This study examines the relationships between organizational culture, leadership behavior, and job satisfaction among hospital nurses in Taiwan. A questionnaire was distributed to 300 nurses and 200 responses were collected. The results showed that organizational culture was positively correlated with both leadership behavior and job satisfaction. Leadership behavior was also positively correlated with job satisfaction. Specifically:
1) Organizational cultures with shared values and beliefs aligned leadership behavior within the organization.
2) Supportive leadership styles that empowered nurses were linked to higher job satisfaction.
3) Strong organizational cultures that clearly defined expectations improved job satisfaction by helping nurses accomplish their work.
The findings suggest that hospital administrators should focus on cultivating supportive leadership and a co
Effect of Organizational Culture, Organizational Commitment to Performance: S...theijes
This study aims to analyze and determine the influence of organizational culture on organizational commitment
and employee performance as well as the influence of organizational commitment to employee performance.
The approach used is causality between the variables, whereas sampling techniques using the census method
with the number of respondents targeted 115 employees. All the variables measured using indicators variables,
and analytical methods used are Structural Equation Model (SEM). The results showed that organizational
culture has a positive and significant impact on organizational commitment and employee performance. It was
also found that organizational commitment has a positive and significant impact on employee performance, and
organizational commitment has a significant role as a mediating variable between organizational culture with
employee performance. These findings give meaning that, to improve employee performance it is necessary to
increase organizational culture and organizational commitment.
Factors influencing job satisfaction: A conceptual frameworkinventionjournals
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
A Comparative Study of American English File and New Headway English CourseAJHSSR Journal
ABSTRACT: Textbooks play an essential role in the language learning process. The difficulty is that among a wide range of textbooks in the market,there are a lot ofoptions which make the process of book selection even harder. Therefore, book evaluation is a vital process, and it has great impact on the process of learning and teaching. In order to evaluate ELT textbooks, theorists and writers have offered different kinds of evaluative frameworks based on a number of principles and criteria. To this end, two EFL textbooks namely New Headway English Courseand American English File which are commonly taught in language institutes in Iranwere selected for evaluation by seeking the teachers’ viewpoints on the effectiveness of the two textbooks. Twenty ELT teachers helped the researcher rate the evaluative checklists. A modified version of [1] teacher textbook evaluation form was used to collect data.The results indicated that the differences between the two textbooks were not significant in four features including practical considerations, layout and design, activities, and skills, but they proved to be different in some other features including language type as well as subject and content.
Effect of Organizational Culture, Organizational Commitment to Performance: S...theijes
This study aims to analyze and determine the influence of organizational culture on organizational commitment
and employee performance as well as the influence of organizational commitment to employee performance.
The approach used is causality between the variables, whereas sampling techniques using the census method
with the number of respondents targeted 115 employees. All the variables measured using indicators variables,
and analytical methods used are Structural Equation Model (SEM). The results showed that organizational
culture has a positive and significant impact on organizational commitment and employee performance. It was
also found that organizational commitment has a positive and significant impact on employee performance, and
organizational commitment has a significant role as a mediating variable between organizational culture with
employee performance. These findings give meaning that, to improve employee performance it is necessary to
increase organizational culture and organizational commitment.
Factors influencing job satisfaction: A conceptual frameworkinventionjournals
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
A Comparative Study of American English File and New Headway English CourseAJHSSR Journal
ABSTRACT: Textbooks play an essential role in the language learning process. The difficulty is that among a wide range of textbooks in the market,there are a lot ofoptions which make the process of book selection even harder. Therefore, book evaluation is a vital process, and it has great impact on the process of learning and teaching. In order to evaluate ELT textbooks, theorists and writers have offered different kinds of evaluative frameworks based on a number of principles and criteria. To this end, two EFL textbooks namely New Headway English Courseand American English File which are commonly taught in language institutes in Iranwere selected for evaluation by seeking the teachers’ viewpoints on the effectiveness of the two textbooks. Twenty ELT teachers helped the researcher rate the evaluative checklists. A modified version of [1] teacher textbook evaluation form was used to collect data.The results indicated that the differences between the two textbooks were not significant in four features including practical considerations, layout and design, activities, and skills, but they proved to be different in some other features including language type as well as subject and content.
An examination of the levels of organizational citizenship of Istanbul youth ...Sports Journal
The aim of this study is to determine the levels of organizational citizenship amongst the staff of
Istanbul’s Youth Services and Sport Directorate. The population for this study consists of the 380
employees of Istanbul’s Youth Services and Sport Directorate, 297 of whom are male and 83 are female.
The sample group for the purposes of this study comprises of 128 staff, 95 male employess and 32
female employees. The Organizational Citizenship scale adapted byH.N. Basım, H. Şeşen(2006) was
used, in this study, in order to determine the organizational citizenship levels of staff. The scale consists
of five primary dimensions and is in accordance with the organizational citizenship behaviours put
forward by Organ in 1988. The "Yarimax" axis rotation technique was employed for factor analysis and
the suitability of the data in accordance with the factor analysis was first determined. With this aim in
mind, theKaiser Mayer Orkin (KMO) and Bartlett test was employed and these values indicate that both
the sample size is adequate and the data demonstrates normal distribution.The Kruskal-Wallis Test, at a
significance level of 0,05,was implemented in order to determine whether the organizational citizienship
levels of staff differed in accordance with their demographic characteristics. The test results do not reveal
a significant difference between the average levels when employees’ gender, age and length of service is
considered in line with organizational citizenship behaviours and its subdimensions such as altruism,
conscientiousness, courtesy and civic virtue. Whereas a significant difference was determined between
the educational attainment of staff and the subdimensions of organizational citizienship.
Organizational behaviour involves the design of work as well as the psychological, emotional and interpersonal behavioural dynamics that influence organizational performance. Management as a discipline concerned with the study of overseeing activities and supervising people to perform specific tasks is crucial in organizational behaviour and corporate effectiveness. Management emphasizes the design, implementation and arrangement of various administrative and organizational systems for corporate effectiveness. While the individuals, and groups bring their skills, knowledge, values, motives, and attitudes into the organization, and thereby influencing it, the organization, on the other hand, modifies or restructures the individuals and groups through its structure, culture, policies, politics, power, and procedures, and the roles expected to be played by the people in the organization. This study conducted through the exploratory research design involved 125 participants, and result showed strong positive relationship between the variables of interest. The study was never exhaustive due to limitations in terms of time and current relevant literature, therefore, further study could examine the relationship between personality characteristics and performance in the public sector, where productivity is not outstanding, when compared with the private sector. Based on the result of this investigation it was recommended that organizations should provide emotional intelligence programmes for their membership as an important pattern of increasing co-operative behaviours and corporate effectiveness.
