Structural Equation Modeling Relationship between Organizational Culture, Job Motivation and Mediation Role of Psychological Empowerment
SOUTH JOURNALS PUBLICATION (SJP)
(Online Publication)
http://www.southjournals.com
South Journal of Educational Psychology and Counseling
http://southjournals.com/ojs-2.4.5/index.php/sjepc
Structural Equation Modeling Relationship between Organizational Culture,
Job Motivation and Mediation Role of Psychological Empowerment
H. Hosseiniravesh1*, M.R. Ismaeelzadeh2
1. Department of Physical Education and Sport Science, Islamic Azad University,
Zabol Branch, Zabol, Iran
2. Department of Physical Education and Sport Science, Islamic Azad University,
Mashhad Branch, Mashhad, Iran
*Corresponding author: H. Hosseiniravesh
Abstract
The purpose of the research was to design and fit the structural pattern of casual relationship
between organizational culture and job motivation, whit mediation role of psychological
empowerment. This was a cross- sectional descriptive study. The participants in this study
included 226 employees of Islamic Azad university of Zabol who were selected through
multistage random sampling. 3 questionnaires, include Organizational Culture Survey,
Psychological Empowerment, Work Motivation, and were used, and confirmatory factor
analysis and structural equation modeling through AMOS-16 software were used for data
analysis. The structural equation modeling analysis supported model fitting to the data. The
results showed that the organizational culture was positively and indirectly related to work
motivation, through psychological empowerment. It is recommended that managers support
a culture where teamwork is encouraged, information is distributed fairly, decision- marking
is shared, communication is open, rewards fit functions and meetings are effective in order to
empower employees. Such a culture will increase, work motivation.
Key Words: Organizational Culture, Work Motivation, Psychological Empowerment
To cite this paper: Hosseiniravesh, H. & Ismaeelzadeh, M.R. (2017). Structural Equation Modeling Relationship
between Organizational Culture, Job Motivation and Mediation Role of Psychological Empowerment. South journal of
Educational Psychology and Counseling, 4, 1, 19-25.
19
Introduction
Organizational culture is a set of assumptions, values and norms shared by symbols
such as stories, myths, and legends and anecdotes passed to employees and is
approved by them [1]. Organizational culture has been studied in six areas that
include: teamwork, collaboration in the activities, honesty, support, conflict
resolution. Teamwork, refers to cooperation with partners and group communication.
The moral atmosphere, is determined with good labor relations, respect for
employees, fairness, trust and organizational character. The flow of information: this
dimension known with enough information to do a job, a stable relationship and
communication with other areas of work and part. Involvement is the extent to which
employees express their ideas and participate in decision-making, and to provide their
ideas are encouraged by managers. Curated, are related with the value and clarity of
feedback provided by supervisors about performance. Meetings; the extent to which
meetings, effective and useful and people can freely in meetings, to raise their
opinions and ideas [2].
Organizational culture effect on all aspects of the organization, including mission and
goals, determine strategies, organizational structure, communication, attitude-free,
wonderful, performance, innovative practices and management staff and the
organizational effectiveness. Among the important cultural implications of
organizational, is psychological empowerment [3, 4]. Blanchard et al, have defined
empowerment as employees' perceptions of the ability to adapt to events, situations
and staff who work with them at work [5]. Thomas, argued that empowerment is a
multidimensional concept and it cannot be explained with a concept [6]. So
psychological empowerment divided into four components which are: meaningful; an
opportunity that people feel important and pursue valuable goals [7]. Merit: merit or
efficacy of refers to the conviction or belief about their ability to perform skilled work
activities [8]. Autonomy, refers to the sense and perceptions of independence and
planning to start business activities [9]. Effectiveness: refers to the extent of being
able to affect individuals' perception of job strategies, performance or results [10].
Yet different patterns, were examined antecedents and consequences of psychological
empowerment. Among these variables, organizational culture is one of the most
important predictors of psychological empowerment [4, 11, 12]. On the other hand,
organizational culture and psychological empowerment, impact either directly or
indirectly the majority on organizational outcomes. One of the important
organizational outcomes, is job motivation. Job motivation is a variable that causes
direction, severity and duration of job behavior [13]. Pinder knows Job motivation the
set of energetic forces that emanate from within and outside the person, to initiate
work-related behavior, and shape, direction, intensity and persistence [14].
Great deal of research has been done in this area. Many researchers in studies on
motivation and psychological empowerment had undergone a significant positive
correlation was found between them. Also showed a significant relation between
psychological empowerment and innovative practices show. Some researchers also
found a significant positive relationship between psychological empowerment of and
enthusiasm for the job. In fact, this study seeks to answer the question of whether
organizational culture indirectly through psychological empowerment is effective on
the consequences or not.
