Bangladesh Institute of Social Research (BISR)

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1 Research Proposal to Bangladesh Institute of Social Research (BISR) A Path Analytical Study of the Relationship between Perceived Organisational Culture and Empowerment of the Employees, with Job Satisfaction and Job Involvement as Mediators among the Civil Servants in Bangladesh. Imdadul Haque Talukdar Doctoral Researcher Åbo Akademi University Vaasa, Finland. haque.talukdar@gmail.com italukda@abo.fi Mobile:

2 1. Introduction 1.1. Background Bangladesh scores very high in power distance, one of the five national cultural dimensions provided by Hofstede (Hofstede, 1981). Hofsted's study reflects its findings very rationally to the reality of our society. In a bureaucracy driven state machinery with high discrepancy in distribution of power, public administration of the country suffers from diverse organisational drawbacks relating power relation and cultural practices (Zafarullah, 2000). When the environment of an organisation, whether private or public, obsessed with extreme power practice and unequal distribution of resources, responsibilities and many more, the employees' feeling of attachment to that organisation touches its bottom. Experience of being deprived of equal and effective participation in playing their role in the organisation (Zafarullah, 2000) that makes feeling of deficiency and worthlessness, which can be termed as employees' lack of empowerment (Seibert, Wang, & Courtright, 2011). The prevalence of that feelings differs across organisations and persons. Here, the values, norms, principles, beliefs and many other cultural factors of organisations affects the feeling of empowerment of the employees of these organisations (Foster-Fishman, & Keys, 199; Signler, & Pearson, 2000). Two very relevant factors(spector,1997), job involvement and job satisfaction stem from the cultural practice of the organisation which influence the relationship between organisational culture and empowerment feeling of the employees. The present study will be devoted to explore the logical pathways among these variables providing with a possible model of these variables Definitions of the terms Organisational culture is considered as a set of assumptions, beliefs, values, customs, structures, norms, rules, traditions and artifacts (Schein, 2004). The other way of perceiving with an alternative term, organizational climate, denotes the employees' perception of the culture and a manifestation of it (Allen, 2003). More generally, culture is conceptulalised as how things are done around the people of a community, organsiation, or any other realm of life (Martin, 2002, p. 3) and it shapes the behavior of its members in overt and covert ways. In very broad-spectrum, organisational culture is about values (Kabanoff, Waldersee and Cohen, 1995; Ryan, 2005; Duck, 1993), which have been termed embedded codes (Branson, 2007, p. 382). Among huge facets of organisational culture, Hofstede, Bond, & Luk (1993) integrated all into 12 broad dimensions (Hofstede, Bond, & Luk, 1993).These dimensions have been divided into two broad categories: Individual Values (Personal Need for Achievement, Need for Supportive Environment, Machismo, Workaholism, Alienation, and Authoritarianism) and Individual Perceptions ( Professionalism, Distance from Management, Trust in Colleagues, Hostility, 2

3 Orderliness, and Integration) (Hofstede, Bond, & Luk, 1993). The proposed study will include the six dimensions of individual cultural perceptions ( Professionalism, Distance from Management, Trust in Colleagues, Hostility, Orderliness, and Integration) about his or her organisation. It will omit other six dimensions because the dimensions related to individual perceptions only measures the cultural orientation of the organisation perceived by the employees (Hofstede, Bond, & Luk, 1993). Empowerment of Employees refers to employees beliefs in the degree to which they influence their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in the organisation. One study of nursing managers in Singapore found that good leaders empower their employees by involving them in decisions, making them feel their work is important, and giving them discretion to do their own thing. (Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P., 2004). High levels of both job involvement and psychological empowerment are positively related to organizational citizenship and job performance. (Seo, J. Y., 2013). Job Satisfaction is an attitude of the employees that reflects how people feel about their jobs overall as well as various aspects of them (Spector, 1997). In very general way, job satisfaction is the extent to which people like or dislike their jobs (Spector, 1997). There are two approaches to study job satisfaction: one is global approach which treats job satisfaction as a single, overall feeling of job. The another approach is facet approach which considers job satisfaction from a set of different components of satisfaction in the job. Present study will assess job satisfaction from the facet approach and will measure it by a well established valid scale. Job Involvement is the degree to which people identify psychologically with their job and consider their perceived performance level important to self-worth (Spector, 1997). Employees' psychological empowerment is employees beliefs in the degree to which they influence their work environment, their competence, the meaningfulness of their job, and their perceived autonomy (Seibert, Wang, & Courtright, 2011) Expected Contributions of the study A very few amount of research has been conducted on the psychological perspectives of the employees in the civil service of Bangladesh. This study will contribute to the scholarly arena of public administration study with a special focus on empowerment of the employees in the civil service of the country. It will be able to comprehend the organisational affiliation of the employees with their psychic pattern of behavior. The findings will be very useful in developing the further tools and training materials in public administration. Future policy will also be influenced by the study findings to be concerned with psychic and cultural aspects of public organisations. 3