A Study on the Impact of Organizational Culture on Intention to Quit Among Wo...ijtsrd
Organisational culture has become a crucial element for organisational change and impacts the organisational performance. A company’s culture is a reflection of the company’s core value. The paper aims to understand the impact of organisational culture on intention to leave among working women in the education sector in Bangalore city. Education is recognized as a powerful means to create a sustainable society. Organizational culture operates on many layers the whole organization, departmental or team, as well as the individual. organizational culture is recognized primarily during times of crisis management instead of leveraging it to improve institutional and management performance. Quantitative primary data was collected using a questionnaire. 100 questionnaires were distributed to working women in certain parts of Bangalore city in the Educational sector out of which 70 usable questionnaires were returned with complete information. The data was analysed using Microsoft Excel and interpreted in the form of graphs and charts for presenting the results. Secondary data from existing articles, journals was also collected. The findings indicate that creating a conducive work environment is imperative so that employees can reach their full potential. Things like Better job role, working environment, work timings, reduce work pressure transportation facility staff support, salary with timely bonus, maternity benefits work from home option, appreciation and recognition for their work and income cases even provide mentoring were Suggestions given by the working women to improve the organisational culture. The benefits of having a good work environment benefits both the organisation and the employees. This ensures that the free environment make employees feel more relaxed without any burden of pressure. Organizational culture should reflect the company’s core value and bring success to the organisation. Ahana Ruth Pinto | Dr. Shubhra Rahul "A Study on the Impact of Organizational Culture on Intention to Quit Among Working Women in Educational Sector in Bangalore" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd33677.pdf Paper Url: https://www.ijtsrd.com/management/organizational-behaviour/33677/a-study-on-the-impact-of-organizational-culture-on-intention-to-quit-among-working-women-in-educational-sector-in-bangalore/ahana-ruth-pinto
The Relationship between Transformational Style and Organization Commitment w...inventionjournals
This research was done to know the relationship between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on officers. The subject of this research was 30 officers of Aparatur Sipil Negara (State Civil Services) and 30 officers of the non permanent employees (PTTPK) at Dinas PU Bina Marga of East Java. The instruments used were the scale of transformational style of leadership, the scale of organisation commitment, and the scale of Organizational Citizenship Behavior. The result of the research shows there is a significant correlation simultaneously between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on all officers viewed from the result of coefficient analysis shows value of F = 4,961 with p=0,010 (p<0,05).><0,05)>< 0,05) this means there is a significant correlation of organization commitment with Organizational Citizenship Behavior on all officers
Direct effect of extraversion and conscientiousness with
interactive effect of positive psychological capital on
organizational citizenship behavior among university teachers
An empirical knowledge gap has been observed regarding the relationship between organizational commitment and employee job performance of Administrative Officers in University of Jaffna, Sri Lanka. Therefore, in order to fill this empirical knowledge gap, this study was carried out with the objectives of explores the relationship between organizational commitment and job performance and explores the impact of organizational commitment on job performance of Administrative Officers in University of Jaffna, Sri Lanka. The data of this study have been collected from 40 Administrative Officers in University of Jaffna, Sri Lanka through the structured questionnaire. The data were analysed with univariate and bivariate analyses using SPSS 19.0. Findings of the study stated that there is a medium positive relationship between organizational commitment and job performance. And also findings of the study stated that organizational commitment has significant impact on employee performance. This study suggested that organizational commitment of the employees can improve employees’ job performance.
The Influence of Leadership Style and Organizational Climate on Work Relation...theijes
The purpose of this study was to determine and analyze the influence of Leadership Style and Organizational Climate on Work Relationship. Collecting data used quetionaire. Sampling method used proportionate cluster random sampling. The sample was partially of Private University in Southeast Sulawesi and the sampled respondents were middle-level managers (Dean and Vice Dean), manager of the lowest level (LPPM, LPMI, Department, Study Program, BAAK, Library and Laboratory), and organizing committee (faculty and staff), as well as students. The numbers of samples in this study were 350 respondents. Method of data analysis used Partial Least Square (PLS). The results showed that of Leadership Style has positive and significant influence on Employment Relationship. Organizational Climate has positive and significant influence on Work Relationship. Leadership Style has positive and significant influence on Organizational Climate.
Perceived Organizational Support and Affective Commitment: A Demographic Anal...IOSRJBM
This descriptive research is conducted to study perceived organizational support and affective commitment with respect to demographic variables (gender, marital status, education etc.) and to study the relation between these variables. To realize this purpose the data on these variables was collected from 120 employees working in banking sectors with the help of standardized questionnaires. Statistical techniques of mean, standard deviation, correlation and regression and ANOVA were applied on data to test the hypothesis. Collected data was analyzed with the help of SPSS. The results highlight that perceived organizational support is positively related to affective commitment and POS accounts for 22% contribution to AC. The limitations of the study are discussed and future research areas are also highlighted
Understanding the interconnectedness between leading and managing people and organizational
change served as one of the highlights in this paper and the importance of leading and managing people to
leaders, managers, employees and the entire organization as a whole. In the course of achieving well-informed
economic decisions, organizational change should be incorporated not only to the organization’s strategic
business plan but also included as an important consideration for managers and leaders in managing and leading
people in their own workplaces. This study utilized secondary data to support the author’s claims and
arguments to establish the linkage between leading and managing people and organizational change, individual
and organizational benefits and other issues. Key findings suggest that organizational change and leading and
managing people are both useful in organizations and regardless of management positions held by employees,
change plays an essential role in coping up with the never ending changes organizationally, nationally and
globally. For employees and staff, change allows them to hone their knowledge, skills, abilities and attitudes to
be productive in their own fields. Change also promotes organizational productivity and profitability. Hence, it
is recommended that leading and managing people and organizational change should be taken serious
consideration by organizations to stay competitive, relevant and enjoy the long-term benefits and should be
mutually applied to achieve favorable outcomes.
SCRUM MetricsUnderstanding Metrics In Agile MethodologyAbstr.docxkenjordan97598
SCRUM Metrics
Understanding Metrics In Agile Methodology
Abstract
For a long time in the software industry, agile methodologies have become the market leader in the software development process due to its better return on investment (ROI) and risk-driven behavior. Agile has several methods like DSDM, Scrum and XP (Extreme Programming). Scrum is one of the most common methods in agile for its flexibility and simplicity. We can define Scrum as an iterative framework for complex scope of work in the development process. Metrics in scrum focuses on risks, predictability, productivity and progress by using various burn-down and velocity metrics. Scrum has established concrete metric system to analyze the progress of the software development at any given time in the software process. This helps in early risk mitigation, good project management, constant monitoring and controlling and accurate predictions about schedule, budget, and work results.
In the project, we will discuss different metrics available in the scrum method and why they are beneficial for measuring the process. In addition, we would like to study different case studies to understand how these metrics help in better deliver for the product within short time and effective cost.
Contents:
Extreme Programming based Metrics-
Metrics in XP
Projects
Quantitative Metrics
Qualititative Metrics………………………………………………………………………………………………………….
RESEARCH ARTICLE Open Access
Relationship between Organizational Culture,
Leadership Behavior and Job Satisfaction
Yafang Tsai1,2
Abstract
Background: Organizational culture refers to the beliefs and values that have existed in an organization for a long
time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and
behavior. Administrators usually adjust their leadership behavior to accomplish the mission of the organization, and
this could influence the employees’ job satisfaction. It is therefore essential to understand the relationship between
organizational culture, leadership behavior and job satisfaction of employees.
Methods: A cross-sectional study was undertaken that focused on hospital nurses in Taiwan. Data was collected
using a structured questionnaire; 300 questionnaires were distributed and 200 valid questionnaires were returned.