Methodology
20
The study sample included all staff and faculty members of Islamic Azad University
of Zabul who were working in 1395. Sample of validation phase consisting of 50 and
to 46 people responded to the questionnaire and sample of hypothesis testing stage
was 226. As well as to collect data from three questionnaires were used as follows.
Organizational culture questionnaire of Glaser et al. (1987) Questionnaire whit 6
subscales and 36 items that include teamwork (8 items), ethical climate (7 items),
information flow (4 items), participation (4 items), director (8 Gubeh) and meetings (5
items). The reliability of the questionnaire in this study whit Cronbach alpha and splithalf, in the range of 0.73 to 0.97 calculated, and which represents a favorable credit.
As well as to determine the validity of the two methods of convergent validity (with
the Denison organizational culture questionnaire) and confirmed factor analysis used
and the results show the high validity of the questionnaire. Goodness of fit indices
organizational culture are presented in Table 1.
Spreitzer psychological empowerment questionnaire (1995). The questionnaire
included four sub-scales that are meaningful, competence, autonomy and
effectiveness. The questionnaire consists of 12 items and the reliability of the
questionnaire in this study, the Cronbach's alpha and split-half, in the range of 0.66 to
0.99 confirmed and shown that represents a good reputation. As well as to determine
the validity, using confirmatory factor analysis of the results indicate the validity of
the questionnaire respectively. Goodness of fit indices of psychological
empowerment, have been presented in Table 1.
Job Motivation questionnaire Robinson (2004) includes a 11-item Cronbach's alpha
coefficient and split-half reliability of the questionnaire, 0.74 and 0.82 respectively,
reflecting a favorable credit this is the questionnaire.
Table 1. The indices confirmed the fitness factor analysis
CFI
Variables
X2
X2/d
1167.1
2.01
0.9
Organizational Culture
74.02
1.54
0.98
Psychological Empowerment
339.46
2.95
0.91
Job motivation
RMSEA
0.067
0.049
0.093
To analyze the data, structural equation model which combines the factor analysis,
multivariate regression analysis is used. This model can examine the causal
relationships between latent variables and observed variables measuring in nonexperimental research methods. In this study, each of the relationships mediated by
Baron and Kenny and the three regression model were tested. Seville test to determine
significant independent variable on the dependent variable indirect routes through the
mediator was used.
Results
Table 2 describes the view of some variables. According to the Table 2 among the
psychological empowerment, the significance and merit, and in the dimensions of
organizational culture, the guardianship have gained the highest score.
For proposed model, structural equation modeling based on maximum likelihood
estimation whit software AMOS16 were used. To evaluate the fit of the proposed
model, an indicator of goodness of fit is used.
21
Table 2. Descriptive information of variables for all subjects
Variables
Lower
Higher
Mean
Standard Deviation
20
60
47.9
6.6
Psychological Empowerment
4
15
13.1
2
Meaningful
6
15
13.1
1.7
Merit
3
15
10.27
2.6
Autonomy
3
15
11.45
2.4
Effectiveness
48
177
128.75
27.8
Organizational Culture
8
40
30.16
6.6
Teamwork
7
35
24.76
7.2
Ethical climate
4
20
12.59
3.4
Flow of information
4
20
13.57
3.8
Partnership
12
40
30.44
6.9
Supervision
5
25
17.21
5.2
Meetings
27
55
44.86
6.1
Job motivation
Diffusion index
Proposed Model
Table 3. Fit the proposed model based on scattering
X2
X2/d RMSEA GFI AGFI CFI
IFI
310.19 3.07
0.09
0.9
0.81
0.91 0.91
F
0.87
N
0.9
NFI
0.9
As you can see in Table 3, square X2 was 310.19, the ratio X2 / d was 3.07, root mean
square error of approximation RMSEA was 0.09, goodness of fit index GFT was 0.9,
adjusted goodness of fit index was AGFI 0.81, fitness index increased IFI 0.91,
comparative fit index CFI 0.91, and Bentler-Bonnet indicator or an index softened
fitness (NFI) to test the effects directly on the model was used and to determine their
significance, Baron and Kenny and questions test was used.
According to Table 3, it can be concluded that Proposed Model without the taking of
corrective, has goodness of fit and acceptable. Figure 1 illustrates the analysis of the
Proposed Model with path.
