The Effect of Job Satisfaction on Organizational Performance: The Mediating Role of Managerial Values Congruence

Purpose – This study addresses this gap by examining how managerial values congruence, representing alignment between employees and managerial values, mediates the relationship between job satisfaction and organizational performance. Aims(s) – The study aims to use a unique measure of employee job satisfaction that specifically reflects their level of contentment with their employment and working environment. Design/methodology/approach – The author employed a quantitative research approach using a cross-sectional survey design to collect data about the population at the time of the study. The sample size consisted of 500 staff members from colleges of education, selected through convenience sampling techniques. Findings – By elucidating the mediating mechanism, our study contributes to a deeper understanding of the drivers of organizational effectiveness and offers practical insights for human resource management practices. Limitations of the study – A limitation of this study is the lack of a longitudinal design, which restricts the understanding of causal relationships and temporal dynamics. Therefore, future research could explore these relationships through longitudinal studies, cross-cultural comparisons, and multi-level modeling techniques. Additionally, qualitative methods, such as interviews or case studies, could provide deeper insights into the mechanisms and contextual factors underlying these relationships. Originality/value – The originality of this research lies in examining the mediating role of managerial values congruence between job satisfaction and organizational performance, contributing to the development of social exchange theory and providing practical recommendations for improving organizational processes.