To test the reliability of the data, they were analyzed by Cronbach’s a and confirmatory factors. Correlation analysis
was used on the relationships between organizational cultures, leadership behavior and job satisfaction.
Results: Organizational cultures were significantly (positively) correlated with leadership behavior and job
satisfaction, and leadership behavior was significantly (positively) correlated with job satisfaction.
Conclusions: The culture within an organization is very important, playing a large role in whether it is a happy
and healthy environment in which to work. In communicating and promoting the organizational ethos to
employees, the.
A STUDY ON LEADERSHIP BEHAVIOR AND JOB SATISFACTION AMONG HOSPITAL EMPLOYEES ...IAEME Publication
The purpose of the study is to investigate the leadership behaviors and job satisfaction within employees in order to advance the understanding of these concepts as well as to comprehend the relationships among them. The study will gain better understanding of the predictability of job satisfaction based on leadership behavior the study will examine the causal relationships that exist between leadership behavior and job satisfaction in order to determine what direct or indirect impact each of them. The study collected data from employees working in hospitals. The sample size for the study is 120 by adopting purposive sampling technique.
An examination of the levels of organizational citizenship of Istanbul youth ...Sports Journal
The aim of this study is to determine the levels of organizational citizenship amongst the staff of
Istanbul’s Youth Services and Sport Directorate. The population for this study consists of the 380
employees of Istanbul’s Youth Services and Sport Directorate, 297 of whom are male and 83 are female.
The sample group for the purposes of this study comprises of 128 staff, 95 male employess and 32
female employees. The Organizational Citizenship scale adapted byH.N. Basım, H. Şeşen(2006) was
used, in this study, in order to determine the organizational citizenship levels of staff. The scale consists
of five primary dimensions and is in accordance with the organizational citizenship behaviours put
forward by Organ in 1988. The "Yarimax" axis rotation technique was employed for factor analysis and
the suitability of the data in accordance with the factor analysis was first determined. With this aim in
mind, theKaiser Mayer Orkin (KMO) and Bartlett test was employed and these values indicate that both
the sample size is adequate and the data demonstrates normal distribution.The Kruskal-Wallis Test, at a
significance level of 0,05,was implemented in order to determine whether the organizational citizienship
levels of staff differed in accordance with their demographic characteristics. The test results do not reveal
a significant difference between the average levels when employees’ gender, age and length of service is
considered in line with organizational citizenship behaviours and its subdimensions such as altruism,
conscientiousness, courtesy and civic virtue. Whereas a significant difference was determined between
the educational attainment of staff and the subdimensions of organizational citizienship.
Organizational behaviour involves the design of work as well as the psychological, emotional and interpersonal behavioural dynamics that influence organizational performance. Management as a discipline concerned with the study of overseeing activities and supervising people to perform specific tasks is crucial in organizational behaviour and corporate effectiveness. Management emphasizes the design, implementation and arrangement of various administrative and organizational systems for corporate effectiveness. While the individuals, and groups bring their skills, knowledge, values, motives, and attitudes into the organization, and thereby influencing it, the organization, on the other hand, modifies or restructures the individuals and groups through its structure, culture, policies, politics, power, and procedures, and the roles expected to be played by the people in the organization. This study conducted through the exploratory research design involved 125 participants, and result showed strong positive relationship between the variables of interest. The study was never exhaustive due to limitations in terms of time and current relevant literature, therefore, further study could examine the relationship between personality characteristics and performance in the public sector, where productivity is not outstanding, when compared with the private sector. Based on the result of this investigation it was recommended that organizations should provide emotional intelligence programmes for their membership as an important pattern of increasing co-operative behaviours and corporate effectiveness.
A Study on the Impact of Organizational Culture on Intention to Quit Among Wo...ijtsrd
Organisational culture has become a crucial element for organisational change and impacts the organisational performance. A company’s culture is a reflection of the company’s core value. The paper aims to understand the impact of organisational culture on intention to leave among working women in the education sector in Bangalore city. Education is recognized as a powerful means to create a sustainable society. Organizational culture operates on many layers the whole organization, departmental or team, as well as the individual. organizational culture is recognized primarily during times of crisis management instead of leveraging it to improve institutional and management performance. Quantitative primary data was collected using a questionnaire. 100 questionnaires were distributed to working women in certain parts of Bangalore city in the Educational sector out of which 70 usable questionnaires were returned with complete information. The data was analysed using Microsoft Excel and interpreted in the form of graphs and charts for presenting the results. Secondary data from existing articles, journals was also collected. The findings indicate that creating a conducive work environment is imperative so that employees can reach their full potential. Things like Better job role, working environment, work timings, reduce work pressure transportation facility staff support, salary with timely bonus, maternity benefits work from home option, appreciation and recognition for their work and income cases even provide mentoring were Suggestions given by the working women to improve the organisational culture. The benefits of having a good work environment benefits both the organisation and the employees. This ensures that the free environment make employees feel more relaxed without any burden of pressure. Organizational culture should reflect the company’s core value and bring success to the organisation. Ahana Ruth Pinto | Dr. Shubhra Rahul "A Study on the Impact of Organizational Culture on Intention to Quit Among Working Women in Educational Sector in Bangalore" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd33677.pdf Paper Url: https://www.ijtsrd.com/management/organizational-behaviour/33677/a-study-on-the-impact-of-organizational-culture-on-intention-to-quit-among-working-women-in-educational-sector-in-bangalore/ahana-ruth-pinto
The Relationship between Transformational Style and Organization Commitment w...inventionjournals
This research was done to know the relationship between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on officers. The subject of this research was 30 officers of Aparatur Sipil Negara (State Civil Services) and 30 officers of the non permanent employees (PTTPK) at Dinas PU Bina Marga of East Java. The instruments used were the scale of transformational style of leadership, the scale of organisation commitment, and the scale of Organizational Citizenship Behavior. The result of the research shows there is a significant correlation simultaneously between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on all officers viewed from the result of coefficient analysis shows value of F = 4,961 with p=0,010 (p<0,05).><0,05)>< 0,05) this means there is a significant correlation of organization commitment with Organizational Citizenship Behavior on all officers
Direct effect of extraversion and conscientiousness with
interactive effect of positive psychological capital on
organizational citizenship behavior among university teachers
An empirical knowledge gap has been observed regarding the relationship between organizational commitment and employee job performance of Administrative Officers in University of Jaffna, Sri Lanka. Therefore, in order to fill this empirical knowledge gap, this study was carried out with the objectives of explores the relationship between organizational commitment and job performance and explores the impact of organizational commitment on job performance of Administrative Officers in University of Jaffna, Sri Lanka. The data of this study have been collected from 40 Administrative Officers in University of Jaffna, Sri Lanka through the structured questionnaire. The data were analysed with univariate and bivariate analyses using SPSS 19.0. Findings of the study stated that there is a medium positive relationship between organizational commitment and job performance. And also findings of the study stated that organizational commitment has significant impact on employee performance. This study suggested that organizational commitment of the employees can improve employees’ job performance.
