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Predicting Factors of Job Satisfaction through Organizational Culture: A Case

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Article  in  Jurnal Komunikasi: Malaysian Journal of Communication · September 2017

DOI: 10.17576/JKMJC-2017-3303-03

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 Jurnal Komunikasi
Malaysian Journal of Communication
Jilid 33(3) 2017: 37-54

Predicting Factors of Job Satisfaction through Organizational Culture: A Case of

Malaysian Private Learning Institution

CHAN TAK JIE

International University of Malaya-Wales
[email protected]

ELIZABETH WONG ZU YEE

Universiti Putra Malaysia
[email protected]

SAODAH WOK
International Islamic University Malaysia
[email protected]

ABSTRACT
The paper attempts to explore the dimensions of organizational culture and job satisfaction among
employees in one of the private learning institutions in Malaysia. The study utilized Organizational
Culture Index (OCI) developed by Wallach (1983), which comprised of bureaucratic, innovative, and
supportive cultures. Multistage sampling has been used to select the sample for the survey designed.
Questionnaires were distributed to 118 employees, however, only 77 yielded valid responses. The data
were then analyzed with the Pearson-Product Moment Correlation test and Multiple Regression tests
using the enter method through the Statistical Package for the Social Sciences (SPSS) version 22.0. The
findings of the study show that bureaucratic organizational culture has a positive and a moderate
relationship with job satisfaction, while, innovative and supportive organizational cultures have
positive and high relationships with job satisfaction. In addition, multiple regression analysis indicates
that innovative and bureaucratic organizational cultures are the predictors that enhance job
satisfaction among the employees in the current private learning institution. Hence, this had called
upon the management of the particular learning institutions to foster on innovative and bureaucratic
organizational cultures in order to enhance the employees’ job satisfaction that will result in higher
organization’s productivity. Further study to replicate the research in various industries in Malaysia to
explore more on the employees’ job satisfaction is suggested. Future studies can also examine
organizational culture with other variables such as leadership style, organizational commitment, and
employee engagement in the Malaysian setting.

Keywords: Bureaucratic culture, innovative culture, job satisfaction, organizational culture,

supportive culture

INTRODUCTION
Malaysian higher learning institutions are now becoming one of the sectors that is rapidly
developed (Mat Ali & Panatik, 2015). Hence, many public and private universities or colleges
have been established to perform and meet the expectation of the national education
standards, to stay competitive in the rapidly global economy and demands of new
technology that require workforces to have vigorous institutional knowledge (Becker, 2007;
Mapalase & Hay, 2006). According to the website of Malaysian Qualifications Register’s
(MQR), there are currently 378 colleges or institutions in Malaysia (MQR, 2016). All these

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Predicting Factors of Job Satisfaction through Organizational Culture: A Case of Malaysian Private Learning
Institution
Chan Tak Jie, Elizabeth Wong Zu Yee & Saodah Wok

universities and colleges have carried out numerous efforts to increase their ranking as a
center of knowledge, locally and internationally, whereby this is aligned with the initiatives
of the government to build a knowledge-based economy through the higher education
system (Austin, Chapman, Farah, Wilson, & Ridge, 2014).
Employees leave organizations for many reasons, one of it could be possibly due to
dissatisfaction and unhappiness with their job. Previous studies show that job satisfaction is
strongly and inversely related to employee’s turnover intention (MacIntosh & Doherty, 2010;
Silverthorne, 2004). In addition, Medina (2012) argues that organizational culture is one of
the important determining factors that influences the job satisfaction, and reduces the
employee’s turnover intention. This has shown that the success of the higher learning
institutions’ goals cannot be achieved without highly committed and satisfied employees.
Thus, the satisfaction of employees towards their job is very crucial and valuable to the
study. This has been explained by Syed et al. (2012) that employees’ job satisfaction is the
most vital aspect in the higher learning institutions as it helps to improve the efficacy and
effectiveness of the higher education system. Hence, retaining highly satisfied workforce as
a source of human resource in universities is very influential (McFarlin, Coster, Rice, &
Cooper, 1995), whereby the employees’ job satisfaction, their commitment, and retention
will affect the academic institutions (Saner & Eyupoglu, 2012).
According to Aksoy, Apak, Eren, and Korkmaz (2014), organizational culture can help
to instill the organization’s core value in the employees by shaping the collective attitudes
and behavior of the employees in the organization. Hence, the management of the
organization must shape and built the favorable culture for the employees to achieve the
organizational objectives and goals. This is because the organizational culture has a great
influence on how people think, behave, and carry themselves as being part of the
organization.
In addition, Deal and Kennedy (2000) further added that an organization can be
improved by having a strong organizational culture. Thus, an organization needs to
emphasize on organizational culture in order to attain positive job satisfaction as this will
lead to high performance and employees’ commitment (Ezirim, Nwibere, & Emecheta, 2012;
Snipes, Oswald, LaTour, & Aremnaksi, 2005). This has been shown in numerous past studies
that organizational culture and job satisfaction has a significant relationship (Chang & Lee,
2007; McKinnon, Harrison, Chow & Wu, 2003). Hence, when the employees perceived
higher in the organizational cultures, their degree of job satisfaction will be increased. Thus,
the success of an organization highly depends on the types of organizational cultures that
are practiced by the organizations.
Although many past studies have been conducted, majority of it is based in
developed economic countries such as Western Europe and America. In addition, numerous
past studies that explore the concept of job satisfaction focused on the Eastern countries like
Taiwan (Chen & Silverthorne, 2008), China (Liu, Tang, & Zhu, 2008), and the Middle East
(Abdulla, Djebarni, & Mellahi, 2011; Tlaiss, 2013) has also been found based on various
industries. However, the studies that analyze the employees’ job satisfaction, particularly in
Malaysian higher learning institutions are still scarce and not fully discovered (Wong & Teoh,
2009). Therefore, this study aims to uncover the voids by identifying the relationship
between organizational culture and job satisfaction of employees in one of the private
learning institution in Malaysia. In addition, the study also intends to find out the predicting
factors of organizational culture that influence the employees’ job satisfaction.

