ABSTRACT
The study investigated the impact of organizational culture on job satisfaction, a study of Fanmilk Plc., Lagos. The specific objectives of the study were to describe the socio-economic interest of respondents, identify the culture of the organization, assess the impact of organizational culture on the job satisfaction of employees in FANMILK, identify the challenges of organizational culture on employees job satisfaction. The sample size of 150 employees’ drawn from the study population was used for the analysis. Two hypotheses were formulated for the study. Frequency tables and percentages were employed for data presentation and mean, standard deviation and correlations coefficient was employed in testing the various hypotheses, with the aid of statistical package for social sciences (SPSS 17.0). At the end of the study, the researcher found out that, the values of organization should be very good and clear to all employees, innovation should be encouraged to improve employees job satisfaction, employees participation leads to effective utilization of human resources, there should be management prompt response to conflict resolution, fast changing technology is a challenge that must be tackled, acute shortage of man power and obsolescence of product and services is a menace. The study recommended that Policy makers of organizations should create supportive organizational culture in order to raise the job satisfaction level of employees, managers of organizations should facilitate their employees and should be supportive of them and encourage them to take initiatives and calculated risks for the organization, the rules and regulations should be made clear to employees of organization and re-emphasized in training and development programmes.
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
One of the most interesting research areas in organizational behaviour is organizational culture. It covers concepts that would have a profound impact on the lives of employees’ in an organization given the variety of norms, values and way of life of the employees’ (Mansor&Tayib, 2010). Organizational culture is defined as a complex set of values, beliefs, assumptions and symbols that define the way in which an organization conducts its business (Barney, 1986).
Organizational culture is a force that makes people involved in the organization and exerts a strong and pervasive effect on all components of organization (Saeedi, 2010). Organizational culture permeates all aspects of the organization and it can be seen as a driving factor in the dynamic and progressive movement of organizations (Zarei, 1995). According to Robbins (2006), organizational culture is a system that is followed by members that differentiate the organization from others.
Tichy. (1982) opined that organizational culture is the “normative glue that holds an organization together .Organizational culture finds expression through the thoughts, intentions, actions and interpretations of members of the organization (Hallett, 2003). It is also said to be the social glue that binds people together and makes them feel part of the organizations experience. This social glue is increasingly important as a way to attract new staff and retain top performers (Ojo, 2010).
Job satisfaction is the feelings and thoughts of employees’ about their work and place of work. It is all about how to satisfy one’s needs in the working place (Togia, Koustelios&Tsigilis, 2004). Robbins& Judge (2008), defines job satisfaction as the positive feeling about someone’s job, someone with high job satisfaction has positive feeling about the job. Luthans (2006), asserts further that job satisfaction is pleasurable emotional feeling or positive emotions that comes from the work valuation or experience while Nasaradin (2001) stated that job satisfaction may be a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience.
Business organizations in competitive environment like Nigeria are facing major challenges like fast pace of changing technology, acute shortage of skilled manpower and obsolescence of products and services which are compelling for re-orienting of existing employees in order to survive and compete. Cut-throat competition and a variety of challenges in the post-liberalization, privatization and globalization (LPG) era have initiated major changes in the human resource (HR) practices. Industrial units have started realizing the need to be proactive rather than reactive (Narang& Singh, 2010). Thus, a highly cultured organization is essential for organizations to have satisfied workers and achieve their pre-determined goals.
Many academics and practitioners argue that the performance of an organization is dependent on the degree to which the positive and strong values of the culture are widely shared (Ouchi, 1981; Pascale & Athos, 1981; Deal & Kennedy, 1982; Peters & Waterman, 1982; Denison, 1990; Kotter&Heskett, 1992). An organization’s performance should be greatly enhanced if the culture and values are congruent with the desired belief and values of its employees (Boxx,Odom & Dunn, 1991).
1.2 Statement of Research Problem
Organizational culture is conceived as a building block in organizational design, a sub-system, well-demarcated from other parts of the organization, which includes norms, values, beliefs, and behavioral styles of employees’. Organisational culture should aimed at achieving employees’ commitment, which will improve organizational performance (Thompson, 2002). However, there are some identifiable areas where problems may arise. They include management’s ineptitude to take organizational culture as a major organizational design, deliberately integrating specific cultures that will stand the test of time, documenting organizational culture as a business policy guides and ensure the implementation of positive cultures that will promote the goodwill of the business.