The Influence of Leadership Style and Organizational Climate on Work Relation...theijes
The purpose of this study was to determine and analyze the influence of Leadership Style and Organizational Climate on Work Relationship. Collecting data used quetionaire. Sampling method used proportionate cluster random sampling. The sample was partially of Private University in Southeast Sulawesi and the sampled respondents were middle-level managers (Dean and Vice Dean), manager of the lowest level (LPPM, LPMI, Department, Study Program, BAAK, Library and Laboratory), and organizing committee (faculty and staff), as well as students. The numbers of samples in this study were 350 respondents. Method of data analysis used Partial Least Square (PLS). The results showed that of Leadership Style has positive and significant influence on Employment Relationship. Organizational Climate has positive and significant influence on Work Relationship. Leadership Style has positive and significant influence on Organizational Climate.
Perceived Organizational Support and Affective Commitment: A Demographic Anal...IOSRJBM
This descriptive research is conducted to study perceived organizational support and affective commitment with respect to demographic variables (gender, marital status, education etc.) and to study the relation between these variables. To realize this purpose the data on these variables was collected from 120 employees working in banking sectors with the help of standardized questionnaires. Statistical techniques of mean, standard deviation, correlation and regression and ANOVA were applied on data to test the hypothesis. Collected data was analyzed with the help of SPSS. The results highlight that perceived organizational support is positively related to affective commitment and POS accounts for 22% contribution to AC. The limitations of the study are discussed and future research areas are also highlighted
Understanding the interconnectedness between leading and managing people and organizational
change served as one of the highlights in this paper and the importance of leading and managing people to
leaders, managers, employees and the entire organization as a whole. In the course of achieving well-informed
economic decisions, organizational change should be incorporated not only to the organization’s strategic
business plan but also included as an important consideration for managers and leaders in managing and leading
people in their own workplaces. This study utilized secondary data to support the author’s claims and
arguments to establish the linkage between leading and managing people and organizational change, individual
and organizational benefits and other issues. Key findings suggest that organizational change and leading and
managing people are both useful in organizations and regardless of management positions held by employees,
change plays an essential role in coping up with the never ending changes organizationally, nationally and
globally. For employees and staff, change allows them to hone their knowledge, skills, abilities and attitudes to
be productive in their own fields. Change also promotes organizational productivity and profitability. Hence, it
is recommended that leading and managing people and organizational change should be taken serious
consideration by organizations to stay competitive, relevant and enjoy the long-term benefits and should be
mutually applied to achieve favorable outcomes.
SCRUM MetricsUnderstanding Metrics In Agile MethodologyAbstr.docxkenjordan97598
SCRUM Metrics
Understanding Metrics In Agile Methodology
Abstract
For a long time in the software industry, agile methodologies have become the market leader in the software development process due to its better return on investment (ROI) and risk-driven behavior. Agile has several methods like DSDM, Scrum and XP (Extreme Programming). Scrum is one of the most common methods in agile for its flexibility and simplicity. We can define Scrum as an iterative framework for complex scope of work in the development process. Metrics in scrum focuses on risks, predictability, productivity and progress by using various burn-down and velocity metrics. Scrum has established concrete metric system to analyze the progress of the software development at any given time in the software process. This helps in early risk mitigation, good project management, constant monitoring and controlling and accurate predictions about schedule, budget, and work results.
In the project, we will discuss different metrics available in the scrum method and why they are beneficial for measuring the process. In addition, we would like to study different case studies to understand how these metrics help in better deliver for the product within short time and effective cost.
Contents:
Extreme Programming based Metrics-
Metrics in XP
Projects
Quantitative Metrics
Qualititative Metrics………………………………………………………………………………………………………….
RESEARCH ARTICLE Open Access
Relationship between Organizational Culture,
Leadership Behavior and Job Satisfaction
Yafang Tsai1,2
Abstract
Background: Organizational culture refers to the beliefs and values that have existed in an organization for a long
time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and
behavior. Administrators usually adjust their leadership behavior to accomplish the mission of the organization, and
this could influence the employees’ job satisfaction. It is therefore essential to understand the relationship between
organizational culture, leadership behavior and job satisfaction of employees.
Methods: A cross-sectional study was undertaken that focused on hospital nurses in Taiwan. Data was collected
using a structured questionnaire; 300 questionnaires were distributed and 200 valid questionnaires were returned.
To test the reliability of the data, they were analyzed by Cronbach’s a and confirmatory factors. Correlation analysis
was used on the relationships between organizational cultures, leadership behavior and job satisfaction.
Results: Organizational cultures were significantly (positively) correlated with leadership behavior and job
satisfaction, and leadership behavior was significantly (positively) correlated with job satisfaction.
Conclusions: The culture within an organization is very important, playing a large role in whether it is a happy
and healthy environment in which to work. In communicating and promoting the organizational ethos to
employees, the.
A STUDY ON LEADERSHIP BEHAVIOR AND JOB SATISFACTION AMONG HOSPITAL EMPLOYEES ...IAEME Publication
The purpose of the study is to investigate the leadership behaviors and job satisfaction within employees in order to advance the understanding of these concepts as well as to comprehend the relationships among them. The study will gain better understanding of the predictability of job satisfaction based on leadership behavior the study will examine the causal relationships that exist between leadership behavior and job satisfaction in order to determine what direct or indirect impact each of them. The study collected data from employees working in hospitals. The sample size for the study is 120 by adopting purposive sampling technique.
A STUDY ON THE IMPACT OF ORGANIZATIONAL CULTURE ON THE EFFECTIVENESS OF PERFO...IAEME Publication
The main objective of this study is to analyze the impact of aspects of Organizational Culture on the Effectiveness of the Performance Management System (PMS) in the Health Care Organization at Thanjavur. Organizational Culture and PMS play a crucial role in present-day organizations in achieving their objectives. PMS needs employees’ cooperation to achieve its intended objectives. Employees' cooperation depends upon the organization’s culture. The present study uses exploratory research to examine the relationship between the Organization's culture and the Effectiveness of the Performance Management System. The study uses a Structured Questionnaire to collect the primary data. For this study, Thirty-six non-clinical employees were selected from twelve randomly selected Health Care organizations at Thanjavur. Thirty-two fully completed questionnaires were received.
The performance of education office organizations was influenced by the
behavior of its employees. This study aimed to determine the direct and
indirect influence of organizational culture, leadership style, personality, and
organizational justice towards the job performance of the employee
education office in Jakarta. Research samples were 221 employees of the
Jakarta Education Office. Data collection using questioner with the Likert
scale, The results of the research there was a direct influence of leadership
style towards organizational justice; Organizational culture on organizational
justice; Personality towards organizational justice; Leadership style on job
performance; Organizational culture towards job performance; Personality
towards job performance, then organizational justice towards job
performance, and personality through organizational justice towards job
performance. It was concluded that the level of job performance was
influenced by variations in leadership style, organizational culture,
personality, and organizational justice.
Study on the Impact of Organizational Culture on Employee Motivation in a Ste...anoop_g
In this competitive world, every organization is striving hard for survival. In order to withstand the competition, an organization needs to have a strong organizational culture and motivational programmes. These factors directly reflect on the success, growth and performance level of the organization. This study conducted at Steel and Industrial Forgings Company Limited, a Public Sector Enterprise, is aimed at understanding the impact of organizational culture on employee motivation. Though several researches have been conducted in this field, this study envisages to further discover the impact of various variables on organizational culture and employee motivation. For data collection of the study, a detailed questionnaire was prepared which covered various aspects of organization culture, motivation, interpersonal relationship, leadership, promotion and incentive practices, and communication. The questionnaire was distributed randomly among employees. The findings were systematically analyzed and conclusion was arrived at and based on the finding’s suggestions were also made.
