The Influence of Organizational Culture Mediated by Moral Harassment on Job Satisfaction

This article investigated the relationship between organizational culture, based on Cameron and Quinn (2006), moral harassment in the view of Leymann (1990, 1996) and satisfaction, from the approach by Spector (2006), as well as the influence moral harassment has in mediating the relationship between organizational culture and job satisfaction, which is the gap that this work seeks to fill. Data were collected among workers from different segments in companies from the cities of Salvador and Feira de Santana, Bahia, between August and December 2016. Nine hundred and twelve questionnaires were collected, which were analyzed through structural equation modeling. The main results indicate: (a) clan and adhocratic cultures are negative predictors of moral harassment, and market culture shows to influence it positively; (b) moral harassment as a mediator between culture and satisfaction has significant effects on all cultural types. The main contribution is the identification of the effect of moral harassment on the relationship between organizational culture and satisfaction. From the managerial point of view, it is suggested that actions aimed at satisfaction should consider cultures that minimize moral harassment, in addition to the special attention given to this phenomenon, since it is able to minimize the positive effects culture has upon satisfaction.