Asian Journal of Research in Social Sciences and Humanities

Vol. 4, No. 2, February 2014, pp. 406-421.

Asian Journal
of Research in
Social Sciences
and
Humanities

ISSN 2249-7315

www.aijsh.org

Asian Research Consortium

Investigating the Intermediary Role of Control over the

Relationship between Organizational Culture and Job
Satisfaction
Reza Sepahvanda, Keivan Musavib, Mehdi Mohammadic, Mahin Ghanid
a

assistant professor of commercial Department, Lorestan University, Khorram abad, Iran

b
c

Masters student of commercial Department, Lorestan University, Khorram abad, Iran

Masters student of commercial Department, Lorestan University, Khorram abad, Iran

Masters student of commercial Department, Lorestan University, Khorram abad, Iran

Abstract:
This study aims at examining the intermediary role of control over relationship between organizational
culture and job satisfaction in Lorestan University. Here, in addition to reviewing the related theoretical
literature, research methodology and topic are explained. It will be conducted through a field study under
the support of library study. The study population constitutes 400 staff of Lorestan university. Through
Cochran's C test, 196 individuals were randomly selected as the study sample. After reviewing the related
literature, data collection was done by questionnaire. Descriptive data analysis was use to estimate the
effect size from modeling with the focus on Amos software version 18. Results indicate that
organizational culture has a significant impact on job satisfaction depending on the organizational control.

Key words: organizational culture, job satisfaction, organizational control

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Sepahvand et al. (2014). Asian Journal of Research in Social Sciences and Humanities,
Vol. 4, No. 2, pp.406-421.

Introduction
So far, various definitions of organizational culture have been proposed. Some view organizational
culture as a belief system which is shared among the members of an organization. Some others consider it
as a series of correlated, common, and dominant values shared among the members of an organization
which is transferred by symbolic concepts such as myths, stories, and catch phrases (Robbins, 1999).
Some scholars like Edgar Shayon view culture as a model of basic underlying assumptions which are
shped as a result of the growth of difficulties of external adaptations and internal integration by a specific
group (Toosi, 1993). Some believe that culture is the only way base on which organizations perform their
activities. In other words, culture is the humanistic aspect of the organization that is characterized by the
correlation (Davis, 1994).
Generally, a series of shared beliefs and values among all the members of the organization is common to
these definitions and other definitions of organizational culture. Therefore, organizational culture is the
shared belief system and values that are generated in an organization and direct the behavior of
organization members. Reviewing the management experts ideas reveals the fact that organizational
culture shapes staffs behavior in the organization. Since organizational culture has a great impact on
managers and staffs behavior in all levels, they can strongly influence the ability of a company in
changing its strategic orientation. The above-mentioned points and a lot of other researches conducted in
this area show that the recognition of organizational culture as an important necessity lies on top priority
of managers tasks in organizations. By this way, it is possible to evaluate the effect of culture on staffs
performance (job satisfaction) with a precise and correct recognition of this culture and its characteristics.
As Lorestan University, as a dynamic organization, is changing and evolving; understanding culture is an
inevitable necessity.

Review of literature
Culture is important. It is important because any action without knowledge of the cultural forces (that are
always at play) might bring about unforeseen and unintended consequences (Schein, 2004).
Organizational culture is a system consisting of values (what is important and what is not) and opinions
(how people act and how they do not) which establishes behavioral norms in the organization as a result
of mutual interaction with human resources, organizational structure, and control system (Mamie zadeh,
1994). An organization's culture includes common beliefs, attitudes, assumptions, and expectations that
direct actions and behaviors in the absence of an explicit law or instruction. In most of the organizations,
it is predominant in the majority of management positions. Culture can be a powerful source of identity,
common purpose, and flexible guidelines (Armstrong & Abeili, 2001).
There is such a great impact of organizational culture on organizations members that we can realize the
reason behind the behavior, feelings, viewpoints, and attitudes of organizations members via reviewing
its angles. Then, it enables us to predict and orient the possible reaction of the members against the
intended changes that are being evaluated. It is possible to facilitate the process of changes and sustain
new orientations in organization by means of the lever of organizational culture (Alvani, 1999).
Organizational culture is a social label that connects members of organizations through common values,
symbolic plans, and social ideals (Toosi, 1993).
Functions of organizational culture