Study on the Impact of Organizational Culture on Employee Motivation in a Ste...anoop_g
In this competitive world, every organization is striving hard for survival. In order to withstand the competition, an organization needs to have a strong organizational culture and motivational programmes. These factors directly reflect on the success, growth and performance level of the organization. This study conducted at Steel and Industrial Forgings Company Limited, a Public Sector Enterprise, is aimed at understanding the impact of organizational culture on employee motivation. Though several researches have been conducted in this field, this study envisages to further discover the impact of various variables on organizational culture and employee motivation. For data collection of the study, a detailed questionnaire was prepared which covered various aspects of organization culture, motivation, interpersonal relationship, leadership, promotion and incentive practices, and communication. The questionnaire was distributed randomly among employees. The findings were systematically analyzed and conclusion was arrived at and based on the finding’s suggestions were also made.
Organizational Behavior Management:
Submitted to:
Submitted by:
Course code:
Assignment number:
Date:
Contents
Introduction 2
Explain why the increase in the manager’s use of group behavior-based feedback is important. 2
Significance of communication for quality of services 2
Past problems 3
Reason of problems 3
Propose intervention strategies the group leader can use to enhance the group effectiveness. 4
Feedback of employees 4
Feedback of patients 4
Explain the motivational theory applicable to sustain the four results listed in the case study. 5
Discussion 5
Conclusion 6
Bibliography 7
Organizational Behavior ManagementIntroduction
This case study is about a hospital, where the employees of the hospital, like doctors, nurses and any other medical staff have to deal with the patients. Normally the patients should be given the required level of consideration for which they have selected the hospital should. Management should also be concerned about the quality of the services which the medical staff of the hospital is delivering to the patients. In this hospital, there was a research which was conducted in order to evaluate the quality of the services which the hospital has delivered to the patients. It was found that the employee of the hospital were not delivering the services of optimal level to the patients. The patients have mentioned in their feedback that they have some concerns and doubts in their mind about the role of management and the commitment of the employees of the hospital with their jobs. The patients were not satisfied from the attitude of the management and the quality of services at hospitalExplain why the increase in the manager’s use of group behavior-based feedback is important.Significance of communication for quality of services
The quality of the services in the hospital can be improved by ensuring that all the communication channels in the organization are operating effectively and efficiently and there is no distortion in the flow of the information through these channels of communication from one medium to the other medium. The communication in an organization might be of different types. There might be the formal communication inside the organization while on the other hand there might be the informal communication in an organization. These two classes of the communication can be sub categorized in to the verbal communication and nonverbal communication (Griffin, 2011).
Many other factors can also play core role in ensuring the efficiency and the effectiveness of the communication system inside an organization. One factor which can be ignored while evaluating the results of this study is the “structure of the organizations”. There might be centralized structure in an organization while on the other hand their might be decentralized structure of an organization. The chain of communication in the centralization system might be long while on the other hand the length of the chain of the communication .
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2. [10]. Leadership implies authority in the broadest sense
of the word and not simply the power to wield the stick
[11]. It is based on objective factors, such as managerial
ability, and more subjective characteristics that include
personal qualities of the leaders. The factors are of even
greater importance given the current emerging culture
of the nurse who has a clear and assertive vision about
the nature of clinical practice [12].
Currently, there is a shortage of nurses in clinical care,
and good leaders can help any attrition. Furthermore,
the leadership skills of nurse administrators can contri-
bute to the success of their organization [13]. Leadership
is of increasing importance in clinical nursing [14].
Although leadership and organizational culture con-
structs have been well studied, the relationship between
them has not been established in the field of nursing
[6]. This study explores the relationship between organi-
zational culture and leadership behavior.
Berson & Linton [15] discovered that within the
research & development (R&D) and administrative envir-
onments, leadership behavior of a manager is closely
related to work satisfaction of the employees. Nielsen et
al. [16] have stated that leadership behavior and job satis-
faction will depend on the organizational context; there-
fore another objective of this research was to understand
how the leadership behavior of the administrator in dif-
ferent organizational cultures affects job satisfaction.
Casida & Pinto-Zipp [17] explored how nurses felt about
the relationship between leadership and organizational
culture, and found them to be correlated. Although the
data indicated that the development of an organizational
culture is related to the behavior of its leaders, the results
failed conclude whether this affected their attitudes or
behavior as employees. From the nursing administration
perspective, the normal course of action taken to influ-
ence employee behavior and achieve the objectives set by
the administrators comes through administrative man-
agement. Therefore, as well as discussing the relationship
between leadership behavior and organizational culture,
this research will investigate the effect of leader behavior
and organizational culture towards employee job satisfac-
tion. The findings clearly show that hospital administra-
tors should be concerned about the effects of leadership
behavior and organizational culture on the attitude
towards work of their employees. This should help
administrators alter their behavior in order to maintain a
good mutual relationship with their subordinates,
improving their working attitude and, more importantly,
reducing potential conflicts.
Relationship between organizational culture and
leadership behavior
Culture is socially learned and transmitted by members; it
provides the rules for behavior within organizations [18].
The definition of organizational culture is of the belief that
can guide staff in knowing what to do and what not to do,
including practices, values, and assumptions about their
work [19]. The core values of an organization begin with
its leadership, which will then evolve to a leadership style.
Subordinates will be led by these values and the behavior
of leaders, such that the behavior of both parties should
become increasingly in line. When strong unified behavior,
values and beliefs have been developed, a strong organiza-
tional culture emerges. Leaders have to appreciate their
function in maintaining an organization’s culture. This
would in return ensure consistent behavior between mem-
bers of the organization, reducing conflicts and creating a
healthy working environment for employees [20].
Hypothesis 1- Organizational culture is positively cor-
related with leadership behavior.
Relationship between leadership behavior and job
satisfaction
Job satisfaction has been associated with nurses who
perceive their managers as supportive and caring. A
supportive manager shares values, believes in a balance
of power, and provides opportunities for open dialogue
with nurses [21], which in turn reduces the chances of
internal conflicts. This type of leader is successful in his
or her role and is supportive and responsive to clinical
nurses, thereby preserving power and status within the
hospital system. Such leaders are valued throughout the
organization and have executive power to do what they
see as necessary to create a positive environment for
nursing [22]. Accordingly, they have a measurable effect
on the morale and job satisfaction of nurses [23].
Hypothesis 2 - Leadership behavior is positively corre-
lated with job satisfaction.
Relationship between organizational culture and job
satisfaction
Organizational culture expresses shared assumptions,
values and beliefs, and is the social glue holding an
organization together [24]. A strong culture is a system
of rules that spells out how people should behave [25].
An organization with a strong culture has common
values and codes of conduct for its employees, which
should help them accomplish their missions and goals.
Work recognition and job satisfaction can be achieved
when employees can complete the tasks assigned to
them by the organization.
Hypothesis 3 -.Organizational culture is positively cor-
related with job satisfaction.
The measurement of organizational culture, leadership
behavior and job satisfaction
A structured questionnaire was compiled based on simi-
lar studies published in international journals [26,27].