Figure 1. Path analysis, path coefficients Verified Model
22
Table 4. The regression coefficients organizational culture, psychological empowerment, job
motivation
Dependent variable job motivation
Predictor variables
B1
T1
P1
Model
organizational culture
0.53
9.5
0.001
1
organizational culture
0.25
4
0.001
2
psychological empowerment
0.42
6.8
0.001
In the proposed model and determine their significance Sobel test and Baron and
Kenny method was used. As indicated in the model to the organizational culture has
been used as the only predictor of job motivation. Organizational culture to job
motivation path coefficient was (0.53) and was significant. The model suggests that
organizational culture and psychological empowerment, both at the same time as
predictors of the dependent variable in the regression equation. As set out in Schedule
suggest that psychological empowerment as a predictive variable when the
organizational culture is added to the regression coefficient of the predictor variables
(organizational culture) of 0.53 dropped to 0.25 with job motivation. It approved the
mediating effect of psychological empowerment. The results showed that all paths
through the relationship of organizational culture on job motivation, psychological
empowerment have a significant and positive, thus these three hypotheses were
confirmed.
Conclusion
The findings show that organizational culture indirectly through psychological
empowerment has significant positive relationship with job motivation and that
culture is an essential component of work teams, have enough information to do the
jobs of its employees, proper and respectful working relationships among the staffs,
All employees are involved in decisions related to their jobs, managers and
supervisors give clear feedback of subordinates and meetings, are effectiveness and
useful, led to a heightened sense of significance, competence, autonomy and
effectiveness in employees and these emotions, increase their job motivation.
In the first hypotheses can be said that organizational culture that provides
performance information appropriate and proportional to performance bonuses to
employees, lead to increase the psychological empowerment. Refers to the theory of
cognitive feedback, the performance information, can be by providing information
about job behavior and performance, reduce ambiguity and role conflict and thus to
increase meaningful sense. It also makes sure employees, their skills and abilities, and
thus increase their sense of competence. Providing appropriate feedback on
performance in culture that supports these actions, leads staffs to feel the result of
their actions and consequences and feel their impact. These feelings leads to comfort
and satisfaction of employees and motivate them to increase job duties. Also, studies
have shown psychological empowerment in a culture that has transformational
leaders, can be created by idealism and belief in people, based on having the ability,
increase their strength and stamina and in employees make a motivation [15, 16].
Kevin and Spreitzer suggest that many organizations promote a culture of
bureaucratic and control systems are intentional or unintentional sending a message
that really do not trust their employees [17]. These structures and systems of control,
get sense of autonomy and independence of the employees, and not to allow the
development of skills and abilities. As a result, they lost their confidence, and
23
motivation and have been reluctant to carry out activities. Generally if an
organization's culture, make meaningful sense, competence, autonomy and created
effects on employees, the psychological empowerment are created, and that their
intrinsic motivation to perform job assignments are increases. A culture that
encourages supervisors, who provided additional information to employees, makes
employees feel empowered and effective, and successfully coordinated with their
managers and managers trust them, and gives them autonomy and greater freedom to
get things done, which makes the to provide staff without fear of punishment,
penalties and mistakes innovative ideas and creative functions of their work. Cultures
that in many ways, increase employee participation in decision-making related to the
task or the entire organization is likely that employees feel more empowered.
Collaborative cultures that employees are capable, creativity, gratitude and is also
more freedom to employees [18]. Scott and Jaffe (2009) said, in organizations with
strong cultures, the leader provides an environment that allows each individual to
learn and share. In such cultures, their employees want to learn and develop their
abilities and talents and their skills, to believe in themselves and their sense of
competence [19]. This means that they should be faced with continuous set of
challenges. In fact employees empowerment-based organizations, employ a variety of
mechanisms necessary for growth and learning opportunities employees. Capable
human resource, while also working to increase the content of the work, and develop
their skills, trying to spirit along with ingenuity, coordinate with others, and do their
job tasks and formidable force to reach that level decide whit awareness. In short
organizational culture encourages employees to start work supervisors, and allows
them sufficient autonomy that their skills and abilities, freely and without fear of
error, mistake and punishment appeared to raise and in this way they feel competent
and by creating conditions that employees can see their results, they created a sense of
influence and can be sure that in this culture, innovative and creative behaviors among
employees spread significantly. This means that organizational culture by creating a
significant sense of, competence, autonomy and integral, leads the employees, has a
great passion to their jobs, so that their work be so absorbed, that even not feel the
passage of time, and were trying to do their job duties. The most important aspect of
their organization with a weak culture, the hierarchy of authority in the vertical
direction, and almost all the power is concentrated in the top echelons of the
organization. But in organizations with strong cultures, it is impossible to managers
do all that is necessary to achieve the organization's vision and mission. Delegating
authority makes increase organizational strength, and each member of the
organization will have more power. This would motivate employees. When given to
the employees feel that they can be effective and having the power to perform tasks,
they motivated and do more passion for their work.
