The paper "The Relationship between Organisational Culture and Employee Job Satisfaction" is a perfect example of management coursework. The job satisfaction level of employees occupies an important place in the list of major concerns of human resource management. Job satisfaction may be a result of many factors like the fairness of rewards, growing chances, participatory level in decision making, incentives, compensations, etc. The culture of an organisation is a set of beliefs, values and work style of the organisation. Job satisfaction of employees is highly linked with the performance level of the company and so the culture has to very assertive regarding the satisfactorily level. The assignment throws light upon the level of organisation culture and relationship between the two aspects of organisational culture and job satisfaction.
The influence of high and weak culture upon the job satisfaction level of the employees is further discussed. It makes the study very clear regarding the fact that there is a direct link between corporate culture and job satisfaction. 2.0. Organisational Culture and Job Satisfaction With the evolvement of global markets and an increase in the worldwide competition along with the technological advancements has made the organisations face many new challenges.
Organisational culture has become a major factor in this regard and has a strong relationship with the employee job satisfaction level. Job satisfaction has become the most frequently variable that is investigated in organisational culture. The organisational culture has been studied as a persistent and patterned way to understand the task of human and their relationship within an organisation. It is also considered the model to get the things done within an organisation (Lund, 2003). There is a strong link, between the two, which makes the study and evaluation of the job satisfaction level of the employees very precise and clear depending upon the relationship that one generates against the other.
The cultures of an organisation are more of shared assumptions, values and beliefs that act as a social binder and hold the organisation together. The strong culture of an organisation ensures that there exist common values and codes of conduct for all employees thus directing them to attain organisational goals. 3.0. Organisational Performance Organisational performance is the analysis of an organisation’ s actual performance in comparison to its goals and objectives (Schwepker, 2001).
The performance or outcome of an organisation is analysed through three primary outcomes namely, financial performance, market performance and shareholder value performance. It requires the effective and efficient use of the resources, by any organisation, to achieve its goals and objectives. 3.1. Goal The ultimate end that an organisation looks to attain through its operation and existence is the goal of the organisation. They are predetermined and the future result depends upon the set goals and the current efforts are directed in the same direction.
They are the strategic objectives established by the management to outline the expected outcomes and supervise the efforts of the employees. Official and operative goals are the two major types of organisational goals and it is different for each level of management. The strategic goals are set by the top management levels and are applicable to the entire organisation and are set for five or more years. The tactical goals are set by the middle level of management and the duration range is one to two years.
The tactical goals define the future state of many departments and divisions.