Commitment to Work and its Relationship with Organizational Culture Mediated by Satisfaction/Comprometimento no trabalho e sua relacao com a cultura organizacional mediada pela satisfacao/El compromiso en el trabajo y su relacion con la cultura organizacional mediada por la satisfaccion.
| Autor | da Silva, Lindomar Pinto |
1 Introduction
Research has sought to understand the effects of culture on satisfaction and commitment, albeit almost always separately. However, there are already some papers that seek, in the same study, to relate these concepts (Alvi et ah, 2014; Bigliardi, Dormio, Galati, & Schiuma, 2012; Habib et ah, 2014; Medeiros & Albuquerque, 2005; Santos & Sustelo, 2009; Zhang & Zheng, 2009). Organizational culture guides the behavior of the members of an organization. Therefore, it can play an important role in employee satisfaction and commitment. Taking the cultural model proposed by Quinn and Cameron (2006), some of its types, such as the clan culture and adhocratic culture, due to their characteristics of being aimed at the appreciation of personal relations and the autonomy of individuals, would enhance satisfaction and commitment, since these concepts are associated with the affective aspects of the individual in relation to the organization (Andrade et al., 2017; Bastos, 1993; Budihardjo, 2013; Locke, 1976; Monday et al., 1979; Siqueira, 2008).
Satisfaction can also provide significant increases in organizational commitment since both highlight the individual's affective ties with the organization. In this sense, it is expected that an organizational context in which levels of satisfaction are increased will result in an increase in the level of commitment of individuals (Leite, Rodrigues, & Albuquerque, 2014; Maciel & Camargo, 2011; Tett & Meyer, 1993).
Despite these studies, it is still necessary to understand the broader relationships between these concepts, which is consistent with Leite et al. (2014), considering that there are gaps to be filled by the surveys to understand the relationship between commitment and satisfaction, especially taking into account other factors of the organizational context. It is in this space that this study is situated, using a contextual element, organizational culture, as a predictor of organizational commitment mediated by satisfaction.
Cultures that are more focused on the affective aspects and valuing the individual (Cameron & Quinn, 2006) would tend to increase satisfaction and commitment. As satisfaction would also tend to increase commitment, it is expected that in the relationship between organizational culture and commitment, increases in satisfaction levels would also tend to increase the positive effect of the relationship between organizational culture and organizational commitment. Hence, the objective of this study is to analyze the mediating effect of satisfaction on the relationship between organizational culture and commitment at work.
The locus of this study is a public bank that operates in the Northeast region of Brazil. The banking segment has been seen as an environment that is conducive to problems such as moral harassment and illness due to management systems, work overload, pressures for results, and the constant technological advances that lead to increased unemployment in the segment. These phenomena can affect the levels of satisfaction and commitment of their workers (Andrade et al., 2013; Lima et al., 2014).
This paper contributes to increasing the theoretical knowledge about the relationships established between culture, satisfaction, and commitment. For the area of people management, this knowledge can favor organizational performance by allowing managers to act more precisely in each of these constructs. In order to achieve the objective of the study, this article is structured as follows. It begins with this introduction, followed by the theoretical reference, which discusses the concepts of culture, commitment, and satisfaction at work. Next, it presents the methodology of the research, followed by the analysis of the data and the results. Finally, the conclusions are presented.
2.1 Organizational culture
Alvesson (2007, p. 5) views culture as "a more or less cohesive system of meanings and symbols in terms of which social interactions take place." This perception of culture as an element that shapes the relationships between the members of a community can be perceived in the definition given by Geertz (1989, p.4), which defines it as "a web of meanings woven by men." In this sense, culture is a set of normative social expectations that inform how the members of an organization should behave (Hartnell et al., 2011). This makes it an important element of the organizational context, since it guides the behavior appropriate to each context.
Although there is a significant amount of definitions of culture and approaches to it, this research used the approach of Cameron and Quinn (2006, p. 17), for whom "the culture of an organization is reflected in the dominant leadership styles, in language and symbols, in procedures and routines, and in the definitions of success that make a single organization." In order to measure the organizational culture of an organization, these authors use the Organizational Culture Assessment Tool (OCAI) derived from the Competing Values Framework (CVF) proposed by Quinn and Rohrbaugh (1983).