When the reward to be distributed in the proper way, an opportunity to strengthen the
interdependence between managers and employees will be provided. These
dependence makes the supervisors trust to subordinates, and the get right of decision
and granted participation to them, and therefore their feeling of autonomy and
influence will increase.
References
1. Cheung S, Toward (2010). An organizational culture framework in construction Lnternational
Journal Project Management.1-12.
24
2. Davodi H. Bahari F. Mirzajani M. (2012). Relatedness of organizational culture and job
motivation with teachers’ job satisfaction. Quarterly Journal of Career & Organizational
Counseling, 4(13): 127-139.
3. Campbell S L, Fowles E R, Weber B J. (2004). Organizational structure and job satisfaction
in public health nursing, Public Health Nursing, 21(6), 564-571.
4. Colagar S, Khaddam H. (2007). The relationship between leadership styles of nurse managers
and job satisfaction of nurses, Journal of Gorgan University of Medical Sciences, 9 (3): 6865.
5. Bhatnagar, J. (2007). Predictors of organizational commitment in India: strategic HR roles,
organizational learning capability and psychological empowerment. The International Journal
of Human Resource Management, 18 (10), 1782-1811
6. Bitmis, M. G., Ergeneli, A. (2011). Contingency approach to strategic management: a test of
the mediating effect of leader member exchange on the relationship between psychological
empowerment and job satisfaction in 21st century workplace. Procedia Social and Behavioral
Sciences, 24, 1143-1153.
7. Chang L. C., Shih C. H., Lin S. M. (2010). The mediating role of psychological
empowerment on job satisfaction and organizational commitment for school health nurses: A
cross-sectional questionnaire survey. International Journal of Nursing Studies, 47, 427-433.
8. Egan, T. B, Yang, B., Bartlett, K. R. (2004). The effects of organizational learning culture and
job satisfaction on motivation to transfer learning and turnover intention. Human Resource
Development Quarterly, 15 (3), 279-301.
9. Fock, H., Chiang, F., Au K. Y, Huid, M. K. (2011). The moderating effect of collectivistic
orientation in psychological empowerment and job satisfaction relationship. International
Journal of Hospitality Management, 30(2), 319-328.
10. Kim S. Y. (2013). Exploring the relationships among leader-member exchange, employee
empowerment and Job satisfaction in public organizations. Indiana University Bloomington
School of Public and Environmental Affairs; Paper presented at the 12th Public Management
Research Conference, Madison, Wisconsin, June 20-22.
11. Wang, G., Lee, P. D. (2009). Psychological empowerment and job satisfaction an analysis of
interactive effects. Group & Organization Management, 34 (8), 271-296.
12. Weichun Zhu, Sosik, John J., Riggio, Ronald E. & Yang Baiyin (2012), Relationships
between Transformational and Active Transactional Leadership and Followers’
Organizational Identification: The Role of Psychological Empowerment, Institute of
Behavioral and Applied Management, pp. 186-212.
13. Raja, V., Bhavani, D. &Ramaprabou, V. (2015). The Demographical Study on Job
Satisfaction and Emotional Intelligence of White Collar Employee at Puduchery, Indian
Streams Research Journal, Vol. 5, Issue 7. pp. 1-7.
14. Organ, D, & Greene, C.N. (2006) .Role ambiguity, Locus of control and work
satisfaction .Journal of applied psychology. 5:101-112.
15. Zimmerman. M. A, (2004). “Empowerment theory: psychological, organizational and
community levels of analysis”, Inrappaport j, seidman e, Eds, Handbook of community
psychology. New York, kluwer academic/ plenum publishers, PP 43–63.
16. Zand, D.E. (2007). Trust and managerial problem Solving. Administrative Science Quarterly.
17 : 229 – 239
17. Kahn W.A. (2005). Psychological Conditions of personal engagement and disengagement at
work. Academy of Management journal .33:692– 724
18. Jose, Joby, (2015). The Influence of Job Satisfaction on Organizational Culture and its
Dimensions in it Industry, Golden Research Thoughts, vol. 4, issue 10, pp. 1-10.
19. Jain. Ajay K. Giga, Sabir I. Cooper, Cary L. (2008). “Employee wellbeing, control and
organizational commitment», Leadership & Organization Development Journal, Vol. 30 No.
