemen , VI(5), 151–165.
spec o , P. e. (1985). Measu emen o human se ice s a sa is ac ion: De elopmen o he job sa is ac ion su ey.
Ame ican Jou nal o Communi y Psychology, 13(6), 693–713. h ps://doi.o g/10.1007/BF00929796
spec o , P. e. (1997). Job sa is ac ion: Applica ion, assessmen , cause, and consequences. sage.
adele, a. . (2014). he ela ionship be ween ans o ma ional leade ship and job sa is ac ion: he case o go e n-
men school eache s in e hiopia. Educa ion Managemen Adminis a ion and Leade ship, 42(6), 903–918. h ps://doi.
o g/10.1177/1741143214551948
emesgen, . O. (2017). assessmen o employee u no e and i s impac on h ee selec ed go e nmen Ve col-
leges in addis ababa. In e na ional Jou nal o A ican and Asian S udies, 29, 47–61.
op, M., akde e, M., & a can, M. (2015). examining ans o ma ional leade ship, job sa is ac ion, o ganiza ional com-
mi men and o ganiza ional us in u kish hospi als: Public se an s e sus p i a e sec o employees. The
In e na ional Jou nal o Human Resou ce Managemen , 26(9), 1259–1282. h ps://doi.o g/10.1080/09585192.2014.93
9987
opino, e., Di Fabio, a., Palazzeschi, l., & go i, a. (2021). Pe sonali y ai s, wo ke s’ age, and job sa is ac ion: he
mode a ed e ec o conscien iousness. PLOS One, 16(7), e0252275. h ps://doi.o g/10.1371/jou nal.pone.0252275
ö nblom, O. (2018). Managing complexi y in o ganiza ions: analyzing and discussing a manage ial pe spec i e on
he na u e o o ganiza ional leade ship. Beha io al De elopmen , 23(1), 51–62. h ps://doi.o g/10.1037/
bdb0000068
an, Q. h. (2021). O ganisa ional cul u e, leade ship beha iou and job sa is ac ion in he Vie nam con ex .
In e na ional Jou nal o O ganiza ional Analysis, 29(1), 136–154. h ps://doi.o g/10.1108/iJOa-10-2019-1919
ompenaa s, F. (1994). Riding wa es o cul u e: Unde s anding di e si y in global business. Mcg aw hill.
Van de Zwan, P., hessels, J., & Rie eld, c. a. (2018). sel -employmen and sa is ac ion wi h li e, wo k, and leisu e.
Jou nal o Economic Psychology, 64, 73–88. h ps://doi.o g/10.1016/j.joep.2017.12.001
cOgen BUsiness & ManageMen 17
Van hoo n, a. (2015). indi idualis –collec i is cul u e and us adius: a mul ile el app oach. Jou nal o C oss-Cul u al
Psychology, 46(2), 269–276. h ps://doi.o g/10.1177/0022022114551053
Va ela, O. e., salgado, e. i., & lasio, M. V. (2010). he meaning o job pe o mance in collec i is ic and high powe
dis ance cul u es: e idence om h ee la in ame ican coun ies. C oss Cul u al Managemen : An In e na ional
Jou nal, 17(4), 407–426. h ps://doi.o g/10.1108/13527601011086603
Voo d , . V. D., & Jensen, P. a. (2023). he impac o heal hy wo kplaces on employee sa is ac ion, p oduc i i y and
cos s. Jou nal o Co po a e Real Es a e, 25(1), 29–49. h ps://doi.o g/10.1108/JcRe-03-2021-0012
Walumbwa, F. O., a olio, B. J., ga dne , W. l., We nsing, . s., & Pe e son, s. J. (2008). au hen ic leade ship: De elopmen
and alida ion o a heo y-based measu e. Jou nal o Managemen , 34(1), 89–126. h ps://doi.
o g/10.1177/0149206307308913
Weiss, D. J., Dawis, R. V., england, g. W., & lo quis , l. h. (1967). Manual o he Minneso a Sa is ac ion Ques ionnai e.
Uni e si y o Minneso a.
Wilde om, c., glunk, U., & Maslowski, R. (2000). O ganiza ional cul u e as a p edic o o o ganiza ional pe o mance.
in n. M. ashkanasy, c. P. M. Wilde om, & M. F. Pe e son (eds.), The handbook o o ganiza ional cul u e and clima e
(pp. 193–211). sage.
W igh , . a., & c opanzano, R. (2004). he ole o psychological well-being in job pe o mance: a esh look a an
age-old ques . O ganiza ional Dynamics, 33(4), 338–351. h ps://doi.o g/10.1016/j.o gdyn.2004.09.002
Yamane, . (1967). S a is ics: An in oduc o y analysis (2nd ed.). ha pe and Row.
Ya b ough, l., Mo gan, n. a., & Vo hies, D. W. (2011). he impac o p oduc ma ke s a egy-o ganiza ional cul u e
i on business pe o mance. Jou nal o he Academy o Ma ke ing Science, 39(4), 555–573. h ps://doi.o g/10.1007/
s11747-010-0238-x
Yildi im, s., aca ay, a., & aydin, K. (2017). explo ing he impac o ma ke ing cul u e on job sa is ac ion: e idence he
u kish banking sec o . Wo ld Jou nal o En ep eneu ship, Managemen and Sus ainable De elopmen , 13(2), 151–
162. h ps://doi.o g/10.1108/WJeMsD-01-2017-0001
Yohannes, M. e., & Wasonga, . a. (2023). leade ship s yles and eache job sa is ac ion in e hiopian schools.
Educa ional Managemen Adminis a ion & Leade ship, 51(5), 1200–1218. h ps://doi.o g/10.1177/17411432211041625
Zou, M. (2015). gende , wo k o ien a ions and job sa is ac ion. Wo k, Employmen and Socie y, 29(1), 3–22. h ps://doi.
o g/10.1177/0950017014559267