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Jilid 33(3) 2017: 37-54

LITERATURE REVIEW
Organizational Culture
Organizational culture is the set of values, beliefs, and principles underpinning an
organization’s management structure (Adkins & Caldwell, 2004). In addition, Schein (2010)
defined organizational culture as the shared beliefs and values among the members of its
organization and they are integral to the distinct identity of an organization. Belias and
Koustelios (2014) stated that culture is considered as an intangible nature of the
organizational environment in which a group of people live and work together. In the
organizational context, culture is defined as the process of influencing and interacting with
employees and the organization they work for. Thus, it is crucial to identify the
organization’s specific culture (Tharp, 2009). Organizational culture, therefore, is defined as
a set of values to help an organization to run effectively (Schneider & Reichers, 1983). Thus,
it can be concluded that organizational culture has to be developed in order to support the
organization and to bring continuous improvement to the organization.
There are three (3) categories of organizational cultures, namely, bureaucratic,
innovative, and supportive (Priem, 2010; Wallach, 1983). Bureaucratic culture is an
organizational culture which is hierarchical and compartmentalized. There is a clear
responsibility and authority in this culture. The work is systematically organized, power and
control are often practiced by the organization. This type of organizational culture is usually
stable, cautious, mature, power-oriented, established, solid regulated, ordered, structured,
procedural, and hierarchical in nature.
Innovative culture refers to a culture that is creative, results-oriented, and has a
challenging working environment. This culture is dynamic and exciting. It can be
characterized as being entrepreneurial, ambitious, stimulating/motivating, driven, and risk
taking in this cultural environment.
Supportive culture is a culture that exhibits teamwork, people-oriented, encouraging,
and trusting working environment. This culture is warm, “indistinct” place to work. People
are usually friendly, fair, and helpful. Supportive cultures are related to openness, harmony,
trust, safe, equitable, sociable, encouraging, relationships-oriented, humanistic,
collaborative, and likened to an extended family.

Job Satisfaction
According to Locke (1976), job satisfaction is a positive or pleasurable reaction resulting from
the appraisal of the one’s job, job achievement, or job experiences. Spector (1997) supports
the view by defining that job satisfaction is how people feel regarding their jobs and
different aspect of their jobs which lead to the satisfaction or dissatisfaction with the jobs. In
addition, Kaliski (2007) defined job satisfaction as a key ingredient that leads to recognition,
income, promotion, and the achievement of other goals that lead to a feeling of fulfillment.
Hence, it can be concluded that job satisfaction is directly related to employees’ productivity
and their personal well-being. Job satisfaction implies doing a job one enjoys, doing it well,
and being rewarded for one’s efforts. It is further implied to enthusiasm and happiness with
one’s work.
For instance, Parvin and Kabir (2011) conducted a study to evaluate job satisfaction
of employees in various pharmaceutical corporations. The study focused on the relative
significant factors of job satisfaction and their effects on the job satisfaction of employees in
general. The findings revealed that payment, work efficiency, firm supervisor, and