In the CVF, three dimensions are used as criteria for organizational effectiveness: the structure dimension, which represents the opposition between flexibility and stability; the focus dimension, which represents the internal or external orientation; and the values dimension, which is represented by the concern with the means or ends in the organization (Cameron & Quinn, 2006; Hartnell et al., 2011; Quinn & Rohrbaugh, 1983). These three dimensions are arranged in four quadrants that form the cultural types Hierarchy, Market, Clan, and Adhocracy (Cameron & Quinn, 2006).
The hierarchical culture has an internal orientation. It values stability, control, and integration. According to Quinn and Rohrbaugh (1983), the means used are mechanisms of information management and communication to achieve stability and control. For Hartnell et al. (2011), the underlying belief is that employees fulfill their expectations through the clear definition of their roles. Efficiency is achieved through predictability, guaranteed by clear and standardized rules (Cameron & Quinn, 2006). Thus, efficient communication and standardization ensure organizational success (Denison & Spreitzer, 1991; Strese et al., 2016).
The market culture can be considered a model of rational goals (Quinn & Rohrbaugh, 1983). It focuses on the external environment and control. To achieve productivity and efficiency goals, it prioritizes goal planning. Competitiveness and the surpassing of goals are valued (Alvi et al., 2014; Braga et al., 2014; Cameron & Quinn, 2006; Fernandes et al., 2015). The belief is that valuing organizational performance results in an increase in competitiveness, leading to greater productivity (Cameron & Quinn, 2006; Hartnell et al., 2011). According to Hartnell et al. (2011), in this culture, well-defined goals and appropriate reward systems motivate employees.
The clan culture is associated with the human relations model (Quinn & Rohrbaugh, 1983). This is because it values integration and team spirit as a means to achieve the development of human resources (Quinn & Rohrbaugh, 1983). Hartnell et al (2011) add that communication, participation, and cohesion are also means to increase employee commitment. This involves shared values and goals, a sense of belonging, teamwork, and corporate commitment by the employees (Alvi et al., 2014; Braga et al., 2014; Cameron & Quinn, 2006; Fernandes et al., 2015). For Hartnell et al (2011), the belief is that commitment from an employee results in the development of affection towards the company. Commitment and satisfaction shown by employees are criteria for the success of the organization (Hartnell et al., 2011; Strese et al., 2016).
In the adhocratic culture, according to Quinn and Rohrbaugh (1983), the model is one of open systems. It focuses on flexibility and adaptability to the external environment as a means to achieve growth and obtain resources from companies. Entrepreneurship, creativity, and an emphasis on individuality also stand out in this culture (Alvi et ah, 2014; Braga et ah, 2014; Cameron & Quinn, 2006; Fernandes et ah, 2015). For Hartnell et al. (2011), the belief in this culture is that resources and new businesses stem from processes of change. Since innovation is the criterion for success in this culture, creativity and risk taking are important means to achieve it (Hartnell et al., 2011; Strese et al., 2016).
2.2 Satisfaction with Work
Tamayo (2001) states that satisfaction includes a multi-factorial feature that is reflected in many elements of the organizational environment, such as compensation, organizational climate, relationships with colleagues and superiors, and career expectations, among other elements. This same perception can be seen in the paper by Spector (1985) when he describes the instrument for evaluating job satisfaction and divides its scale into nine facets (dimensions) that can influence this. In Warr's view (2007), there are at least 12 groups of characteristics that are positively associated with job satisfaction. This conclusion is reinforced by Hauff et al. (2015), quoting the work by Warr (2007), who reviewed the publications on the antecedents of satisfaction and concluded that, in fact, it is a construct that is influenced by diverse factors, which may hamper a full understanding of it.
Because of the diversity of the antecedents of satisfaction, its definition also involves difficulties of uniqueness. In Locke's view (1976), it can be considered as an individual evaluating their experiences at work as being pleasant or positive, where the elements of the organizational environment and the work itself are important conditioning factors. Similar to this perspective, Sanchez-Sellero et al. (2014) believe that the individual develops expectations about their work and, in doing so, compares the actual work with those expectations. The closer the...
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