Publication:

AN EXAMINATION OF THE ANTECEDENTS AND CONSEQUENCES OF EMPLOYEE JOB SATISFACTION AMONG MALAWIAN HEALTH WORKERS

While organizations in Malawi and the world over continue to use organizational culture as a tool to achieve workers job satisfaction, there hardly been any studies to confirm its effectiveness in the context of Malawi health sector. However, there has been unequivocal evidence from international studies confirming the impact of organizational culture on job satisfaction and the resultant effects on turnover intentions. Using the Competing Value Framework Model of organizational Culture, the study investigated the impact of the four organizational culture types (Clan, Adhocracy, Market and Hierarchy) on job satisfaction as well as the consequences of job satisfaction on turnover intentions. The study used a cross-section survey method. A total of 460 health workers across Malawi, between the ages of 18 and 56 participated in the study. To test all the five hypotheses that were proposed in the study, Linear regression analysis of Statistical Package for the Social Sciences was utilized. The results show that Clan Culture has a significant positive impact on job satisfaction (β=.619, ρ=.000). The results also indicate that Adhocracy Culture has a significant positive impact on job satisfaction (β=.626, ρ=.000). The results further show that Market Culture has a significant positive impact on job satisfaction (β=.626, ρ=.000). the results also indicate that Hierarchy Culture has a significant positive impact on job satisfaction (β=.432, ρ=.000). and finally, results indicate that job satisfaction has a significant negative impact on turnover intentions (β= -1.127, ρ=.000). The findings imply that Adhocracy Culture (β=.626, ρ=.000) and Market Culture (β=.626, ρ=.000) are more effective at influencing job satisfaction amongst Malawi health sector workers relative to Clan Culture (β=.619, ρ=.000) and Hierarchy Culture (β=.432, ρ=.000). Again the findings prove that job satisfaction inversely impacts on turnover intentions. There are very few empirical research studies on the relationship between organizational culture, job satisfaction and turnover intentions, specifically in the context of developing countries. This is one of the very few studies conducted to empirically examine the influence of CVF model of organizational culture on job satisfaction and its consequences on turnover intentions. The study therefore closes a significant gap in literature on how organizational culture affects job satisfaction and the resulting consequences on turnover intentions.