IMPACT OF ORGANIZATIONAL CULTURE ON EMPLOYEE RETENTION - Organization Behavior

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IMPACT OF ORGANIZATIONAL CULTURE ON EMPLOYEE
RETENTION
Submitted to:
Ma’am Seema Kamran
Group Members:
Kubra Akbar
Sana Asim
Fazila Mukhtar
Noman Hanif
Abdul Aziz Afzal Siddique

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Table of Contents
Executive Summary.........................................................................................................................................3
Introduction....................................................................................................................................................4
Literature Review............................................................................................................................................7
Recommendation .........................................................................................................................................11
Types of Culture........................................................................................................................................11
Model of Job Satisfaction..........................................................................................................................14
Potential Barriers and Obstacles to be faced by Dubai Islamic Bank ...........................................................15
Reluctance from Senior Management......................................................................................................16
Costs to Change ........................................................................................................................................16
New System Software...............................................................................................................................16
Training Costs............................................................................................................................................16
High Rewards and Compensations ...........................................................................................................17
Recruitment process.................................................................................................................................17
Risks involved with the Change ....................................................................................................................17
Budget.......................................................................................................................................................17
Fears of Management...............................................................................................................................17
Skilled Staff ...............................................................................................................................................17
Time ..........................................................................................................................................................18
Ambiguity and Uncertainty.......................................................................................................................18
Habits........................................................................................................................................................18
Fear of the Unknown ................................................................................................................................18
Consequences of Recommendations ...........................................................................................................18
Size of the organization ............................................................................................................................19
Technology use by the organization.........................................................................................................19
Degree of environmental uncertainty ......................................................................................................19
Conclusion.....................................................................................................................................................21
Reference......................................................................................................................................................23

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Executive Summary
Organizational culture provides a framework with respect to the behavior of
employees in their workplace. Depending on the type of culture that is created in an
organization, it can have a positive or negative effect on employee performance. In the
following research report we investigated whether the culture of an organization does really
matter for the employees’ performance or it’s just the invisible part of an organization.
In order to evaluate the impact of culture on the organization and its employees, we
compared two most renowned banks namely, Dubai Islamic Bank Pakistan Limited and
Meezan Bank Ltd. Both the banks are known for providing its Islamic Banking services to
the clients. There is a huge difference between the cultures of both the organization, which
directly impact the employee retention, job satisfaction, and turnover rate and customer
satisfaction.
Our main agenda was to recommend certain changes to Dubai Islamic Bank Pakistan
Limited, in order to enhance employee motivation, retention, and job satisfaction. All these
factors will eventually enhance the outcome produced by the employees and they will be
more prompted to achieve the set targets. Therefore after analyzing the literature and
evaluating the factors that can become a hurdle recommended cultural changes, which are
critical to be implemented within the organization. The cultural changes are recommended in
way that they will keep their high turnover intact as well as enhancing the employee
satisfaction.

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Introduction
Islamic banking performs activities that comply with sharia (Islamic Law) and its
practical application through the development of Islamic economics. Dubai Islamic Bank was
established in 1975 and it is the largest Islamic bank in United Arab Emirates (UAE) by
assets and a public joint stock listed company on Dubai financial market. Dubai Islamic bank
is also the world’s first Islamic bank and the third largest Islamic bank in the world and
currently represented by Mr.Mohamed Saeed Ahmed Abdulla Al Sharif (Chairman) and
Dr.Adnan Chilwan (Group CEO).
Dubai Islamic Bank Pakistan Limited is a wholly owned subsidiary of DIB (UAE).
The bank commenced its operation in Pakistan on 28th
Match 2006 with regulation State
Bank of Pakistan (SBP) and Securities and Exchange Commission of Pakistan (SECP) and
currently represented by Mr Junaid Ahmed (CEO). The bank offers sharia products that
effectively compete with those being offered in the market by conventional banks.
Today DIBPL stands at 243 locations (200, Branches & 43 Branchless banking
booths in 62 cities across Pakistan). The DIBPL stands at short term credit rating A-1 (High
certainty of timely payment, liquidity factors are excellent and risk factors are minor) and
long term credit rating stands at AA- (High credit quality, protection factors are strong, risk is
modest but may vary slightly from time to time because of economic condition).
DIBPL is offering Priority & Platinum Banking and the most extensive portfolio of
Alternate Distribution Channels (ADCs) which includes VISA ATM/Debit Card, Internet
Banking, SMS Banking, Phone Banking, Mobile Internet Banking, Inter Bank Fund Transfer
and over 186 ATMs across Pakistan.
DIBPL is currently one of the most active players in the Consumer Autos and Home
Finance. DIBPL continues expand its expertise in Retail, Corporate, Trade and Investment
Banking services across Pakistan. The type of products is following