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Predicting Factors of Job Satisfaction through Organizational Culture: A Case of Malaysian Private Learning
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Chan Tak Jie, Elizabeth Wong Zu Yee & Saodah Wok

relationship with co-workers are the major contributing factors towards job satisfaction. The
result also showed that employees overall job satisfaction were at a positive stage. Based on
the discussion, it is significant for the management of the pharmaceutical company to
provide various kinds of contributors as mentioned to satisfy their employees’ need. As the
satisfied employees will help to build their morale with the organization and will enhance
the organizational performance in the long run.
In addition, Vasiliki and Efthymios (2013) conducted a study to examine the job
satisfaction of public administrative officers in the Greek Ministry of Employment and Social
Affairs by utilizing the Job Satisfaction Survey developed by Spector (1985). The findings
revealed that the job satisfaction among the respondents is at the moderate level.
Furthermore, the findings also showed that the nature of work (intrinsic factor) and two
extrinsic factors, namely supervision and co-worker relationship, are the facets that
influence the job satisfaction. However, this contradicted with a study by Herzberg (1966)
which stated that salary, supervision, and relationship with colleagues could cause
dissatisfaction among employees and those elements must be eliminated from the working
environment.
However, the recent empirical research that by Wan Yusoff, Tan, and Mohamed Idris
(2013) indicated that the extrinsic factors that are found to cause job dissatisfaction actually
contribute to the job satisfaction of employees. This coincided with the findings of Tan and
Waheed (2011) which indicated that extrinsic factors were the most dominant factors that
influence the employees’ job satisfaction in the Malaysian retail sectors. In addition, working
condition is the most significant extrinsic factors that motivate the job satisfaction, followed
by recognition, company policy, and payment.
Based on the discussion, the superiors need to take care of the employees’ needs, as
happy and satisfied employees will perform better in their work. Besides, better workplace
environment, flexible working schedule, incentives and rewards in term of monetary
contribution will make the employees satisfied. Thus, it can be said that employees who
perceived highly on the value of money are most satisfied with the payment and job. This
explains the positive relationship between the variables.
In addition, Hossain (2014) carried out a study on job satisfaction and the impacts on
the overall satisfaction of employees in Bangladesh public and private banks. The findings of
the study indicated that work conditions, pay, equality, and promotion have significant
influence on employees’ job satisfaction. In addition, the study also showed that the level of
overall job satisfaction of the bank employees is at the positive level. Based on the notion
stated, it had called upon the management of the banking institutions to understand the
factors that can help to motivate their employees in order for them to achieve work
satisfaction. Hence, it will help to instill the employees’ loyalty and help to boost the quality
of bank services and enhance customer satisfaction.
In the recent study, Mat Ali and Panatik (2015) identified the level of job satisfaction
among Malaysian academic staff in public and private universities. A sample of 100 public
and private academic staff had been chosen as the respondents of the study. The results of
the study showed that the work values among public and private academic staff are at the
moderate level, and are similar. In addition, the correlation results also showed that there is
a significant moderate relationship between overall work values and job satisfaction.
Regression analysis proved that self-esteem, under the terminal work values, is the
predicting factor that contribute significantly to the job satisfaction of academic staff.

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Based on the above notion, it can be concluded that fulfillment of the need for self-
esteem among academic staff in Malaysian education context is pivotal in increasing their
job satisfaction. This is because high self-esteem will make an individual more willing and
have the interest to try new things in life. In addition, high self-esteem can help individual to
gain confidence which consequently leads to the enhancement of job satisfaction.
Based on the discussion of past studies, the various results of the literature have
urged the researchers to consider the intrinsic and extrinsic factors as one set of
determinants in order to improve the overall job satisfaction of the employees.
Organizational Culture, Job Satisfaction, and Organizational Outcomes
In a nutshell, past literature suggests that empirical outcomes pointed towards
organizational cultures with various variables, particularly emphasizing on job satisfaction,
organizational commitment, leadership style, turnovers or retention to name a few. For
instance, Wallach (1983 as cited in Sabri, Ilyas, & Amjad, 2011) claimed that job performance
and job satisfaction are related to organizational culture. Besides, Sempane, Rieger, and
Roodt (2002) have also stated that there is a close relationship between job satisfaction and
organizational cultures, where job satisfaction is the aftermath of the organizational culture.
Habib, Aslam, Hussain, and Ibrahim (2014) tried to investigate the relationship
between the impact of organizational culture on job satisfaction, employees’ commitment,
and the retention of the employees in the organization through a random sample design on
different organizations. The results showed that there is a positive and significant correlation
between all the variables mentioned. When organizational culture is positive, it will enhance
the employees’ commitment and job satisfaction which will raise the productivity of the
employees.
Based on the notion stated above, organizations should embed organizational culture
as part of their strategy to achieve an organization’s performance and nurture the future
human capital. This is because organizational culture will help to gain morale and instill the
positive core value for the development of the employees and the organizations, whereby
this will have a significant impact on attracting prospective employees as well as retaining
the current employees.
Rastegar and Achayan (2012) carried out a study to investigate the relationships
between organizational cultures (bureaucratic, innovative, and supportive) and the
organizational commitment to the training and education industry in Iran. The findings
revealed that supportive and innovative organizational culture has a positive relationship
with the organizational commitment. However, the bureaucratic organizational culture has a
positive, but weak correlation with the organizational commitment. Based on the discussion
above, the management of the university needs to focus on the behavior of the workers,
rather than an emphasis on the requirements of the job description task. Hence, it is timely
for education institution to engage and encourage the appealing organizational cultures to
nurture the better working environment and increase the employees’ commitment to the
survival of the organization.
Another study conducted by Alvi, Hanif, Adil, Ahmed, and Vveinhardt (2014) study
discussed the impact of organizational culture, organizational commitment, and job
satisfaction. The findings revealed that supportive and bureaucratic culture has significant
effects on employee’s commitment and job satisfaction, whereas innovative culture does
not affect employee job satisfaction and organizational commitment through multiple linear
regression analysis. Based on the discussion, it can be explained that innovation is not

