Interplay of Organizational Culture, Job Satisfaction, Organizational Citizenship Behavior and Organizational Performance in the Ethiopian Public Sector

Abstract

The purpose of this study was to analyze the interplay among organizational culture, employees’ job satisfaction, organizational citizenship behavior and organizational performance in selected public organizations ranked as high, medium and low level performers. An explanatory research design with mixed methods approach was used. Data were collected via questionnaire, interview and document review. Structural equation modeling was done using AMOS. MANOVA was also conducted using the SPSS software. Likewise, the qualitative data were analyzed thematically. Findings of the analysis revealed that organizational culture has a positive and significant direct effect on employees’ job satisfaction and organizational citizenship behaviour. The effect of organizational culture on organizational citizenship behavior mediated by employees’ job satisfaction is also positive and statistically significant. Therefore, the researcher concluded that the theoretical assumptions about the interaction among organizational culture, employees’ job satisfaction and organizational citizenship behaviour are confirmed. Even though there is statistically significant difference in the studied organizations’ nature of organizational culture and levels of employees’ job satisfaction, there is no practical difference in the organizations’ practical reality. This finding leads to the conclusion that the studied organizations’ difference in their level of organizational performance was not caused by their differences in organizational culture, levels of employees’ job satisfaction and organizational citizenship beaviour, but by flaws in the performance measurement mechanisms.