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3. Twenty-three factors regarding organizational culture
were taken from Tsui et al. [26], a study based on two
groups of MBA students from two universities in Beij-
ing, China. Our research was focused on clinical nurses
in hospitals; therefore, refinements were made to the
questionnaire designed by Tsui et al. [26] to cater for
our particular research objective. The study invited
three directors or supervisors from the medical center
to validate the questionnaire. Lastly, there were 22 ques-
tions in the organizational culture section.
Thirty items regarding leadership behavior were taken
from Strange & Mumford [27], and the questions struc-
tured using this literature. However, the proposed test
was not empirically studied. Nurses from hospital A
were used as a pilot study sample. Four question items
were deleted to improve the validity of the question-
naire: “People will have an extreme reaction to the lea-
der"; “Followers will sacrifice themselves for the leader
and/or the leader’s vision"; “The leader is motivated by
the accomplishment of his vision"; and “The leader will
take into account the needs of the organization in his
decision making.”
Vroom [28] classified job satisfaction into 7 dimen-
sions: organizational, promotion, job content, superior,
reward, working environment and working partners. We
took into consideration that nurses’ salary increases are
based on promotion. Furthermore, a large number of
variables in organization culture and leadership behavior
were covered by this research. To prevent too few num-
ber nurses from responding to the questionnaires, we
asked only 4 job satisfaction dimensions out of a total of
12 items: job recognition, reward and welfare, superior
and working partners.
Methods
Study Design
A cross-sectional study was conducted in two hospitals
in Central Taiwan.
Data Source and Analysis
We employed self-administered questionnaires to collect
research data. Data was collected between October 1
and November 30, 2008. We selected 2 hospitals as our
sample target and appointed a designated person at
each to issue questionnaires to employees. The number
of questionnaires issued depended on the designated
person. The questionnaires were completed voluntarily
by all respondents. During the research period, there
were 325 nurses in hospital A; 100 questionnaires were
distributed, and 57 valid questionnaires were returned.
In hospital B there were a total of 572 nurses; 200 ques-
tionnaires were distributed, and 143 valid questionnaires
were returned (total return rate 66.7%).
Of the subjects, 99.5% were female, 83.5% single or
never married, 35.5% had a tenure at the hospital of 1-2
years, and 45.0% had had a college-level education. The
majority of employees at the hospitals were general
nurses (89.5%), and the average age was between 21 and
30 years (82.5%)(see Table 1).
All data were analyzed using the SPSS 17.0 software
package. Cronbach’s a coefficient was used to assessed
the internal consistency reliability of scales. To explore
the factor construct of scale, a series of exploratory fac-
tor analysis (EFA) were employed. Correlation analysis
was used to test for the relationships among subscales
of organizational culture, leadership behavior and job
satisfaction scale. Finally, a series of regression analysis
were used to identify the proposed hypotheses. For H1
and H3, two sets of simple linear regression were used
to assess the association between independent variable
and dependent variable. For H2, hierarchical regression
analysis was used to assess the independent association
between leadership behavior and job satisfaction after
controlling for the effect of organizational culture. Par-
tial R2
(ΔR2
), F test and standardized regression coeffi-
cient (b) and their test statistics (t value) were reported
in all regression analysis.
Table 1 Participant Demographics
Variables Number %
Gender (n = 200)
Female 199 99.5
Male 1* 0.5
Marital status (n = 200)
Married 33 16.5
Single, never married 167 83.5
Tenure (n = 200)
<1 years 42 21.0
1-2 years 71 35.5
3-4 years 36 18.0
5-6 years 13 6.5
7-9 years 27 13.5
>= 10 years 11 5.5
Educational level (n = 200)
College 90 45.0
University 62 31.0
Postgraduate 48 24.0
Position in hospital (n = 200)
General Nurse 179 89.5
Head Nurse 21 10.5
Age (years, n = 200)
21-30 165 82.5
31-40 33 16.5
41-50 2 1.0
Note:* The gender of the majority nurses in Taiwan are female. Within the
research sample there is only 1 male nurse.
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4. Measurement
Given the latent character of the variables considered in
the study, we used multi-item, 5-point Likert-type scales
(1=’strongly disagree’ and 5=’strongly agree’). After relia-
bility analysis, the Cronbach’s a of the organizational
culture scale was 0.958 (22 items). The Cronbach’s a of
the leadership behavior scale was 0.966 (26 items), and
for job satisfaction 0.855 (12 items).
The questionnaires used exploratory factor analysis.
We extracted 4 factors from the organizational culture
via principal component analysis, used the Varimax of
the rotation method, and named them: employee orien-
tation, customer focus, emphasizing responsibility, and
emphasizing cooperation. We extracted 4 factors from
leadership behavior and named them: leader’s encour-
agement and supportiveness to subordinates, leader giv-
ing subordinates a clear vision and trust, leader’s
behavior is consistent with organization’s vision, and
leader is persuasive in convincing subordinates to
acknowledge the vision. We extracted factors for job
satisfaction and called them: working partners, rewards
and welfare, superior and job recognition.
Results
Descriptive statistics
The average score for organizational culture was
between 3.73 and 3.19, but the highest score was 3.73:
“satisfying the need of customers at the largest scale.”
The second highest score was 3.68: “the profit of the
customer is emphasized extremely.” The lowest score
was 3.19: “concern for the individual development of
employees” (see Table 2).
The average score for leadership behavior was
between 3.77 and 3.42, where 2 items scored the highest
score at 3.77: “the leader will act accordingly with a cer-
tain ‘vision’ that specifies a better future state”, and “the
Table 2 Mean and Standard Division and the Factor Analysis of Organizational Culture, Leadership Behavior and Job
Satisfaction
Dimensions Items Mean Standard
Division
Factor
Loading
Rotation
Sums of
squared
loadings
total
Percentage
of variance
explained
(%)
Percentage of
cumulative
variance
explained (%)
Employee orientation
(OC1)
■ Concerning for the individual
development of employees.
3.19 0.926 0.748 4.543 20.651 20.651
■ Caring about opinions from employees. 3.18 0.960 0.778
■ Adopting high-tech bravely. 3.20 0.895 0.604
■ Having a clear standard on praise and
punishment.
3.24 0.985 0.776
■ Possessing a comprehensive system and
regulations.
3.21 0.885 0.806
■ Setting clear goals for employees. 3.23 0.891 0.766
Customer focus
(OC2)
■ Sincere customer service. 3.50 0.908 0.693 4.292 19.509 40.159
■ Customer is number one. 3.60 0.962 0.781
■ Providing first class service to customers. 3.62 0.943 0.740
■ The profit of the customer is emphasized
extremely.
3.68 0.855 0.785
■ Developing new products and services
continuously.
3.61 0.873 0.779
■ Ready to accept new changes. 3.50 0.874 0.606
Emphasizing responsibility
(OC3)
■ Consideration among employees. 3.66 0.785 0.644 4.100 18.638 58.797
■ Satisfying the need of customers at the
largest scale.
3.73 0.806 0.678
■ Emphasizing innovation. 3.42 0.810 0.670
■ Keeping strictly working disciplines. 3.63 0.822 0.750
■ Showing social responsibility. 3.58 0.858 0.631
■ Emphasizing on economic and social
profits.
