Moderating effect of organizational culture on the relationship between organizational justice, job autonomy and organizational cynicism

• Main Author: Sarah, Shaharruddin
• Format: Thesis
• Language: English; English
• Published: 2017
• Subjects: HD58.7 Organizational Behavior.
• Online Access: https://etd.uum.edu.my/7314/1/s94257_01.pdf; https://etd.uum.edu.my/7314/2/s94257_02.pdf; https://etd.uum.edu.my/7314/

Organizational cynicism is viewed as a general or specific attitude that is characterized by frustration, anger and also a tendency to distrust individuals, groups and organizations. It is not only detrimental to employees but also to organizations. Hence, this study emphasized on the factors that influence organizational cynicism. Specifically, the objectives of the study were to investigate the level of organizational cynicism among the respondents, to examine the relationship between organizational justice, job autonomy and organizational cynicism, and to analyse the moderating effect of organizational culture on the relationship between organizational justice, job autonomy and organizational cynicism. This study utilized the survey method, through the distribution of questionnaires to a sample of 504 Immigration Officers from the Security and Defence Unit of the Immigration Department of Malaysia (IDM). Statistical techniques such as factor analysis, reliability test, correlation test, multiple regression and hierarchical regression analyses were employed in analysing the data. The multiple regression analysis indicated that organizational justice and job autonomy were significantly and negatively related to organizational cynicism. As for the moderating test of organizational culture, the study revealed that bureaucratic culture has a significant moderating effect on job autonomy and organizational cynicism. Meanwhile, innovative culture significantly moderated the relationship between interactional justice, job autonomy and organizational cynicism. This finding depicted that the interaction effects of bureaucratic culture and innovative culture are partially supported. On the other hand, the result showed no interaction effect on supportive culture. The implications, limitations and direction for the future study are also discussed.