The Effect of Organizational Culture on Job Satisfaction in the Ministry of Science and Technology

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Addis Ababa University


The purpose of this study was to examine the effects of organizational culture (hierarchy, market, Clan, adhocracy) on job satisfaction in the Ministry of Science and Technology. A mixed design was employed in this study. The study included 86 employees. Data were collected using questionnaires, interview, and document analysis. Data were analyzed using statistical tools like frequency, percentage, mean, spearman rho correlation coefficient, Mann Whitney U test and Multiple Regression. Moreover, data gathered through interview and document analysis were analyzed in narrative form to complement the quantitative finding. The findings of this study revealed that adhocracy culture was the dominant culture in the Ministry. On top of this, there was positive and moderate relationship between organizational culture and employees’ job satisfaction. In addition, the level of employees’ job satisfaction was higher in the Ministry. Moreover, 29.6% employees’ job satisfaction is explained by organizational culture. On the other hand, there were no relationship between respondents’ background characteristics (sex, levels of education, and work experience) and employees’ job satisfaction. Based on the findings, it was concluded that the Ministry of Science and Technology had focused on new innovation, risk taking and uniqueness of performance. Such effort is in light with the goals of the Ministry i.e. innovating new ideas and technologies that can contribute for the development of the nation. In line with the above findings and conclusions, the leaders of the Ministry should review employees’ job satisfaction from time to time. This is because job satisfaction might lead to employees’ commitment and high performance that can enhance the achievement of Ministry’s goal



Organizational culture, hierarchy culture