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“Impact of organizational culture on Job satisfaction”

1901 SDSB Organizational Behavior (ORSC 201 S3)

Project Report – Fall 2020

Title: Impact of Organizational Culture on Job Satisfaction in organizations

Research Question

What is the impact of organizational culture on job satisfaction in Pakistani organizations?

Prepared by: Ibttisam Israr (23110036), Ali Kumayl (23110158), Qasim Noor

Ahmed(23110085), Minahil Kamran (22020469), Aniqa Rashad Durrani (22110241)

Instructor Name: Dr. Faiza Ali

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“Impact of organizational culture on Job satisfaction”

TABLE OF CONTENTS

I. Abstract 3

II. Introduction 4

III. Literature Review 6

IV. Methodology 11

V. Findings and Discussions 14

VI. Limitations 19

VII. Recommendations 20

VIII. Conclusion 20

IX. References 22

X. Appendix 25
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“Impact of organizational culture on Job satisfaction”

ABSTRACT

The study helps us evaluate the degree of satisfaction of employees with regards to the

organizational culture type practiced in their firms. The OCAI assessment results categorize the

organization's culture profile based on four organizational culture types: “Clan”, “Adhocracy”,

“Market”, and “Hierarchy”. The survey was conducted in two organizations, Unilever and

Durrani & Co. According to the Quinn and Cameron model, the participants had to follow out on

the survey that consisted of six aspects, each aspect having four questions. Through the

collection of empirical data, it was observed that all four types of cultures were prevailing. Still,

one specific culture was dominant for each organization: for Unilever, it was Market culture, and

for Durrani & Co, it was the Clan. The study was conducted because only a limited number of

studies have dealt with the Pakistani context's research question. It can be concluded from the

results obtained that an employees' job satisfaction does depend on the culture that is being

practiced within the organization. Through the results from the survey, we found out that the

employees working in Durrani & Co. were more satisfied with their job rather than those

working at Unilever; that is, Adhocracy and Clan cultures are positively linked with job

satisfaction while Hierarchy and Market cultures leads to dissatisfaction amongst the employees.

Keywords: Job satisfaction, Market culture, Organizational culture, Clan culture, Adhocracy

culture, Hierarchy culture.

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“Impact of organizational culture on Job satisfaction”

INTRODUCTION

Organizational culture has been a crucial repetitive theme in research concerning

different institutions because of its capacity to effect desired outcomes on an organizational and

individual basis. For this research paper, we focus on the assumed proportional relationship

between an organization's culture and its employees' degree of satisfaction. Previous research

such as that by Ahmad and Veerapandian has shown that strong organizational culture has a

significantly positive relationship with employee job satisfaction (Ahmad & Veerapandian,

2012). A strong culture entails a supportive one, too. Elvis and Asiedu have debated that a

supportive culture in any organization leads to employee job commitment, positively influencing

employee performance (Elvis & Asiedu, 2015).

However, most research has taken place outside of Pakistan, and very few have tried to

analyze the effect of these two variables on each other locally. As Karadağ points out in their

paper on the same topic, most previous studies have been limited to a very Canadian or

American point of view; this has been the case because most other countries have not published

their work in English and have not added their points of view to the conversation (2015). Our

research eliminates diversity in a workforce, thereby reducing friction produced due to

employees of different cultures in an organization's culture.

In general, humans want to retain their individual identity, even when they work in the

same organization with standard rules and regulations. As Sharma aptly put, one of the main

challenges for organizations is to accommodate people from different cultures and backgrounds,

by addressing their diverse lifestyles, individual needs, and work styles (Sharma, 2018). In

addition to that, the recent global pandemic has forced companies to rethink their preset
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“Impact of organizational culture on Job satisfaction”

methodologies and adapt to a new work environment while not leaving any employee behind. In

this context, the considerable changes in an abbreviated period to an organization's culture

become significant, and the need to reevaluate the relationship between satisfaction and culture

becomes imperative.

For the reasons mentioned above, we have interviewed and confidentially surveyed the

employees of Unilever Pakistan and Durrani and Co; this constituted our primary research. The

two organizations are in Sialkot and Rahim Yar Khan in the country of Pakistan, respectively.

