Tracy_Final_Power_Pt_Presentation_DBA_8522_

Group Leader: Tracy Haney

Instructor: Dr. Anne Davis

DDBA 8522

Week 6&7 Presentation

Organizational Development & Sustainability PartnershipDeveloping Workplace Culture

Organizational Development & Sustainability Partnership

Literature Synthesis

Literature Gap

Original Topic

Topic Background

Developing Workplace Culture

Organizational Development & Sustainability PartnershipDeveloping Workplace Culture

Literature

Synthesis

Literature Gap

Original Topic

Topic Background

A synthesis of the week’s literature

Focuses on prominent sustainability

government agencies which are addressing

sustainability factors of climate change

social responsibility.

The literature gap is a presentation of the

potential gaps in the week’s sustainability

literature detailing the absence literature

regarding Organizational Development &

Sustainability Partnership and the role workplace

culture development plays.

The Original Topic is Organizational

Development & Sustainability Partnership and the

role of workplace culture. The section addresses

what businesses can do to prepare their workplace

culture for sustainability partnerships with

government agencies

Table of

Content

This section provides background information on

the topic areas of Organizational Culture and

Sustainability.


Intergovernmental Panel of

Climate Change (IPCC)

United Nations Environment

Program (UNEP)

World Meteorological

Organization

United Nations Framework

Convention on Climate

Change (UNFCCC)

Social Accountability

International (SAI)

Literature SynthesisLiterature Gap

Original Topic

Topic Background

Five Major government

Agencies championing

sustainability



• Rising Sea Levels

• Melting Ice Caps

• Increasing Drought


Original Topic

Topic Background

Climate Change is impacting the

environment in several ways

contributing to:




Original Topic

Topic Background

Many Global Catastrophes

Are Man Made




Original Topic

Topic Background

SAI Is

A Leader In Labor

&

Human Rights Activity




Original Topic

Topic Background

SA8000

Addresses Human Rights Issues


Literature Gap & Original Topic



Original Topic

Topic Background




Original Topic

Topic Background


Organizational culture plays a key

role in a company’s success and

requires attention to a number of

variables

A gap in scholarly literature exists

on how organizational development can

contribute to sustainable government

partnerships through the cultivation of a

healthy workplace culture



Original Topic

Topic Background

A strong workplace culture

contributes to a strong

relationship between

businesses a government

agencies




Original Topic

Topic Background

Sustainability Partnerships

United Nations

Social Accountability

International

Businesses


Audio



Original Topic

Topic Background

Organizational Development

is a component of a larger

company’s renewal effort to

align with a prevailing structural

initiative.


Sustainability Partnerships is a

concept that businesses seek to

implement with the intent of

influencing the triple bottom line.



Original Topic

Topic Background


Now is the time for

businesses and

government agencies to

pool their resources to

Influence the triple bottom

line.


Reference

Buchanan, D., Claydon, T., & Doyle, M. (1999). Organization development and change: The

legacy of the nineties. Human Resource Management Journal, 9(2), 20-37. doi:10.1111/j. 748-

8583.1999.tb00194.x

Burnes, B. (2007). Kurt lewin and the harwood studies: The foundations of OD. The Journal of Applied

Behavioral Science,43(2), 213-224,227-231. Retrieved from http://jab.sagepub.com

Campbell, J., & Göritz, A. (2014). Culture corrupts! A qualitative study of organizational culture in corrupt

organizations. Journal of Business Ethics, 120(3), 291-311. doi:10.1007/s10551-013-1665-7

Epstein, M. J., & Buhovac A. R. (2014). Making sustainability work: Best practices in

Managing and measuring corporate social, environmental, and economic impacts. (2nd ed.) San

Francisco, CA: Berrett-Koehler.

Erkutlu, H. (2011). The moderating role of organizational culture in the relationship between organizational justice

and organizational citizenship behaviors. Leadership & Organization Development Journal, 32(6), 532-554.

doi:10.1108/01437731111161058

French, W. L. & Bell, C. H. (1971). A definition and history of organization development: Some comments.

Academy of Management Proceedings, 146–153. doi:10.1177/105960118200700302

French, W., Bell, C. H., & Zawacki, R. A. (Eds.) (2005). Organization development: Managing effective

change (6th ed.). New York: McGraw-Hill.

