065 the relationship between employees perceptions of organizational culture and their behavioral...

8/12/2019 065 the Relationship Between Employees Perceptions of Organizational Culture and Their Behavioral Outcomes As

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Journal of Global Strategic Management | 12| 2012, December

65

THE RELATIONSHIP BETWEEN

EMPLOYEES PERCEPTIONS OF

ORGANIZATIONAL CULTURE AND THEIR

BEHAVIORAL OUTCOMES: ASSESSING ACOGNITIVE PROCESS TO IN-ROLE

PERFORMANCE BEHAVIOR AND

INTENTION TO LEAVE

Seil BAL TATAN

Marmara University, Turkey

ABSTRACTThe purpose of this paper is to examine the relationship between organizational culture and

behavioral outcomes of healthcare employees working in private health care organizations. It is

aimed to understand how the employees psychological processes of organizationalculture practicesimpact their in-role performance behaviors in their nursing roles and their intention to leave. This

study examines the proposed model that consists of a number of direct positive and negative

relationships between the organizational culture aspects and in-role performance behavior and

intention to leave. It is proposed that the aspects of organizational culture, i.e. teamwork, training and

development, rewards and recognition and communication will be positively related to employees in-role performance behaviors and negatively related to intention to leave. The results showed that all

dimensions of organizational culture chosen in the study had significant influence on both constructs

of employees behavioral outcomes. It is observed that organizational culture aspects had positiveimpact on in-role performance behaviors and negative impact on employees intention to leave.

Keywords: Organizational Culture, In-Role Performance, Intention to Leave, Health Services,

Nursing.

INTRODUCTIONIn recent decades, healthcare delivery systems have been reorganized due to the environmental

changes, changes in demographics, technology, increased medical costs, and medical staff shortages,

etc. It is observed that these organizational changes have significantly affected hospital employeeswork environments (Gifford, Zammuto and Goodman, 2002), working conditions, and overall

organizational culture aspects. In particular, hospital restructuring, economic and financial

considerations increased performance expectations, and organizational culture change have led to

concerns regarding declining morale and performance behaviors of healthcare employees and

increasing of their intentions to leave (Acker, 2004; Gillilan, 1997; Lacey and Beck-Warden, 1998;

Lu, While and Barriball, 2005; McNeese-Smith, 2001; Tatan, 2011; Caykoylu, Egri, Havlovic andBradley, 2011). Additionally, these issues become especially important when the significant

relationship between healthcare employees morale and the quality of patient services (Humphreys,Brunsen and Davis, 2005) are considered. As a result, there has been increased research and

managerial interest in discovering ways to improve healthcare employees organizational attachmentlevels and performance behaviors while trying to decrease the current employees levels of intentionto leave.

Despite substantial research on organizational culture, in-role (task) performance behavior and

intention to leave in various sectors, this literature still lacks a relational model that could help future

researchers and practitioners to build on. Additionally, it is recognized that organizational culture, in-

role performance behavior and intention to leave in the nursing context, has been rarely studied in


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Turkey. Individual performance behaviors at both the in-role and extra-role constructs have been

examined as a major topic in the literature, but the literature has mainly focused on the individual

antecedents and has rarely provided evidences of the relationship between organizational

characteristics, organizational culture and several other organizational variables. In particular, this

study focuses on the two individual outcomes of organizational culture. In-role performance behavior

is expected to be the positive individual outcome and intention to leave is expected to be the negative

individual outcome of positive organizational culture practices.According to Saeed and Hassan (2000), understanding organizational culture is essential since it is

able to influence the thoughts, feelings, interactions and performance in an organization. More recent

researches have provided evidences about organizational culture and its relationships with identified

outcomes (i.e. job performance, job satisfaction, organizational commitment, increased turnover and

other forms of employee withdrawal). The aim of this paper is to examine the relationship between

organizational culture and behavioral outcomes of healthcare employees. It is aimed to understand

how the employeespsychological processes of organizational culture practices impact their in-roleperformance behaviors in their nursing roles and their intention to leave. To achieve this objective, we

use data collected from nurses employed in large hospitals in Istanbul-Turkey. Moreover, we have

used a recently developed scale (In-Role Performance Behavior Scale for Nursing Context) for the

evaluation of self-reported in-role performance behavior of the nurses. Thus, the another objective ofthis study is to determine the extent to which the relevant in-role performance behavior scale can be

applied across different health care employee groups and over time.

LITERATURE REVIEW AND THEORETICAL MODELPrevious research has found organizational culture to be positively related to job satisfaction,

organizational commitment, job involvement, job stress, job performance, and coping with job tension

(e.g. Ricardo and Jolly, 1997; Blegen, 1993; Mathieu and Zajac, 1990; Meyer and Allen, 1997; Ooi

and Arumugam, 2006; Lu et al., 2005; Dn and nsar, 2010 ). Thus, organizational culture has beenrelated to work role behaviors, job attitudes, and a number of work and behavioral outcomes. Based

on the preliminary literature study, this research study suggests that organizational culture has

determinant roles on the attitudes and behaviors of employees and can have positive or negative

effects on individual behavioral outcomes.

Thereby, the remainder of this paper is structured as beginning with the section of a review of relevant

literature and followed by the section of research design. The initial section provides conceptual

definitions and interrelations of the variables of the study. The section also presents the development

of theoretical framework and hypotheses developed in this study.