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Types of Accounts Consumer Products
Asaan Account Auto Finance
Business Account Business Finance
Cash Manager Account Home Finance
Current Account Personal Finance
Savings Account Fleet Financing
Junior Account Banca Takaful
Fixed Deposit
DIB Foree Paisa
DIBPL is competing with other Islamic financial banks and major competitor is
Meezan Bank Ltd which is largest Islamic banking network across Pakistan. Being an Islamic
Bank, DIBPL has been a provider of “halaal” employment opportunities and also contributed
to social development through its charity fund to leading charitable foundations, they follow
Islamic culture in each and every segment of the working environment. They have full-
fledged sharia department that monitors every transaction. All products, marketing material
are in line with sharia department ensuring that there is no conflict with Islamic guidelines.
To asses sharia practices are followed sharia audit is conducted.
When we describe someone as open, relaxed or aggressive we are describing
personality trait of an individual. An organization too has a personality, which is called its
culture and that culture influence the way employees act and interact with others.
Organizational culture has been described as the shared values, principle and tradition of an
organization. It can also be described as the environment and attitudes within the business. In

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most of the organization these shared values and practices have evolved over time and
determine to a large extent how things are done here.
Culture implies perception, it is not something that can be physically touched or seen
but employees perceive it on the basis of what they experienced within the organization.
Culture can also be descriptive. It is concerned with how members perceive the culture and
describe it. Employees learn culture through stories, rituals, language and how people work
within the organization.
While our visit to Dubai Islamic Bank Pakistan Ltd head office we had an interactive
session with Regional Manager (Sales) and Head of Liability (Sales), we found that their
organizational culture is outcome oriented, that is where management is more focused on
results or outcome rather than on how these outcomes are achieved. They are also aggressive
as towards the result and annual targets of an organization due which employees are
neglected and are not motivated.
This aggressive and result oriented culture leads to the high level of job
dissatisfaction. When employees are not satisfied they are not willing to give their full
potential towards the work, because of this aggressive culture employee turnover rate is
higher which eventually leads to negative publicity of an organization and effects the image
or the reputation of an organization. Having such negative publicity would not attract the
useful or talented resources for Dubai Islamic Bank.

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Literature Review
According to the evidence, the organizational culture, environment and the leadership
practiced with in the organization are the critical determinants of overall performance,
effectiveness and employee satisfaction (Lok, & Crawford, 2004). According to different
studies, a strong correlation exists between the organizational culture and the satisfaction of
employees. If the employees are dissatisfied they will look for other options as they are less
committed and the overall work effectiveness is adversely affected (Lok, & Crawford, 2004).
The inescapability of an organizational culture necessitates that administration
perceive its supporting measurements and its effect on worker related factors, for example,
job satisfaction, organizational duty, and execution (Tsai, 2011). There is lack of research
was done on the connection between organizational culture and job satisfaction inside the
examination theme of organizational culture and outcome. The organization comprises of the
staff, with the behavior of its individual individuals influencing outcomes.
Culture is socially learned and transmitted by individuals; it gives the tenets to
behavior inside organizations (Tsai, 2011). The meaning of organizational culture is of the
conviction that can manage staff in recognizing what to do and what not to do, including
practices, qualities, and suspicions about their work. The basic beliefs of an organization start
with its leadership, which will at that point advance to a leadership style (Tsai, 2011).
Subordinates will be driven by these qualities and the behavior of leaders, with the end goal
that the behavior of the two gatherings ought to turn out to be progressively in line.
At the point when solid brought together behavior, qualities and convictions have
been built up, a solid organizational culture develops. Leaders need to value their capacity in
keeping up an organization's culture. This would consequently guarantee reliable behavior
between individuals from the organization, decreasing clashes and making a sound workplace
for representatives (Tsai, 2011).

