Die verband tussen organisasiekultuur en werkstevredenheid onder die personeel van 'n vervaardigingsorganisasie
Loading...
Date
1999
Authors
Coetzee, Dennis Johannes
Journal Title
Journal ISSN
Volume Title
Publisher
University of the Free State
Abstract
Afrikaans: In die Suid-Afrikaanse konteks kan die doelmatige en doeltreffende bestuur en
benutting van die mannekraghulpbron nie oorbeklemtoon word nie. Suid-Afrika gaan
mank aan geskoolde en professionele mannekrag en word daarbenewens deur 'n lae
produktiwiteitsratio gekenmerk. Omrede Menslike Hulpbronbestuur 'n sleutel tot 'n
suksesvolle ommeswaai in hierdie verband is, behoort dit 'n regmagtige plek in die
ondernemingsbestuur toegestaan te word.
Elke organisasie beskik oor sy eie individualiteit wat dit van ander orgarusasies
onderskei, dit is die resultaat van die interaksies tussen lede van die organisasie aim
die eenkant, en die eksterne omgewingsfaktore aan die anderkant t:n hierdie uniekheid
van die organisasie veroorsaak dat die gedrag van beide die werknemers en bestuur
verskillend beïnvloed word. Op die lange duur voorsien die organisasie se kultuur 'n
geldige basis vir die voorspelling van 'n organisasie se sukses.
Die vraag van tot in watter mate organisasiekultuur belangrik is word soos volg
beantwoord. 'n Belangrike meting van organisasiekultuur, is die mate waartoe dit
verband hou met werknemertevredenheid. Dit moet in gedagte gehou word dat 'n
individue reageer op hul interpretasie van die werklikheid en nie op die werklikheid
self nie. 'n Persoon se persepsie speel dus 'n belangrike rol in werkstevredenheid. Hoe
In persoon homself en die situasie beskou, beïnvloed sy gedrag en funksionering.
Werk moet bevredigend en betekenisvol vir die werkers wees, aangesien persone die
behoefte het aan uitdaging, stimulering en konflik wat van tyd tot tyd voorkom. Van
die sleutel eienskappe wat die werknemer se prestasie en werkstevredenheid
beïnvloed, is die graad van uitdaging, verskeidenheid, outonomie, verskaffing van
gereelde en akkurate terugvoering, gunstige werkstoestande, billike belonings en
bevorderingstelsels, asook ondersteunende toesighouding. 'n Ongepaste
organisasiekultuur is verantwoordelik vir 'n organisasie se onvermoë om suksesvol by
sy omgewing aan te pas asook 'n groot struikelblok tot die verbetering van 'n
organisasie se prestasie en bereiking van gestelde doelwitte. Die doel van hierdie studie was om vas te stelof daar verbande bestaan tussen
organisasiekultuur en werktevredenheid asook om vas te stel wat die oorheersende
organsasiekultuur is in die drie fabrieke en om vas te stelof die werknernrs
werkstevredenheid of ontevredenheid ervaar.
In die literatuur is aandag geskenk aan die belangrikste teoretiese kontrukte wat in
hierdie studie betrek is, naamlik organisasiekultuur en werkstevredenheid. Ten opsigte
van elk van die konstrukte is gelet op die aard en omskrywing daarvan, die teorieë en
dimensies aangaande die bepaalde konstrukte en die invloed van die konstrukte op
werkstevredenheid.
In die empiriese gedeelte is gefokus op die seleksie van respondente en die insameling
van gegewens met behulp van die volgende instrumente, naamlik die Organsisasie
kultuur - Diagnose vraelys en die Minnisota Tevredenheidsvraelys.
Die statistiese tegnieke wat aangewend is, is die ANOVA en MANOVA asook die
Pearsonprodukmomentkorrelasie. Die ANOVA en MANOVA is gebruik om die
verskille te bepaal ten opsigte van die organisasiekultuur en werkstevredenheidsdimensies,
asook om die rigting van die verskille aan te dui deur die Scheffe toets. Die
Pearson - Produkmomentkorrelasie is gedoen om verbande vas te stel ten opsigte van
genoemde dimensies.
Die oorhoofse gevolgtrekking van hierdie studie is dat daar wel statisties beduidende
verbande bestaan ten opsigte van organisasiekultuur en die dimensies van
werkstevredenheid en dat die oorhoofse organisasiekultuur in al drie fabrieke as
Magskuituur uitgewys is en dat die fabrieke algehele werksontevredenheid ervaar.