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Chan Tak Jie, Elizabeth Wong Zu Yee & Saodah Wok

allowed in a chemical sector whereby the employees’ are expected to work in a pre-defined
manners and to manufacture its specific products. This has further supported the notion of
Kramer and Schmalenberg (2008), that health and safety policy (related to the bureaucratic
culture) will help increase job satisfaction through the job security. In addition, the
supportive culture will help reduces the work stress and burnout among employees.
However, Moosvi and Bukhari’s (2015) study gain different results as their findings
indicated that bureaucratic and innovative organizational culture have positive and
significant impacts on employees’ in-role job performance, while the supportive culture has
no significant effect on employees’ in-role job performance among the private bank
employees in Pakistan. Based on the discussion, it has shown that the organization like a
banking institution usually practice the control management system that pertaining to the
bureaucratic culture as banking company is more likely to expose to the risk and vulnerable
conditions as compared to other industries (Thompson & Cowton, 2004). Thus, the control
system of management that highlight the legitimacy of law, rules, and policy are essential for
the organizations to problem-solving and making a decision.
Furthermore, Bigliardi, Ivo Dormio, Galati, and Schiuma (2012) tried to find out the
impact of organizational culture on the job satisfaction of knowledge workers in the
pharmaceutical industry. The findings indicated that bureaucratic organizational culture has
a negative effect on job satisfaction of knowledge workers, but innovative and supportive
organizational culture has a positive effect.
Based on the discussion, this has shown that research and development (R&D) are
the core activity in the pharmaceutical sector, whereby the support and participation among
the knowledge workers are encouraged by the management in order to identify works that
can help to improve the job satisfaction in the organization. This was in line with
Silverthorne (2004) that bureaucratic organizational culture resulted in the lowest level of
job satisfaction and organizational commitment as compared to innovative and supportive
organizational cultures.
Kranenburg (2013) explored the effect of organizational culture and leadership style
on organizational commitment within Small Medium Enterprises (SMEs) in Suriname, with
job satisfaction as a mediator. The findings indicated that bureaucratic culture has a positive
effect on job satisfaction and the supportive cultures have a direct effect on organizational
commitment.
Based on the above notion, it has shown that the majority of the SMEs’ employees
from the operation department is comfortable to work in a bureaucratic environment
whereby everything is in order, well-structured, and procedures are well thought. This can
be explained that SMEs are usually privately owned, whereby decisions and information are
usually made at the top management level and disseminate downward. In addition, the
results can be also explained that most of the employees of the operating department are
usually waiting for clear instructions in order for them to perform their work, so that the
work can be done systematically.
In the educational sectors, Handoko, Setiawan, Surachman, and Djumahir (2011)
carried out a study to examine organizational culture, job satisfaction, organizational
commitment and the effect on lecturer’s performance at Merged Private Colleges in East
Java Province, Indonesia. The results showed that innovative culture is able to increase
lecturer’s job satisfaction. These results coincide with the findings of Renyowijoyo (2003)
which stated that there is a positive, but weak and not significant relationship between

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supportive and bureaucratic cultures with employee performance. However, innovative

