Problem
There are gaps in the literature related to organizational culture, job satisfaction, and employee engagement. Researchers have noted that these variables, and the relationships amongst them, have not been studied enough and there exists a need for further research. The purpose of this study was to examine employees’ perceptions of the relationship between the organizational culture of a Toronto-based technology company, and their job satisfaction and engagement.
Method
This study utilized a quantitative, non-experimental, correlational method, while employing a cross-sectional approach with secondary data. This study used data collected by a Toronto-based technology company in June of 2016. The goal of this survey was to measure employee engagement and overall employee happiness, for the purpose of determining what areas of the organization’s culture, if any, needed to be improved. The participants for this study were all full-time employees of the organization. Seventy-three percent of the employee workforce - 76 out of a total of 104 employees - completed the survey. The hypotheses were tested using bivariate correlation analysis to examine the relationship between the variables.
Results
The results showed that (1) employees’ perceived organizational culture was positively correlated with their job satisfaction; (2) employees’ perceived organizational culture was positively correlated with their engagement; (3) there is no statistically significant correlation between employees’ length of time with the organization, and their job satisfaction; and (4) employees’ gender was not correlated with their job satisfaction. Two of the hypotheses were supported, while two were not. Research Hypothesis H1: There is a statistically significant relationship between employees’ perception of the organizational culture of a Toronto-based technology company, and their job satisfaction. This hypothesis was supported Research Hypothesis H2: There is a statistically significant relationship between employees’ perceptions of the organizational culture of a Toronto-based technology company, and their job engagement. This hypothesis was supported. Research Hypothesis H3: There is a statistically significant relationship between employees’ length of time at a Toronto-based technology company, and their job satisfaction. This hypothesis was rejected Research Hypothesis H4: There is a statistically significant relationship between employees’ gender and their job satisfaction. This hypothesis was rejected.
Conclusions
The results of this study confirmed that there is a strong positive, significant, relationship between organizational culture and the job satisfaction and engagement of employees. Organizations should therefore strategically plan to develop an organizational culture that will lead to high levels of job satisfaction and engagement among their employees, as this may result in positive business outcomes including employee retention and higher levels of commitment to the organization, and to the achievement of its goals.
","abstract_html":"<p>Problem</p> <p>There are gaps in the literature related to organizational culture, job satisfaction, and employee engagement. Researchers have noted that these variables, and the relationships amongst them, have not been studied enough and there exists a need for further research. The purpose of this study was to examine employees’ perceptions of the relationship between the organizational culture of a Toronto-based technology company, and their job satisfaction and engagement.</p> <p>Method</p> <p>This study utilized a quantitative, non-experimental, correlational method, while employing a cross-sectional approach with secondary data. This study used data collected by a Toronto-based technology company in June of 2016. The goal of this survey was to measure employee engagement and overall employee happiness, for the purpose of determining what areas of the organization’s culture, if any, needed to be improved. The participants for this study were all full-time employees of the organization. Seventy-three percent of the employee workforce - 76 out of a total of 104 employees - completed the survey. The hypotheses were tested using bivariate correlation analysis to examine the relationship between the variables.</p> <p>Results</p> <p>The results showed that (1) employees’ perceived organizational culture was positively correlated with their job satisfaction; (2) employees’ perceived organizational culture was positively correlated with their engagement; (3) there is no statistically significant correlation between employees’ length of time with the organization, and their job satisfaction; and (4) employees’ gender was not correlated with their job satisfaction. Two of the hypotheses were supported, while two were not. Research Hypothesis H1: There is a statistically significant relationship between employees’ perception of the organizational culture of a Toronto-based technology company, and their job satisfaction. This hypothesis was supported Research Hypothesis H2: There is a statistically significant relationship between employees’ perceptions of the organizational culture of a Toronto-based technology company, and their job engagement. This hypothesis was supported. Research Hypothesis H3: There is a statistically significant relationship between employees’ length of time at a Toronto-based technology company, and their job satisfaction. This hypothesis was rejected Research Hypothesis H4: There is a statistically significant relationship between employees’ gender and their job satisfaction. This hypothesis was rejected.</p> <p>Conclusions</p> <p>The results of this study confirmed that there is a strong positive, significant, relationship between organizational culture and the job satisfaction and engagement of employees. Organizations should therefore strategically plan to develop an organizational culture that will lead to high levels of job satisfaction and engagement among their employees, as this may result in positive business outcomes including employee retention and higher levels of commitment to the organization, and to the achievement of its goals.</p>","abstract_has_math":false,"creators":["Whitehall, Donn"],"institution":null,"degree_name":"Doctor of Philosophy","degree_level":"Dissertation","degree_discipline":"Higher Education Administration PhD","degree_department":null,"school":null,"contributors":["Elvin Gabriel","Tevni Grajales","Jay Brand"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2018,"date_issued":"2018-01-01T08:00:00Z","date_published":"2018-01-01T08:00:00Z","updated_at":"2026-07-24T00:53:24Z","subjects":["Organizational Culture","Job Satisfaction","Employee Engagement","Business Administration, Management, and Operations","Organizational Behavior and Theory"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://digitalcommons.andrews.edu/dissertations/1668","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Elvin Gabriel","Tevni Grajales","Jay Brand"]},{"key":"dc:creator","label":"Author","values":["Whitehall, Donn"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.available","label":"Dc Date Available","values":["2019-01-15T08:00:00Z"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Higher Education Administration PhD"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Doctor of Philosophy"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Organizational Culture","Job Satisfaction","Employee Engagement","Business Administration, Management, and Operations","Organizational Behavior and Theory"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://digitalcommons.andrews.edu/dissertations/1668"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["Problem
There are gaps in the literature related to organizational culture, job satisfaction, and employee engagement. Researchers have noted that these variables, and the relationships amongst them, have not been studied enough and there exists a need for further research. The purpose of this study was to examine employees’ perceptions of the relationship between the organizational culture of a Toronto-based technology company, and their job satisfaction and engagement.