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Firms as of now should work in a situation described by consistently expanding
worldwide challenge, changing client requests, quick specialized changes, and vulnerability
(Naranjo-Valencia, Jiménez-Jiménez, & Sanz-Valle, 2016). Inside this specific situation,
innovation is viewed as basic for accomplishing reasonable upper hands and along these lines
for firm achievement. That is for the most part because of the way that inventive firms are
increasingly adaptable and can react to change all the more rapidly; they go the additional
mile with regards to making new chances and abusing existing ones (Naranjo-Valencia,
Jiménez-Jiménez, & Sanz-Valle, 2016).
Experimental research offers help for a positive connection between firm innovation
and execution. Given the significance of innovation in improving firm execution, various
investigations have endeavored to distinguish the components that can upgrade innovation.
Presently one of the factors considered to have extraordinary impact on innovation is
organizational culture (Naranjo-Valencia, Jiménez-Jiménez, & Sanz-Valle, 2016). Since
organizational culture impacts workers' behavior, it might lead the staff to acknowledge
innovation as a basic estimation of the organization and to feeling increasingly associated
with it.
Given the significance of innovation in firm achievement, various investigations have
endeavored to recognize its fundamental determinants (Naranjo-Valencia, Jiménez-Jiménez,
& Sanz-Valle, 2016). All in all, they can be gathered into individual dimension,
organizational dimension, and ecological dimension. Inside organizational dimension, the
writing alludes to measure, organizational plan, procedure, leadership, human asset rehearses,
monetary help, and organizational culture. Out of them every one of, the ones that emerge
most are organizational plan and organizational culture.
Organizational culture can be characterized as the qualities, convictions and shrouded
suspicions that the individuals from an organization share practically speaking. Such shared

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qualities structure the premise of correspondence and common comprehension and influence
representative behavior through its two fundamental capacities: inside reconciliation and
coordination. Therefore, culture can animate imaginative behavior among the individuals
from an organization since it can lead them to acknowledge innovation as a fundamental
estimation of the organization and cultivate promise to it (Naranjo-Valencia, Jiménez-
Jiménez, & Sanz-Valle, 2016).
Vulnerability in worldwide market has made organizations increasingly inclined to
embrace change consistently. The intricacy of the business tasks requires that there must be a
successful interest from each dimension of the organization (Asrar-ul-Haq, & Kuchinke,
2016). Notwithstanding area, work, and capital, human asset is likewise an imperative
resource of organization. It assumes a key job in the smooth running of the organization and
accomplishing its objectives. In this regularly changing and aggressive worldwide market,
human asset can turn into the upper hand of the organization, whenever oversaw adequately.
This is obvious from writing that leaders have noteworthy effect on subordinates.
The noteworthiness of leadership style increments in the administrations area, as it
has direct effect on financial improvement. Along these lines, the advancement and
development in administrations area guarantees the general development of national
economy, particularly in a creating nation. The banking area of Pakistan is developing step by
step that has offered ascend to extreme challenge among banks (Asrar-ul-Haq, & Kuchinke,
2016). Along these lines, so as to remain in front of contenders, banks can deal with their HR
viably by utilizing distinctive leadership styles in such manner.
Utilization of transformational leadership can help up workers' resolve and result in
job satisfaction. As the banking area of Pakistan is confronting diverse issues like high
turnover, absence of duty and job worry among workers, the significance of powerful
leadership has expanded (Asrar-ul-Haq, & Kuchinke, 2016). Along these lines, the reason for