3, pp. 256-273.
25
(Online Publication)
http://www.southjournals.com
South Journal of Educational Psychology and Counseling
http://southjournals.com/ojs-2.4.5/index.php/sjepc
Structural Equation Modeling Relationship between Organizational Culture,
Job Motivation and Mediation Role of Psychological Empowerment
H. Hosseiniravesh1*, M.R. Ismaeelzadeh2
1. Department of Physical Education and Sport Science, Islamic Azad University,
Zabol Branch, Zabol, Iran
2. Department of Physical Education and Sport Science, Islamic Azad University,
Mashhad Branch, Mashhad, Iran
*Corresponding author: H. Hosseiniravesh
Abstract
The purpose of the research was to design and fit the structural pattern of casual relationship
between organizational culture and job motivation, whit mediation role of psychological
empowerment. This was a cross- sectional descriptive study. The participants in this study
included 226 employees of Islamic Azad university of Zabol who were selected through
multistage random sampling. 3 questionnaires, include Organizational Culture Survey,
Psychological Empowerment, Work Motivation, and were used, and confirmatory factor
analysis and structural equation modeling through AMOS-16 software were used for data
analysis. The structural equation modeling analysis supported model fitting to the data. The
results showed that the organizational culture was positively and indirectly related to work
motivation, through psychological empowerment. It is recommended that managers support
a culture where teamwork is encouraged, information is distributed fairly, decision- marking
is shared, communication is open, rewards fit functions and meetings are effective in order to
empower employees. Such a culture will increase, work motivation.
Key Words: Organizational Culture, Work Motivation, Psychological Empowerment
To cite this paper: Hosseiniravesh, H. & Ismaeelzadeh, M.R. (2017). Structural Equation Modeling Relationship
between Organizational Culture, Job Motivation and Mediation Role of Psychological Empowerment. South journal of
Educational Psychology and Counseling, 4, 1, 19-25.
19
Introduction
Organizational culture is a set of assumptions, values and norms shared by symbols
such as stories, myths, and legends and anecdotes passed to employees and is
approved by them [1]. Organizational culture has been studied in six areas that
include: teamwork, collaboration in the activities, honesty, support, conflict
resolution. Teamwork, refers to cooperation with partners and group communication.
The moral atmosphere, is determined with good labor relations, respect for
employees, fairness, trust and organizational character. The flow of information: this
dimension known with enough information to do a job, a stable relationship and
communication with other areas of work and part. Involvement is the extent to which
employees express their ideas and participate in decision-making, and to provide their
ideas are encouraged by managers. Curated, are related with the value and clarity of
feedback provided by supervisors about performance. Meetings; the extent to which
meetings, effective and useful and people can freely in meetings, to raise their
opinions and ideas [2].
Organizational culture effect on all aspects of the organization, including mission and
goals, determine strategies, organizational structure, communication, attitude-free,
wonderful, performance, innovative practices and management staff and the
organizational effectiveness. Among the important cultural implications of
organizational, is psychological empowerment [3, 4]. Blanchard et al, have defined
empowerment as employees' perceptions of the ability to adapt to events, situations
and staff who work with them at work [5]. Thomas, argued that empowerment is a
multidimensional concept and it cannot be explained with a concept [6]. So
psychological empowerment divided into four components which are: meaningful; an
opportunity that people feel important and pursue valuable goals [7]. Merit: merit or
efficacy of refers to the conviction or belief about their ability to perform skilled work
activities [8]. Autonomy, refers to the sense and perceptions of independence and
planning to start business activities [9]. Effectiveness: refers to the extent of being
able to affect individuals' perception of job strategies, performance or results [10].
Yet different patterns, were examined antecedents and consequences of psychological
empowerment. Among these variables, organizational culture is one of the most
important predictors of psychological empowerment [4, 11, 12]. On the other hand,
organizational culture and psychological empowerment, impact either directly or
indirectly the majority on organizational outcomes. One of the important
organizational outcomes, is job motivation. Job motivation is a variable that causes
direction, severity and duration of job behavior [13]. Pinder knows Job motivation the
set of energetic forces that emanate from within and outside the person, to initiate
work-related behavior, and shape, direction, intensity and persistence [14].
Great deal of research has been done in this area. Many researchers in studies on
motivation and psychological empowerment had undergone a significant positive
correlation was found between them. Also showed a significant relation between
psychological empowerment and innovative practices show. Some researchers also
found a significant positive relationship between psychological empowerment of and
enthusiasm for the job. In fact, this study seeks to answer the question of whether
organizational culture indirectly through psychological empowerment is effective on
the consequences or not.
