Personal organizational well-being and quality of organizational life: The mediating role of organizational culture

Abstract

Purpose: To test models of mediation and moderation of the organizational culture, competing values and styles of organizational operation having quality of organizational life (QOL) as antecedent and personal organizational well-being (POW) as consequent. Originality/value: Literature has presented tests of mediation/moderation models to understand well-being of employees and support leadership in the implementation of strategies that fit into the organizational realities. Organizational culture has been used as a component variable of some of those models. However, no publication investigating culture as mediator/moderator of the quality of life/well-being relation was found. Design/methodology/approach: Quantitative, transversal survey employing scales that present evidences of psychometric validity applied to 1,292 employees (81%) of the population in a public organization. Two mediation models and two moderation models were tested through multiple regression. Findings: The results of the linear and hierarchic regression analyses used to test the proposed models showed that, except for the bureaucratic culture, all types of culture had significant power of mediation between the variables of QOL and POW. No moderation relation was found. The empirical evidences of the models tests point out the need for considering cultural traits of organizations in the design of strategies of intervention related to QOL and POW, since some may be more applicable to given cultures and less applicable to others.