Aspects of Organizational Culture

Organizational culture is the concept that is examined with its relationships with the individuals in-

role performance behavior and intention to leave in this study. This section reviews the literature onorganizational culture relevant to the development of the research model which is tested in this study.

It is suggested that one of the eminent themes that is often discussed and debated in the management

and business literature is the influence of organizational culture on organizational and individual

performance (Chow, Harrison, Mckinnon, and Wu, 2001). Organizational culture is a management

philosophy and a way of managing an organization in improving the effectiveness and efficiency of its

performance (Kotter and Heskett, 1992; Ooi and Arumugam, 2006). Therefore, understanding

organizational culture is essential since it is able to influence the thoughts, feelings, interactions and

performance in an organization (Saeed and Hassan, 2000). The understanding of the importance of

corporate culture is also evident when most organizations acknowledged the fact that an

organizations well founded culture could contribute to the achievement in every aspect oforganizational and individual performance (Flamholtz and Randle, 1998; Koel, 2007; Zain, Ishak,and Ghani, 2009).


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As Schein (1996) implied, culture is one of the most powerful and stable forces operating in

organizations. According to the organizational culture literature, it is seen that culture literature gained

more insights with the contributions made by Schein (1992) and Hofstede (1994). Schein (1992)

argued that culture somehow implies rituals, values, behaviors and climate integrating and binding

into a coherent whole. Culture is something that is deeper and more stable. Schein (1992, p.12)

described culture as; a pattern of shared basicassumptions that the group has learned as it solved its

problems of external adaptation and internal integration, which has worked well enough to beconsidered valid and, therefore, to be thought to new members as the correct way to perceive, think,

and feel in relation to those problems. Moreover, going back to the origin of the concept, Hofstede(1994), stated that every human being has the ability to feel fear, joy, sadness, and love and need to

associate with others. However, according to Hofstedes (1994) approach, culture is what someonedoes with those feelings and how one expresses those psychological reflections. On the description of

Hofstede (1994), culture, as software of the mind, is patterns of thinking, feeling and potentialacting, which are learned throughout ones lifetime and he also implied that culture is always acollective phenomenon. Following Sheins (1992) and Hoftedes (1994) approaches, Trompenaars(1994), in his book Riding the Waves of Culture, agreed that culture is the way in which a group ofpeople solves problems.

Based on these arguments, the literature on organization culture provides so many definitions forculture. Basically, culture is a pattern of basic assumptions invented, discovered or developed by a

given group as it learns to cope with its problem of external adaptation and internal integration

(Schein, 1992). These values are then being taught to new members in the organization as the correct

way to think and feel in relation to these problems. Organizational culture involves with social

expectations and standards as well as the values and beliefs that individuals hold central and that bind

organizational groups (Lawson and Shen, 1998). Moreover, Aycan, Kanungo, Mendonca, Yu, Deller,

Stahl, and Kurshid (2000, p.194) have described organizational culture as common patterns ofbeliefs, assumptions, values and norms of behavior of human groups and represented by societies,

institutions and organizations. Jones (2004) defined organizational culture as the set of shared valuesand norms that control organization members interactions with each other and with suppliers,customers, and with other people outside the organization.

As it could be understood from these explanations, organizational culture is the main issue which

shapes the relations, working processes, and decision making and problem solving processes in an

organization. Thus, culture has significant impact on various organizational and individual outcomes;

more specifically the organizations and employees performance and effectiveness.

In-Role Performance Behavior

The concept of performance has been widely discussed in studies concerning health care organizations

and hospitals (Barzelay, 2001; Ingraham and Moynihan, 2000; Moynihan and Pandey, 2005).

However, some researchers have criticized performance assessment in the health care sector and

argued that most of the studies have ignored personal, social, and contextual factors in performance

behavior assessment processes (Denhardt and Denhardt, 2003; Radin, 2006; Tatan, 2011).

Bates and Holton have stated that employee performance is a multidimensional construct, themeasurement of which varies depending on a variety of factors (as cited in Armstrong, 2003, p.478).It is also stated that it is important to determine whether the measurement objective is to assess

performance outcomes or behavior. Job performance is a work-related outcome that refers to

attainment of organizational objectives as measured through evaluation of performance on job related

tasks (Sharma, Borna and Stearns, 2009). In the related studies, two aspects of performance over

which employees have been controlled are classified as (a) absences, of which a significant portion is

probably not due to illness but rather is volitional in nature (Hammer and Landau, 1981 as cited in

Grunberger, Connolly and Greenberg, 2000, p.12) and (b) the employees level of work effort(Hodson, 1991 as cited in Grunberger el al., 2000, p.12).


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Regarding the importance of behavior in considering the measurement of employee performance,Motowidlo, Borman, and Schmit (1997) have addressed two reasons that behavior should be more

important factor than results in performance models. They argued that, states or conditions of thingsor people that are changed by performance are also affected by other factors which are not under the

individual performers control and a behavioral focus is necessary to develop a psychologicalunderstanding of work performance (Motowidlo el al., 1997, p.73).

This argument is grounded on the approach of Katz (1964) studying individual behavior. Katz (1964)addressed three types of employee behaviors that are important factors for an effectively functioning

organization including employees must be induced to enter and remain within the organizationalsystem; they must carry out their written and expected role assignments; and there must beinnovative and spontaneous activity in achieving organizational objectives which go beyond the role

specification (p. 132).