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this examination is to look at the effect of administrators' leadership styles on worker
execution. The challenge in the banking area is expanding step by step.
Today, the high weight on the economy of Pakistan and changing money related
approaches has expanded the significance and difficulties of this division. Furthermore, the
long work hours, stress, representatives' absence of duty, job dissatisfaction and high turnover
in banks have increased the requirement for powerful leadership (Asrar-ul-Haq, & Kuchinke,
2016). So as to keep up the development and accomplish higher targets, the top
administration in the banks needs to comprehend the issues and influence methodologies to
fulfill, to hold, and persuade workers to apply additional endeavors.
In other words, it needs such leadership in its branches that can accomplish
organizational objectives productively and adequately. Leaders ought to be able to propel its
workers to apply additional endeavors to accomplish higher objectives. In addition, the
current leadership (supervisors) ought to receive such leadership styles that assistance to
expand subordinates' satisfaction, their endeavors and execution (Asrar-ul-Haq, & Kuchinke,
2016). It is obvious in writing that bunch execution and accomplishment of objectives is
identified with the leadership style utilized by the leader, as it straightforwardly influences
worker behavior.
It drives them to apply additional exertion on their jobs and see their leaders as
powerful. Culture inside an organization is imperative, assuming an expansive job in whether
the organization is an upbeat and sound work environment. Through conveying and elevating
the organizational vision to subordinates, and in getting their affirmation of the vision, it is
conceivable to impact their work behavior and frames of mind. At the point when there is
great cooperation between the leader and subordinates, there will be commitments to group
correspondence and coordinated effort, and consolation of subordinates to achieve the
mission and goals appointed by the organization, which thus improves job satisfaction.

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Recommendation
In recent years, employee job satisfaction has become widely accepted as one of the
most important management disciplines. This is because most organizations want to retain
their employees and raises their performance level to achieve a competitive advantage.
And after reviewing all the above discussion we got to know that Dubai Islamic Bank
faces the worst condition of employee satisfaction as well as organizational low performance.
For the better understanding of the situation and recommend the remedies to DIBPL
to cope up with this critical situation we are comparing the another Bank named ‘’Meezan
Bank (The premier Islamic Bank) Meezan Bank, Pakistan’s best bank and the first and largest
Islamic bank, is a publicly listed company with a paid-up capital of Rs. 10 billion.
It is one of the fastest growing financial institutions in the banking sector of the
country. With its Vision of establishing ‘Islamic banking as banking of first choice Meezan
Bank, the Bank commenced operations in 2002, after being issued the first-ever Islamic
commercial banking license by the State Bank of Pakistan.
The Bank provides a comprehensive range of Islamic banking products and services
through a retail banking network of more than 650 branches in more than 180 cities of the
country. Backed by a state-of-the art T-24 core banking system, the branch network is
supported by 24/7 banking services that include over 660 ATMs, VISA and MasterCard
Debit cards, a Call Center, Internet Banking, Mobile Application and SMS Banking facility.
Types of Culture
Cameron and Freeman developed this framework in 1991, which help an organization
or an individual to determine the culture of organization.

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• Clan Culture is used because of its similarity to a family-type organization. It seems
more like extended families than economic entities. Instead of the rules and
procedures of hierarchies or the competitive profit centers of markets, typical
characteristics of clan-type firms were teamwork, employee involvement programs
and corporate commitment to employees.
• Adhocracy Culture is a culture which is energetic, self-deployed and providing a
place for the employees and management to come forward with ingenious work and
develop the offerings according to the changing needs of the consumers.
• Hierarchy Culture consists of seven characteristics such as rules, specialization,
meritocracy, hierarchy, separate ownership, impersonality, and accountability.

