Quantitative Analysis of Relationships among Supportive Organizational Culture, Leadership Performance, Job Satisfaction, Organizational Trust, and Job Involvement

پژوهش نامه مدیریت تحول

Article 8, Volume 16, Spring&Summer2024, July 2024, Pages 240-277   

Document Type: Original Article

DOI: 10.22067/tmj.2024.84646.1484

Authors

Usef Ramezani^{* 1}; Zahra Rafizadeh²; Ghasem Anvari³; Shaghayegh Torabi²

¹Assistant Professor, Management Department, University of Gonabad, Gonabad, Iran.

²Graduated in Management from University of Gonabad.

³Assistant Professor of Imam Bagher University.

Abstract

 
 
1- INTRODUCTION
Job satisfaction is one of the most important variables in organizational behavior, increasing employees' efficiency and individual satisfaction. Organizational culture affects the behavior of employees. Also, a supportive organizational culture may significantly affect employees' motivations, job satisfaction, and morale. Organizational culture, leadership, and employees' mental involvement are the effective factors in increasing job satisfaction, but little was investigated in previous research. Accordingly, this research aimed to analyze the associations among supportive organizational culture, leadership performance, job satisfaction, organizational trust, and job involvement.
 
2- THEORETICAL FRAMEWORK
Job satisfaction is the key to the success of any organization. Employees with higher job satisfaction perform better than those with lower job satisfaction. If employees have a suitable level of satisfaction, they are more involved in their jobs. Organizational culture is the employees' perception of their organization, representing the usual and fixed characteristics that distinguish an organization from the others. A supportive culture minimizes the pressure on employees to exert a particular behavior and encourages them to pursue their work based on goals and values. Leadership style is a permanent and continuous behavioral pattern that people use to influence others in place of work.
 
3- METHODOLOGY
The present research is a practical study in terms of purpose, and regarding the method, it is a descriptive-correlational study. The statistical population comprised 178 employees working for Atiehsazan Supplementary Insurance Company in Mashhad. The census method was used to study the target population. The survey tool is a questionnaire, the first part of which consists of demographic variables including gender, education, and job tenure, and the second is dedicated to the items of the scales. The validity of gathered data was evaluated by content and construct indices, and its reliability by Cronbach's alpha. Structural equation modeling was conducted in SmartPLS software to test the research hypotheses.
 
4- RESULTS & DISCUSSION
The results revealed significant coefficients for organizational culture on job involvement, organizational culture on organizational trust, leadership performance on organizational trust, job involvement on job satisfaction, and organizational trust on job satisfaction. Furthermore, organizational trust mediated the effect of leadership performance on job satisfaction.
 
5- CONCLUSIONS & SUGGESTIONS
According to the results, the more the employees perceive a supportive atmosphere, the more they are involved in their jobs, increasing mental engagement. Managers should improve the organization's performance by strengthening the organizational culture to provide employees with psychological safety and mutual trust. In this regard, it is suggested that managers pay due attention to the employees' values and motivation, having a dramatic role in their participation. In addition, it increases their level of trust, satisfaction, and involvement. Leadership styles should be based on collaboration and teamwork rather than making decisions only on top of the organization, such that the employees are attached like family members. Therefore, they develop the necessary skills to exert ethical behaviors because of increased organizational trust.

Keywords

organizational trust; Job engagement; Job satisfaction; Leadership performance; Supportive organizational culture

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