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In an organization, the culture of functions plays different parts. To understand how these functions come
into existence, we refer to the instructive features of these functions, in brief.
It assigns organizational identity to the staff. What makes a company distinguished is its ability to attract,
train, and retain talented people (Toosi, 1993). In his book, entitled Organizational Behavior
Management, Robbins mentions: culture specifies organizational borderline, that is, it makes distinctions
among organizations and injects a sense of identity to the members of the organization (Robbins, 1995).
It makes group commitment easy. It is possible to principally define commitment as the individuals
mental belonging to the organization in which job involvement, commitment, and belief in the
organizations values have a special room. Thats due to the fact that bonus for service-offering is higher
than common criteria and middle managers are rewarded by generous bonuses (Toosi, 1993).
It encourages the stability of social system. From the social point of view, culture is considered as a glue
that is able to connect different components of organization by providing appropriate standards (in
connection with what members should say or do) (Mahmoodi, 2005).
Culture shapes employees behavior. It also causes the unity and uniformity of the members so that they
will learn the appropriate way to communicate with and behave towards each other (Robbins, 1999).
Culture is considered as a control factor that leads to generating or shaping the attitudes of employees. As
a result, individuals appropriateness and suitability in organization brings about congruence of their
attitudes and behavior with organizational culture so that the individuals can become members of the
organization (Robbins, 1995).
Culture helps organizations adjust to external environmental factors (Abraham Bjdny, 2003).
Denison Model
Professor Daniel Denison conducted some researches on organizational culture and organizational
effectiveness. In his model, he enumerated cultural characteristics as follows:
1.

Job involvement

2.

Compatibility

3.

Adaptability

4.

Mission

As shown in figure 1, each characteristic is measured by three indexes:

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Fig. 1: Dimensions of each characteristic

External focus

Organizational
learning

adaptability

mission

Strategic
orientation

Customer
orientation

Goals and
objectives

changing

vision
Beliefs and
assumptions

flexible

Coherence and
coordination

empowerm
ent

Job
involvement

fixed

Team
building

agreement
Capabilities
development

Fundamental
values

compatibility

internal focus

Job involvement: effective organizations empower their employees, design the organization based on
working groups, and develop the capabilities of human resources throughout all the levels. The members
feel committed to their jobs and consider themselves as a part of organization body. Individuals at all
levels feel involved in decision-making, think that these decisions are effective in their work, and their
work is directly related to organizational goals. In this model, this characteristic is measured by three
indexes:
1.

Empowerment: Individuals have freedom, initiative, and ability to manage their work. This
creates a sense of ownership and responsibility throughout the organization.

2.

Team building: Teamwork is valued for common goals in the organization so that employees
feel accountable in their workplace like managers. These organizations rely on groups in the
fulfillment of tasks.

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3.

Capabilities Development: In order to meet the needs and remain competitive, the organization
continuously develops employees skills.

Compatibility (consistency and integration): Research has shown that those organizations which have
often been effective are consistent and integrated and employees behavior is derived from fundamental
values. Leaders and followers are skilled at reaching agreement (even when they hold mutual views) and
organizational activities are well-coordinated and consistent. Organizations with similar characteristics
enjoy a strong and distinct culture and sufficiently influence employees behavior. This characteristic is
measured by three indexes:
1.

Fundamental values: Employees share a set of values that constitute their identity and
expectations.

2.

Agreement: The members are able to reach an agreement on critical issues. It includes both the
underlying level of agreement and the ability to reconcile in other levels.

3.

Coordination and coherence: Organization units with different functions can work together very
well to achieve common goals. Organizational boundaries are not sabotaged here.

Adaptability: Well-integrated organizations are difficult to change. Therefore, internal integration and
external adaptability can be considered as the advantages of the organization.
Adaptable organizations are directed by customers, take risks, learn from their mistakes, and have
capability and experience at bringing change. They are continuously improving the organizations ability
to value their customers. This characteristic is measured by three indexes:
1.

