Organizational Culture, Macro and Micro Empowerment Dimensions, and Job Satisfaction

ORGANIZATIONAL CULTURE, MACRO AND MICRO EMPOWERMENT DIMENSIONS, AND JOB SATISFACTION: AN APPLICATION OF CONCURRENT MIXED AND MULTI-LEVEL METHODS IN THE FEDERAL SECTOR Timothy L. Bailey, Ph.D. Touro University International 2009 This dissertation examined the interrelationship of organizational culture; macro (structural) and micro (psychological) empowerment; and job satisfaction. Specifically, this dissertation: (1) build upon the insights and framework of prior research literature that suggest the relationship of macro (structural) and micro (psychological) empowerment and its effect on job satisfaction (2) expanded existing empowerment models by introducing organizational culture as an influential organizational phenomenon (3) assessed the level of degree how organizational subculture groups perceive organizational culture, macro (structural) and micro (psychological) empowerment; and job satisfaction contextual attributes. The dissertation utilized mixed method research combining both a quantitative and qualitative study with a triangulation of methods. The quantitative study employed a sample of 258 federal government employees and used hierarchical linear modeling techniques, multiple regression, hierarchical regression analysis, and independent T-test of Sample Means to test for main and mediator effects. The qualitative study employed a sample of 69 federal government employees and used open-ended content analysis to analyze data. Results from the quantitative study revealed that there are strong and positive relationships of organizational culture; macro empowerment, micro empowerment; and job satisfaction. Further, the quantitative study revealed that occupational subculture influences the level of perception of organizational culture; macro and micro empowerment; and job satisfaction. Results from the qualitative study provided rich and robust descriptive results complementing the quantitative study.