The surveys were conducted in two parts, wherein the Organizational Culture & the Employee

Satisfaction Index (ESI) were assessed. We employed the use of ‘Organizational Culture

Assessment Instrument © Kim Cameron and Robert Quinn’ to catalog each organization's

dominant subculture. After the rendering of final graphs indicating the subcultures, the results

were used to arrive at conclusions when analyzed alongside the ESI. We held remote interviews,

and their responses were scripted for analysis later. The nexus between these three modes of

research comprises our findings.

The report is organized as follows. Firstly, the literature review summarizes the previous

research done in the field and offers a relevant critique. Our methodology is followed by a

detailed description of the frameworks and theories we have used to analyze our data. We

declare and categorize our findings and relate them to previous studies, after that reaching

conclusions. In our limitations section, we have listed out the parts of research we could not

carry out due to our physical restraints and lack of complete information. Lastly, we will

conclude and summarize our findings, followed by our report's reference material. All figures

and data structures will be shown at the end of our report.

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Literature Review

Historically, researchers have suggested various definitions of organizational culture.

However, many researchers concur that it alludes to a system of beliefs, values, and behavior

shared amongst an organization's people (Xiaoming & Junchen, 2012). A succint definition was

offered by Schein in 2004, which stated that organizational culture is "the pattern of basic

assumptions that a group has invented or discovered in learning to cope with its problems of

external adaptation and internal integration, and that has worked well enough to be considered

valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel

in relation to those problems" (Belias et al, 2014). Furthermore, seven characteristics explain the

dynamics of an organization's culture — People Orientation, Team Orientation, Attention to

detail, Outcome orientation, Aggressiveness, Stability, and finally Innovation and risk-taking

(Turlais & Dubkevics, 2017).

Similarly, in organizational culture studies, researchers have developed several models to

classify and describe organizational culture. However, this paper only focuses on the ‘Competing

Values Framework’ created by Cameron and Quinn (Cameron & Quinn, 2006). According to

their typology, there are two facets of an organization's culture: a focus on internal versus

external relationships and a focus on mechanistic processes versus organic processes (Cameron

& Quinn, 2006). The four organizational types — Clan, Market, Adhocracy, and Hierarchy in

the Competing Values Framework (CVF) emerge from the intersection of these two dimensions,

as shown in Fig 1 in Appendix C (Cameron & Quinn, 2006).

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“Impact of organizational culture on Job satisfaction”

Clan (cooperative) culture has a high affiliation, a vital concern for people, and

teamwork. Moreover, the organization operating as a family with leaders as mentors displays

trust, unity, and solidarity with visible emphasis on long-term human resource development

benefits. (Acar, 2014).

Hierarchy (control) culture is highly structured and formal, bearing similarities with

bureaucracy. Employee behavior is governed by rules with the efficiency of operations, stability,

and performance as long-term goals. (Acar, 2014).

Market (competitive) culture operates as a Market itself, focused on result-orientation and

the bottom line, i.e., profit. The strategic emphasis is on competitive advantages and Market

superiority. (Ahmad, Zakaria, and Omar, 2018).

Adhocracy (creative) culture focusesz on innovation, and creativity while encouraging

employees to take risks. Furtherthermore, employees are also given the freedom and encouraged

to take the initiative in the workplace. (Ahmad, Zakaria, and Omar, 2018).

Based on CVF, Quinn and Cameron developed the Organizational Culture Assessment

Instrument (OCAI), a framework used to diagnose and change organizational culture (Cameron

& Quinn, 2006). This tool is being used by tens of thousands of organizations worldwide to

diagnose organizational culture (Turlais & Dubkevics, 2017). In comparing various culture

measurement instruments, it was found that OCAI has better reliability and validity compared to

the other available tools such as ‘Organizational Culture Inventory’ (OCI) and Hofstede's

Organizational Culture Questionnaire (David, 2018).

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“Impact of organizational culture on Job satisfaction”

As the world progresses globally, it is being dotted with an ever-increasing number of

various local and international institutions. Therefore, it is only natural that a workplaces' welfare

has become an area of interest for theory and research, especially regarding employee

satisfaction and performance. According to Warr, an organization's well-being can be defined as

how its characteristics and workings are adjudged by its employees (Warr, 1992). It also includes

employees' mental and physical state, and their general sense of happiness and well-being; these

features can be attributed to "job satisfaction" (Grant et al., 2007). The concept has been defined

differently by different individuals over time; In 1964, Vroom expressed job satisfaction as the

result of emotions that employees possessed towards the role they have had taken up in the

workplace. Similarly, in 1938, Hoppock and Spielgler defined job satisfaction as the cumulative

assemblage of environmental, psychological, and physiological conditions that inspirit

employees to avow that they are content or satisfied with their jobs (Abdul Raziq, 2015).

