摘要:本文是英国留学生毕业论文范文,主要内容是针对组织文化的相关问题进行研究和分析,并且通过实证调查研究组织文化对美国的卡梅伦和Freeman的企业营销人员的影响作用。
satisfaction and organizational commitment are important attitudes in assessing employees' intentions to quit and overall contribution to the organization. Here Organizational commitment can be considered as a part or consequence of job satisfaction because it is ultimately the organizational commitment which will affect the performance of an organization.
The concept of job satisfaction, in relation with other organization variables, has been studied many times such as task demands (Dodd and Ganster 1996, Zaffare 1994, Ting 1997 and Blau 1999), job satisfaction and leader member exchange (Podsakaff et al, 1996 , Sparks and Schenk, 2001) , job satisfaction and social structure (Sargent and Terry 2000) ,task demand, social structure and job satisfaction (Seers and Graen 1984, De Jonge 2001) ,job satisfaction and commitment (Lincoln and Kalleberg (1990) , Vandenberg and Lance (1992) , Farkas and Tetric (1989) and Currivan (1999) job satisfaction and demographic characteristics such as age, gender, tenure, and education (Clark, 1993; Clark and Oswald, 1995; Hickson and Oshagbemi, 1999; Oshagbemi, 1998, 2000)
These studies show that a lot of work has been done on determining the relationship between job satisfaction and different variables but few efforts are made on determining the relationship of job satisfaction with organizational culture. Out of these few Odom et al. (1990) examined the relationships between organizational culture and three elements of employee behavior, namely, commitment, work-group cohesion and job satisfaction. They concluded that the bureaucratic culture was not the culture most conductive to the creation of employee commitment, job satisfaction and work cohesion. Nystrom (1993) found that employees in strong culture tend to express great organizational commitment as well as higher job satisfaction. He investigated health care organizations.
One of the actual investigations concerning the relationship of job satisfaction and organization culture has been done by Daulatram B. Lund who conducted a research on marketing professionals in cross section of firms in the USA. He used Cameron and Freeman's (1991) model of organizational culture, comprising of clan, adhocracy, hierarchy, and market, as the conceptual framework for analysis.
1.3 Definitions
1.3.1 Organizational Culture
Although over 150 definitions of culture have been identified (Kroeber & Kluckhohn, 1952), the two main disciplinary foundations of organizational culture are sociological (e.g., organizations have cultures) and anthropological (e.g., organizations are cultures). Within each of these disciplines, two different approaches to culture were developed: a functional approach (e.g., culture emerges from collective behavior) and a semiotic approach (e.g., culture resides in individual interpretations and cognitions). The primary distinctions are differences between culture as an attribute possessed by organizations versus culture as a metaphor for describing what organizations are. The former approach assumes that researchers and managers can identify differences among organizational cultures, can change cultures, and can empirically measure cultures. The latter perspective assumes that nothing exists in organizations except culture, and one encounters culture anytime one rubs up against any organizational phenomena. Culture is a potential predictor of other organizational o
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