Methodology
20
The study sample included all staff and faculty members of Islamic Azad University
of Zabul who were working in 1395. Sample of validation phase consisting of 50 and
to 46 people responded to the questionnaire and sample of hypothesis testing stage
was 226. As well as to collect data from three questionnaires were used as follows.
Organizational culture questionnaire of Glaser et al. (1987) Questionnaire whit 6
subscales and 36 items that include teamwork (8 items), ethical climate (7 items),
information flow (4 items), participation (4 items), director (8 Gubeh) and meetings (5
items). The reliability of the questionnaire in this study whit Cronbach alpha and splithalf, in the range of 0.73 to 0.97 calculated, and which represents a favorable credit.
As well as to determine the validity of the two methods of convergent validity (with
the Denison organizational culture questionnaire) and confirmed factor analysis used
and the results show the high validity of the questionnaire. Goodness of fit indices
organizational culture are presented in Table 1.
Spreitzer psychological empowerment questionnaire (1995). The questionnaire
included four sub-scales that are meaningful, competence, autonomy and
effectiveness. The questionnaire consists of 12 items and the reliability of the
questionnaire in this study, the Cronbach's alpha and split-half, in the range of 0.66 to
0.99 confirmed and shown that represents a good reputation. As well as to determine
the validity, using confirmatory factor analysis of the results indicate the validity of
the questionnaire respectively. Goodness of fit indices of psychological
empowerment, have been presented in Table 1.
Job Motivation questionnaire Robinson (2004) includes a 11-item Cronbach's alpha
coefficient and split-half reliability of the questionnaire, 0.74 and 0.82 respectively,
reflecting a favorable credit this is the questionnaire.
Table 1. The indices confirmed the fitness factor analysis
CFI
Variables
X2
X2/d
1167.1
2.01
0.9
Organizational Culture
74.02
1.54
0.98
Psychological Empowerment
339.46
2.95
0.91
Job motivation
RMSEA
0.067
0.049
0.093
To analyze the data, structural equation model which combines the factor analysis,
multivariate regression analysis is used. This model can examine the causal
relationships between latent variables and observed variables measuring in nonexperimental research methods. In this study, each of the relationships mediated by
Baron and Kenny and the three regression model were tested. Seville test to determine
significant independent variable on the dependent variable indirect routes through the
mediator was used.
Results
Table 2 describes the view of some variables. According to the Table 2 among the
psychological empowerment, the significance and merit, and in the dimensions of
organizational culture, the guardianship have gained the highest score.
For proposed model, structural equation modeling based on maximum likelihood
estimation whit software AMOS16 were used. To evaluate the fit of the proposed
model, an indicator of goodness of fit is used.
21
Table 2. Descriptive information of variables for all subjects
Variables
Lower
Higher
Mean
Standard Deviation
20
60
47.9
6.6
Psychological Empowerment
4
15
13.1
2
Meaningful
6
15
13.1
1.7
Merit
3
15
10.27
2.6
Autonomy
3
15
11.45
2.4
Effectiveness
48
177
128.75
27.8
Organizational Culture
8
40
30.16
6.6
Teamwork
7
35
24.76
7.2
Ethical climate
4
20
12.59
3.4
Flow of information
4
20
13.57
3.8
Partnership
12
40
30.44
6.9
Supervision
5
25
17.21
5.2
Meetings
27
55
44.86
6.1
Job motivation
Diffusion index
Proposed Model
Table 3. Fit the proposed model based on scattering
X2
X2/d RMSEA GFI AGFI CFI
IFI
310.19 3.07
0.09
0.9
0.81
0.91 0.91
F
0.87
N
0.9
NFI
0.9
As you can see in Table 3, square X2 was 310.19, the ratio X2 / d was 3.07, root mean
square error of approximation RMSEA was 0.09, goodness of fit index GFT was 0.9,
adjusted goodness of fit index was AGFI 0.81, fitness index increased IFI 0.91,
comparative fit index CFI 0.91, and Bentler-Bonnet indicator or an index softened
fitness (NFI) to test the effects directly on the model was used and to determine their
significance, Baron and Kenny and questions test was used.
According to Table 3, it can be concluded that Proposed Model without the taking of
corrective, has goodness of fit and acceptable. Figure 1 illustrates the analysis of the
Proposed Model with path.