In that framework, based on the conceptualizations and categorizations of Katz (1964); Katz and Kahn

(1966); Bateman and Organ (1983); Williams (1988); Organ (1988); Van Dyne and LePine (1998),

the related literature about employee job performance have suggested two types of performance

behaviors as in-role and extra-role. With short descriptions, in-role performance is defined asbehaviors required by formal job descriptions and extra-role performance is defined as behaviors that

is beneficial to organization and also goes beyond formal requirements (e.g. extra hours, altruisticbehavior, and donating).

Katzs (1964) second and third behavioral categories are classified as in-role and extra-role behavior,respectively. Thus, based on Katzs categorization, employee performance behaviors were classifiedin terms of in-role performance and extra-role performance. Following Katzs (1964) categorizationof behavior, most studies have supported the distinction between in-role and extra-role behavior

(Allen, Facteau, and Facteau, 2004; Motowidlo and Van Scotter, 1994; Organ, 1997; Van Dyne,

Cummings, and McLean-Parks, 1995; Van Dyne and LePine, 1998; Werner, 1994; Cho, 2008; Tatan,2011), although some studies (e.g., Morrison, 1994) have pointed out the difficulty in differentiating

the two types of behaviors, arguing that employees are more likely to see their specific behavior as in-

role, rather than extra-role, behavior.

Based on that argument, a study which has been conducted in Turkish health care context (Tatan,2011) have pointed out that at the base of individual performance behavior lies in-role and extra-role

behaviors and they were examined as two different constructs. Since these two behavior units were

somehow linked to each other, the results of the relevant study have revealed that there was no

collinearity between in-role and extra-role performance behavior constructs; thus, they could be

considered and examined as two different constructs. Respectively, it was demonstrated that the two

dimensions of individual performance were empirically distinct and independently contribute to an

overall construct of individual performance (Tatan, 2011).

Katz and Kahn (1966, p.174) defined role behavior as the recurring actions of an individual,appropriately interrelated with the repetitive activities of others so as to yield a predictable outcome.According to other descriptions, in-role behavior represents role requirements or activities associated

with the formal and explicit job descriptions, whereas extra-role behavior describes discretionary and

spontaneous behaviors that go beyond recognized and required job duties (Organ, 1988; Pond,

Nacoste, Mohr, and Rodriguez, 1997; Williams, 1988). As stated by Yap, Bove and Beverland (2009,

p.280), an absence of in-role behavior normally results in being reprimanded, negative financial

consequences, negative organizational and individual outcomes or being dismissed. Additionally, Van

Dyne et al. (1995, p. 216) noted that organizational roles function to delineate expected behaviors,and form the foundation of job descriptions, expectations and stereotypes. In general, in-rolebehavior is defined as required or expected behavior and the basis of regular and ongoing jobperformance (Van Dyne and LePine, 1998, p.108), part of ones job responsibilities (Mayer andGavin, 2005, p.875), role assignment or formal job requirements (Williams, 1988, p.3), andperformance on required duties and responsibilities (Sparrowe, Liden, Wayne and Kraimer, 2001,

p.320). Thus, it can be concluded that in-role behavior is a construct that has been traditionally used tomeasure job and task performance for the purpose of evaluating employees activities that are relatedto formal job requirements (Borman and Motowidlo, 1997; Motowidlo, 2000; Van Dyne, Graham and

Dienesch, 1994).


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between employees with a sense of alienation in a certain organizational setting and employee

intention to leave (nsar and Karahan, 2010, p.361). Another study done by ekmecelioglu (2007)aimed to empirically investigate the impact of organizational culture dimensions (organizational

creativity, supervisory support, team support and challenging work) that support creativity on job

satisfaction and intentions to leave. The findings of that research suggested the need for work

environment that encourages employees for creativity that are conducive to job satisfaction and

intention to leave (ekmeceliolu, 2007, p.79)Moreover, there are studies that have examined the link between corporate culture and various

individual outcomes; such as organizational commitment (Saeed and Hassan, 2000; Karia and Ahmad,

2000; Lau and Idris, 2001; Silverthorne, 2004; Ooi and Arumugam, 2006; Zain et.al, 2009; Erdem,

2007; avu and Grdoan, 2008; Polat and Meydan, 2011), organizational identification (Hatch veSchultz, 1997; Croucher, Long, Meredith, Oommen, and Steele, 2009), organizational citizenship

behavior (LePine, Erez, and Johnson, 2002); workplace bullying (Kuu, 2011), perception ofleadership (Conger, Kanungo, and Menon, 2000; Brown, 2002; Gl and Aykanat, 2012). Somech andDrach-Zahavy (2004) and Wayne, Shore, and Liden, (1997) have important researches and findings

which shown that organizational culture is associated with organizational citizenship behavior. Wayne

et al. (1997) demonstrated that employees perceptions of a supportive culture in their organizations

are positively related to organizational citizenship behavior.Furthermore, a number of researchers (Batlis, 1980; Mobley, 1982; Shalley, Gilson and Blum, 2000;

Witte, 2005; Harris, Kacmar and Witt, 2005; Scott, Gravella, Simoens, Chris, and Sibbald, 2006;

ekmeceliolu, 2007; Ongori, 2007; Yazicolu, 2009; Dn ve nsar, 2010; ahin, 2011 ) studyingintention to leave have been interested in the determinants of employees intention to leave. It hasbeen found that (Szilagyi, 1979 as cited in Lee, Chen, Wang and Dadura, 2009, p.106) jobcharacteristics, employee relations, and work environment (such as organizational tasks and reward

systems) were three main factors which has impact on the turnover behaviors of employees.