Gadenne, D., Mia, L., Sands, J., Winata, L., & Hooi, G. (2012). The influence of sustainability performance

management practices on organizational sustainability performance. Journal of Accounting & Organizational

Change, 8(2), 210-235. doi:10.1108/18325911211230380



References

Inabinett, J. & Ballaro, J. (2014). Developing an organization by predicting employee retention by matching

corporate culture with employee's values: A correlation study. Organization Development Journal, 32(1), 55-74.

Retrieved from http://www.scimagojr.com/journalsearch.php?q=3900148507&tip=sid

Intergovernmental Panel on Climate Change IPCC. (2007). Summary for policymakers: Climate change 2007

synthesis report. Retrieved December 1, 2014 from http://www.ipcc.ch/pdf/assessment-report/ar4/syr/

ar4_syr_spm.pdf

Kennerley, M., & Neely, A. (2003). Measuring performance in a changing business environment. International Journal

of Operations & Production Management, 23(2), 213-229. Retrieved from http:// www.emeraldinsight.com/journal/ijopm

Laschinger, H., Wong, C. A., Cummings, G. G., & Grau, A. L. (2014). Resonant leadership and

workplace empowerment: The value of positive organizational cultures in reducing workplace Incivility. Nursing

Economics, 32(1), 5-44. doi:10.1111/j.1365-2648

Lukas, B. A., Whitwell, G. J., & Heide, J. B. (2013). Why do customers get more than they need? How organizational

culture shapes product capability decisions. Journal of Marketing, 77(1), 1-12. doi:10.1509/ jm.10.0182

Nwokocha, I., & Iheriohanma, E. B. J. (2012). Emerging trends in employee retention strategies in a

globalizing economy: Nigeria in focus. Asian Social Science, 8(10),

198-207. doi:10.5539/ass.v8n10p198

Moosbruker, J. B., & Loftin, R. D. (1998). Business process redesign and organizational

development: Enhancing success by removing the barriers. The Journal of Applied Behavioral Science, 34(3), 286-

304. doi:10.1177/0021886398343004



References

Quental, N., Lourenço, J., M., & Da Silva, F. N. (2011). Sustainability: Characteristics and

scientific roots. Environment, Development and Sustainability, 13(2), 257-276. doi:10.1007/ s10668-010-9260-x

Quijano Ramos, C. V. (2008). The current state of organization development: organizational

perspectives from western Europe. Organization Development Journal, 26(4), 67-80.

doi:10.1080/13678860801932915

Ramos, C., & Rees, C. J. (2008). The current state of organization development:

organizational perspectives from western Europe. Organization Development Journal, 26(4), 67-80.

doi:10.1080/13678860801932915

Sanzgiri, J. & Murrell, K., 2013). A five step model to enhance ethical OD practice at a global

level along with a case example from India. Organization Development Journal, 31(3),

9-15. Retrieved from http://www.scimagojr.com/journalsearch.php?q=

3900148507&tip=sid

Social Accountability International. (2009). Social accountability 8000. Retrieved add the date here

from http://www.sa-intl.org/_data/n_0001/resources/live/2008StdEnglishFinal.pdf

United Nations (2007). Uniting on climate. Retrieved from http://unfccc.int/resource/docs/publications/

unitingonclimate_eng.pdf

Worren, N. A. M., Ruddle, K., & Moore, K. (1999). From organizational development to change

management: The emergence of a new profession. The Journal of Applied Behavioral Science, 35(3), 273-286.

doi:10.1177/0021886399353002


Annotated Bibliographies

Bassett-Jones, N., & Lloyd, G. C. (2005). Does Herzberg's motivation theory have staying

power? The Journal of Management Development, 24(10), 929-943. Retrieved from http://

www.emeraldinsight.com/loi/jmd

The authors of this article sought to examine whether or not Herzberg’s two-factor theory influenced today’s

business culture. In order to conduct their study the authors utilized quantitative research method for the study. An

SPSS data analysis tool was utilized to examine a range of frequencies.

The data collection method subsisted of a survey questionnaire with the intent to study the degree to which individuals

contributed ideas based on a positive or negative relationship with a supervisor. A total of 5,000 questionnaires were

sent out to 32 suggestion scheme managers. Research for this article consisted of 3,209 responses. The main findings

in this research indicated similar results that mirrored that of Herzberg’s original findings that individuals are motivated

by intrinsic factors such as a achievement as opposed to external factors such as pay or promotion.