Figure 1. Path analysis, path coefficients Verified Model
22
Table 4. The regression coefficients organizational culture, psychological empowerment, job
motivation
Dependent variable job motivation
Predictor variables
B1
T1
P1
Model
organizational culture
0.53
9.5
0.001
1
organizational culture
0.25
4
0.001
2
psychological empowerment
0.42
6.8
0.001
In the proposed model and determine their significance Sobel test and Baron and
Kenny method was used. As indicated in the model to the organizational culture has
been used as the only predictor of job motivation. Organizational culture to job
motivation path coefficient was (0.53) and was significant. The model suggests that
organizational culture and psychological empowerment, both at the same time as
predictors of the dependent variable in the regression equation. As set out in Schedule
suggest that psychological empowerment as a predictive variable when the
organizational culture is added to the regression coefficient of the predictor variables
(organizational culture) of 0.53 dropped to 0.25 with job motivation. It approved the
mediating effect of psychological empowerment. The results showed that all paths
through the relationship of organizational culture on job motivation, psychological
empowerment have a significant and positive, thus these three hypotheses were
confirmed.
Conclusion
The findings show that organizational culture indirectly through psychological
empowerment has significant positive relationship with job motivation and that
culture is an essential component of work teams, have enough information to do the
jobs of its employees, proper and respectful working relationships among the staffs,
All employees are involved in decisions related to their jobs, managers and
supervisors give clear feedback of subordinates and meetings, are effectiveness and
useful, led to a heightened sense of significance, competence, autonomy and
effectiveness in employees and these emotions, increase their job motivation.
In the first hypotheses can be said that organizational culture that provides
performance information appropriate and proportional to performance bonuses to
employees, lead to increase the psychological empowerment. Refers to the theory of
cognitive feedback, the performance information, can be by providing information
about job behavior and performance, reduce ambiguity and role conflict and thus to
increase meaningful sense. It also makes sure employees, their skills and abilities, and
thus increase their sense of competence. Providing appropriate feedback on
performance in culture that supports these actions, leads staffs to feel the result of
their actions and consequences and feel their impact. These feelings leads to comfort
and satisfaction of employees and motivate them to increase job duties. Also, studies
have shown psychological empowerment in a culture that has transformational
leaders, can be created by idealism and belief in people, based on having the ability,
increase their strength and stamina and in employees make a motivation [15, 16].
Kevin and Spreitzer suggest that many organizations promote a culture of
bureaucratic and control systems are intentional or unintentional sending a message
that really do not trust their employees [17]. These structures and systems of control,
get sense of autonomy and independence of the employees, and not to allow the
development of skills and abilities. As a result, they lost their confidence, and
23
motivation and have been reluctant to carry out activities. Generally if an
organization's culture, make meaningful sense, competence, autonomy and created
effects on employees, the psychological empowerment are created, and that their
intrinsic motivation to perform job assignments are increases. A culture that
encourages supervisors, who provided additional information to employees, makes
employees feel empowered and effective, and successfully coordinated with their
managers and managers trust them, and gives them autonomy and greater freedom to
get things done, which makes the to provide staff without fear of punishment,
penalties and mistakes innovative ideas and creative functions of their work. Cultures
that in many ways, increase employee participation in decision-making related to the
task or the entire organization is likely that employees feel more empowered.
Collaborative cultures that employees are capable, creativity, gratitude and is also
more freedom to employees [18]. Scott and Jaffe (2009) said, in organizations with
strong cultures, the leader provides an environment that allows each individual to
learn and share. In such cultures, their employees want to learn and develop their
abilities and talents and their skills, to believe in themselves and their sense of
competence [19]. This means that they should be faced with continuous set of
challenges. In fact employees empowerment-based organizations, employ a variety of
mechanisms necessary for growth and learning opportunities employees. Capable
human resource, while also working to increase the content of the work, and develop
their skills, trying to spirit along with ingenuity, coordinate with others, and do their
job tasks and formidable force to reach that level decide whit awareness. In short
organizational culture encourages employees to start work supervisors, and allows
them sufficient autonomy that their skills and abilities, freely and without fear of
error, mistake and punishment appeared to raise and in this way they feel competent
and by creating conditions that employees can see their results, they created a sense of
influence and can be sure that in this culture, innovative and creative behaviors among
employees spread significantly. This means that organizational culture by creating a
significant sense of, competence, autonomy and integral, leads the employees, has a
great passion to their jobs, so that their work be so absorbed, that even not feel the
passage of time, and were trying to do their job duties. The most important aspect of
their organization with a weak culture, the hierarchy of authority in the vertical
direction, and almost all the power is concentrated in the top echelons of the
organization. But in organizations with strong cultures, it is impossible to managers
do all that is necessary to achieve the organization's vision and mission. Delegating
authority makes increase organizational strength, and each member of the
organization will have more power. This would motivate employees. When given to
the employees feel that they can be effective and having the power to perform tasks,
they motivated and do more passion for their work.