3.49 0.857 0.618
Emphasizing cooperation
(OC4)
■ Consideration among employees. 3.38 0.849 0.850 3.534 16.065 74.862
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5. Table 2 Mean and Standard Division and the Factor Analysis of Organizational Culture, Leadership Behavior and Job
Satisfaction (Continued)
■ Satisfying the need of customers at the
largest scale.
3.59 0.840 0.797
■ Emphasizing innovation. 3.62 0.830 0.789
■ Keeping strictly working disciplines. 3.54 0.838 0.667
Leader’s encouragement
and supportive to
subordinates
(LB1)
■ The leader will express high performance
expectations for followers.
3.58 0.772 0.671 0.6959 26.766 26.766
■ The leader will communicate a high
degree of confidence in the followers’
ability to meet expectations.
3.64 0.827 0.678
■ The leader will demonstrate behaviors
that selectively arouse unconscious
achievement, power, and affinitive motives
of followers when these motives are
specifically relevant to the attainment of the
vision.
3.61 0.862 0.767
■ Leadership occurs through articulation of
the vision and accomplishments that
pertain to vision attainment.
3.61 0.923 0.757
■ Followers are attracted to the leader
himself.
3.64 0.886 0.692
■ For the leader to be effective there must
be some catalyst to make the followers
open to the leader and her/his vision.
3.43 0.818 0.725
■ The leader will allow followers the
autonomy to make their own decisions but
will influence them to make decisions in
line with her/his vision.
3.60 0.862 0.705
■ The leader will back up orders with
justification based on the goodness of her/
his vision.
3.62 0.831 0.710
■ Followers are directly influenced by the
leader and their personal relationship with
her/him.
3.44 0.836 0.667
■ The leader cares about his image and
plays to the desires of followers.
3.53 0.902 0.674
■ The leader will take an interest in all
current and potential followers.
3.65 0.808 0.499
■ Followers are devoted and unquestioning
of the leader.
3.54 0.749 0.566
Leader giving subordinate
her/his clear vision (LB2)
■ The leader will negotiate her/his ideas
when it benefits her/his image or her/his
vision.
3.66 0.822 0.514 4.705 18.098 44.863
■ The leader will use positive rewards and
reinforcement with her/his followers.
3.69 0.804 0.524
■ The leader may change her/his vision to
meet the needs and wants of the followers
and the organization.
3.51 0.789 0.548
■ The leader will exude confidence,
dominance, and a sense of purpose.
3.62 0.817 0.633
■ The leader will motivate the followers to
act upon ideas already in place in society.
3.57 0.733 0.731
■ The leader will be narcissistic and wish to
bring power and attention to herself/
himself.
3.66 0.746 0.802
■ The leader will interact with followers-
social distance is low.
3.67 0.862 0.762
Leader’s behavior is
consistent with her/his
vision (LB3)
■ The leader will act accordingly to certain
vision that specifies a better future state.
3.77 0.855 0.734 4.317 16.606 61.469
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6. leader will behaviorally role model the values implied by
the vision by personal example”. The second highest
score was 3.69: “the leader will use positive rewards and
reinforcement with his followers.” The lowest score was
3.42: “the leader will try to persuade those who disagree
with his vision to agree with it” (see Table 2).
The average score for job satisfaction was between
3.84 and 2.56, where the highest score was 3.84: “to cer-
tain people my work is extremely important.” The sec-
ond highest score was “I am satisfied with how
colleagues communicate with each other in the office.”
The lowest score was 2.56: “I am satisfied with my salary
as I have less workload compared to other employees in
other divisions” (see Table 2).
Inferential statistical analysis
In relation to the 4 dimensions of organizational culture
(employee orientation, customer focus, emphasizing
responsibility, and emphasizing cooperation), the 4 dimen-
sions of leadership behavior (leader’s encouragement and
Table 2 Mean and Standard Division and the Factor Analysis of Organizational Culture, Leadership Behavior and Job
Satisfaction (Continued)
■ The leader will strive toward distal rather
than proximal goals.
3.72 0.847 0.789
■ The leader will communicate messages
that contain references to her/his overall
vision.
3.68 0.843 0.784
■ The leader will behaviorally role model
the values implied by the vision by personal
example.
3.77 0.781 0.561
Leader is persuasive in
convincing subordinates
to acknowledging her/his
vision (LB4)
■ The leader will excel in persuading
people to agree with her/him.
3.50 0.862 0.494 2.580 9.923 71.392
■ The leader will try to persuade those who
disagree with her/his vision to agree with it.
3.42 0.759 0.883
■ The leader will delegate authority for the
attainment of her/his vision.
3.58 0.739 0.655
Working partners (JS1) ■ I am satisfied with the communication
status between colleagues within my
department.
3.79 0.767 0.602 2.501 20.839 20.839
■ I am satisfied with the communication
status between my department and other
departments.
3.48 0.736 0.809
■ I am satisfied with the team I worked
with in my department as well as other
departments.
3.56 0.748 0.880
■ I am satisfied with the team formed
within my own department.
3.67 0.765 0.709
Rewards and welfare (JS2) ■ I am satisfied with my remuneration
because by comparing the amount of
workload with other department, I actually
have less workload.
2.56 1.198 0.925 2.397 19.973 40.812
■ I am satisfied with the welfare provided
by the hospital.
2.74 1.100 0.903
Superior (JS3) ■ Whenever I require assistance, a
supervisor is always there to help.
3.77 0.781 0.869 2.302 19.182 59.994
■ A particular supervisor will always listen
to my issues and assist me in resolving
those issues.
3.66 0.780 0.770
■ Until now I am very satisfied with my job. 3.39 0.895 0.575
Job recognition
(JS4)
■ I will be recognized when I perform
outstandingly.
3.61 0.749 0.722 1.969 16.405 76.400
■ I will be rewarded if I provided good
service to the patients.
3.41 0.863 0.745
■ My role is considered very important to
some people.
3.84 0.786 0.611
Note: The leader is mean nursing director.
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7. support to subordinates, leader giving subordinates her/his
clear vision, leader’s behavior is consistent with the her/his
vision and leader is persuasive in convincing subordinates
to acknowledge the her/his vision), and the 4 dimensions
of job satisfaction (working partners, rewards and welfare,
superior and job recognition), variable analysis was carried
out. The results of the analysis showed that only 2 dimen-
sions from “leader giving subordinates her/his clear vision”
and “behavior consistent with her/his vision” and “reward
and welfare” under the job satisfaction were not signifi-
cantly correlated, whereas the other dimensions showed
significant correlation. The results also showed that orga-
nizational culture, leadership behavior and job satisfaction
were positively associated with hypotheses one to three,
which were supported (see Table 3).
Table 4 presents the results of several regression ana-
lyses. H1 was supported, as organizational culture was
positively associated with leadership behavior (b = .55, p
< .001). H3 was also supported as organizational culture
was positively related to job satisfaction (b = .66, p <
.001). Finally, H2 was supported as the partial regression
coefficient of leadership behavior reached statistically
significant (b = .33, p < .001) after controlling the effect
of organizational culture. The unique variance explained
attributable to leadership behavior was 8% (ΔF = 30.58,
p<.001) independent of organizational culture (see Table
4). The association among there three main variables
was illustrated as Figure 1.