This study contributes to my study by demonstrating the reliability of Herzberg’s two-factor theory over a span of

decades. A strength of the research is the rigor with which the researchers applied to the study by also including a

historical literature review of Herzberg’s two-factor theory. This authors’ study contributes to my research on

organizational culture and job satisfaction by showing the critical nature of the employee-manager relationship. Results

from the study’s survey indicated that managers who respect and value employees are more likely to elicit employee

contribution which is essential to an organization’s sustainability and profitability.


Belias, D., & Koustelios, A. (2014). Organizational culture and job satisfaction: A review.

International Review of Management and Marketing, 4(2), 132-149. Retrieved from

http://www.econjournals.com/index.php/irmm

The authors of this study provided a critical review of the relationship between organizational culture and

employee job satisfaction. Organizational culture is defined here as a succession of attitudes and behaviors

employees of a particular organization implement with total well-being ramifications.

The author indicated that there have been numerous types of studies specifying different types of organizational

culture. Two sets of organizational culture types bear different labels but have different descriptions. One culture is

very structured and detail oriented while the other is creative and risk taking. Likewise, one is aggressive and

competitive while the other is friendly and amenable.

The authors of the review examined how prior studies utilized both quantitative and qualitative methods. The

data collection method for this research involved aggregating numerous scholarly articles. The authors of this review

indicated that the main finding is that a significant difference exists between an organizations’ culture and the culture an

employee desires. Authors of this article mentioned that this organizational cultural divide may be responsible for

increased job dissatisfaction and the likelihood of diminished job commitment and turnover intention.


Bigliardi, B., Dormio, A. I., Galati, F., & Schiuma, G. (2012). The impact of organizational

culture on the job satisfaction of knowledge workers. VINE, 42(1), 36-51.

doi:10.1108/03055721211207752

The authors of this study indicated that there is a twofold purpose for this paper. The first was to test a

framework for the relationship between job satisfaction of knowledge workers and organizational culture in the

pharmaceutical industry. The other was to investigate whether job satisfaction or organizational culture was

more influential in the pharmaceutical industry. The research method utilized for the study is a combination of

literature analysis, Delphi technique, and qualitative case study-based research. In the data collection method

for this study, the authors utilized the short version of the Minnesota Satisfaction Questionnaire (MSQ)

measures the job satisfaction of an employee. In order to assess culture in any organization, the researchers

utilized the Organizational Culture Index (OCI).

The authors report that the participants from the pharmaceutical industry in this study expressed

greater job satisfaction under an innovative and supportive organizational culture as opposed to a

bureaucratic. It is not known how generalizable this finding is in another set of pharmaceutical professionals.

It is possible to conclude that there are a variety of factors that must be accounted for when considering the

impact of organizational culture on job satisfaction.

The work of researchers in study is useful to organizational culture and job satisfaction research with regard to

findings regarding the importance employees place on job type and the two variables. The study indicated

that pharmaceutical workers are more work effectively under certain managerial types. There is a high

probability that the same link can be predicted with other work types and the relationship to organizational

culture types.


Buchanan, D., Claydon, T., & Doyle, M. (1999). Organization development and change: The

legacy of the nineties. Human Resource Management Journal, 9(2), 20-37. doi:10.1111/j. 1748-

8583.1999.tb00194.x

The authors of this article addressed issues related to managerial attitudes concerning organizational

development and change. A team of managers responded to questionnaires regarding four major themes regarding

organizational development and change: adequacy of organizational choice and planning implementation strategies,

effective management change in a growing complex work environment, managerial communication and cultural skill

development, and the role of change management referencing political issues.

The primary theory utilized in this study was organizational development theory whose primary goal is to enable

an organization to quickly adapt to change. The research method for this study is quantitative. The authors used a five

point, 60 item, Likert scale measuring from strongly agree to strongly disagree with 15 items covering the four major

themes. The population surveyed consisted of 34 managers attending a forum in Leicester in January of 1997. The

managers represented 27 public and private sector organizations. The article is based on 90 usable replies from 370

inquiries sent to managers prior to an invitation for the managers to attend a forum to report their findings. The survey

represented general and line managers. The sample consisted of 51 percent private and 44 percent public.