The basis for investigating job satisfaction as a dependent variable can be traced to

Herzberg's Motivation-Hygiene theory in 1959. Job satisfaction was linked to Hygiene and

motivation factors (refer to figure 2 in Appendix C). The former cannot cause satisfaction but

can influence dissatisfaction. In contrast, the latter has long-term effects as it raises positive

feelings towards the job and converts no dissatisfaction into satisfaction (Alshmemri, Shahwan.

2017). Interestingly, Abraham Maslow's model for the theory of motivation can also explain job

satisfaction. He argued that motivation is composed of five quintessential needs (refer to figure 2

in Appendix C). Maslow arranged these five needs in a hierarchical manner; a higher job

satisfaction will be achieved if any requirement is fulfilled (Steers & Porter 2003; Ntisa, A. A.

2015).
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“Impact of organizational culture on Job satisfaction”

In 2011, Cleal and Sell proposed a model on job satisfaction to study employees'

reactions in challenging workplaces with high financial benefits and non-hazardous work

environments and low financial benefits. The study indicated that different psycho-social and

workplace variables like work environment and social support are positively related to job

satisfaction. Increasing rewards do not necessarily improve employees' satisfaction level (Sell,

Lea & Cleal, Bryan. 2011). A recent study conducted by Abdul Raziq and Raheela, found that

the working environment and job satisfaction are positively correlated by employing a regression

analysis (Abdul Raziq, 2015). In 2017, Naser Houbobi and Alireza randomly selected 125

employees of an Iranian petrochemical company to investigate the impact of job satisfaction and

work productivity and stated in their results that "the positive correlation between job satisfaction

and productivity indices was statistically significant" (Hoboubi, N., Choobineh, 2017).

Employees are an organization's greatest asset to becoming competitive and successful

because of their commitment, involvement, and loyalty, which are indispensable and cannot be

replaced by capital equipment or technological advancements. Thus, it is vital to understand and

identify the organizational culture that will lead to employees' satisfaction with their current job

and contribute to an organization's success (Amjad, 2011). A plethora of researches have been

carried out to analyze and determine the linkage between organizational culture and job

satisfaction. A research conducted on the National Oil Corporation of Libya revealed that the

relationship between the four types of organizational culture (Market, Clan ,Hierarchy,

Adhocracy) and job satisfaction is significant and positive (Shurbagi and Zahari, 2012). Another

research on Russian business enterprises showed that different organizational cultures result in

different job satisfaction levels (Zavyalova and Kucherov, 2014). A study on the Jordanian
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private aviation companies further explored the relationship between the four types of

organizational culture and job satisfaction. The results indicated that there exists a positive

relationship between job satisfaction, Clan and Adhocracy cultures whilst the counter is true for

marker and hierarchical subcultures (Rawashdeh, 2015). Schiuma studied Clan culture and found

that employees feel secure in a supportive environment which adds to their satisfaction, thus

suggesting a positive relationship between job satisfaction and Clan culture (Schiuma et al.

2012).

If we narrow down the context of the research question to Asia, similar studies have been

conducted. These studies reveal the relationship between organizational culture and job

satisfaction. Moreover, Y.Tsai, based on a survey of hospital nurses in Taiwan, stated that there

is significant positive correlation of organizational culture with job satisfaction and leadership

behaviour (Tsai, 2011). A recent study of India's IT sector also indicated that organizational

culture impacts employees' job satisfaction levels (Nair, 2019).

Furthermore, if we now look at Pakistan, a study was carried out by collecting data from

eleven organizations in Islamabad and Rawalpindi to investigate the impact of organizational

types and job satisfaction. It suggested that the type of culture strongly impacts job satisfaction.

Employees who worked under Adhocracy and Clan cultures showed more satisfaction with their

current jobs, whereas employees who worked in Market and Hierarchy cultures had lower

satisfaction or were dissatisfied. (Fatima, 2016). However, the number of similar studies is

limited within Pakistan, which presents an opportunity to conduct field research on

organizational culture's impact on job satisfaction. Furthermore, Bellou reiterated that it is

crucial to study organizational culture and job satisfaction because it allows managers to
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“Impact of organizational culture on Job satisfaction”

understand what contributes to employee job satisfaction, ultimately impacting the organization's

well-being and performance (Bellou, 2010).