Moreover, in previous research, the variables affecting turnover have been classified into severalcategories. Muchinsky and Morrow (1980) proposed three primary sets of intention to leave

determinants: general economic conditions, work-related factors, and individual factors. Another

model developed by Mobley (1977, p. 238) suggested that there were four determinants of thedecision to leave: job satisfaction, expected utility of alternate roles within the organization, expected

utility of alternate roles outside the organization, and non- work values and roles. That model

emphasized the role of individual perceptions leading to differences between employees in evaluating

their jobs. Additionally, Mobley (1982) presented four general categories of variables influencingemployee intention to leave, which are; (a) the state of the economy (for example, unemployment

level and inflation), (b) organisational variables (for example, size of firm and job design), (c)individual non-work variables (for example, spouses career and family responsibilities) and (d)individual work-related variables (for example, expectations and abilities). Moreover, Iverson (1999

as cited in Du, Zhou, Liu and Picken, 2006 , p.192) classified intention to leave variables into fourgroups, namely, personal variables (for example, age and gender), job-related variables (for example,

role conflict and co-worker support), environmental variables (for example, job opportunity) andemployee orientation (for example, organizational commitment and intent to leave.

A number of studies (Freeman, 1978; Akerlof, Rose and Yellen, 1988; Gordon and DeNisi, 1995 as

cited in Gazioglu and Ayst, 2002, p.3) indicated that there was a causality stemming from jobsatisfaction to employee intention to leave and thus, job satisfaction was considered a valid predictor

of employee intention to leave. Another study conducted in Turkey aimed to determinate the

relationship between organizational trust level, job satisfaction and intention to leave of employees

(Yazcolu, 2009). According to the results, a significant correlation was found betweenorganizational trust, job satisfaction and intention to leave (Yazcolu, 2009, p.235). In a study donein Finland (Bckerman and Ilmakunnas, 2004) it was shown that employees facing adverse workingconditions (in terms of wage, harm, overtime, atmosphere, discrimination etc.) were more likely to

show intention to leave. Moreover, that study revealed evidence that adverse working conditions were

leading to an increase in job dissatisfaction and the latter was the one driving employees intention toleave and to search for a new job. Schnake and Dumler (2000) studied relationships among perceived

equity, job satisfaction, organizational commitment and propensity to turnover on male employees in


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a medium size firms in the construction industry. It was also found that satisfaction with a supervisorsignificantly and positively influenced intention to leave (Duet al., 2006).

Another study which was performed in Turkish tourism context examined the relationship between

leader-member exchange and intention to quit (ahin, 2011). The analysis revealed a significantnegative relationship between leader-member exchange and intention to leave. Moreover, gender and

leader-member exchange explained a meaningful portion of intention to leave (ahin, 2011, p.277).Besides, a study conducted in Turkish food sector analyzed organizational commitment in pleasure ofemployees job security, working stress and effects to intention to leave (Dn and nsar, 2010).According to analyses of that study, there was a positive relation between employees pleasure of theirjob security and organizational commitment, negative relation between job stress and organizational

intention to leave (Dn and nsar, 2010, p.133).

As further, Lambert, Hogan and Barton (2001) have specified five dimensions of work environment

measured are role conflict, task variety, financial regards, relations with co-workers and autonomy as

being the determinants of employees intention to leave. On the other side, based on Lambert andHogans model (2008), it was found that work environment variables would not have a direct effecton turnover intent but instead would have indirect effects through job satisfaction and organizational

commitment (Lambert and Hogan, 2008). Supporting that result, an empirical research also indicated

a consistent and inverse relationship between overall job satisfaction and intention to leave (Pitts,Marvel and Fernandez, 2011). Besides, studies done by Griffeth, Hom, and Gaertner (2000) and

Chen, Ployhart, Thomas, Anderson, and Bliese (2011) also revealed that job satisfaction was

negatively associated with intention to leave.

Iverson (1999) indicated that job satisfaction, organizational commitment, organizational aspects such

as workplace environment and intent to leave have a significant influence on employee turnoveractivities. Koh and Goh (1995) studied on demography (for example, age, gender and education), job

satisfaction (for example, supervision, co-workers and financial rewards, rewarding and recognitionprograms, teamwork, communication) and job attitude (job involvement) and indicated that intention

to leave is significantly associated with those factors.Karia and Ahmad (2000) examined the effect ofteamwork as a dimension of organizational culture on organizational commitment and found

significant relationship between these two variables. A study of Ooi and Arumugam (2006) found thatteamwork, training and development, rewards and recognition and communication dimensions of

organizational culture significantly influence organizational and individual performance. Somech and

Drach-Zahavy (2004) indicated that organizational learning creates an environment in which

employees lead their focus from the immediate outcomes of their performance to continuous learning

by the organization as a whole. Thus, organizational learning expands employees perspectives,encourages them to be the organizational members, and helps them to exhibit better performance

behaviors.

