Organizational culture and employees' job satisfaction in Tanzania
| dc.contributor.author | Issa, Issa Salim | |
| dc.date.accessioned | 2021-02-25T11:21:04Z | |
| dc.date.available | 2021-02-25T11:21:04Z | |
| dc.date.issued | 2020 | |
| dc.description | Dissertation (MBA) | en_US |
| dc.description.abstract | This study assessed the influence of organizational culture on employees' job satisfaction in Tanzania. Specifically, the study assessed the influence of adaptability culture, consistency culture, and communication culture on the employee‘s job satisfaction at PSSSF. A case study design was adopted whereby PSSSF was used as a case. The study was approached quantitatively, where quantitative data was collected through questionnaires from 166 PSSSF employees who were sampled based on a purposive sampling technique. However, the study involved the analysis of 154 questionnaires, which were correctly filled. The data collected were analyzed using the Statistical Package for Social Sciences (SPSS) software, whereby descriptive and inferential statistics were conducted. The first objective showed that employee retention (p = 0.445) was not significantly related to satisfaction. Other indicators innovation (p = 0.021), restructuring (p = 0.014), incentives (p = 0.019) were statistically significant related to the employees‘ job satisfaction in terms of retention. Also, results revealed that innovation (p = 0.030), restructuring (p = 0.004), incentives (p = 0.371) and policy (p =0.008) influenced absenteeism as indicator of job satisfaction. Only incentives were found to be not statistically significant to the dependent variable (absenteeism). Results on the second objective showed that organizational core values (p = 0.045), mission and vision (p = 0.037) and organizational objectives (p = 0.181) influenced retention of employees as an indicator of job satisfaction. Lastly, ownership (p = 0.016), delegations (p = 0.003), teamwork (p = 0.088) and participatory (p = 0.046) influenced retention. Also, ownership (p = 0.027, delegations (p = 0.535), teamwork (p = 0.732) and participatory (p = 0.005) influenced absenteeism as indicator of employees‘ job satisfaction. It was concluded that adaptability culture, consistency culture, and communication culture influenced the employees‘ job satisfaction. This study recommended the top management of PSSSF to ensure innovation, restructuring, and incentives to facilitate employees‘ job satisfaction by retaining employees at the workstations. These three variables of adaptability culture were statistically significantly related to retention and increased the likelihood of retaining employees. The study provides a room for future researchers to conduct studies on the influence of employees‘ teamwork on job satisfaction through any other related mediator. | en_US |
| dc.identifier.citation | Issa, S. I. (2020). Organizational culture and employees' job satisfaction in Tanzania (Master’s Dissertation). The University of Dodoma, Dodoma. | en_US |
| dc.identifier.uri | http://hdl.handle.net/20.500.12661/2823 | |
| dc.language.iso | en | en_US |
| dc.publisher | The University of Dodoma | en_US |
| dc.subject | Organizational culture | en_US |
| dc.subject | Employees' job satisfaction | en_US |
| dc.subject | Tanzania | en_US |
| dc.subject | PSSSF | en_US |
| dc.subject | Culture | en_US |
| dc.subject | Job Satisfaction | en_US |
| dc.subject | Adaptability culture | en_US |
| dc.subject | Consistency Culture | en_US |
| dc.subject | Communication Culture | en_US |
| dc.title | Organizational culture and employees' job satisfaction in Tanzania | en_US |
| dc.type | Dissertation | en_US |