4 1.4. Review of the literature in the area The principle aim of the present study is, as previously mentioned, to explore the relationship between organisational culture and employees' empowerment when two related variables, job satisfaction and job involvement acts a mediators. Numerous studies have been launched to find out the interrelation among the variables to be tasted here. Organisational Culture and Employee Empowerment The relation between organisational culture and employees' empowerment within the organisation has been found very strong in different studies. Signler, & Pearson (2000) found culture of the organisation strongly support empowerment efforts of the employees' (Signler, & Pearson, 2000). Some very core cultural dimensions of the organisation, like participatory decision making, upper management supportive environment, leadership pattern etc hugely affect employees' empowerment (Foster-Fishman, & Keys, 1997). Supportive peer was found a vital factor of empowerment feeling of employee (Corsun, & Enz, 1999). The studies discussed above concerns mostly on the corporation like organisations. But some studies also found the same type of relationship in public organisations as well. In the public sector of South Korea, employees' organisational commitment was found strongly related to psychological empowerment feelings when culture acted as mediator ((Joo, & Shim,2010). In another study on five service sectors: hotels, food service, banking, call centers, and airlines, psychological empowerment was found an apparent predictor of job satisfaction and performance (Hechanova, Regina, Alampay, & Franco, 2006). Cognition based trust was found as a strong predictor of psychological empowerment in a study conducted on Turkish bank managers in Ankara (Ergeneli, Arı, & Metin, 2007). Employee's work attitude was found the predictor of organisational culture in another study (Laschinger, Finegan, & Shamian, 2001). The conclusion can be drawn from huge amount of study that organisational cultural dimensions are strong predictor of empowerment of employees of both public and private organisations. Job Satisfaction and Job Involvement with organisational culture and empowerment Other two variables, job satisfaction and job involvement, were found rationally related to culture of organisations and employees' empowerment feelings (Crede, Chernyshenko, Stark, Dalal, & Bashshur, 2007). Job satisfaction functions as a mediator of the relationship between various antecedent variables and volitional workplace behaviors in the study of Crede, Chernyshenko, Stark, Dalal, & Bashshur, (2007). They found citizenship behaviors, counterproductive workplace behaviors, and job withdrawal were closely related to cultural facets of the organisations when job satisfaction acted as a mediator (Crede, Chernyshenko, Stark, Dalal, & Bashshur, 2007). Some studies found job satisfaction to be directly related to turnover and absenteeism (Blau, & Boal, 1987). Lok, & Crawford (1999) found logical relation among commitment and organizational culture, subculture, leadership style and job satisfaction in organizational change and development(lok, & Crawford,1999). So from the studies found on diverse variables related to the variables of the present study, a hypothetical model (Fig.01) can be constructed for systematic analysis. 4

5 2. Research Methodology 2.1. Hypotheses Based on literature review, present study develops six hypotheses to be tested. H1: Perceived professionalism increases employees' feeling of empowerment when job satisfaction and job involvement acts as mediators. H2: Perceived distance from management decreases feeling of empowerment when job satisfaction and job involvement acts as mediators. H3: Perceived trust on colleagues increases feeling of empowerment when job satisfaction and job involvement acts as mediators. H4: Perceived hostility decreases feeling of empowerment when job satisfaction and job involvement acts as mediators. H5: Perceived orderliness increases feeling of empowerment when job satisfaction and job involvement acts as mediators. H6: Perceived integration in the organisation increases feeling of empowerment when job satisfaction and job involvement acts as mediators Structure The figure 01 draw the possible pathways to be tested. 5

6 2.3. Sampling Stratified sampling method will be followed in selecting samples. 200 civil servants will be randomly selected from different government organisations across the country. Half of them will be male and rest will be female Measurement tools The list of measurement tools are provided here in the table 01. Table.01. List of variable measurement tolls Variable Measurement Tool Author Organisational Culture 45 item questionnaire for measuring six perceived organisational cultural orientations Hofstede, Bond, & Luk (1993) Job Satisfaction Minnesota Satisfaction Questionnaire Weiss, Dawis, & England (1967) Job Involvement Job Involvement Questionnaire Kanungo (1982) Empowerment A measurement scale will be developed based on literature review and item analysis method Data analysis Path Analysis will be used for testing the hypothesised model with M-plus software program. t-test will also be administered for tracing out the significant gender difference. 6