The authors reported the continued need for a well-defined description of a change agent with regard to

organizational development. The sample size for the study is sufficient to present a representation of the general

population of managers and their opinions regarding OD. A component of my study indicated that transformational

leadership can have a profound impact on business profitability by concentrating on certain factors that affect the degree

of employee job satisfaction. However, the managerial task of increasing employees job satisfaction and company

profitability is complicated by the ever present need for organizational change. It is therefore necessary for

transformational leaders to understand the negative impact an ill-defined organizational development strategy and its

affects. Consideration should be given to employee attitudes and job perceptions amidst change implementation and the

affect on employee retention strategies.


Campbell, J., & Göritz, A. (2014). Culture corrupts! A qualitative study of organizational culture

in corrupt organizations. Journal Of Business Ethics, 120(3), 291-311. doi:10.1007/s10551-013-1665-7

The authors of this study pointed to the scarcity of research on how and why organizations become corrupt.

Two theoretical perspectives were foundational to this study. The first is Schein’s model of organizational culture, which

is a three layered foundation focusing on underlying assumptions, values, and behavioral norms. The study was

qualitative in nature. The authors utilized semi-interviews to collect data.

The sample size for this study consisted of 14 independent experts from Germany, Austria, and the U.S. about their

experiences with corruption in organizations. The average age of the interviewee was 53. Eleven interviewees were

men and three were women. The main findings in the study indicate that corrupt organizations perceive themselves to

fight in a kind of war. The authors came to this conclusion due to the recurring themes throughout the interviews.

Interviewing the participants for the study was appropriate as this type of insight would not have surfaced.

One of the key take-aways from this article was that organizations, in which the culture has become corrupt,

create an atmosphere for bad behavior to breed. Central to this bad behavior is the tendency for those affected by a

bad culture was to rationalize that poor conduct is justifiable if the business was profitable. Succumbing to negative

company peer pressure is reported to be just as damaging to a company’s overall health and defeats managerial effort

to create a satisfying work experience where individuals feel free to utilize their gifts and talents.


Erkutlu, H. (2011). The moderating role of organizational culture in the relationship between

organizational justice and organizational citizenship behaviors. Leadership & Organization Development

Journal, 32(6), 532-554. doi:10.1108/01437731111161058

The author of this article examined whether or not organizational culture is a moderating factor in the relationship

between organizational citizenship behaviors and justice perceptions. A quantitative method was used in the

development of the paper. Data for this study was collected from 618 participants at 10 universities in Turkey.

Participants were chosen at random to complete the organizational citizenship behavior (OCB) and justice scale.

Results from the author’s research insinuated that researchers should continue investigating culture and other

contextual factors such as person-job-fit, organizational structure, and representation of the leader power bases to

explain workplace culture perceptions and behaviors.


Gadenne, D., Mia, L., Sands, J., Winata, L., & Hooi, G. (2012). The influence of sustainability

performance management practices on organizational sustainability performance. Journal of Accounting &

Organizational Change, 8(2), 210-235. doi:10.1108/18325911211230380

The author’s intent for this paper was to examine the potential relationship between an organizations’

sustainability performance management practices and actual sustainability performance. The author focuses on

stakeholder theory, which considers the interest, rights and needs of a variety of business stakeholders including

employees. The purpose of giving attention to these stakeholders is to give instruction to socially responsible behavior

within organizations. This study employed a mixed method research approach.

Data for this study was collected from 314 medium to large organizations located in the country of Australia. A

printed questionnaire was used to acquire the data by mailing. The authors followed up the mailing by conducting 20

personal interviews with senior executives in order to refine the questionnaire.

The authors indicated that the main findings of this research suggested that the managing interests of various

stakeholder groups should show a positive association with sustainability practices of the corporate environment. Of

concern is the sample size of 314 businesses, which may hinder the generalizability of the research’s results to a wider

population of organizations.

This study is designed examine the relationship between sustainability management practice and actual

sustainability results. It is also designed to highlight the importance of various stakeholders relative to sustainability

practice. With reference to the focus of my study, the stakeholders are a company’s employees who desire job

satisfaction, without which performance declines and businesses fail.


