The Mediatory Role Of Organizational Culture In The Effect Of Job Satisfaction On Employee Performance And A Research On It

Abstract

In today's competitive business world, the relationship between employee job satisfaction and performance is of strategic importance for businesses. While high job satisfaction increases employee motivation and contributes to a more productive and effective workforce, low job satisfaction can lead to performance losses and increased workforce turnover. In this context, organizational culture is considered a critical mediator variable in the relationship between job satisfaction and employee performance. Organizational culture is a structure that includes the values, norms, beliefs and behavioral patterns of the business and is one of the basic elements that shape the attitudes and behaviors of employees in the work environment. The main purpose of this study is to deeply examine the effect of job satisfaction on employee performance and the mediator role of organizational culture in this effect. Today, the continuity of businesses and the achievement of competitive advantage largely depend on the efficient use of human resources. In this context, the satisfaction that employees feel from their jobs and the reflection of this satisfaction on performance have become one of the starting points for institutions. However, the critical mediator role played by organizational culture in this relationship between job satisfaction and employee performance has not been sufficiently addressed in the literature. This research aims to understand how organizational culture plays an effective mediator variable role in the relationship between job satisfaction and employee performance. The survey technique was used as a method and data obtained from individuals working in different sectors were analyzed. As a result of the research, it was revealed that as job satisfaction increased, employee performance also increased significantly. However, it was also determined that the effect of job satisfaction on performance remained limited in cases where this increase was not supported by the organizational culture.