Making change: The organization is able to propose some ways to meet changing needs. It can
also identify the environment of organization, respond to current stimuli, and predict future
changes.

2.

Customer orientation: The organization understands customers, gives them response, and
attempts to take action for the future, in advance. In fact, customer orientation indicates the
extent to which organizations are oriented towards customer satisfaction.

3.

Organizational learning: It measures the degree of environmental signals which are received,
translated, and interpreted by organizations; and also, measures those opportunities provided by
organizations for the encouragement of creativity, knowledge style, and developing abilities.

Mission: Probably, the most important feature of organizational culture is its mission. Those
organizations that do not know where they are and what is their status quo, usually go astray.
Successful organizations have a clear understanding of their goals and direction, so that they define their
organizational goals and strategic objectives and draw their vision. This characteristic is also measured by
three indexes:

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1.

Strategic direction and intent: Clear strategic intents show the direction of organizational goals.
Each individual can participate in that part.

2.

Goals and objectives: Goals are tied with the strategy of mission and the horizon of organization
and specify work direction of individuals.

3.

Vision: Organizations have a common view from the future conditions. It embodies fundamental
values, wins the thought and heart of human force, and specifies the direction at this time.

Stable-flexible and internal-external continua: As it is shown in Denison model, it contains two horizontal
and vertical axes that subdivides the model into four parts (quadrant). The vertical axis entails the degree
and type of the focus of organizational culture. This axis ends in the internal focus from one side and in
the external focus from the other side. The horizontal axis also refers to the degree of flexibility of the
organization which ends in static culture from one side and in inflexed culture from the other side
(Denison, 2000).
Reasons for choosing Denison model as the theoretical model of the study
In this study, Denison model was selected after looking into various models of organizational culture.
Novelty of Denison model compared to other models, behaviorist foundation of this model, and also its
perfection in terms of measuring indexes and assessing the dimensions of organizational culture are all
from among the reasons for choosing this model. Its usability in all the organizational levels is another
characteristic of the model. Another advantage of Denison model is its graphical diagram that draws
characteristics of organizational culture in two dimensions of internal and external focus, in the degree of
flexibility, and also in the level of index, as mentioned before, so that the aspects of organizational culture
will be clearly visible.
Research questions will be posed based on this model. Denison model is the foundation of the model
being used in the study. The characteristics of organizational culture have been mentioned as follows:
Job involvement: this characteristic is measured by three indexes of empowerment, team building, and
capabilities development.
Compatibility (consistency and integration): this characteristic is measured by three indexes of
fundamental values, agreement, and coordination & coherence.
Adaptability: this characteristic is measured by three indexes of making change, consumer orientation,
and organizational learning.
Mission: this characteristic is measured by three indexes of strategic direction and intent, goals and
objectives, and vision.

Control
Main strategies of control
Market control: market control is done when the phenomenon of price competition is used for evaluating
the result of activities and organization effectiveness. The concept of market control is rooted in
economical systems (Shrtz, 1990).

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Administrative control (Bureaucracy): Administrative-control-based strategy means the application of

rules, policies, hierarchy of authority, written documentation, standardizing the issues in order to
standardize behaviors, and evaluating the organizations performance. This method is used when
behaviors and the exchange of information are too complex or too uncertain. This type of control has
been summarized in the table below.

Table 1. The organizational control system for bureaucratic organizations

Content

subsystem

Annual expenditure and finances

Reviewing weekly or monthly non-financial production
Evaluating managers and hierarchy of organization based on performance
Regulations and policies that specify the normal behavior
procedures

