Professional values of organizational culture and their impact on job satisfaction

1. Professional values of organizational culture and their impact on job satisfaction

2. 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’.

3. Introduction • “Professional Values” refer to those elements that employees prefer in their work world. • (Examples are: achieving goals, autonomy, economic security, feeling satisfied with work , with peers & with boss, implementation of high standards of quality, opportunities to take risk, moral fulfillment, etc). • Professional values are powerful motivators, they represent the work ideals one cherishes most.

4. Cont. • Organizational culture establishes general ways of doing things, the way processes and procedures take place in organization. On the bases of these practices organizational culture is formed. • These practices make the organization’s culture distinctive • Work processes, procedures, behavior and attitude make organizational culture dynamic and progressive.

5. CONT. • The study takes four primary characteristics of organizational culture • Kind of organization • Leadership • Institutional binding • Strategic emphasis • Each character is further classified into sub –categories to identify employees’ current and preferred professional values of the organizational culture.

6. 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.

7. 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.

8. 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.

9. 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%.

10. Statistical Results Table I Kind of Organization Significant at p<0.05

11. Table II Leadership Significant at p<0.05

12. Table III Strength of Organization Significant at p<0.05

13. Table IV Strategic Emphasis Significant at p<0.05

14. 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

15. 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.