organizational culture has a positive and significant relationship with employee performance.
Based on the discussion above, it had explained that by applying innovative culture
among the lecturers as the knowledge workers, it will help to encourage and motivated the
lecturers to be more creative in teaching, and this will lead them to be more accomplished in
completing their tasks.
In addition, Ramachandran, Chong, and Lin’s (2007) study yielded different findings,
whereby they argued that organizational cultures of universities are like those of the public
organizations which are hierarchical and bureaucratic in nature due to the sophisticated
system that involves interest of various stakeholders. However, they further added that due
to the new changing environment and transformation, the university started to integrate a
balanced culture. For instance, hierarchical culture is mixed with elements of adhocracy
(characterized by adaptability, change and risk taking) and market cultures (characterized by
an external focus with emphasis on productivity and efficiency) in the Malaysian context.
Besides, a study carried out by Pratama (2013) wish to examine the job satisfaction
as the mediating variable that links organizational culture and organizational commitment in
Indonesia context. The findings showed that bureaucratic and supportive cultures have a
significant impact on job satisfaction, whereas, the innovative culture does not have a
significant effect on job satisfaction. In addition, the results also revealed that job
satisfaction partially mediated the relationship between organizational cultures and has a
significant impact on organizational commitment.
Mohd Isa, Ugeheoke, and Wan Mohd Noor (2016) carried a study to investigate the
influence of organizational culture on employees’ performance in the public sector
organizations in Oman. The study utilized the Organizational Cultural Index (OCI) that
developed by Wallach. The findings revealed that bureaucratic and supportive culture have
significant correlations and contribute positively to the prediction of employee’s
performance. However, the innovative culture does not correlate significantly and least
contributing to the performance of employees in public sector organizations.
Based on the above discussion, it can be concluded that in the public or government
organization, bureaucratic culture is always being practiced as the core culture. Thus, it has
called upon the leader of the public organization should try to adopt an innovative culture to
improve and enhance the organizational performance as in this modernization era, the
organization should highlight the innovation process by promoting creative and critical
thinking in their working environment as part of the value and actions in order to achieve
competitive advantage (Hayward & Everett, 1983).
Furthermore, Farokhi et al. (2016) conducted a study to test the relationship
between organizational culture and job satisfaction among employees in the Kermanshah
Medical Sciences University. The results indicated that all three types of organizational
cultures, namely, bureaucratic, innovative, and supportive have positive and significant
correlations with job satisfaction. In the same vein, Zokaei, Ziapour, and Kianipour (2016)
findings also yielded the same result that there is a significant relationship between the
innovative, supportive, and bureaucratic organizational cultures with job satisfaction.
Based on the above explanation, it can conclude that organizations should try their
best to keep their employees satisfy and engage them with the integration of three
organizational cultures as mention to create a sense of belonging in the employees. For
instance, the organization should develop policies in order to satisfy their employees’ needs

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Chan Tak Jie, Elizabeth Wong Zu Yee & Saodah Wok

to ensure they feel the organization as home. Besides, the organization should also
communicate more frequently and transparently with the employees in order to understand
the condition of employees’ attitudes, commitment, and their behaviors.
Mohamad Yusof, Mohd Said, and Omar Ali (2016) tried to study organizational
culture towards the employee motivation in a private sector company. The findings
indicated that bureaucratic and supportive organizational cultures have strong correlations
with the motivation of employees in a Malaysian setting. This can be further explained that
the power distance in Malaysia is high, whereby decision making that applies autocratic style
would result in a stronger bureaucratic organizational culture. This has been further
explained that trained employees, the structure of procedures, and effective organizational
system make the bureaucratic culture in the workplace become prominent (Dubkevics &
Barbars, 2010).
In summary, based on the past research mentioned, this has proven that the three
organizational cultures suggested by Wallach (1983) are interrelated and served different
combinations depending on the nature of the organization or the industry. However, the
current study is focusing on Malaysia as one of the nations that practice high power distance.
Thus, bureaucratic organizational culture may have a role in shaping the organization's
culture. In addition, organizations in Malaysia need to be ready and open to other cultures
to compete in the international setting due to globalization. Based on the notion above,
therefore, researchers conceptualized and hypothesized that:
Dimensions of Organizational Culture

Bureaucratic
Job
Innovative
Satisfaction
Supportive

Figure 1: Conceptual between dimensions of organizational culture and job satisfaction

H1: There is a positive relationship between organizational culture and employees’ job
satisfaction.
H1a: There is a positive relationship between bureaucratic culture and employees’ job
satisfaction.
H1b: There is a positive relationship between innovative culture and employees’ job
satisfaction.
H1c: There is a positive relationship between supportive culture and employees’ job
satisfaction.
H2: Organizational cultures (bureaucratic, innovative, and supportive) is the predicting
factors that affect the employees’ job satisfaction.

METHODOLOGY
Sample Size and Procedures
The study was carried out in one of the private learning institutions based on the simple
random sampling. The private learning institution currently has a total number of 118
employees. A multistage sampling was then applied in this study whereby researchers used

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probability sampling (simple random) to get the list of the private learning institutions, then
applied the stratified random sampling by sorting the division of the population into smaller
groups. Since the total population of the learning institution was small, the researchers then
considered all the employees in the learning institution should be selected. Researchers
used the pick-and-drop technique to collect the data. The respondents were given roughly
about 15 to 20 minutes to answer the questionnaire. A total of 118 questionnaires was
distributed, however, researchers only received 77 of usable responses in return, which
yielded 65.3 % of success rate.

