Antecedents of employee job satisfaction: How organizational culture impacts the workforce

Abstract

Employee Job satisfaction remains one of the top critical concerns amongst organizations globally. With technology disruptions and the transformation of industry landscapes, top-performing organizations constantly evolve to gain or maintain a competitive advantage in their industries; organizations rely on their workforce commitment to a shared mission. As industries evolve and increasingly become more competitive globally, specifically in the US, organizations must invest in HR personnel and allocate budgets to identify effective strategies to maintain worker satisfaction which in some identified industries directly correlates to workplace performance. Singh defines the job satisfaction phenomenon as an emotional response closely related to an individual's sense of contribution in his/her workplace (Singh et al., 2019). To measure the antecedence of job satisfaction, the constructs of leadership empowerment and organizational culture are used to set the perimeters of this research. This paper reviews the literature regarding the confines of the phenomenon and the identified constructs of leadership empowerment and organizational culture. The findings in the literature draw implications for (1) organizational appeal to recruitment, (2) Employee retention, and (3) increased workplace productivity. This exploratory qualitative study looks into existing research on the job satisfaction phenomenon via consensus on popular literature on the subject. It uses these findings and best practices to drive further insights by conducting research via the survey on participating subjects and case studies to supplement the findings.