Method
This study utilized a quantitative, non-experimental, correlational method, while employing a cross-sectional approach with secondary data. This study used data collected by a Toronto-based technology company in June of 2016. The goal of this survey was to measure employee engagement and overall employee happiness, for the purpose of determining what areas of the organization’s culture, if any, needed to be improved. The participants for this study were all full-time employees of the organization. Seventy-three percent of the employee workforce - 76 out of a total of 104 employees - completed the survey. The hypotheses were tested using bivariate correlation analysis to examine the relationship between the variables.
Results
The results showed that (1) employees’ perceived organizational culture was positively correlated with their job satisfaction; (2) employees’ perceived organizational culture was positively correlated with their engagement; (3) there is no statistically significant correlation between employees’ length of time with the organization, and their job satisfaction; and (4) employees’ gender was not correlated with their job satisfaction. Two of the hypotheses were supported, while two were not. Research Hypothesis H1: There is a statistically significant relationship between employees’ perception of the organizational culture of a Toronto-based technology company, and their job satisfaction. This hypothesis was supported Research Hypothesis H2: There is a statistically significant relationship between employees’ perceptions of the organizational culture of a Toronto-based technology company, and their job engagement. This hypothesis was supported. Research Hypothesis H3: There is a statistically significant relationship between employees’ length of time at a Toronto-based technology company, and their job satisfaction. This hypothesis was rejected Research Hypothesis H4: There is a statistically significant relationship between employees’ gender and their job satisfaction. This hypothesis was rejected.
Conclusions
The results of this study confirmed that there is a strong positive, significant, relationship between organizational culture and the job satisfaction and engagement of employees. Organizations should therefore strategically plan to develop an organizational culture that will lead to high levels of job satisfaction and engagement among their employees, as this may result in positive business outcomes including employee retention and higher levels of commitment to the organization, and to the achievement of its goals.
"]},{"key":"dc:title","label":"Title","values":["A Quantitative Study of Employees' Perceptions of the Relationship Between the Organizational Culture of a Toronto-Based Technology Company, and Their Job Satisfaction and Engagement"]}]}],"canonical_facts":{"dc:contributor":["Elvin Gabriel","Tevni Grajales","Jay Brand"],"dc:creator":["Whitehall, Donn"],"dc:date.available":["2019-01-15T08:00:00Z"],"dc:description.abstract":["Problem
There are gaps in the literature related to organizational culture, job satisfaction, and employee engagement. Researchers have noted that these variables, and the relationships amongst them, have not been studied enough and there exists a need for further research. The purpose of this study was to examine employees’ perceptions of the relationship between the organizational culture of a Toronto-based technology company, and their job satisfaction and engagement.
Method
This study utilized a quantitative, non-experimental, correlational method, while employing a cross-sectional approach with secondary data. This study used data collected by a Toronto-based technology company in June of 2016. The goal of this survey was to measure employee engagement and overall employee happiness, for the purpose of determining what areas of the organization’s culture, if any, needed to be improved. The participants for this study were all full-time employees of the organization. Seventy-three percent of the employee workforce - 76 out of a total of 104 employees - completed the survey. The hypotheses were tested using bivariate correlation analysis to examine the relationship between the variables.
Results
The results showed that (1) employees’ perceived organizational culture was positively correlated with their job satisfaction; (2) employees’ perceived organizational culture was positively correlated with their engagement; (3) there is no statistically significant correlation between employees’ length of time with the organization, and their job satisfaction; and (4) employees’ gender was not correlated with their job satisfaction. Two of the hypotheses were supported, while two were not. Research Hypothesis H1: There is a statistically significant relationship between employees’ perception of the organizational culture of a Toronto-based technology company, and their job satisfaction. This hypothesis was supported Research Hypothesis H2: There is a statistically significant relationship between employees’ perceptions of the organizational culture of a Toronto-based technology company, and their job engagement. This hypothesis was supported. Research Hypothesis H3: There is a statistically significant relationship between employees’ length of time at a Toronto-based technology company, and their job satisfaction. This hypothesis was rejected Research Hypothesis H4: There is a statistically significant relationship between employees’ gender and their job satisfaction. This hypothesis was rejected.
Conclusions
The results of this study confirmed that there is a strong positive, significant, relationship between organizational culture and the job satisfaction and engagement of employees. Organizations should therefore strategically plan to develop an organizational culture that will lead to high levels of job satisfaction and engagement among their employees, as this may result in positive business outcomes including employee retention and higher levels of commitment to the organization, and to the achievement of its goals.
"],"dc:identifier":["https://digitalcommons.andrews.edu/dissertations/1668"],"dc:subject":["Organizational Culture","Job Satisfaction","Employee Engagement","Business Administration, Management, and Operations","Organizational Behavior and Theory"],"dc:title":["A Quantitative Study of Employees' Perceptions of the Relationship Between the Organizational Culture of a Toronto-Based Technology Company, and Their Job Satisfaction and Engagement"],"thesis:degree_discipline":["Higher Education Administration PhD"],"thesis:degree_level":["Dissertation"],"thesis:degree_name":["Doctor of Philosophy"]},"updated_at":"2026-07-24T00:53:24Z"}