Die verband tussen organisasiekultuur en werkstevredenheid onder die personeel van 'n vervaardigingsorganisasie

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.