Laschinger, H., Wong, C. A., Cummings, G. G., & Grau, A. L. (2014). Resonant leadership and

workplace empowerment: The value of positive organizational cultures in reducing workplace Incivility.

Nursing Economics, 32(1), 5-44. doi:10.1111/j.1365-2648

The authors of this article addressed the problem of workplace incivility and the resultant impact on employee

job satisfaction, health, productivity, job commitment, and retention. It is reported that the cost of poor behavior

among staff is costing the healthcare industry 23 billion dollars annually in the U.S. The authors reported that their

research reveals that resonant leadership had a positive impact on staff and patients while contributing the added

impact of lowering patient mortality.

The theoretical framework for the study combined concepts from Boyatzis and Mckee’s resonant leadership

theory of workplace empowerment suggesting that positive workplace leadership styles created positive outcomes in

work environments. The research method for the study is quantitative in nature. The instrumentation for the study is

based on a 10-item resonant leadership scale of the Alberta Context Tool and a 5-point Likert type scale. The sample

size is based on a survey of 1,241 nurses.

The authors indicated that the main finding from the study suggest that this is the first report showing the link

between resonant leadership and the positive influence on the nursing working environment. The authors indicated

that using a cross-sectional design for the study poses limitations and that a longitudinal approach should be utilized

in future research. The authors of this article also indicated that incivility has impacted the U.S. health industry

negatively costing more than 23 billion dollars annually. The authors reported that their research shows resonant

leadership had a positive effect on employee overall sense of well being including job satisfaction and employee

retention. This study is generalizable to the other industries such as grocery chains in that employee job satisfaction

contributes to increased employee productivity and business profitability.


Lukas, B. A., Whitwell, G. J., & Heide, J. B. (2013). Why do customers get more than they

need? How organizational culture shapes product capability decisions. Journal of Marketing, 77(1), 1-12.

doi:10.1509/jm.10.0182

The authors of this article indicated that marketing and adhocracy business cultures are prone to over deliver on

customer need with regard to their products. The problem is that consumers get a product that does not suit their need.

A quantitative approach was utilized to conduct the study. The authors utilized a survey method to collect data. The

sample size for this study consisted of 105 participants chosen from the IT industry. The author failed to mention the

gender or other descriptive aspect of the chosen audience such as geographic location, age category, or specific job

type.

The authors suggested the limitations involved inquiry where the focus centered one particular marketing domain,

which were decisions about actual products. The main findings for the study suggested greater managerial oversight to

ensure greater restraint on adhocracy and marketing culture tendencies and customer product needs.

Authors in this article indicated the importance of understanding how the type of workplace culture emphasis,

whether adhocracy or marketing, will determine job fit and job satisfaction. In other words, individuals who are

competitive by nature are better suited for this type of environment and will most likely not exhibit frustration due to over

emotional stimulation.


Lüscher, L. S., & Lewis, M. W. (2008). Organizational change and managerial sensemaking:

Working through paradox. Academy of Management Journal, 51(2), 221–240. doi:10.5465/AMJ.

2008.31767217

The topic of this article centers on organizational change and the struggle middle managers experience with

making sense of related complex shifting organizational expectations. The study’s authors indicated that when

managers are unable to cope with the stress and strain of change their decision making ability impaired the

organization’s profitability. The authors advocate action research as a means of arriving at solutions to complex

situations.

The authors also suggested that sparring sessions were beneficial in aiding managers to work through the

challenges of paradox. The researchers describe sparring sessions as an activity in which managers engage in candid

conversations based on questions regarding paradoxical work realities.

The authors of this article utilized qualitative research through interview questions administered during a series of

forums. This material was collected during the managerial forums and the recorded data was sorted to discover themes.

The study focused on manufacturing production managers in Billund, Denmark, a company specializing in the

production of bricks. The respondents comprised 45 middle and line managers. The subjects were all males

overseeing their own production team.