7 2.6. Time frames Tasks September. 15 to September, 30, 2015) More Literature Review October, 01 to November, 01, 2015 November, 02 to December, 31, 2015 January, 01 to January, 31, 2016 February, 01 to March, 31, 2016 Development of the scale for measuring employees empowerment Data Collection Writing the thesis Submission to the journal 7

8 References Allen, D. K. (2003). Organisational climate and strategic change in higher education: Organisational insecurity. Higher Education, 46, Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of organizational behavior, 25, Blau, G. J., & Boal, K. B. (1987). Conceptualizing how job involvement and organizational commitment affect turnover and absenteeism. Academy of Management Review, Corsun, D. L., & Enz, C. A. (1999). Predicting psychological empowerment among service workers: The effect of support-based relationships. Human relations, 52, Crede, M., Chernyshenko, O. S., Stark, S., Dalal, R. S., & Bashshur, M. (2007). Job satisfaction as mediator: An assessment of job satisfaction's position within the nomological network. Journal of Occupational and Organizational Psychology, 80, Crede, M., Chernyshenko, O. S., Stark, S., Dalal, R. S., & Bashshur, M. (2007). Job satisfaction as mediator: An assessment of job satisfaction's position within the nomological network. Journal of Occupational and Organizational Psychology, 80, Daulatram, B. Lund,(2003), Organizational Culture and Job Satisfaction.Journal of Business & Industrial Marketing, 18(3), Ergeneli, A., Arı, G. S., & Metin, S. (2007). Psychological empowerment and its relationship to trust in immediate managers. Journal of Business Research,60, Foster-Fishman, P. G., & Keys, C. B. (1997). The person/environment dynamics of employee empowerment: An organizational culture analysis.american Journal of Community Psychology, 25(3), Hechanova, M., Regina, M., Alampay, R. B. A., & Franco, E. P. (2006). Psychological empowerment, job satisfaction and performance among Filipino service workers. Asian Journal of Social Psychology, 9, Hofstede, G., Bond, M. H., & Luk, C. L. (1993). Individual perceptions of organizational cultures: A methodological treatise on levels of analysis.organization Studies, 14, Joo, B. K., & Shim, J. H. (2010). Psychological empowerment and organizational commitment: the moderating effect of organizational learning culture. Human Resource Development International, 13, Kanungo, R. N. (1982). Measurement of job and work involvement. Journal of applied psychology, 67, 341. Laschinger, H. K. S., Finegan, J., & Shamian, J. (2001). The impact of workplace empowerment, organizational trust on staff nurses' work satisfaction and organizational commitment. Health care management review, 26,

9 Lok, P., & Crawford, J. (1999). The relationship between commitment and organizational culture, subculture, leadership style and job satisfaction in organizational change and development. Leadership & Organization Development Journal, 20, Omar, O., & Ogenyi, V. (2004). A qualitative evaluation of women as managers in the Nigerian Civil Service. International Journal of Public Sector Management, 17, Schein, E. H. (2010). Organizational culture and leadership (Vol. 2). John Wiley & Sons. Seibert, S. E., Wang, G., & Courtright, S. H. (2011). Antecedents and consequences of psychological and team empowerment in organizations: a meta-analytic review. Journal of Applied Psychology, 96, 981. Seo, J. Y. (2013). Job involvement of part-time faculty: exploring associations with distributive justice, underemployment, work status congruence, and empowerment. Sigler, T. H., & Pearson, C. M. (2000). Creating an empowering culture: examining the relationship between organizational culture and perceptions of empowerment. Journal of Quality Management, 5, Smollan, R. K., & Sayers, J. G. (2009). Organizational culture, change and emotions: A qualitative study. Journal of Change Management, 9, Spector, P. E. (1997). Job satisfaction: Application, assessment, causes, and consequences (Vol. 3). Sage. Weiss, D. J., Dawis, R. V., & England, G. W. (1967). Manual for the Minnesota Satisfaction Questionnaire. Minnesota studies in vocational rehabilitation. Zafarullah, H. (2000). Through the brick wall, and the glass ceiling: women in the civil service in Bangladesh. Gender, Work & Organization, 7,

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