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Relationship of organizational culture and leadership behavior with job satisfaction in nepalese commercial banks / Mary maharjan
Title : Relationship of organizational culture and leadership behavior with job satisfaction in nepalese commercial banks Material Type: printed text Authors: Mary maharjan, Author Publication Date: 2019 Pagination: 113p. Size: GRP/Thesis Accompanying material: 2nd/Gmba Languages : English Abstract: Orgaization’s culture is viewed as a unique pattern of shared values, norms, attitudes, beliefs, ritual, expectations, assumptions of the employees in the orgaization which ends up shaping the socialization activities, language, symbols, rites and ceremonies of a group of people and which distinguish the members of one orgaization from another. Leaders' behavior can bring many forms, but it still aligns to cultural norms. Proper guidance by leaders and positive behavior will increase the job satisfaction of the employees. Nepal's banking industry is one of the most dynamic sectors in which the efficiency of employees is the only route out of the competition. Therefore, the level of job satisfaction in Nepalese banks needs to be determined. Not much of studies have been done the inefficiency and poor productivity of employees in this sector. The importance of job satisfaction for the success of organizations cannot be exaggerated. Employees are the human capital of organizations and their performance is a key indicator for organization to achieve its goals. Companies today are forced to have capable employees who can account on them to create competitive advantage.
The major purpose of the study is to examine the relationship of organizational culture and leadership behavior with job satisfaction in Nepalese commercial banks. This study investigates the impact of specific factors on job satisfaction on employees of Nepalese commercial banks. The study has employed descriptive and causal comparative research design to estimate the relationship between dependent variable as job satisfaction and independent variables as organization culture (supportive culture, innovative culture, and bureaucratic culture) and leadership behavior. The study is based upon primary data source extracted from self-administered questionnaire. The primary data are used to extract information from the employees regarding the satisfaction of employees on various factors affecting employees’ performance in Nepalese commercial banks. Altogether 23 commercial banks were selected for the study and a total of 200 questionnaires were received. Structured questionnaire was prepared to achieve the purpose of the study.
The result indicates a positive correlation between supportive culture and job satisfaction. It shows that in Nepalese commercial banks, the greater the culture of support, the greater the job satisfaction of employees. Similarly, there was also a positive correlation between bureaucratic culture and job satisfaction. It indicates that in an organization, the greater the bureaucratic culture, the greater the workers ' job satisfaction. Likewise, there is a positive correlation between innovative culture and job satisfaction. It shows that the greater the innovative culture practice, the greater the job satisfaction at Nepalese commercial bank would be. In addition, there is also a positive correlation between leadership behavior and job satisfaction. It shows that increased activity of outstanding leadership behavior among Nepalese commercial banks staff would result in increased job satisfaction.
The regression result shows that the beta coefficient are positive and significant for supportive culture with job satisfaction. It indicates that supportive culture has positive influence on job satisfaction. Likewise, the result also shows the beta coefficient of bureaucratic culture to be positive and significant with job satisfaction. It indicates that the bureaureaucratic culture culture has poisitive influence on job satisfaction. Furthermore the regression result also indicates that the beta coefficient of innovative culture are positive and significant with job satisfaction. It indicates that increase in innovative culture would lead to increase in job satisfaction. Similarly, the beta coefficient of leadership behavior are positive and significant with job satisfaction. It indicates that the leadership behavior has positive impact on job satisfaction.
The study's main conclusion is that organizational culture and leadership behavior play a prominent role in determining job satisfaction for employees. Commercial bank employees give organizational culture proxies such as supportive culture, innovative culture, and bureaucratic culture the highest ranking along with variable leadership behavior. The study demonstrates that all organizational culture factors have a positive effect on job satisfaction
Relationship of organizational culture and leadership behavior with job satisfaction in nepalese commercial banks [printed text] / Mary maharjan, Author . - 2019 . - 113p. ; GRP/Thesis + 2nd/Gmba.
Languages : English
Abstract: Orgaization’s culture is viewed as a unique pattern of shared values, norms, attitudes, beliefs, ritual, expectations, assumptions of the employees in the orgaization which ends up shaping the socialization activities, language, symbols, rites and ceremonies of a group of people and which distinguish the members of one orgaization from another. Leaders' behavior can bring many forms, but it still aligns to cultural norms. Proper guidance by leaders and positive behavior will increase the job satisfaction of the employees. Nepal's banking industry is one of the most dynamic sectors in which the efficiency of employees is the only route out of the competition. Therefore, the level of job satisfaction in Nepalese banks needs to be determined. Not much of studies have been done the inefficiency and poor productivity of employees in this sector. The importance of job satisfaction for the success of organizations cannot be exaggerated. Employees are the human capital of organizations and their performance is a key indicator for organization to achieve its goals. Companies today are forced to have capable employees who can account on them to create competitive advantage.
The major purpose of the study is to examine the relationship of organizational culture and leadership behavior with job satisfaction in Nepalese commercial banks. This study investigates the impact of specific factors on job satisfaction on employees of Nepalese commercial banks. The study has employed descriptive and causal comparative research design to estimate the relationship between dependent variable as job satisfaction and independent variables as organization culture (supportive culture, innovative culture, and bureaucratic culture) and leadership behavior. The study is based upon primary data source extracted from self-administered questionnaire. The primary data are used to extract information from the employees regarding the satisfaction of employees on various factors affecting employees’ performance in Nepalese commercial banks. Altogether 23 commercial banks were selected for the study and a total of 200 questionnaires were received. Structured questionnaire was prepared to achieve the purpose of the study.
The result indicates a positive correlation between supportive culture and job satisfaction. It shows that in Nepalese commercial banks, the greater the culture of support, the greater the job satisfaction of employees. Similarly, there was also a positive correlation between bureaucratic culture and job satisfaction. It indicates that in an organization, the greater the bureaucratic culture, the greater the workers ' job satisfaction. Likewise, there is a positive correlation between innovative culture and job satisfaction. It shows that the greater the innovative culture practice, the greater the job satisfaction at Nepalese commercial bank would be. In addition, there is also a positive correlation between leadership behavior and job satisfaction. It shows that increased activity of outstanding leadership behavior among Nepalese commercial banks staff would result in increased job satisfaction.
The regression result shows that the beta coefficient are positive and significant for supportive culture with job satisfaction. It indicates that supportive culture has positive influence on job satisfaction. Likewise, the result also shows the beta coefficient of bureaucratic culture to be positive and significant with job satisfaction. It indicates that the bureaureaucratic culture culture has poisitive influence on job satisfaction. Furthermore the regression result also indicates that the beta coefficient of innovative culture are positive and significant with job satisfaction. It indicates that increase in innovative culture would lead to increase in job satisfaction. Similarly, the beta coefficient of leadership behavior are positive and significant with job satisfaction. It indicates that the leadership behavior has positive impact on job satisfaction.
The study's main conclusion is that organizational culture and leadership behavior play a prominent role in determining job satisfaction for employees. Commercial bank employees give organizational culture proxies such as supportive culture, innovative culture, and bureaucratic culture the highest ranking along with variable leadership behavior. The study demonstrates that all organizational culture factors have a positive effect on job satisfaction
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Barcode Call number Media type Location Section Status 680/D MAR Thesis/Dissertation Uniglobe Library Philosophy & Psychology Available