As it is seen, the literature evidences about the links between organizational culture, performance

behaviors and intention to leave include communication, training and development, rewards and

recognition, effective decision-making, risk taking for creativity and innovation, proactive planning,

teamwork and fairness and consistency in management practices (Ricardo and Jolly, 1997; Lau andIdris, 2001; Zain et.al, 2009). Within these dimensions, four important dimensions of organizational

culture are teamwork (Karia and Ahmad, 2000; Karia and Asaari, 2006; Zain et.al, 2009),

communication (Myers and Myers, 1982; Zain et.al, 2009), training and development (Karia and

Ahmad, 2000; Acton and Golden, 2002) and rewards and recognition (Zain et.al, 2009). Most of the

results examining these dimensions found significant influences on organizational and individual

performance.

However, these studies were often conducted in a non-Turkish setting and not in health care sector.

Additionally, it is recognized that most of the studies about organizational culture were focused on

organizational performance, organizational commitment, and job satisfaction. Thus, it is seen that the

research findings about significant impact of organizational culture on employees in-role

performance behaviors and their intentions to leave are limited. However, the current study focuses onthe assumption of the crucial relationship between these concepts by paying attention to specific


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characteristics of organizational culture; such as teamwork, training and development,

communication, rewarding and recognition.

According to social exchange theory, it is expected that employees who feel that they are supported by

their organizations would tend to perform more in-role behaviors and would tend to have less

intention to leave their organization. Social exchange theory states that an individual expects social

justice and reciprocity to dominate interpersonal transactions, such as economic exchanges,

productivity, and performance (Adams, 1965; Blau, 1964; Bolino, 1999; Organ, 1977). Additionally,it is seen that previous studies about the relationship between organizational culture and individual

performance are mostly focused on the concepts of job performance or organizational citizenship

behavior as work performance predictors rather than in-role performance behavior. However, in this

study, the employee performance is specifically examined with the construct of in-role performance

behavior based on the conceptualizations and categorizations of Katz (1964), Katz and Kahn (1966),

and Organ (1988). Consequently, it has been supposed that it would be worthy to evaluate the

associations among the organizational culture, in-role performance behavior and intention to leave on

the basis of theoretical roots derived from culture theory, social exchange theory, and

conceptualization of in-role performance behavior (Katz, 1964; Denison and Mishra, 1995;

Motowidlo et al., 1997; Organ et al., 2006; Zain et al., 2009).

To summarize, the current study suggests that individuals with perceptions of organizational culturefostering teamwork, training and development, communication, rewarding and recognition will

exhibit higher levels of in-role performance behavior and lower levels of intention to leave. Thus, the

following hypotheses are generated for the purpose of this study.

H1: In Turkish health care organizations, a positive, direct relationship is expected between

individuals perception of organizational culture aspects and in-role performance behaviors.

H2: In Turkish health care organizations, a negative, direct relationship is expected between

individuals perception of organizational culture aspects and intention to leave.

In this context, the early hypothesized relationships of the study involving organizational culture

construct, in-role performance behavior and intention to leave are presented with the following

research model (Figure 1).

Figure 1. Research Model of this Study

H1 (+)

H2 (-)

RESEARCH METHODOLOGYThis study focuses on corporate culture and its impact on employees behavioral outcomes.Specifically, this study is designed in order to see whether (a) teamwork, (b) training and

development, (c) communication, and (d) rewards and recognition influence individuals in-roleperformance behavior and intention to leave. This study examines these aspects by conducting a

questionnaire survey. Thereby, this section provides the research design with the brief information

related to the research sample and research instruments.

Organizational Culture

Teamwork Training and

development

Communication Rewards and

recognition

In-role Performance

Behavior

Intention to Leave


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Sample Selection

This study uses employees (nurses) of all clinics and departments in private owned hospitals in

Istanbul-Turkey. For the selection of respondents there is not an age limitation for the sample. There is

not researcher interference. Study setting is non-contrived, unit of analysis is individuals and time

horizon of the study is cross-sectional.

Questionnaire Design

The questionnaire used in this study is developed by adapting scales for each of the variables of the

research model with some modifications to suit the context of this study. The questionnaire consists of

four sections. The first section measures organizational culture and requests the respondents tocomplete the 32 items which were adapted from the study of Zain et al. (2009). Each of the

dimensions of organizational culture is measured with 8 items and these dimensions were training and

development, reward and recognition, teamwork, and communication.

The second section asks the respondents to respond to items related to in-role performancebehaviorswith their self assessments. Thus, this variable is measured with respondents self-reportsconcerning their evaluations of in-role behaviors related to nursing context. To measure in-roleperformance behaviors, Tatans (2011) In-Role Performance Behavior Scale-Nursing Contextcomposed of 6 dimensions with totally 39 items was used. These include general nursing process andcommunication activities, nursing service control and development, patient specific nursing andprovident care activities, reception and orientation activities, patient care planning andregistration activities, and patient visits and doctor informing activities. This original in-roleperformance behavior scale was developed throughout a qualitative study and with a multiple source

method with the participation of both nurses (subjective self-report) and doctors (objective supervisor-

report). The findings of the qualitative study were again tested with multiple source method with the

participation of 600 nurses and 350 doctors working in different private hospitals in Istanbul-Turkey.