Budget
Statistical reports
Reward system
Operational

Ethnic control: Individuals should have common values and mutual trust in those organizations in which
this control system is used. Where the lack of trust is high, this control method will be very effective. The
high level of lack of trust means that the organization can not set a specific price for its services. In this
situation, things change so quickly that no correct behavior can be determined based on laws and
regulations. In performing the ethnic-control-based approach, those individuals are employed in
companies who are somehow committed to the goals of organization. This system will be very effective
in small organizations or in organizations with a rich culture because each individual will get committed
in a way to the goals of organization (Stratford, 1993).
Learner control: Learner control acts similar to strategic control. Strategic control requires that
information is largely obtained from numerous external sources; thereafter, control and monitoring is
accomplished based on short-term goals. But, in fact, strategic control is only one part of learner control
because evaluating and monitoring strategy is just emphasized here. In addition to strategies, learner
control also evaluates and controls other basic dimensions of the organization such as flexibility,
structure, organizational culture, human resource development, common organizational vision,
publication and distribution of information, speed of action, and degree of innovation as the main
characteristics of learner organizations. In the following, figure 2 briefly shows different types of control
based on two dimensions of environment and focus.

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Vol. 4, No. 2, pp.406-421.

Fig. 2: different types of control based on two dimensions of environment and focus

Job satisfaction
Job satisfaction is a series of feelings and beliefs that people have about their current jobs. It is one of the
important factors in occupational success that causes higher efficiency and individual job satisfaction
(Shafi Abadi, 1997). Job satisfaction is to love the requirements and conditions of a job and the reword
which is received for the work (Schertz, 1990). With regard to the above-mentioned points, it can be said
that job satisfaction is the sense of happiness and satisfaction an individual might have of his work and
also the pleasure he takes in doing the job; and conclusively, the dependence and reliance upon the job.
Job satisfaction is a pleasant and positive state as a result of appraisal of job experience. Thats a concept
holding various dimensions, aspects, and factors which should be collectively considered. Among these
factors are the characteristics of employees, type of work, workplace, and human relations at work
(Hellriegel & Woodman, 1996).
According to Fisher & Hanna, job satisfaction is internal factors and a kind of emotional adjustment
with the job and its conditions. That is, if the job awards the desired pleasure to employees, they will be
satisfied with it. However, if the job does not award the desired pleasure to employees, in this case, they
will blame their job and try to change it (Shafi Abadi , 1997). To Hapak, job satisfaction is a complex and
multidimensional concept that is related to psychological, physiological, and social factors. It is not true
to say that one factor leads to job satisfaction only, but a specific combination of different factors causes
employees to feel satisfied with their job in one moment and tell themselves they are satisfied with their
job and enjoy doing it (Safiri, 1998). From the definitions of job satisfaction presented here, it can be
inferred that this concept represents the positive feelings and attitudes individuals hold towards their job.
When it is said that people enjoy a high level of job satisfaction, it means they like their job at large,
greatly value it, view it positively, and in a word, hold a nice and desirable feeling towards it (Shafi
Abadi, 1991).
Theories of job satisfaction
There are several theories of job satisfaction, but different comments and opinions have been given on
them. In this regard, the most important theories of job satisfaction are referred to below.

