The effects of organizational culture and dimensions on job satisfaction and work-life balance

Abstract

Aim: The purpose of this paper is to analyze the moderating effects of organizational culture and organizational culture dimensions on the relationship between job satisfaction and work-life balance. The research also analyses the differences in the perception of organizational culture and its dimensions between managers and nonmanagement employees in the wood product manufacturing industry. Methodology: The research was administered to 200 employees from five wood product manufacturing companies. Data was collected on the organizational culture, organizational culture dimensions, job satisfaction, work-life balance using Organizational Culture Instrument (OCI), VOX Organizationis and single-item measures of job satisfaction and work-life balance. The collected data was analyzed using descriptive statistics, reliability analyses, Person correlation, hierarchical multiple regressions analyses and Poisson regression analyses. Results: The findings of the research indicate perceptions of organizational culture differ between managers and non-managers. Employees that are exposed to participatory management style are less likely to report negative work-life balance. Conclusion: This research investigates an underresearch topic of organizational culture and dimensions in the wood manufacturing industry, and its relationship with employee job satisfaction and work-life balance. Managers in this industry will benefits from applying the findings in everyday practice.