It appears one of the main findings suggests that prior to attending the forum managers expressed a high degree

of anxiety, they expressed a sense of relief following the forum sparring sessions via the action research process. The

authors indicate that the long-term affects of action research are unclear. Authors of this article focused on dealing with

the challenges of sense making and change management and how sparring sessions served as a theoretical solution for

addressing cognitive disorder. This article relates to job satisfaction research because managers must consider the

impact change contributes to employee sense of well-being. When talented employees are unclear about the impact

change will have on their career, this raise retention issues. It is for this reason managers must consider sensemaking

skills in the mix of decision-making and paradoxical circumstances that arise


Nwokocha, I., & Iheriohanma, E. B. J. (2012). Emerging trends in employee retention strategies in a globalizing

economy: Nigeria in focus. Asian Social Science, 8(10),

198-207. doi:10.5539/ass.v8n10p198

The authors of this article wrote about business trends centering on the need to develop strategies for retaining

skilled workers in a growing competitive global work market. The topic merged with the detrimental effects of voluntary

turnover (employees who leave voluntarily) verses involuntary turnover (those who are laid off for any variety of

reasons). The authors pointed out the financial impact when businesses lost skilled workers. The theoretical

perspective of this article is that employers who desired to remain profitable will focus on employee satisfaction

strategies to retain qualified worker who may leave their employment for a more tempting opportunity. The authors also

provided a list of perks and incentives to influence employee’s loyalty and commitment.

The article is qualitative in nature and focused on the phenomenon of emerging trends in employee retention

strategies in Nigeria. It is worth noting that the authors did an admirable job researching historical documents to conduct

the study. However, the study is lacked rigor and strong validity characteristics due to the absence of personal

interviews or field observations. There is no mention of recurring themes in the literature review to confirm findings and

elevate reader confidence.

It appears the strategies suggested in this article are offer limited generalizable concepts that can be applied to

other cultures outside the Nigeria context in which the study was conducted. The study is best useful as a contributing

tool for other academic resources due to a lack of academic rigor. The article nonetheless has merit in contributing to

research in assisting managers develop job satisfaction strategies.


Ozguner, Z., & Ozguner, M. (2014). A managerial point of view on the relationship between of

Maslow’s hierarchy of needs and Herzberg’s dual factor theory. International Journal of Business and Social

Science, 5(7) Retrieved from http://www.ijbssnet.com

The authors of this study examined the relationship between Herzberg’s dual factor theory and Maslow’s

hierarchy of need. The authors determined that these two motivation theories operating together produce a more

effective organization. Distinguishable differences between the theories are noted, which suggests that Maslow’s theory

is founded on the concept of individual needs and individual satisfaction. Conversely, Herzberg’s theory indicates that

job satisfaction depends on the use of motivators such recognition, achievement, work itself, and advancement. Data

collection method for this research consisted of a collection of articles addressing Maslow and Herzberg’s theories. The

authors of the research conclude that Maslow’s and Herzberg’s theory implemented in isolations lacks the ability to

effectively impact employees job satisfaction.

A survey of the authors’ reference list suggested that more research would have validated the author’s research.

Findings from the literature comparison lacked the strength of richer research where qualitative interviews or quantitative

surveys of a particular group in an industry would contribute rigor to the study. The research, nonetheless, raises a valid

issue by suggesting the potential for raising job satisfaction levels in organizations by combining key attributes of two

motivation theories. The author’s concluding thoughts indicate that the authors’ desire to raise awareness and leave the

way open for future research. The author’s observations will prove useful in the development of my research on

discovering what successful managers are doing to maintain or raise employee job satisfaction levels leading to

company profitability.


Ramos, C., & Rees, C. J. (2008). The current state of organization development:

organizational perspectives from western Europe. Organization Development Journal, 26(4), 67-80.

doi:10.1080/13678860801932915

The authors of this article explored the problems of clarity in the absence of a clear definition of organizational

development (OD). For example, the authors collected 30 job description samples of OD from the three Western

European cultures in the countries of UK, Spain, and Belgium. A component of organizational development’s theory

indicated that if an organization is to be effective it must give attention to the internal and external environment and self-

adjust to accommodate the changes in order to remain relevant through activities of change agents.

This article is a qualitative research study exploring the various managerial perspectives of managers regarding

organizational development (OD). The data collection method is not typical. The authors collected job descriptions

distributed by organizations in Europe. The sample size for this article consisted of 30 job descriptions. The authors did

not interview participants, but only focused on available material. A key limitation associated with the study is that it fails

to identify the role or position of the individuals who constructed the job description. The authors of the study indicate

this knowledge could clarify the perspectives of the various OD views.

