DEVELOPING AN ORGANIZATION BY PREDICTING EMPLOYEE RETENTION BY MATCHING CORPORATE CULTURE WITH EMPLOYEES’ VALUES: A CORRELATION STUDY
This study gathered information using a correlational design and the findings determined that individuals’ values matched to an organization’s culture illustrated longer retention rates adding valuable information to current literature for small to midsized organizations (SMB). The present study supports Baker’s (2009) findings that by hiring the most appropriate candidate increased the possibility of workplace productivity by matching suitable culture with the candidate’s values. Organizational culture positively relates to an organization’s performance (Santora, 2009), influences the entity's productivity (Jones, 2004), and should be considered when managing and inspiring employees. A one-way ANOVA procedure to test the hypothesis yielded a statistically significant difference between the dependent and independent variables.
The test results showed a significance of F (p<.04), thus, the null hypothesis was rejected at the .05 level of significance. Fifty-five percent of the participants in this study believed that matching one’s values to the organization’s culture was significant for job satisfaction and their decision to remain with the organization. Organizational leaders in SMBs may benefit from the study by recognizing that even a slight correlation of matching organizational culture to individual values could have significant benefits for developing organizations with the goal to reduce costs by lowering employee turnover rates and increasing job satisfaction and employee productivity.
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