Volume 6, Issue 1 (6-2014)                   jorar 2014, 6(1): 0-0 | Back to browse issues page

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Mousavi Kia M. Studying the Impact of Dimensions of Organizational Culture on Job Satisfaction of Firefighting Staff District 4, Tehran. jorar 2014; 6 (1)
URL: http://jorar.ir/article-1-177-en.html
MA Student of Research in Social Sciences, Islamic Azad University, Roudehen Branch, Iran
Abstract:   (3284 Views)

Inroducion: Just as human beings cannot live without culture, organizations too will not have meaning and sense without a comprehensive and compiled culture. In fact, culture is the spirit of an organization. Organization survives on the condition of having a strong and exhaustive organizational culture. On this basis, this research deals with studying the impact of organizational culture components on job satisfaction of firefighting staff of district 4 of Tehran.
Methods: In this study, research method is applied as concerning research ob jective, and correlation-desc riptive as concerns method of gathering data. The statistical population consists of all employees working in firefighting organization of Tehran - district 4 in 2012. Two hundred employees were selected as sample population using Cochran Formula and ba sed on stratified random sampling. Formal value and reliability of measurement tools were confirmed on reasonable level. Hypotheses were examined using one-sample t tests and route analysis.
Findings: The results of research indicate that the dominant organizational culture is above the average level (hypothetical mean). Job satisfaction was gained average (hypothetical mean) in promotion aspect and below average (hypothetical mean) in salary and allowances aspect. Correlation coefficient between organizational culture components (change management, goals alignment, attention to clients, coordination in work team, power coordination) and job satisfaction was respectively r=0.629, r=0.565, r=0.430, r=0.487, r=0568. That is why the most impact is associated with the impact of change management on job satisfaction, and the minimum impact is related to the impact of attention to clients on job satisfaction.
Conclusion: A direct and positive relationship was observed among independent and dependent variables and independent variables were effective in job satisfaction. Hence, as more attention is given to organizational culture components, employees will have more job satisfaction. It is necessary for managers of organization assure that individuals have these characteristics before assigning them to organizational positions through their participation in educational workshops and in-service training courses. This way they can take appropriate measures to create job satisfaction in employees.

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Short Reports or Letters: Research Article | Subject: حمایت روانی در سوانح

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