As a result of that study, the extracted dimensions of self-report in-role performance behavior were;

(a) General Nursing Process and Communication Activities, (b) Nursing Service Control and

Development, (c) Patient Specific Nursing and Provident Care Activities, (d) Reception and

Orientation Activities, (e) Patient Care Planning and Registration Activities, and (f) Patient Visits and

Doctor Informing Activities. As the factor analysis results showed, the nurses in -role performancebehaviors were categorized into 6 dimensions with an explained variance of 98,578% and the overall

reliability of the scale was confirmed with an Alpha value of ,82.

Therefore, in this study, that original scale is used in order to measure the respondents self-report in-role performance behaviors and also to reevaluate the reliability and validity of the scale. The second

section measuring in-role performance behaviors requests the respondents to complete 39 items (a)22 items related to general nursing process and communication activities, b) 4 items related to nursing

service control and development, c) 4 items related to patient specific nursing and provident care

activities, d) 3 items related to reception and orientation activities, e) 3 items related to patient care

planning and registration activities, f) 3 items related to patient visits and doctor informing activities).

The third section measures intention to leave and requests the respondents to complete the 4 itemswhich were adapted from Rosin and Korabiks (1995) turnover intention scale. The time limit of sixmonth was extended to one year in order to better serve the purpose of the study. The questionnaire

has been used in the studies of Tanrver (2005) and Menia (2006) and the Turkish version of thescale was controlled by the researcher of this study with the collaboration of her colleague during the

preparation of the questionnaire form.

The forth and last section requests the respondents demographic profile such as gender, age, maritalstatus, number of children, tenure in the current hospital, and tenure in the work field. Questions in the

last section are asked in categorical form.


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Data Collection

Approximately three hundred and eighty questionnaires were distributed to the private hospitalsnurses in different departments/clinics. The hospitals were located in different regions of Istanbul.

Each hospital and each department were distributed 380 questionnaires. However, 300 nurses from 11

hospitals volunteered to participate in the study and filled the questionnaire. This led to a total sample

of 300. The respondents were approached by the researcher at their working clinics or departments.

The respondents were encouraged to complete the questionnaire on the spot or to return thequestionnaire after 2-3 days. The questionnaires were hand-collected by the researcher within 2-3 days

and some of the respondents preferred to fill the questionnaire via internet. As a result of 2 months

work, totally 300 questionnaires were successfully completed and collected.

Research Construct

The dimensions of organizational culture are evaluated by way of a series of items that requireparticipants to indicate, using a 5-point scale from 1 (strongly disagree) to 5 (strongly agree), their

opinions of teamwork, communication, rewards and recognition and training and development. For

each respondent, the responses to questions in each dimension are aggregated and an average response

was calculated as a score to represent the respondent assessment of the dimensions.

In the original form of the in-role performance behavior scale, the items have been measured with 7points scale, 6 points were from always to never and additionally 1 point was added by theresearcher named as this is not my task (fordetailed information Tatan, 2011). In this study, toevaluate the level of in-role performance behaviorof the nurses, the respondents are asked to ratethe degree of in-role performance behavior using a 5-point scale of 1 (never) to 5 (always). The mean

scores of the 39 variables related to in-role performance behaviors are used as an indication of the

level of in-role performance.

The intention to leave variable is assessed by 4 items and the respondents are asked to provide theirresponses using a 5-point scale from 1 (strongly disagree) to 5 (strongly agree).

RESULTSDescriptive Statistics and Reliabilities

This section of the study presents the descriptive statistics of the dimensions of corporate culture, in-

role performance behavior and intention to leave. The results are shown in Table 1. The results show

the mean score for organizational cultureis 3.7497. The results indicate that most respondents havehigh perceptions of cultural aspects towards their organization. Table 1 also shows that the

respondents provide the highest mean score for training and development (3.9220) followed byteamwork (3.8385) and communication (3.7320). Additionally, the respondents provide thelowest mean score for rewards and recognition(3.5066).

In Table 1, it is also seen that the mean score for in-role performance behavioris 3.8148. The resultsindicate that most respondents have high in-role performance towards their job and organization. It is

also seen that the respondents provide the highest mean score for general nursing process andcommunication (3.9775) followed by service control and development (3.9229) and patientspecific nursing and provident care (3.8865). Moreover, the respondents provide the lower meansscores for reception andorientation (3.7560) and patient visits and doctor informing (3.6682). Thelowest mean score provided by the respondents are patient care planning and registration (3,5112)respectively. At last, Table 1 shows that the mean score for intention to leaveis 2.9130. The resultsindicate that most respondents have low intention to leave for their job and organization.


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Table 1. Descriptive Statistics of Organizational Culture, In-Role Performance

and Intention to LeaveVariable Mean Score

In-Role Performance Behaviors 3.8148

General nursing process and communication 3.9775

Service control and development 3.9229

Patient specific nursing and provident care 3.8865Reception and orientation 3.7560

Patient visits and doctor informing 3.6682

Patient care planning and registration 3.5112

Intention to Leave 2.9130

Organizational Culture 3.7497

Training and development 3.9220

Teamwork 3.8385

Communication 3.7320

Rewards and Recognition 3.5066

Series of factors and reliability tests were performed before testing the hypotheses and performingregression analysis. The results showed that the reliability for teamwork is 0.840, training and

development (0.898), communication (0.901) and rewards and recognition (0.906) as being the

dimensions of organizational culture. The results also showed that the reliability for in-role

performance behaviors based on 38 items is 0.918 and reliability for intention to leave based on all 4

items is 0.927 . The results indicate that all variables in this study are reliable.