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• Market Culture is a culture where the organizational achievement is based on output.
The whole environment of the organization and stakeholders are hardworking and top
management looks very serious in producing the desired outcomes.
Meezan Bank and DIBPL almost started at same time but Meezan is performing
remarkably outstanding whereas DIBPL is not. The main reason of DIBPL’s fiasco that
we observed is the rigid and aggressive organization culture which is completely opposed
of Meezan’s culture.
Meezan Banks’s culture is based on learning, fairness. They consider their
employees as their valuable assets, provide feedback platform to the organizational
participant and all the adequate facilities which brings job satisfaction among the
employees.
According to above table, Meezan bank follows the Clan Culture. Because meezan
bank we can say that is a Family Friendly Organization who care for their employees as
their own family and this is why their employees own the organization. Meezan provides
following facilities and benefits to their employees for their wellbeing.
• Fully equipped gym facilities and indoor games.
• Modern swimming pool and Jacuzzi.
• Modern library with a diverse collection of books, magazines.
• Farmhouse and Beach huts.
• Training Facilities.
• Secured and subsidized transport services.
• Day care facility for working mothers.
Now if we compare the Meezan culture and perks with our victim organization so
we will definitely agree that if DIBPL’s employees turnover rate is high so it is not
employees’ fault but they should review their culture and policies. we can suggest the

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DIBPL to adopt some of the Meezan’s bank policies and try to adopt the Clan culture
with the combination of Adhocracy culture because they must ensure the job satisfaction
among the employees as well as bring the innovation in the services and product
according to the current market.
Model of Job Satisfaction
This model of Job satisfaction clearly gives the idea what steps and procedure should
an organization follows to bring job satisfaction and higher outcomes among the employees
(Agho, Price & Mueller, 1993). The following suggested recommendations should allow the
selected bank to take advantage of restructuring their organizational culture to empower
employees through motivation, growth of opportunities, communication on important matters
and supervisory support.
• Reward & Compensation: The management of the bank should motivate their
employees through fair rewarding, compensations, job security, fairness in appraisal
and promotions, fairness in payment and benefits to reduce the fear and anxiety from
employees.

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• Training & Development: The management of the bank should implement learning
programs like training, education and career development to enhance employee skills
on their jobs. This will help the employees to develop a positive attitude towards their
jobs.
• Participation in Decision Making: The management of the bank should involve
employees in the decision making process and this can only happen by effective
communication. Effective communication such as exchange of ideas, facts, emotions,
respect builds teamwork and good relationship with co-workers. Procedures should be
put in place to ensure that there is flow of information through communication from
all the departments.
• Proper Leadership: The management of the bank should adopt proper leadership and
make supervisory support important within the organization. Effective supervisory
support such as support with personal and family matters, fairness in personal
procedures can have a considerable impact on employees’ job satisfaction. If
management are fair, firm and show concern for employees, it improves their trust
and confidence in them, thereby improving performance on the job.
Potential Barriers and Obstacles to be faced by Dubai
Islamic Bank
There is no change without resistance. The brutal fact is that about 70% of all
change initiatives fail. But why? In most of the cases organizational-change failures are
driven by negative employee attitudes and unproductive management behavior.
However, in our case, it will be the reluctance of the senior management and costs to
change.

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Reluctance from Senior Management
The biggest hurdle Dubai Islamic Bank would face on adopting our recommendation
is acceptability towards new culture from the senior management. They will be reluctant to
support and accept changes, as it will contradict their values and perceptions. Currently,
Dubai Islamic Bank has a Market culture where the primary focus is on the achievement of
defined high targets. The employees are given unachievable targets to sustain their growth in
the organization.
If they adopt the Clan culture with the combination of Adhocracy culture, the
management will have to focus on employee welfare rather than results. They will have to
become mentors rather than just bosses, nurture their teams to take risks by innovation.
Rather than a top-down approach for decision-making, there will be encouragement of
participation from the employees.
The shift in culture will threaten the senior management as they will fear losing control and
authority.
Costs to Change
Change does not come free; it brings its costs along with it. If Dubai Islamic Bank
accepts our recommendations, they will have to bear some immediate one-time costs and
some recurring costs. This will be having a negative impact on their depleting financials.
New System Software
Firstly, they will have to purchase new system software. This is will be one-time cost
but there will be a recurring cost of maintenance.
Training Costs
Trainings help enhance employees’ skills and hence, improve productivity. However,
costs of training are high as it is an ongoing process.

