The Impact of Organizational Culture on Job Satisfaction and Job Performance

This study aimed to examine the relationship between organizational culture types, as perceived by organizational members, and their impact on job satisfaction and job performance. In this study, organizational culture was divided into four sub-factors: hierarchical culture, relational (group) culture, innovation (development) culture, and rational (market) culture. Job satisfaction and job performance were applied as single variables. To support the research objectives, the SPSS 24.0 statistical program was used to analyze hypotheses established according to the research model. This study analyzed 138 sets of data collected from current employees, as follows: First, organizational culture, as perceived by members, had a positive impact on job satisfaction and job performance, supporting Hypotheses 1 and 2. Second, job satisfaction was found to enhance job performance, supporting Hypothesis 3. As the results of this study demonstrate, the importance of implementing measures to secure a differentiated sustainable management advantage has emerged as job performance is improved through organizational culture and job satisfaction. To this end, the need for measures to revitalize organizational culture and factors that can enhance job satisfaction is recognized. Therefore, it is necessary to re-establish diverse, differentiated systems and implementation methods tailored to the organization's characteristics. To this end, all organizational members, including management, must work together to develop a substantive implementation strategy tailored to the organization's characteristics and implement it through system re-establishment.