Influence of Organizational Culture on In-Role PerformanceBehavior

This section presents the results of testing hypothesis 1 (a positive, direct relationship is expected

between individuals perception of organizational culture aspects and in-role performance behaviors)and the sub-hypotheses of H1-1 to H1-4. The hypotheses are tested using Pearsons correlation.

Influence of Teamwork on In-Role Performance Behavior

Hypothesis 1-1 states that a positive, direct relationship is expected between individuals perceptionof teamwork and in-role performance behaviors. Table 2 presents the results of testing hypothesis 1-1.

Table 2. Teamwork and In-Role Performance BehaviorTeamwork In-Role Performance

Teamwork r 1 0.535

p 0.000N 300 300

In-Role Performance r 0.535 1

p 0.000

N 300 300

The results show that there is a significant and moderate relationship between teamwork dimension of

organizational culture and in-role performance behavior (p=0.000; r=0.535). Such results are

consistent with Morrow (1997) and Osland (1997) and the results indicate that teamwork is important

in employees ability to complete a task with the members of the group. This finding is also consistentwith Zain et al. (2009). Therefore, hypothesis 1-1 is accepted.


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Influence of Training and Development on In-Role Performance

BehaviorHypothesis 1-2 states that a positive, direct relationship is expected between individuals perceptionof training and development and in-role performance behaviors. Table 3 presents the results of testing

hypothesis 1-2.

Table 3. Training and Development and In-Role Performance Behavior

Training and Development In-Role Performance

Training and

Development

r 1 0.572

p 0.000

N 300 300


p 0.000

N 300 300

Table 3 presents the results of testing hypothesis 1-2. The results show that there is a significant and

moderate relationship between training and development and in role performance behavior (p=0.000;r=0.572). The findings are consistent with the evidences of previous studies (Karia and Asaari, 2006;

Zain et al. 2009) which have indicated that proper training and development facilities enable

employees to do their job correctly and enhances them to feel encouraged. Thus, according to the

results, it can be suggested that the organization which provides training and development to their

employees would lead to higher task accomplishment and in-role performance. Therefore, Hypothesis

1-2 is supported.

Influence of Communication on In-Role Performance BehaviorHypothesis 1-3 states that a positive, direct relationship is expected between individuals perceptionof communication and in-role performance behaviors. Table 4 presents the results of testing

hypothesis 1-3.

Table 4. Communication and In-Role Performance Behavior

Communication In-Role Performance

Communication r 1 0.724

p 0.000

N 300 300


p 0.000

N 300 300

The results show that there is a significant and strong relationship between communication dimensionof organizational culture and in-role performance behavior (p=0.000; r=0.724). The results indicate

that communication is a strong dimension of corporate culture that is in relation to individuals in -roleperformance behaviors. The results imply that communication is important in enhancing employees to

do their task roles which were required by their jobs and in turn influences in-role performance

behaviors. Such result is consistent with James and James (1989) and Westerman and Yamamura

(2007), Caykoylu et al. (2011). This finding is also consistent with Tatans (2011) study which hasdemonstrated a significant relationship between amicable relations in the organization and

individuals in-role performance behavior. Therefore, hypothesis 1-3 is supported.


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Influence of Rewards and Recognition on In-Role Performance

Behavior

Hypothesis 1-4 states that a positive, direct relationship is expected between individuals perceptionof rewards and recognition and in-role performance behaviors. Table 5 presents the results of testing

hypothesis 1-4.

Table 5. Rewards and Recognition and In-Role Performance Behavior

Rewards and Recognition In-Role Performance

Rewards and Recognition r 1 0.488

p 0.000

N 300 300


p 0.000

N 300 300

The results show that there is a significant and weak relationship between rewards and recognitiondimension of organizational culture and in-role performance behavior (p=0.000; r=0.488). The results

indicate that rewards and recognition is a weak dimension of corporate culture that is in relation to

individuals in-role performance behaviors specific to the current research sample. The previousresults imply that rewards and recognition have important roles in improving employees motivationat work and results with positive work outcomes such as task accomplishment and commitment. Thus,

this result is consistent with ODriscoll and Randall (1999) and Zain et al. (2009) who implied thatrewards offered by an organization would have a positive effect on employees commitment towardstheir work. Additionally, such finding is consistent with Deci and Ryans (2000) study which hasindicated the significant association between intrinsic-extrinsic motivation factors (rewarding,

recognition, autonomy etc.) and individuals work performance. Therefore, hypothesis 1-3 is accepted.

Influence of Organizational Culture on Intention to Leave

This section presents the results of testing hypothesis 2 which states that a negative, direct relationship

is expected between individuals perception of organizational culture aspects and intention to leave. Intesting the hypothesis 2 by using Pearsons correlation, organizational culture is taken as a totalvariable of four dimensions (teamwork, communication, training and development, rewards and

recognition). Table 6 presents the results of testing hypothesis 2.