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Theory hope and expectation

This theory is also referred to as the theory of "expectations" and the "probability" theory. Ones
expectations will be effective in determining the type and level of job satisfaction. If individuals have
high expectations of their jobs, job satisfaction will be achieved with difficulty and much later. For
example, t might happen that on e person gets satisfied with his job just in case he is able to achieve all of
his predetermined job expectations. Doubtlessly, such a person will get satisfied with his job much later
than a person who has the fewest expectations of his job. Accordingly, job satisfaction is absolutely a
unique and individual concept whose factors and degree should be examined for each individual,
independently (Shafi Abadi, 1997).
Braille theory
Braille believes that natural humans do not need any advice and suggestions in job selection, but they
themselves will do the best in following what should be done (Khalilzadeh, 1996). The implicit
interpretation of this theory is that if the person selects his job by his own thinking and decision, he will
be naturally satisfied with the job. But if he is asked to get a job by force, he will likely be dissatisfied
with it.
Theory of needs
This theory is to a great extent in line with Maslow's needs hierarchy so that it is possible to take both of
them as one single theory. However, it should be noted that Maslow's needs theory is more general and
job satisfaction can be placed within a limited circle of it. Based on theory of needs, the level of job
satisfaction of each individual which is derived from employment depends on two factors: first, those
needs that are met through work and status. Second, those needs that have not been met through
employment will be left. The result from the investigation of the two factors will determine the
individuals job satisfaction (Shafi Abadi, 1997).
Holland theory
Holland has founded his theory on two important principles: Career choice is dependent upon peoples
personality. Career choice has a direct relationship with individuals attitudes and orientations
(Khalilzadeh, 1996). The implicit meaning of the theory is that when an individual selects his job in line
with his personality traits and holds a positive attitude towards it, he will be satisfied with it; otherwise,
he will be dissatisfied.
The effects of the availability of job satisfaction
Knowing the important outcomes of job satisfaction is as important as what causes job satisfaction. These
outcomes are as follows:
Satisfaction and desertion
Job satisfaction and desertion are related to each other. Vroom realized that the range of the correlation
between these two variables is from 25% to 42% in different studies. Then, by looking into fifteen
studies, Porter & Steers found that the correlation between job satisfaction and desertion is 25%
(Mohammadzadeh & Mehrvajan, 1996). The recent centurys reviewers who have investigated the
relationship between job satisfaction and desertion have reported that there is a negative relationship
between the two variables. In other words, if employees are satisfied with their job, they will not desert

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their jobs. However, if they are not satisfied with their job, they will desert it. Locke gave a similar report
in 1976 (Steers & Porter, 1991).
Job satisfaction and absenteeism
Evidence shows that there is a moderate inverse relationship between job satisfaction and absenteeism of
employees from work. In several studies, Vroom showed that the range of the correlation between these
two variables is from 14% to 38%. This examination was approved of by Porter & Steers and other
researchers (Mohammadzadeh & Mehrvajan, 1996).
Satisfaction and performance
One of the most controversial issues in the scope of job satisfaction is its association with performance.
Three theories have been presented in this regard:
Satisfaction causes performance.
Performance causes satisfaction.
Reward acts as an intermediary between performance and satisfaction.
The first two theories are poorly supported. But, the third one based on which reward acts as an
intermediary between performance and satisfaction, enjoys more support. Previous performance brings
intrinsic rewards (feeling of personal accomplishment) and extrinsic rewards (pay and promotion). This
reward, in turn, both enhances a person's future performance, and is effective in raising the level of job
satisfaction (Mohammadzadeh & Mehrvajan, 1996).
In another study, Vroom reported a positive relationship between job satisfaction and performance (Shafi
Abadi, 1997). In their book, Porter & Steers write: Whatever the job motivation of employees and have a
more positive attitude to their job (to be more satisfied with job), their performance will be in a higher
level and vice versa. If they have lower motivation and less positive attitude towards the job (to be less
satisfied with job), their performance will be in a lower level.
The effect of job satisfaction on organization
Evaluations have revealed that an organization will enjoy positive effects an will turn into an effective
and a successful organiztion whenever the staff are satisfied with their job (Mohammadzadeh &
Mehrvajan, 1996). In addition to the aforementioned points, job satisfaction has other results, too:
completely satisfied employees tend to submit fewer complaints, enjoy better physical and mental health,
have greater longevity, learn job-related tasks sooner, and face fewer occupational hazards
(Mohammadzadeh & Mehrvajan, 1996).
Job satisfaction factors
For a long time, researchers have been investigating to determine the underlying causes of job satisfaction
in organizations. In this regard, they have come to a string of constant factors related to job satisfaction.
However, a comprehensive experimental model still has not been achieved. In this regard several factors,
of more importance, can be briefly referred to.
Porter & Steers have pointed to the four following factors:

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Organization-wide factors: they are those variables that hold mainly true about employees such as pay
and promotion policies.
Immediate workplace factors: they are those variables that constitute work groups such as supervision
approach and the quality of relations with coworkers, work conditions, and workplace.
Job content factors or de facto activities of the job: such as the scope of work (variety, independence,
and responsibility) and role clarity.
Person-based factors: those characteristics that distinguish one individual from the other such as age,
tenure, and personality (self-confidence, determination, and maturity).
Table 2. significant factors of job satisfaction (Mohammadzadeh & Mehrvajan, 1996)
Personbased
factors

