Organizational Culture as a Predictor of Overall Job Satisfaction: The Case of Development Bank of Ethiopia

Abstract

An explanatory study was conducted with the aim of examining organizational culture as a predictor of overall job satisfaction of professional and clerical employees of the Development Bank of Ethiopia. A total sample of 225 respondents out of 542 total populations were drawn for the study. Cameroon and Freeman’s (1991) model of organizational cultures comprising of clan, adhocracy, hierarchy and market was adapted as the conceptual framework for analysis. Organizational culture was examined through Organizational Culture Assessment Instrument (OCAI). Job satisfaction was measured by asking respondents about their overall job satisfaction. Data were collected through structured and unstructured questionnaire interview. Data were analyzed through descriptive statistics, narrative and regression analyses. The results indicated that job satisfaction levels varied across the four cultures. Among the four types of organizational cultures, clan (collaborate) and adhocracy (create) cultures had significant, positive effect on the overall job satisfaction of employees. But, market (compete) and hierarchy (control) cultures showed negative effect towards overall job satisfaction. However, caution is needed in inferring that organizational culture is the sole cause for the increasing level of employees’ overall job satisfaction as there are also other organizational variables which can affect employees job satisfaction. The results of the study is useful to organizations who wish to see their employees satisfied in their jobs. Leaders ⁄ Managers should be aware that understanding the organizational culture can help to improve their employees’ job satisfaction.