The Instrument
The questionnaire consisted a total of 40 questions pertaining to three (3) sections. Section
A consisted of 5 questions on the respondents’ demographic information. Section B
consisted of 18 questions on the organizational cultures, 6 questions respectively, for each
dimension of the organizational cultures, namely, bureaucratic, innovative, and supportive.
Section C consisted of 17 questions on the job satisfaction of the employees. Demographic
questions in section A were designed to gather information about respondents such as
gender, race, age, education level, and tenure. The items for Section B has been adopted
from Organizational Culture Index (OCI) that was developed by Wallach (1983). The survey
items for Section B is designed as statement measured on a five-point Likert-type scale
where 1 represents “Strongly Disagree”; 2 represents “Disagree”; 3 indicates “Slightly agree”;
4 represents “Agree”; and 5 indicates as “Strongly agree”. For Section C, the items have been
adapted and adopted from the Minnesota Satisfaction Questionnaire (MSQ) (Weiss, Dawis,
England, & Lofquist, 1967) and Spector (1997). The items were measured on a five-point
Likert-type scale, where 1 = “Very dissatisfied”; 2 = “Dissatisfied; 3 = “Somewhat satisfied”; 4
= “Satisfied”; and 5 = “Very satisfied”.

Reliability Test
The pilot test aimed to test the accuracy and to eliminate some ambiguous and biased items,
and it further improved the consistency of the instrument (Sekaran, 2013). A total of 35 sets
of questionnaires were distributed to the students of Master Corporate Communication in
Universiti Putra Malaysia (UPM) who have the working experience.
According to Pallant (2007), Cronbach’s alpha value with more than 0.70 is
considered reliable. However, if the Cronbach’s alpha value achieve 0.50 and 0.90 above, the
instrument would also be deemed as reliable and valid (Ghozali, 2011; Hair, Anderson,
Tatham & Black, 1998;). The Cronbach’s alpha value of the current study ranged from 0.714
to 0.927 are considered reliable and acceptable for the study.
Besides, before the multivariate analysis can be carried out, the data should be
normally distributed, as normality is an important requirement in multivariate analysis (Hair,
Black, Babin, & Anderson, 2010; Tabachnick & Fidell, 2012). Based on Table 1, the values for
skewness and kurtosis for independent and dependent variables are in the range between -2
to +2, with 5% of sampling error which is considered acceptable to prove normal distribution
exists (Tabachnick & Fidell, 2012). Hence, the current data are still normally distributed and
the requirements for multivariate analysis are met.

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Table 1: Cronbach’s Alpha values of the variables

Variable(s) No. of Cronbach’s Cronbach’s Alpha Min Max Skewness Kurtosis
items Alpha Value Value
(Pre-Test, n=35) (Post-Test, n=77)
Organization
Culture(s)
Bureaucratic 6 .765 .676 13.00 30.00 -0.082 0.117
Innovative 6 .714 .719 6.00 28.00 -0.585 0.087
Supportive 6 .832 .871 5.00 25.00 -0.450 0.108
Job Satisfaction
17 .927 .942 21.00 85.00 -0.573 0.409

RESULTS AND DISCUSSION

More than half of the respondents in this study are females (62.3%), and the rest are males
(37.7%). For the race, nearly half of the respondents are Malay (49.9%) with ages ranging
from 31-35 years old (33.8%). Out of the total respondents, almost half of the respondents
are bachelor degree holders (49.4%) with less than 5 years working experience (59.7%).
Table 2 illustrates the intercorrelations among the variables. The results show that
the bureaucratic organizational culture (r = 0.643, p = .000) has a positive and moderate
relationship with the job satisfaction. In addition, innovative organizational culture (r = 0.811,
p = .000), and supportive organizational culture (r = 0.775, p = .000) have positive and strong
relationships with the job satisfaction. Hence, the results are significant. Thus, the research
hypotheses H1, H1a, H1b, and H1c are accepted. Thus, when employees perceive
organizational culture dimensions (bureaucratic, innovative, and supportive) more positively,
employees’ job satisfaction increases.

Table 2: Inter-correlations between variables using Pearson’s Product-Moment Correlation (n=77)

Variable (s) 1 2 3 4
1 Job Satisfaction 1
**
2 Innovative culture 1
.811
** **
3 Supportive culture 1
.775 .966
** ** **
4 Bureaucratic culture 1
.643 .631 .609
**
Correlation is significant at the 0.01 level (1-tailed)