Methodology

The research was conducted in a well-planned and sorted way. The intent was to learn

about the organizational culture and its correlation to the employees' job satisfaction level. A

structured interview was conducted with three managers- designation in the table in Appendix B-

from Unilever in Rahimyar Khan and Durrani and Co. To conclude a prominent relationship

between the two variables under study, the same sets of questions were asked from each

manager. It helped us to easily compare the responses in our analysis. The interview conducted

consisted of a general introduction of interviewees followed by pre-decided questions about their

culture.

The Organizational Culture Assessment Instrument (OCAI) requires the respondents to

score the six facets of an organization’s culture. These are as follows: dominant characteristics,

management of employees, organizational leadership, organization glue, success criteria, and

strategic emphasis. Each aspect comprises four alternatives, and the respondent has to score each

alternative out of 100. The most aligned alternative to the organization's pre-existent culture will

receive the highest marks. All alternatives' marks should add up to 100.

'Dominant characteristics' are meant to categorize the organization based on its

environment (i.e., rigid or dynamic). 'Organizational leadership' assesses whether the leadership

is nurturing or not. The 'management of employees' assesses how teamwork and risk-taking are

important for an organization marginally. 'Organization glue' assesses the shared values that hold

the employees together. 'Strategic emphases' questions the culture based on how the employees
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“Impact of organizational culture on Job satisfaction”

approach problems at work. 'The criteria for success' gauge the basis on which promotion is

handed out to employees.

We eliminated the second round of the OCAI because it evaluates the future's preferred

organization culture. The purpose of this research is not to study the gap between the desired

organizational culture and the current culture.

A total of 17 employees from both organizations filled out the survey. Data for each

alternative (example 1A, 2A, so on forth until 6A) was summed for all questions in each separate

response and averaged out by 6. The same is calculated for all employees who filled out the

survey. To tabulate the results and have a useful model to conclude our research with, the data

for each aspect, for each organization, was carried out separately. What remained were two

averages for each element in every organization. Every input value is average of all the responses

received (rounded to the nearest multiples of 5). Subsequently, a graph was plotted for each

organization. If the average for one alternative is higher than the rest, the resulting figure is

distorted towards that quadrant; this signifies that a subculture belonging to the quadrant is

dominant in the organization. The four subcultures are as follows- Clan, Market, Adhocracy, and

Hierarchy. Appendix A contains the aforementioned survey.

Seventeen participants from Unilever Pakistan and Durrani and Co. were each asked to

fill in the survey. All employees from different designations, gender, and work experience were

used as samples. Each of the respondents was personally contacted by one of our group

members, and the purpose of the questionnaire was explained. They were asked to fill the survey

after carefully going through the scale description of each question. Confidentiality of their

responses was also ensured. This was to analyze and study the impact of organizational culture

on job satisfaction.
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“Impact of organizational culture on Job satisfaction”

The last three questions in the survey were employed to calculate the Employee

Satisfaction Index (ESI). The ESI is calculated using the formula shown in figure 3 Appendix

C.

The respondent chooses a number between 1 to 10 for every question. The 17 responses

to each question were averaged out, and subsequently, the mean for the three means was

calculated. This final value is the 'question mean value' to be input in the equation. The result is a

number between 1 to 100 for every organization; a higher score indicating an overall elevated

employee satisfaction.
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Findings and Discussions

The results of the study postulate a positive correlation between certain culture types and

their job satisfaction levels. Unilever's OCAI assessment revealed a more Market-oriented

culture, whereas the same assessment tilted more towards a Clan culture for Durrani and Co.

This can be reaffirmed via the results attached as figure 1.2; the graphs plotted reveal the

dominant culture present in both companies. One can conclude by evaluating the degree of the

skewness of the chart, usually in the direction of a particular quadrant. The results show clearly

that Unilever has scored more in the realm of a Market dynamic, achieving a total score of 45.83

in that regard. Durrani, on the other hand, has a more robust Clan culture since it has its highest

score of 38.33 in this specific category.