When the reward to be distributed in the proper way, an opportunity to strengthen the
interdependence between managers and employees will be provided. These
dependence makes the supervisors trust to subordinates, and the get right of decision
and granted participation to them, and therefore their feeling of autonomy and
influence will increase.
References
1. Cheung S, Toward (2010). An organizational culture framework in construction Lnternational
Journal Project Management.1-12.
24
2. Davodi H. Bahari F. Mirzajani M. (2012). Relatedness of organizational culture and job
motivation with teachers’ job satisfaction. Quarterly Journal of Career & Organizational
Counseling, 4(13): 127-139.
3. Campbell S L, Fowles E R, Weber B J. (2004). Organizational structure and job satisfaction
in public health nursing, Public Health Nursing, 21(6), 564-571.
4. Colagar S, Khaddam H. (2007). The relationship between leadership styles of nurse managers
and job satisfaction of nurses, Journal of Gorgan University of Medical Sciences, 9 (3): 6865.
5. Bhatnagar, J. (2007). Predictors of organizational commitment in India: strategic HR roles,
organizational learning capability and psychological empowerment. The International Journal
of Human Resource Management, 18 (10), 1782-1811
6. Bitmis, M. G., Ergeneli, A. (2011). Contingency approach to strategic management: a test of
the mediating effect of leader member exchange on the relationship between psychological
empowerment and job satisfaction in 21st century workplace. Procedia Social and Behavioral
Sciences, 24, 1143-1153.
7. Chang L. C., Shih C. H., Lin S. M. (2010). The mediating role of psychological
empowerment on job satisfaction and organizational commitment for school health nurses: A
cross-sectional questionnaire survey. International Journal of Nursing Studies, 47, 427-433.
8. Egan, T. B, Yang, B., Bartlett, K. R. (2004). The effects of organizational learning culture and
job satisfaction on motivation to transfer learning and turnover intention. Human Resource
Development Quarterly, 15 (3), 279-301.
9. Fock, H., Chiang, F., Au K. Y, Huid, M. K. (2011). The moderating effect of collectivistic
orientation in psychological empowerment and job satisfaction relationship. International
Journal of Hospitality Management, 30(2), 319-328.
10. Kim S. Y. (2013). Exploring the relationships among leader-member exchange, employee
empowerment and Job satisfaction in public organizations. Indiana University Bloomington
School of Public and Environmental Affairs; Paper presented at the 12th Public Management
Research Conference, Madison, Wisconsin, June 20-22.
11. Wang, G., Lee, P. D. (2009). Psychological empowerment and job satisfaction an analysis of
interactive effects. Group & Organization Management, 34 (8), 271-296.
12. Weichun Zhu, Sosik, John J., Riggio, Ronald E. & Yang Baiyin (2012), Relationships
between Transformational and Active Transactional Leadership and Followers’
Organizational Identification: The Role of Psychological Empowerment, Institute of
Behavioral and Applied Management, pp. 186-212.
13. Raja, V., Bhavani, D. &Ramaprabou, V. (2015). The Demographical Study on Job
Satisfaction and Emotional Intelligence of White Collar Employee at Puduchery, Indian
Streams Research Journal, Vol. 5, Issue 7. pp. 1-7.
14. Organ, D, & Greene, C.N. (2006) .Role ambiguity, Locus of control and work
satisfaction .Journal of applied psychology. 5:101-112.
15. Zimmerman. M. A, (2004). “Empowerment theory: psychological, organizational and
community levels of analysis”, Inrappaport j, seidman e, Eds, Handbook of community
psychology. New York, kluwer academic/ plenum publishers, PP 43–63.
16. Zand, D.E. (2007). Trust and managerial problem Solving. Administrative Science Quarterly.
17 : 229 – 239
17. Kahn W.A. (2005). Psychological Conditions of personal engagement and disengagement at
work. Academy of Management journal .33:692– 724
18. Jose, Joby, (2015). The Influence of Job Satisfaction on Organizational Culture and its
Dimensions in it Industry, Golden Research Thoughts, vol. 4, issue 10, pp. 1-10.
19. Jain. Ajay K. Giga, Sabir I. Cooper, Cary L. (2008). “Employee wellbeing, control and
organizational commitment», Leadership & Organization Development Journal, Vol. 30 No.
3, pp. 256-273.
25