The current findings support several past studies which show that all the three types
of organizational cultures (bureaucratic, innovative, and supportive) have positive and
significant relationships with job satisfaction (Farokhi et al., 2016; Habib, et al., 2014; Zokaei
et al., 2016).
Besides, the results are also congruent with a few past studies that reveal that
bureaucratic organizational culture has a positive effect on job satisfaction (Kranenburg,
2013). However, this is in contrast with the findings of Silverthorne (2004) and Bigliardi et al.
(2012) that show bureaucratic organizational culture are negatively influencing job
satisfaction. In addition, innovative culture is also found to increase lecturer’s job
satisfaction and this result is similar to the private college in Indonesia (Handoko et al., 2011).
Hence, the management of the particular private learning institution could use these
findings to construct and practice the favorable organizational culture to improve job
satisfaction of their staff. For example, in order to enhance the job satisfaction of the staff,

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the management of the learning institution should focus attention towards fairness of
human resource practices which help to secure the benefits and needs of employees that
adhere to the organization’s rules and regulations. Besides, the institution should come out
with a strategic implementation of various research and innovation programs to foster the
cognitive and critical thinking skills of employees. At the same time, the institution can
encourage their employees to participate in the university programs such as open day, Edu-
carnival, team-building, and community relations activities to foster employees’
identification which help to nurture the supportive culture.
Table 3 shows the results of multiple regression analysis of job satisfaction with
organizational culture dimensions. The R value of .830 shows a high correlation between job
satisfaction and the overall predictor variables (organizational culture). The analysis of
variance with F = 53.733 is found to be significant at .05 level of significance. While all three
(3) predictors collectively contribute 67.5 % of the variation, the analysis clearly shows that
innovative and bureaucratic dimensions of organizational culture have significant influences
on job satisfaction.

Table 3: Multiple regression analysis of job satisfaction with predictor variables.

Predictor Variables Unstandardized Coefficient Standardized
Coefficients
Organizational Culture B Std. Error Beta p
Dimension
(Constant) 5.712 5.099 0.266
Innovative 2.081 0.668 0.801 0.003
Bureaucratic 0.792 0.640 0.281 0.011
Supportive - 0.388 0.306 -0.132 0.602
2
F = 53.733 df1 = 3, df2 = 73 P = .000 R = .830 R = .688
2
Adjust R = .675

Based on the analysis from Table 3, H2 is partially supported in this study as not all of
the predictors are contributing to the job satisfaction. On the other hand, it can be reported
that innovative and bureaucratic dimensions of organizational culture are the factors which
contribute to the employees’ job satisfaction. This is in line with the study done by Handoko
et al. (2011) that indicate innovative culture is the best culture to encourage an increase in
job satisfaction based on academic staff perception in the Indonesian educational industry.
This has supported the notion that organizations need to highlight the innovative culture
which focused on creativity and innovation as their central values, whereby this will help to
sustain an organizations’ competitive advantage in the long run.
The current results showed that innovation culture is one of the predictors that
contribute to the increase of job satisfaction among employees, which yielded different
findings from Mohd Isa et al. (2016) and Pratama (2013). This can be explained by the
demographic information of the respondents, whereby the majority of the respondents in
the current study are young adults, which ages around 31 – 35 years old. Thus, the young-
adult employees might prefer challenging and exciting working environment. Another
reason might due to the organization under study, which is a private learning institution,
whereby the creativity and innovativeness are crucial to create a dynamic working climate to
enhance employees’ critical thinking skills, risk-taking, and ambitious in completing their
tasks to improve the performance of the learning institution which helps to nurture the
development of human capital (Hayward & Everett, 1983).

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Chan Tak Jie, Elizabeth Wong Zu Yee & Saodah Wok

Besides, the findings also supported Moosvi and Bukhari’s (2015) study that
bureaucratic and innovative organizational culture has a positive and significant impact on
employees’ in-role job performance, while the supportive culture has no significant impact.
It is interesting that the current findings yielded different perspective that bureaucratic
culture that usually practiced in public organization were significant in the current private
learning institution context. This can be explained that the bureaucratic culture emphasizes
high formality’s level, whereby there is a clear line of authority and responsibilities which
promote the employees to work independently. This had supported the current scenario in
the higher learning institution, either public or private, whereby the bureaucratic culture act
as the tool of administration that the institutionalized rules and regulations eventually help
to guide the employees to perform their duties and responsibilities at their best.
In addition, the study was contrary to the findings of Renyowijoyo (2003) who found
out that supportive organizational culture has a positive, but weak and not significant
relationship with the employees’ performance. However, the current findings found that
supportive culture was not the predictor of job satisfaction. Possible reasons that the
supportive culture having the least influence on job satisfaction can be probably due to the
nature of the education institution, whereby in the educational industry, the competition is
high as every employee need to compete to achieve certain grades of key performance
index (KPIs). Thus, this has explained the possible reasons that employees might be too
concentrated on their own individual’s work achievements and has neglected the
communication or interaction with their co-workers. Another possible reason is the work
tenure of the employees in the current private learning institution were mostly less than 5
years, this might have an impact on the employees, whereby the bonding, trust, mutual
respect, and values between each employee is still not yet established. Hence, this has
lessened the support and teamwork environment among employees, which resulted in the
supportive culture not significant in this context. Thus, management of the institution
should address this issue by encouraging the supportive culture in the workplace, as when
employees perceived the organization that supportive will have an effect on employees’
loyalty and will help improve the organizational commitment.
However, these current findings are contrary with Alvi et al. (2014) and Pratama
(2013) as their findings showed that supportive and bureaucratic organizational cultures
have significant effects on employee commitment and job satisfaction. However, innovative
culture does not affect or have any relationship with employees’ job satisfaction. This might
probably due to the various hierarchies of management, whereby the decision making
process, authority of power, chain of command need to pass through various levels of
management as the industry are more prompt to risk and danger. Thus, this had upheld
tedious specific procedures and policies in handling the works as a safety measure in the
work area. As a result, this had caused the employees reluctant to the changes, whereby
employees are only allowed little deviation from the current organization’s norms which
further explained that innovative culture hardly can put into a practice (Mohd Isa et al.,
2016).
Hence, based on the discussion on the findings, it has shown that innovative culture
and bureaucratic culture are the contributing factors that can help to enhance the
employees’ job satisfaction in the workplace. Thus, it can be concluded that the influence of
organizational culture towards job satisfaction vary from each industry to another,
depending on the cultural background of the countries where the organizations operate.