Job content factors

Immediate workplace
factors

Organization-wide
factors

age

scope of work

Supervision model

Rights and benefits

tenure

role clarity

Participation in decisions

Promotional chances

Unit size

Strategies and policies

co-worker relations

Organizational structure

personality

work conditions

The conceptual model of study

Fig. 3: The conceptual model of study
Compatibili
ty

Personbased

Adaptabilit
y

Content

organizationa
l culture

Control

Job
Satisfaction

Envolveme
nt

Immediate
workplace

Mission

Organizationwide

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According to the studies conducted to date, the primary conceptual model of the research has been
designed as above. In this model, organizational culture consists of four elements of adaptability,
compatibility, job involvement, and mission. Job satisfaction also consists of the four categories of
person-based factors, content factors, immediate workplace factors, and organization-wide factors.
Accordingly, in order to examine the relationship between organizational culture and job satisfaction
through the intermediary role of monitoring, research questions and hypotheses have been formulated.

Research hypotheses
Hypothesis 1: The indexes (adaptability, compatibility, job involvement, and mission) account for the
latent variable of organizational culture.
Hypothesis 2: The indexes (person-based factors, content factors, immediate workplace factors, and
organization-wide factors) account for the latent variable of job satisfaction.
Hypothesis 3: The type of control in the relationship between organizational culture and job satisfaction
plays an intermediary role.

Methodology
In terms of purpose and data collection, the present research is an applied and a descriptive survey type
because it is based on the collection and analysis of secondary data from the literature, variables, and
identified indexes, and thereafter, primary data have been collected through questionnaire. And the final
result of this process is the investigation of the intermediary role of control over the relationship between
organizational culture and job satisfaction in Lorestan University.
Population specifications and study sample
This study aims at examining the intermediary role of control over the relationship between
organizational culture and job satisfaction in Lorestan University. Employees of Lorestan University,
therefore, constitute the study population. Accordingly, the population size is 400for this study. The study
sample consists of 196 participants. This number has been calculated through Cochran's formula:

The value of both p and q has been considered 0.5 according to homogeneity index. The statistical value
of Z has been calculated with Confidence coefficient of 0.95. Denison questionnaire was used for
measuring organizational culture. This questionnaire has been previously used by Denison in some
studies outside the country. Therefore, to evaluate its content validity, supervisors and advisors opinions
and experts consensus have been used. The reliability of the questionnaire was obtained 0.95 through
Chronbachs Alpha that is suggestive of the desirability of reliability. A five-point Likert scale was used
for measuring and extracting opinions.

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Table 3. Demographic information

Frequency
112
84
12
84
83
17
50
104

Gender
Male
Female
Diploma
Bachelore
Masters
PhD
30-25
35-30

42

+35

79
117
36
76

Single
Married
5-3
7-5

84

+7

Education

Age

Marital status
Background

Hypothesis testing
For the data analysis, correlation analysis was run in SPSS software version 18to determine the degree
and direction of correlation between organizational culture and job satisfaction. In order to test research
hypotheses, software Amos version 18 was used. The obtained results are discussed below.

Fig 4: Conceptual model of research

Personbased

Compatibili
ty
Adaptabilit
y

Content
0.46
0..78

Envolveme
nt

0.62

0.75
Organization
al culture

0.65

Control

0.37

Job
Satisfaction

0.6
0.78
0.86

0.41
0.59

Mission

Immediate
Workplace
Organizatio
n-wide

Research findings
As it can be seen in the model of path analysis (figure 4), organizational culture has a direct effect on job
satisfaction and control with the path coefficient of 0.59 and 0.65, respectively. Control has also a direct
effect on job satisfaction with the path coefficient of 0.37. Cultural indexes include adaptability,

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Vol. 4, No. 2, pp.406-421.