Discussion
Casida & Pinto-Zipp [17] studied nurses in determining
the relationship between different leadership styles and
organizational cultures, and showed a correlation
between leadership and organizational culture, consis-
tent with the findings of our research. However, by
adopting regression analysis, we also found that leader-
ship behavior impacts on organizational culture.
Laschinger et al. [29] proposed that the variables
strongly correlated with job satisfaction included role
conflict, head nurse leadership, supervisory relationships,
autonomy, and stress. Mayo [30] argued that the key
Table 3 Correlation Analysis among Organizational Culture, Leadership Behavior and Job Satisfaction
Variables Organizational Culture Leadership Behavior Job Satisfaction
Dimensions OC1 OC2 OC3 OC4 LB1 LB2 LB3 LB4 JS1 JS 2 JS 3 JS 4
OC1 1
OC2 0.604** 1
OC3 0.597** 0.782** 1
OC4 0.678** 0.618** 0.601** 1
LB1 0.512** 0.359** 0.366** 0.405** 1
LB2 0.413** 0.489** 0.552** 0.523** 0.770** 1
LB3 0.345** 0.449** 0.444** 0.453** 0.746** 0.744** 1
LB4 0.297** 0.338** 0.406** 0.343** 0.562** 0.632** 0.516** 1
JS1 0.350** 0.360** 0.390** 0.381** 0.439** 0.411** 0.329** 0.341** 1
JS2 0.521** 0.234** 0.145* 0.352** 0.174* 0.138 0.057 0.165* 0.170* 1
JS3 0.481** 0.386** 0.427** 0.407** 0.657** 0.539** 0.447** 0.313** 0.502** 0.338** 1
JS4 0.530** 0.357** 0.341** 0.374** 0.906** 0.698** 0.607** 0.503** 0.362** 0.234** 0.575** 1
Note **Correlation is significant at the 0.01 level (2-tailed). * Correlation is significant at the 0.05 level (2-tailed).
Table 4 The Linear Regression of Organizational Culture,
Leadership Behavior and Job Satisfaction
Leadership
Behavior
(H1)
Job
Satisfaction
(H3)
Job
Satisfaction
(H2)
b (t value) b (t value) b (t value)
Organizational
Culture
.55 (9.37***) .66 (12.26***) .47 (7.87***)
Leadership
Behavior
– – .33 (5.53***)
ΔR2
.31 .43 .08†
ΔF value 87.83*** 150.29*** 30.58***
Overall R2
.31 .43 .51
Overall F value 87.83*** 150.29*** 101.66***
Degree of
freedom
1, 198 1, 198 2, 197
Note: *** p <.001, b= standardized regression coefficient, t value = test
statistics of b,
†Δ R2
= is the unique variance attributable to leadership behavior independent
of organizational culture in the hierarchical regression analysis.
Figure 1 The association between organizational culture,
leadership behavior and job satisfaction. (The values shown
were standardized regression coefficient and value in parenthesis
was partially standardized regression coefficient)
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8. determinant of job satisfaction was group interaction,
and highlighted the importance of good leadership and
satisfying personal relations in the workplace. Manage-
ment and leadership behavior at the hospital affected
nurses’ job satisfaction [31]. The research also discov-
ered that leadership behavior will also influence
employee job satisfaction. As well as the above-
described individual factors, the research also showed
that factors at the organization level, such as the organi-
zational culture, also have an effect on job satisfaction.
This result is consistent with the results of Gifford et al.
[32]. It is recommended that it is also important for
hospital administrators to establish a good organiza-
tional infrastructure in addition to improving the work-
ing environment in order to increase employee job
satisfaction.
Decisions about patient care are often made by a
team, rather than by a single individual [33]. To main-
tain open communication and better coordination, as
well as avoiding possible conflicts, one must rely on the
role of leaders to motivate the team to achieve the orga-
nization goal. It was found that encouragement and sup-
port by leaders, their trust and clear vision, their
consistent behavior in this regard and their ability to
convince subordinates to acknowledge their vision, can
all influence employee job satisfaction. On the other
hand, we found that the factors in achieving job satisfac-
tion were not limited to the employee’s working envir-
onment, but also included interactions between working
partners. Good health care requires good team behavior,
so it is also recommended that hospital administrators
not only establish relationships within the health care
teams, but also work to improve these relationships to
increase employee job satisfaction.
Academics who study organizational culture as their
research topic feel that organizational culture is com-
plex. It will influence different employee attitudes and
behavior [34]; for example Jacobs & Roodt [35] discov-
ered a correlation between employee turnover inten-
tions, knowledge sharing organizational commitment,
organizational citizenship behavior, job satisfaction and
organizational culture. Other academics have found that
organizational culture is also related to organization or
employee efficiency. Good examples are an organiza-
tion’s innovative ability [36], employee effectiveness (e.g.
higher levels of goal orientation, self control) [37]. Kane-
Urrabazo [20] believed that a satisfactory work environ-
ment can be created by the employees when an organi-
sation possesses a healthy culture and thus has a
positive attitude towards employee work. Therefore the
relationship between organisational culture and
employee behaviour/attitude has been emphasised by
different academics from various fields [26]. Jacobs &
Roodt [35] showed a positive correlation between orga-
nisational culture and employee job satisfaction that is
consistent with the findings of our research.
Research limitations and future research
Since a wide range of variables were included in our
study, only a limited number of clinical nurses were
interested in participating. Furthermore, only 2 hospitals
were involved in this research; therefore, it is proposed
that in view of the response rate, future research should
consider adjusting the research variables.
Organizations face challenges in the external environ-
ment and changing internal context, and leaders will
alter their behavior to adapt to these environment
changes. Therefore it is proposed that longitudinal
research methods can be adopted in future investiga-
tions into how changes in organizational context impact
on leadership behavior. Will these changes create a
brand new organization culture? And how will these
changes in leadership behavior influence employee beha-
vior and their contribution to the organization?
Administrators usually adjust their leadership behavior
in order to reach the organizational goal. It is proposed
that future research can explore the type of leadership
behavior that will shape a particular culture within an
organization. Thus, administrators can achieve the
objective of shaping a new organization culture by
adopting different leadership behavior training
programs.
Conclusion
Culture within an organization is very important, play-
ing a large role in whether or not the organization is a
happy and healthy place to work [20]. Through commu-
nicating and promoting the organizational vision to sub-
ordinates, and in getting their acknowledgement of the
vision, it is possible to influence their work behavior
and attitudes. When there is good interaction between
the leader and subordinates, there will be contributions
to team communication and collaboration, and encour-
agement of subordinates to accomplish the mission and
objectives assigned by the organization, which in turn
enhances job satisfaction.
Acknowledgements
Special thanks to all persons who assist in distributing questionnaires and
those hospital employees who assist in filling out the questionnaires.
Author details
1
Department of Health Policy and Management, Chung Shan Medical
University; Taiwan. 2
Department of Medical Management, Chung Shan
Medical University Hospital; Taiwan.
Received: 3 September 2010 Accepted: 14 May 2011
Published: 14 May 2011
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Cite this article as: Tsai: Relationship between Organizational Culture,
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2011 11:98.
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