Figure

1.2
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“Impact of organizational culture on Job satisfaction”

In the graph above, each quadrant is assigned to a culture type. While the results clearly

show both companies' affinity towards a dominant culture, it can be concluded that the Hierarchy

and Adhocracy rating for both companies are relatively close (though still Adhocracy is higher in

Durrani as compared to Unilever; this fact shall be relevant later). This allows us to isolate our

two variables; Clan and Market. Durrani's trapezium plotted on the graph also shows that the

company is inclined towards an internal focus and integration, coupled with flexibility and

discretion. The opposite is true for Unilever; its trapezium extends towards an external focus and

differentiation, coupled with stability and control.

The aspects of a Clan culture at Durrani and Co. are highlighted through a statement by a

Durrani and Co. employee during the interview we conducted;

"some of the things that work well here as opposed to other companies … First thing is

that vertically it isn't that large, so it's very easy to reach the boss of your boss and that

person is usually very accessible. That's an advantage. Second thing is your goals and

your targets are very closely aligned with your boss' outcome, so if you're not performing

well he is incentivized to help you perform well. That's a big plus in this organization."

Employees at Durrani and Co felt valued under the Clan culture because it was

supportive and gave individual autonomy, evident from this quote of a Durrani employee;
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“Impact of organizational culture on Job satisfaction”

"Our boss comes by at the start of every day to greet us. This is what I like about this

company; it makes you feel part of something more than yourself."

The presumed "leader" in this specific quote is shown as a mentor, highlighting an

essential aspect of Clan culture. The results related to a Clan culture resembled results reached

by Schiuma et al. (2012); individuals usually show satisfaction towards a supportive

organization.

Another statement expressed the presence of a people-oriented culture at work, which is a

hallmark of Clan culture;

"We are very people-oriented; the company tries to focus on what the key drivers are for each

individual."

The culture at Unilever tends to lean towards a Market-oriented structure, evident from

the goal-oriented notion expressed by a Unilever employee during our interview;

"it is also outcome-based… they don't see how you got to the end goal but whether you got to the

end goal or not"

Another employee we interviewed indicated how they value competitiveness and

operational efficiency; two of the critical aspects of Market culture;

"Our Long term focus is on competitive action and the efficient achievement of measurable goals

and targets. Competitive pricing and Market leadership are important here."
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“Impact of organizational culture on Job satisfaction”

As Unilever produces many standardized goods using assembly lines, the level of

individual freedom is constricted, and consequently, the creativity at work could suffer. For this

very reason, the Adhocracy rating for Unilever is relatively less (17.5). Besides, since all of

Unilever's research was conducted on a large manufacturing plant in Rahim Yar Khan with

mechanized and institutionalized tasks, the level of interaction between employees was low. This

can be explained by Unilever's Clan culture scoring, which sits at 16.7, the lowest among the

four.

In contrast, Durrani and Co's close-knit culture of only 200 employees, and a more

human-capital intensive nature, contributes to a higher Clan rating. Also, Unilever has a longer

vertical hierarchical structure, as it is a larger corporation. This could explain a higher

hierarchical value of Unilever (20) compared to Durrani's 19.2.

Additionally, the ESI (employee satisfaction index) was used to compute the value of the

satisfaction level of both the companies employees; Unilever scored 69.8, whereas Durrani

scored 74.07. This shows how Durrani has a higher job satisfaction than Unilever, reaffirming

the positive relation between a Clan culture and job satisfaction, sharply contrasting with the

satisfaction levels achieved with a Market culture as a dominant culture.

Moving forward, our results coincide with studies performed by Fatima (2016) and

Ravashdeh (2015); an Adhocracy and Clan culture are positively correlated with job satisfaction,

whereas a Hierarchical and Market culture are not. Our findings are also consistent with the

study concerning Russian business enterprises, which elaborated upon the varying level of

employee satisfaction regarding different cultures. (Zavyalova & Kucherov, 2014).

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Noticeably, the barrier to diversity is considered a liability for an organization's culture. In the

interviews conducted, it was revealed that there was not a single female employee at Durrani and

Co. A participant from Unilever also mentioned that,

"In the supply chain, specifically you do not find a lot of positions for women coming

from stem background- the ratio of men to women is as bad as you will find in an

engineering university. That would be one of the big negatives."

Since Unilever has at least some female workers present, this could have negatively

impacted their job satisfaction. It is argued that having a minority status in a company may result

in lower job satisfaction for the said minority (Choi, 2017). For Durrani and Co, we can safely

deduce that every individual we interviewed was part of the majority. Unfortunately, the same

could not be said for Unilever.