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CONCLUSION
This study attempts to describe the relationship between the dimensions of organizational
culture and job satisfaction of employees in a Malaysian private learning institution. The
empirical results demonstrate that bureaucratic, innovative, and supportive organizational
cultures can help to enhance the employees’ job satisfaction. However, the multiple
regression analysis reveals that innovative and bureaucratic cultures are the predictors that
influence job satisfaction of employees in the educational industry. In terms of the
knowledge-based implications, this study has proven that the Organizational Culture Index
(OCI) that developed by Wallach (1983) is pertinent and applicable in the Malaysian context,
particularly focusing on the educational industry.
In terms of practical implications, current learning institution which mainly made up
of young adults who are preferable in creativity and innovation, but at the mean time
following regulations, procedures that are being set by the organization. Hence, this gives
the insights to the top management that innovative culture needs to be highlighted in order
to have a better improvement on the job satisfaction of the employees. For instance, the
management of the higher learning institution should encourage their employees to actively
participate in the research and innovation projects, practicing creative pedagogy in teaching
methods to enhance the learning outcomes, and to promote entrepreneurial skills but in the
meantime, being ethical and following the regulations and procedures set by the institution.
Hence, this can help to achieve the KPIs and boost the reputation of the institution. This will
potentially help to enhance the job satisfaction of employees and thus, increase the morale
of employees.
However, this study has several limitations. First, this study only focuses on one
organization in the education industry. Hence, future studies can include more organizations
under the same sector or other different industries such as banking, automobile, retails, to
name a few, to add varieties in the research perspectives and to increase the validity.
Second, the sample size of the current study only yielded 77 responses as the total
employees in the organization is not large enough. Hence, future study can increase the
number of respondents or choose bigger organizations with more employees in order to
make generalizability and yield better results.
In addition, another limitation is the issue of social desirability bias, whereby the
respondents may respond to what they perceive as desirable because employees may fear
to expose too much information about the institution. However, researchers have tried to
minimize the limitation by creating the anonymous instruments and gave respondents the
assurance about their confidentiality.
Future studies can include other variables such as leadership management style,
organizational commitment, employees’ engagement, and demographic factors to test the
moderating or mediating effects with job satisfaction to add new research insights that focus
on the education industry.

ACKNOWLEDGEMENT
The researchers would like to thank Mrs. Jessica Samson and Mrs. Teo Suat Li for helping in
distributing and collecting the questionnaires from employees in the selected private
learning institution.

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Predicting Factors of Job Satisfaction through Organizational Culture: A Case of Malaysian Private Learning
Institution
Chan Tak Jie, Elizabeth Wong Zu Yee & Saodah Wok

BIODATA
Chan Tak Jie is a lecturer at the Faculty of Arts and Humanities, International University of
Malaya-Wales, Kuala Lumpur (IUMW). His research interest includes Corporate Social
Responsibility (CSR), Organizational Communication, and Corporate Communication.
Elizabeth Wong Zu Yee is a postgraduate student at the Communication Department, Faculty
of Modern Languages and Communication, Universiti Putra Malaysia (UPM). Her research
interest includes Organizational Communication with special interests in job preferences of
marginalized youth.
Saodah Wok, Ph.D is a full Professor at the Communication Department, Kulliyyah of Islamic
Revealed Knowledge and Human Sciences, International Islamic University Malaysia (IIUM).
Her research interest includes Organizational Communication with special interests in
organizational diversity, human relations, and communication networks.

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