compatibility, involvement, and mission each of which influences organizational culture with a specific
path coefficient. The order of effectiveness is as follows: involvement with the path coefficient of 0.78,
adaptability with the path coefficient of 0.75, compatibility with the path coefficient of 0.46, and finally,
mission with the path coefficient of 0.41. the indexes of job satisfaction also includes the four categories
of person-based factors, content factors, immediate workplace factors, and organization-wide factors each
of which influences job satisfaction with a specific path coefficient. The order of effectiveness is as
follows: organization-wide factors with the path coefficient of 0.86, immediate workplace factors with
the path coefficient of 0.78, person-based factors with the path coefficient of 0.62, and finally, content
factors with the path coefficient of 0.60.
To enjoy an appropriate goodness of fit, the model used fitting indexes of the model. Fitting indexes of
the model have been shown in table 4.
Table 4. Fitting indexes of the model

Interpretation
Good Fitness
Good Fitness
Good Fitness
Good Fitness
Good Fitness
Good Fitness
Good Fitness
Good Fitness

Criterion
Less than
162.890
More than
0.05
More than
0.90
More than
0.90
More than
0.90
More than
0.90
Less than 0.05
More than
0.05

Amount
115.556
Df= 21

Fitness Index

0.061

p value

0.96

Goodness of Fit

0.92

TLI*

0.98

BBI

1.00

CFI

0.0022

RMSEA

0.66

PNFI**

x2

Based on the subtitle of the model, the statistical value of x2 is equal to 115.556 with the degree of
freedom of 49. This value is lower than critical value of x2 with the degree of freedom of 49 which is
indicative of the acceptability of the model. A well, its equivalent p value is 0.061. Therefore, it is
acceptable since it exceeds 0.05. The value of Root Mean Squared Error of Approximation (RMSEA),
which is Adjusted Goodness of Fit Index, is 0.0022 that is acceptable and verifies the research model
since it is lower than 0.05. Other goodness of fit indexes and their values are as follows: Tucker- Lewis

- Tucker- Lewis Index

- Bentler- Bonett Index
3
- Comparative Fit Index
2

- Root Mean Squared Error of Approximation

5
- Parsimonious Normed Fit Index

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Index (TLI) value is 0.92, Bentler- Bonett Index (BBI) value is 0.98, Comparative Fit Index value (CFI)
is 1.00, and Parsimonious Normed Fit Index (PNFI) value is 0.66. All these values are suggestive of
desired goodness of fit and verification of the model.

Conclusion and suggestions

This study aimed at examining the role of control in the effectiveness of culture on job satisfaction of
employees and faculty members of Lorestan University. Results obtained from the path analysis model
showed that culture influences job satisfaction both directly and through control. The study results are in
line with Denisons studies and also Brailles studies in the area of culture and job satisfaction. With
regard to the results of this study, it can be said that culture and control are factors effective in job
satisfaction. The existence of an appropriate culture and a reasonable control in workplace, to some
extent, provides some criteria of job satisfaction. Other aspects of job satisfaction are related to
organization-wide factors (rights and benefits, promotion chances, strategies and policies of the
organization, and organizational structure), immediate workplace factors (supervision model,
participation in decisions, unit size, co-worker relations, and work conditions), job content factors (scope
of work, role clarity, and conflict), and, in the end, person-based factors (age, tenure, and personality).
They are somehow related to culture and the kind of control practiced in the organization.
Of course, as it has been shown in the path analysis model, the degree of significance is different in each
index. That is, organization-wide factors with the path coefficient of 0.88 is the most effective one in job
satisfaction, after which come immediate workplace factors with the path coefficient of 0.78, personbased factors with the path coefficient of 0.62, and content factors with the path coefficient of 0.60,
according to the most effective to the least effective indexes. As well, culture directly affects job
satisfaction with the path coefficient of 0.59 and influences control with the path coefficient of 0.65; and
control also affects job satisfaction with the path coefficient of 0.37. It shows that job satisfaction in
employees and faculty members of Lorestan University will decrease with increasing the control over
them.
Suggestion: in this study, it was attempted to investigate control along with its indexes as a mediator
variable which was not accomplished due to some reasons such as time limits. Esteemed readers are
suggested doing it.

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