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Assessment of the organizational culture profile (OCP) and a study of the relationship between organisational culture and organisational commitment, job satisfaction and culture strength using the OCP : a thesis presented in partial fulfilment of the requirements for the degree of Master of Science in Psychology at Massey University
This research was designed to test the factor structure of the Organizational Culture Profile (OCP) and the relationship of the dimensions of culture to 3 outcome variables, organisational commitment, job satisfaction and culture strength. A 158-item questionnaire, including the OCP, additional culture factors, social desirability scales, and measures for 3 outcome variables was distributed throughout a metropolitan hospital. 302 useable responses were analysed. Structural equation modeling using AMOS was used to assess the models. The 10-factor OCP model was not supported, but a 3-factor higher order structure (Task, Relationship and Socialisation) represented the data. An alternative 7-factor structure (Leadership, Planning, Individual Development, Structure, Innovation, Humanistic and Socialisation) was indicated. Chi-square differences favoured the 7-factor over the 3-factor model. Structural models were tested for each outcome variable using the 7-factor model of culture. Organisational commitment and job satisfaction were directly related to the extent to which the organisation develops and up-skills its members. Commitment and job satisfaction were indirectly related to socialisation of new members, through collectivism and collaboration. Encouragement of innovation and creativity were positively related to job satisfaction. However, socialisation was also negatively predictive of two facets of job satisfaction, work conditions and pay/rewards. Structure and the extent policies and procedures limit the actions of staff were negatively related to job satisfaction. The degree of care and respect afforded staff and the free sharing of information were negatively predictive of satisfaction with pay and the nature of work. Those who felt they were respected felt less satisfied with their pay and the type of work they carried out. Culture strength was not related to the cultural dimensions. Results support the theory (Rousseau, 1995) concerning the changing nature of psychological employment contracts. Psychological contracts between employees and organisations have moved from relational (mutual commitment to the relationship and built on trust) to transactional whereby an exchange of services and benefits occurs. The research suggested that in exchange for receiving training and development, staff give the organisation commitment and feel more satisfied with their job. The implications for the healthcare sector are discussed.