Table 6. Organizational Culture and Intention to Leave

Organizational Culture Intention to Leave

Organizational Culture r 1 -0.277

p 0.000

N 300 300

Intention to Leave r -0.277 1

p 0.000

N 300 300

The results show that there is a weak and negative correlation between organizational culture aspects

and intention to leave (p=0.000; r=-0.277). Such results are consistent with Guchait and Cho (2010)

who have implied the negative relationship between human resource management practices and

intention to leave of employees in the service industry in India and supports the findings of Masroor

and Fakirs (2009) study which has demonstrated the negative association between job satisfactionand intent to leave among Malaysian nurses. Additionally, such a finding is also consistent with

Yazcolus (2009) findings that implied the significant negative relationship between organization


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trust, job satisfaction and quit intentions of Turkish employees in accommodations operations.

Therefore, hypothesis 2 is accepted.

Further Analysis: Multiple Regressions

Initially, to provide further understanding on the influence of the four dimensions of organizational

culture on individuals in-role performance behaviors, a multiple regression analysis was performed.Table 7 presents the results.

Table 7. Multiple Regression Analysis for Dimensions of Organizational Cultureand In-Role Performance Behaviors

Dependent Variable: In-Role Performance Behaviors

Independent Variables Beta t value p value

Teamwork 0.279 5.077 0.000

Training and Development 0.365 6.658 0.000

Communication 0.415 6.889 0.000

Rewards and Recognition 0.068 1.355 0.175R = 0.631; R2= 0.555; F = 91.409; p = 0.000

Dimensions of organizational culture explain 55.5% of the variance in in-role performance behaviors

and rewards and recognition dimension has not a statistically significant influence in thisrelationship with the p value of 0.175 > 0,05 (=0.068). The results in table 7 shows that the fourdimensions of organizational culture contribute 55.5% in influencing in-role performance behaviors.

Among the four dimensions of organizational culture, communication has the most important

influence on in-role performance behaviors (p=0.000;=0.415).

In the next stage, to provide further understanding on the influence of the four dimensions of

organizational culture on intention to leave, again a multiple regression analysis was performed. Table

8 presents the results.

Table 8. Multiple Regression Analysis for Dimensions of Organizational Cultureand Intention to Leave

Dependent Variable: Intention to Leave

Independent Variables Beta t value p value

Teamwork -0.284 -4.088 0.000

Training and Development -0.347 -4.566 0.000

Communication -0.396 -4.851 0.000

Rewards and Recognition -0.295 -3.544 0.000

R = 0.446; R2= 0.324; F = 35.405; p = 0.000

Dimensions of organizational culture explain 32.4% of the variance in intention to leave and

communication dimension has the highest significant negative influence in this relationship(p=0.000; =-0.396). The results in table 8 shows that the four dimensions of organizational culturecontribute 32.4% in influencing intention to leave negatively.


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CONCLUSIONS AND RECOMMENDATIONS

This study examines the influence of organizational culture on two specific employee behavioral

outcomes; in-role performance behavior and intention to leave. Specifically, this study examines four

dimensions of organizational culture, namely teamwork, training and development, communication,

and reward and recognition and their relationships with employees (nurses) in-role performance

behaviors and intention to leave their organization. The results show that all dimensions oforganizational culture chosen in this study have significant influence on both constructs of in-role

performance behaviors and intention to leave. The results are consistent to the results of previous

studies (such as Currivan, 1999; Deci and Ryan, 2000; Somech and Drach-Zahavy, 2004; Rotenberry

and Moberg, 2007; nsar and Karahan, 2010, Yazcolu, 2009; Ooi and Arumugam, 2006; Zain etal., 2009; ekmeceliolu, 2007; Burney, Henle and Widener, 2009; Caykoylu et al., 2011) that signifythe importance of these dimensions on employees performance at work, intention to leave and severalother individual outcomes. It is seen that the aspects of organizational culture had positive impact on

in-role performance behaviors and negative impact on employees intention to leave.The key findingin this study is Turkish private hospitals organizational culture practices are positive towardsemployees (nurses) exhibition of in-role performance behaviors and do not come into existence ofintentions to leave. This situation brings up the suggestion that the positive perceptions of

organizational culture practices would lead to higher in-role performance and lower level of intention

to leave, this in turn would affect the organizations performance. Therefore, other health careorganizations are encouraged to practice these dimensions of organizational culture in yielding better

individual and organizational results.

However, this study has some limitations. First, this study used a cross sectional questionnaire survey

approach focusing on eleven Turkish private owned hospitals in located in Istanbul. Therefore, the

findings in this study may not be able to generalize to other health care organizations and both private

and public hospitals. Secondly, the respondents of this study are only 300 nurses working in those

hospitals and it is suggested that future study could be performed using a larger sample size. In

summary, the findings in this study provide some understanding on the importance of organizational

culture aspects and practices on individuals in-role performance behaviors and their intention toleave. This study provides knowledge on the influence of organizational culture aspects implemented

in a health care organization. At last, this study has a difference as it uses an original recently

developed in-role performance behaviors scale specifically concerning the nursing context. Therefore,

this study also utilizes a self-report original scale of Tatan (2011) and evaluates its reliability bytesting it on the sample of nurses on different organizational setting. It is supposed that this studysresults confirmed the reliability of the scale of in-role performance behaviors and contribute to the

field of job performance measurement studies in nursing context.


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