Impact of Organizational Structure and Culture on Job Satisfaction, Job Stress and Employee Motivation: a Survey of Existing Litreature

Topics: Organizational studies and human resource management, Employment, Job satisfaction Pages: 32 (15097 words) Published: October 3, 2010
IMPACT OF ORGANIZATIONAL STRUCTURE AND CULTURE ON JOB SATISFACTION, JOB STRESS AND EMPLOYEE MOTIVATION: A SURVEY OF EXISTING LITREATURE ABSTRACT
Effectively managing human resources in the organizations is a big concern both for HR managers and the policy makers of the organization. To have a satisfied, motivated, less stressed performing workforce an organization must have consistency amongst its structure, system, people, culture and good fit with the strategy. In this paper an attempt has been made to identify the various factors of organizational structure and culture which have positive and negative impact on job satisfaction, job stress and employee motivation through the extensive review of the existing literature. The findings reveal that structure, leadership, managerial practices and the decision processes mediated by organizational climate, good supervisory style positively impact the employee motivation. Centralization, lack of participation in decision-making, little opportunity for advancement, great amount of formalization and high degree of specialization effects employee motivation negatively. Professional Help, decentralization, open culture, structure, management practices, participation in decision process, participative management, autonomy in work environment, welfare facility, safety and security, organizational risk taking, people orientation, opportunity for personal growth and development, promotion and recognition, supervisory support, good communication, goal congruence, warmth and support, employee empowerment, interesting challenging work with variety have positive impact on job satisfaction. Formal communication, lack of information, lack of professional help, job difficulty, lack of adequate organizational policy and administration, lack of supervisory support, lack of opportunity for growth, rule dysfunction, volume of work, lack of praise, bureaucratic control, work specialization, poor communication, high degree of specialization, highly centralized and formalized structure effects job satisfaction negatively. Friendly environment, autonomy, concern for employees and their development, teamwork, participation, creative environment, co-worker and supervisory support, risk taking reduces stress amongst the employees. Lack of participation in decision making process, lack of effective communication, over rigid rules and regulations, centralization, little opportunity for advancement, job difficulty, bad management, bureaucratic rules, work load, lack of autonomy, lack of job security, high authority utilization, great amount of formalization and high degree of specialization increases stress amongst the employees.

Keywords: Organizational Structure, Culture, Job Satisfaction, Job Stress, Employee Motivation

INTRODUCTION
This Organization is Doomed-people do not work! Human Resources are the destiny makers of any organization. They are the most important productive assets of an organization. Capital and physical resources, by themselves, cannot improve efficiency or contribute to an increased rate of return on investment. It is through the combined and concerted efforts of people that monetary or material resources are harnessed to achieve organizational goals. The overall organization development can take place when the organizational environment, structure and policies are humanistic and account for interests, motives, abilities and needs of the individuals. To get the maximum output from employees, organization’s structure, policies and psychological makeup of people working should be complementary to each other. To be successful, a company’s culture and structure needs to support the kind of business the organization is in and its strategy for handling that business viz. support, innovation, competition and profit. Schwartz and Davis (1981) in a study of international banking division point out how these could have devastating importance on the company’s bottom line and its...

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