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Limitations

The limitations of our research were predominantly due to the prevailing conditions in

this pandemic. We were unable to conduct the interview of the employees in person. Conducting

online interviews reduced the size of the data collected and impacted the accuracy of the survey.

The results of the OCAI still might not be illustrative of the entire organization—lack of

precision and a complete dataset exists. In addition to this, the data cannot be used to generalize

the organizational culture of other Unilever manufacturing sites; the workforce and management

differ everywhere. Additionally, our sample size was very small. We could only conduct ten to

twenty interviews- a size incapable of representing an entire organization. The results based on

this survey are not irrefutable enough to portray the full extent of organizational culture at

Unilever and Durrani & Co.

Furthermore, there are also some limitations when it comes to calculating the employee

satisfaction index. We can never mitigate the data bias because respondents give answers that are

socially accepted and prone to cognitive biases; to some extent, this also diminishes the survey's

conclusiveness. In addition to that, it can be critical to choose the right participants. In a firm,

those assigned with core tasks are generally more satisfied than the employees working in the

support role. For the survey to be effective, it is necessary to consider who is participating.
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Recommendations

• The management at Unilever needs to continue to study the various subculture types and

move for ones that are more fitting for a healthier environment. This also involves

addressing the existing barrier to diversity.

• Unilever needs to move from its current dominant culture (Market) towards a bigger

proportion of the Clan subculture. External foci, stability, control, achievement, and

production orientation should be diluted with internal foci, flexibility, and a strong human

relations department.

• Because no single subculture is the best in all contexts, the company's management needs

to focus on strengthening and balancing the four cultural subdimensions described in this

study.

• Managers need to gauge the employees' satisfaction level by conducting regular

employee satisfaction surveys and understanding and rectifying the causes of discontent.

• -Managers need to work more on improving employees’ perceived satisfaction with their

salaries and try to incentivize in various ways if monetary compensation is not possible

Conclusion

The study has aimed to evaluate the indication that certain culture types result in variable

levels of job satisfaction. We have achieved this fact via a direct comparison between two

organizations, obtaining results that support that job satisfaction does indeed vary with different

organizational environments and dynamics. This variation can be comfortably linked to the

diverse features and distinctive dimensions of each subculture type employees reside in. Unilever
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and Durrani’s dominant cultures sure impact the attitudes of their workers, hence their

satisfaction, leading to a different OCAI assessment.

We have shown the validity of the OCAI and Camerons and quin’s CVF model in a

Pakistani environment, applied to two different sized manufacturing companies. Both companies

were of the same orientation gives credibility to our comparison and makes it justifiable. The

present study's findings contribute significantly in crafting internal organizational strategies that

could tune the firm's goals with their employee's perspectives to “glue” tightly the organization,

consequently paving the path towards success and profitability.

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Appendix A

“The Organizational Culture Assessment

Instrument”
Instructions:

There are 6 questions in the OCAI questionnaire, with each individual question having four sub-parts. A
total of 100 points are divided amongst these four sub-parts under each question. The points are
awarded to each sub-part based on the evaluation of the statement present with each sub-part. A
higher similarity of an organization with a particular sub-part would consequently result in a higher
scored being awarded.
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Based on the current organizational culture answer the following questions:

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Appendix B
Table 1: Participants Profile

Participants Designation No. of years worked in Unilever

1 Assistant Manager Operations 4
Assistant Manager Employee
2 Relations 3.5
3 Process Manager 5
Note: The names have not been used due to confidentiality reasons.

No. of years worked in Durrani and

Participants Designation Co.
1 Manufacturing manager 8
2 Manager engineering 7
3 Assistant Manager 7
Note: The names have not been used due to confidentiality reasons
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Appendix C

Figure 1

(Source: Bagraim, Potgieter, Viedge & Werner 2003)

Figure 2
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Figure 3
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Appendix D
Data Collected from Unilever
Every input value is average of all the responses received (rounded to the nearest multiples of
5)
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Scoring the OSAI

RESULT
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Employee Satisfaction Index Result – Unilever

ESI = 69.06318083

Data Collected from Durrani and Co.

Every input value is average of all the responses received (rounded to the nearest multiples of
5)
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 37
“Impact of organizational culture on Job satisfaction”

Scoring the OSAI

RESULT
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“Impact of organizational culture on Job satisfaction”

Employee Satisfaction Index Result – Durrani and Co.

ESI 74.07407407