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Perceptions of Market Organizational Culture, Well-Being, and Organizational Outcomes: Dual Processes and Differential Outcomes
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Perceptions of Market Organizational Culture, Well-Being, and Organizational Outcomes: Dual Processes and Differential Outcomes
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Dissertation
Perceptions of Market Organizational Culture, Well-Being, and Organizational Outcomes: Dual Processes and Differential Outcomes
2020
Overview
The job demands–resources model is utilized to explore the mechanisms through which perceptions of organizational culture have both positive and negative effects on employee well-being and organizational outcomes. Specifically, I examine how perceptions of a market organizational culture influence: 1) withdrawal cognitions through job demands and psychological and physical strain; and 2) job performance through job resources and affective-motivational states. Data come from an archival dataset with a total of 1,495 employees from 21 sites in the southern district of a “big box” retailer. Results provide strong support for perceptions of a market organizational culture positively influencing job performance through the motivational process outlined. Results for perceptions of a market organizational culture affecting turnover intention through the health impairment process are less robust. This study contributes to organizational culture and occupational health literatures by answering calls to explore individual experiences of organizational culture and expanding previous frameworks.
Publisher
ProQuest Dissertations & Theses
ISBN
9798645484057