The authors purposed to understand various viewpoints of several organizations in Western Europe regarding

OD. Examining the various job descriptions seemed to make sense for the stated problem. However, this method is

weakened due to the absence of knowledge about the author of the descriptions. The research approach would be

strengthened via researcher interviews and observations. Still, the descriptions offer a useful macro perspective of the

problem.

This article suggests that technologies and innovations have made the reality of organizational change a common

occurrence and necessitates the need for a clear understanding of organizational development. The results of the

30 job descriptions provided evidence that organizational change agents may not be effective in implementing change

due to a lack of agreement over how to go about it. This article indicated that existing literature reports imply that

effective change agents must possess strong interpersonal and culture changing skills. This is relevant to organizations

because transformational leaders looking for practical rather than theoretical examples of change may be disappointed.


Smerek, R. E., & Peterson, M. (2007). Examining Herzberg's theory: Improving job

satisfaction among non-academic employees at a university. Research in Higher Education, 48(2), 229-250.

doi:10.1007/s11162-006-9042-3

The authors of this article examined job satisfaction in light of Herzberg’s two-factor hygiene theory to determine

whether or not the theory holds true on a campus research environment. The two-factors considered are hygiene and

motivational. A quantitative approach was utilized in the research of this article. The authors utilized a 10-point Likert

scale to survey business operations employees at a large, public research university. A total of 279 participants took

part in the research. There was no mention of gender difference.

The main finding from the research indicates that the kind of work an employee is involved in plays a major role with

reference to job satisfaction and is shown to be the strongest predictor of job satisfaction. This finding indicates that in

instances of dissatisfaction, managers can improve an employee’s attitude by acting to change the kind of work

undertaken.

This study is examination of the relationship between Herzberg's theory and job satisfaction is critical to my

research in that a distinction is made between two measures- hygiene and motivational factors. The authors pointed out

that hygiene factors focus on such issues as pay level and job security, but are not considered the most influential

factors in an employee’s decision to remain at a particular occupation. This is in contrast to motivational factors, such as

job recognition or the type of job, which are considered factors most workers exhibit positive response.


Stebbins, L. H., & Dent, E. B. (2011). Job satisfaction and organizational culture. Journal of

Applied Management and Entrepreneurship, 16(1), 28-52. Retrieved from http:// www.huizenga.nova.edu/Jame/

The authors of this study examined the potential connection between job satisfaction and organizational culture.

The authors indicated that three propositions represent individual job satisfaction has a positive correlation with a

constructive organizational culture but has negative correlation with both a passive/defensive and aggressive/defensive

culture. A constructive culture encourages cooperation and teamwork among workers. In a passive/defensive

culture honest expression is discouraged and team members are pressured to act and express themselves in ways that

are personally inconsistent. An aggressive/defensive work culture people focus on their own individual needs at the

expense of the overall team success

This study utilized a quantitative research approach. A multivariate analysis was conducted on twelve subcultural

scales alluded to and three control variables (i.e. age, gender, and organizational level). The study utilized the

organizational culture inventory questionnaire to survey the 3500 participants from the 35 organizations randomly

selected in the private sector, educational, nonprofit, health care, government and military organizations. The author’s

research is weakened by the failure to mention the country or states from which the information was collected.

Participant ages ranged from under 20 to over 60 with 23.3% in 40-49. Males comprise 56% of the sample and females

44%.

The sample size for this article encompasses 3500 individuals spanning 35 private sector, educational, nonprofit,

healthcare, government, and military organizations. All analyzed data stem from results of the administration of the

Organizational Culture Inventory (OCI) questionnaire, which was completed by 100 employees from each of the 35

organizations. Participant age ranged from under 20 to over 60. Males comprised 56% of the participants while females

comprised 44%.

One of the main findings from the study indicated that 33 of the 35 organizations surveyed were identified by

analysis as exhibiting a constructive culture. The authors indicated that employee perception suggest that organizations

exhibiting a constructive culture favored individual views aligned with the reality of the culture. This study is useful to my

research into organizational behavior in that it highlights the prevalence of constructive organizational cultures in a major

study on the relationship between job satisfaction and organizational culture.

Tracy_Final_Power_Pt_Presentation_DBA_8522_

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