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High Rewards and Compensations
Rewards and compensations help improve employee morale and productivity.
However, in the current situation, Dubai Islamic Bank is already in an unfavorable financial
position. At such times, it is important for the management to weigh the opportunity costs to
the rewards and compensations given to the employees. The management can never be
completely sure if performance will improve.
Recruitment process
When changes will be implemented, there is a high possibility that some of the
employees will be dissatisfied and leave their jobs. New employees will be hired, and they
will have to be trained accordingly.
Risks involved with the Change
Budget
The main challenge will be inadequate budget. As Dubai Islamic Bank is currently not
doing so well financially, there will be budget constraints.
Fears of Management
There will always be a little doubt if the change will be successful or not. Will it
affect the financials of Dubai Islamic positively or will it end up being a further burden? Will
the performance of the employees improve or not? Will the bank be able to gain a
competitive edge over its counterparts? Furthermore, the most important component of a
successful cultural change is if leaders act as role- models for their teams.
Skilled Staff
A critical resource for implementing change is having skilled employees, having the
capability and willingness to adopt change.

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Time
Change does not happen overnight. It is a time taking process. Many employees may
be reluctant to give the adequate time required for the change.
Ambiguity and Uncertainty
Change efforts can also fail due to lack of clarity or ambiguity about the purpose of
change, new process and system specifications and desired outcomes and the definition of
success for the effort. Successful cultural change requires a clear business strategy and a
strong set of corporate values. It is important for Dubai Islamic Bank to develop a clear
business strategy to overcome their current obstacles and to recover their position in the
market.
Habits
Prior habits can be a very powerful cognitive constraint of change. It is often noted
the phrase “this is the way we have always done it” as an impediment to change. Habits
impede changes because staff members who stick with a prior habit may not adopt a new way
of working or a new system.
Fear of the Unknown
A powerful emotion that can inhibit change is the fear of loss or the unknown. Fear
can be paralyzing or lead to active resistance to the execution of a change initiative.
Therefore, it is important to have effective communication about the new changes in the
organization.
Consequences of Recommendations
DIBPL has a Market culture where the primary focus is on the achievement of defined
high targets. The employees are assigned for unfeasible tasks to sustain their future in the
organization.

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Size of the organization
Dubai Islamic Bank Pakistan Limited is the largest Islamic bank in United Arab
Emirates (UAE) by assets and a public joint stock listed company on Dubai financial market.
DIBPL is a wholly owned subsidiary of DIB (UAE). Today DIBPL stands at 243 locations
(200+ Branches & 43 Branchless banking booths in 62 cities across Pakistan). As DIBPL
operates globally, it would be very challenging to modify norms, culture, policies even
though strategic policies as well. In fact, DIBPL is subsidiary of UAE based organization
thus it has adapted Middle East culture inherently.
Technology use by the organization
Dubai Islamic Bank Pakistan Limited operates globally software that has high
standard. This system requires many strong backgrounds credentials that is not compatible
with the local standards. The main challenge is insufficient budget. As DIBPL is currently
facing financially issues, there will be budget constraints.
Degree of environmental uncertainty
Modify efforts can also fail due to lack of clarity or ambiguity regarding the purpose
of modification, unfamiliar strategy, system specifications, output and the spirituality of
success for the effort. A fortunate constructive modification requires a very fair business
strategy and a stable set of corporate core values. This is vital for Dubai Islamic Bank
Pakistan Limited to develop steady organizational strategy to eliminate hurdles and to resume
their status in the industry. If Dubai Islamic Bank Pakistan Limited is compared with Meezan
Bank Limited in term of financials presented as on December 31, 2018 so following result
shall be originated;