English: In the South African context the efficient and effective management and utilization of human resources can not be over-emphasized. South Africa has a lack of schooled and professional manpower and is characterized by a low productive ratio. Because of the fact that the management of manpower is a key to successful change in this regard, it therefore should receive a rightful place in organization management. Every organization has its own identity by which you can differentiate between organizations. This identity is formed through the interaction of its members on the one side, and the external environment factors on the other, and this unique identity has an influence on the workers and management behaviour. A good measure of organizational culture is its connection with job satisfaction. It must be remembered that an individual reacts on his interpretation of reality and not reality itself. A person's perception plays an important role in job satisfaction. How a person views himself and his environment has an influence on his behavior and functioning. Work must be satisfying and meaningful for workers. The key elements that influences a workers performance are the degree of challenge, stimulation, autonomy, accurate feedback, good working environment, proper advancement and compensation systems, and also supportive supervision. An improper organizational culture is responsible for an organizations inability to successfully adopt to its environment and for the unsuccessful accomplishments of its set objectives. The purpose of this study was to determine if there is a relationship between organizational culture and job satisfaction and also to determine what the dominant culture of each factory is, and if the workers experience job satisfaction or dissatisfaction. In the literature, attention was given to the most important theoretical constructs that were addressed in this study, namely organizational culture and job satisfaction. In view of each of the constructs, attention was given to the nature and description thereof, the theories and dimensions regarding the specific constructs as well as the influence of the construct on job satisfaction. In the empirical section, the focus was on the selection of respondents and the gathering of information with the aid of the following instruments, namely the Diagnosing Organizational Culture and the Minnesota Satisfaction Questionnaire. The statistical techniques that were used, are the ANOVA and MANOVA, and also the Pearson Product moment correlation. The ANOVA and MANOVA was used to determine differences between the organizational culture and job satisfaction dimensions, as well as the direction of the differences through the Scheffe test. The Pearson Product moment correlation was used to measure the correlation between these two dimensions. The overhead conclusion of this study was that there are significant statistical correlation between organizational culture and job satisfaction dimensions and that the dominant culture of the three factories is Power culture. All three factories experience job dissatisfaction.
English: In the South African context the efficient and effective management and utilization of human resources can not be over-emphasized. South Africa has a lack of schooled and professional manpower and is characterized by a low productive ratio. Because of the fact that the management of manpower is a key to successful change in this regard, it therefore should receive a rightful place in organization management. Every organization has its own identity by which you can differentiate between organizations. This identity is formed through the interaction of its members on the one side, and the external environment factors on the other, and this unique identity has an influence on the workers and management behaviour. A good measure of organizational culture is its connection with job satisfaction. It must be remembered that an individual reacts on his interpretation of reality and not reality itself. A person's perception plays an important role in job satisfaction. How a person views himself and his environment has an influence on his behavior and functioning. Work must be satisfying and meaningful for workers. The key elements that influences a workers performance are the degree of challenge, stimulation, autonomy, accurate feedback, good working environment, proper advancement and compensation systems, and also supportive supervision. An improper organizational culture is responsible for an organizations inability to successfully adopt to its environment and for the unsuccessful accomplishments of its set objectives. The purpose of this study was to determine if there is a relationship between organizational culture and job satisfaction and also to determine what the dominant culture of each factory is, and if the workers experience job satisfaction or dissatisfaction. In the literature, attention was given to the most important theoretical constructs that were addressed in this study, namely organizational culture and job satisfaction. In view of each of the constructs, attention was given to the nature and description thereof, the theories and dimensions regarding the specific constructs as well as the influence of the construct on job satisfaction. In the empirical section, the focus was on the selection of respondents and the gathering of information with the aid of the following instruments, namely the Diagnosing Organizational Culture and the Minnesota Satisfaction Questionnaire. The statistical techniques that were used, are the ANOVA and MANOVA, and also the Pearson Product moment correlation. The ANOVA and MANOVA was used to determine differences between the organizational culture and job satisfaction dimensions, as well as the direction of the differences through the Scheffe test. The Pearson Product moment correlation was used to measure the correlation between these two dimensions. The overhead conclusion of this study was that there are significant statistical correlation between organizational culture and job satisfaction dimensions and that the dominant culture of the three factories is Power culture. All three factories experience job dissatisfaction.
Description
Dissertation (M.A. (Industrial Psychology)--University of the Orange Free State, 1999
Keywords
Job satisfaction, Corporate culture, Organizational behavior