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Description DIBPL MBL
Assets 16,750,174 43,576,939
Cash & bank 17,752,920 65,022,412
Liabilities 215,072,579 898,174,468
Paid-up capital 11,652,288 11,691,924
Unappropriated profit 4,691,599 15,738,899
Profit 8,123,136 28,175,780
Other income 2,248,363 8,657,734
Expenses 6,029,724 20,187,422
Tax 1,610,722 6,046,080
Basic & diluted EPS 2.15 7.66
A huge difference could be countered distinctly while screening the financials of both
organizations. An uncommon matter that draws attention is capital. Both organizations were
injected same capital but due to inappropriate strategic decisions and policies they are
standing with a huge difference in term of assets, liabilities, cash, profit and tax etc.
No one is interested into purchase DIBPL shares nor invest an adequate amount of their
capital due to not performing up to the standard.
If DIBPL go for modification of environment, culture, strategies, policies, procedure
and technology they must hire like-minded capable personnel, up to the desired standard that
need to be implemented. In fact, DIBPL need to revise its hiring policy as well. They need to
work on employee behavior, attitude, and their cognitive dissonance and implement
expectancy theory to motivate personnel as well. Give them flexible, achievable, and highly
satisfactory with their jobs and motivational tasks.

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A reward, compensation or benefit must be attractive or valuable that is called
valance. An unattractive reward never motivates individual nor would it be reason of
dedicational engagement with work. DIBPL also need to overcome their rigidity in
environment. A very rigid culture could ruin your organizational environment and culture.
Conclusion
To wind-up a detailed discussion and analyzing based on facts and figure we conclude
that DIBPL is competing with other Islamic financial banks and major competitor is Meezan
Bank Ltd which is largest Islamic banking network across Pakistan, but it has some
shortcomings and imperfection in environment, culture, strategies, policies, procedure and
technology. If they go to modify them it must face various deficiencies that need to be
rectified. In fact, when we describe someone as open, relaxed or aggressive we are describing
personality trait of an individual.
An organization too has a personality, which is called its culture and that culture
influence the way employees act and interact with others. While our visit to Dubai Islamic
Bank Pakistan Ltd head office we had an interactive session with people having different
managerial positions, we found that their organizational culture is outcome oriented, that is
where management is more focused on results or outcome rather than on how these outcomes
is achieved. They are also aggressive as towards the result and annual targets of an
organization due which employees are neglected and are not motivated.
According to the evidence, the organizational culture, environment and the leadership
practiced with in the organization are the critical determinants of overall performance,
effectiveness and employee satisfaction. Culture is socially learned and transmitted by
individuals; it gives the tenets to behavior inside organizations.
In other words, it needs such leadership in its branches that can accomplish
organizational objectives productively and adequately. Leaders ought to be able to propel its

22. 22
workers to apply additional endeavors to accomplish higher objectives. In recent years,
employee job satisfaction has become widely accepted as one of the most important
management disciplines. This is because most organizations want to retain their employees
and raises their performance level to achieve a competitive advantage.
After reviewing all the above discussion, we got to know that Dubai Islamic Bank
faces the worst condition of employee satisfaction as well as organizational low performance.
For the better understanding of the situation and recommend the remedies to DIBPL to cope
up with this critical situation we compared with another Bank named ‘’Meezan Bank
Limited”. Today, the high weight on the economy of Pakistan and changing money related
approaches has expanded the significance and difficulties of this division. Furthermore, the
long work hours, stress, representatives' absence of duty, job dissatisfaction and high turnover
in banks have increased the requirement for powerful leadership.

23. 23
Reference
Asrar-ul-Haq, M., & Kuchinke, K. P. (2016). Impact of leadership styles on employees’
attitude towards their leader and performance: Empirical evidence from Pakistani
banks. Future Business Journal, 2(1), 54-64.
Agho, A. O., Mueller, C. W., & Price, J. L. (1993). Determinants of employee job
satisfaction: An empirical test of a causal model. Human relations, 46(8), 1007-1027.
Lok, P., & Crawford, J. (2004). The effect of organisational culture and leadership style on
job satisfaction and organisational commitment: A cross-national comparison. Journal
of management development, 23(4), 321-338.
Naranjo-Valencia, J. C., Jiménez-Jiménez, D., & Sanz-Valle, R. (2016). Studying the links
between organizational culture, innovation, and performance in Spanish
companies. Revista Latinoamericana de Psicología, 48(1), 30-41.
Tsai, Y. (2011). Relationship between organizational culture, leadership behavior and job
satisfaction. BMC health services research, 11(1), 98.