1. INTRODUCTIONJob satisfaction is among the most studied concepts in organizational studies. Job satisfaction is a multi- dimensional construct with a variety of definitions and related concepts which have been studied since the beginning of the 20th century. Smith (1969) suggested that job satisfaction can be categorized on the basis of individual's needs. Job satisfaction is defined as the sum total of individual's stance towards various job-related factors including work itself, supervisors, colleagues, working conditions, compensation and reward and recognition (Schultz et. al., 2003). Individuals are more satisfied when they feel that their abilities, values and experiences are adequately used in the organization (Buitendach and De Witte, 2005). Organizational culture hasbecome a widely researched topic in the last few years. Uttal (1983, p. 66) has defined organization culture as "a system of shared values (what is important) and beliefs (how things work) that interact with an organization 's people, organizational structures and control systems to produce behavioural norms ". Shein (1985, p. 6) explained organizational culture as "deeper level of basic assumptions and beliefs that are shared by members of an organization, that operate unconsciously and that define in a basic taken-for-granted fashion the organization's view of itself and its environment".The primary reason for which job satisfaction has become such a heavily studied notion is its impact on various organizational outcomes such as commitment, performance and identification. Researchers have studied job satisfaction broadly in the context of an organization and on individual level, but the latter has received greater attention (Judge et al., 2002). Huang and Wu (2000), Odom et al. (1990) and Silverthorne (2004) have studied the impact of different types and dimensions of organizational culture on job satisfaction, but studies pertaining to organizational values and job satisfaction are rare. Thus, the current study attempts to explore the effects of various organizational values on job satisfaction. Organizational values, along with attitudes and norms, compose organizational culture (Schein, 1985). Employee's own personality, preferences and characteristics have a great impact on how they perceive organizational culture (Palthe and Kossek, 2003). Researches have also linked age, gender, job tenure and education to the job satisfaction of the employees (Moyes et al., 2006; Igbaria and Guimaraes, 1993). Therefore, the present study also investigates the influence of age and gender on the relationship between organizational culture and job satisfaction.2.LITERATURE REVIEW2.1.Job satisfaction, organizational culture and their relationshipResearchers have always been interested in knowing the factors that influence the attitudes and the behaviour of the employees. Aiken et al. (2000) revealed working condition to affect the employee's attitude. Similarly, Verplanken (2004) suggested individual's values to be an important aspect shaping their perception towards organization. Therefore, organizational researchers have been interested in understanding the various organizational values that influence various job attitudes. Odam et al. (1990), in their study of organizational culture, job satisfaction and organizational commitment revealed that the individual's job satisfaction and organizational commitment is negatively affected by bureaucratic culture. Silverthorne (2004) concluded in his study that job satisfaction of the employees is impacted by the supportive organizational culture, innovative organizational culture and bureaucratic organizational culture, in descending order.There has been a lack of consensus amongst researchers regarding the influence of cultural dimensions on job satisfaction. Huang and Wu (2000) found job satisfaction of the employees to be positively influenced by control & management, result orientation and professionalism. …

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组织文化作为工作满意度的预测指标：年龄和性别的作用

1.简介工作满意度是组织研究中研究最多的概念之一。工作满意度是一个具有多种定义和相关概念的多维结构，自20世纪初开始就进行了研究。Smith（1969）提出工作满意度可以根据个人需求进行分类。工作满意度被定义为个人对各种与工作相关的因素的立场的总和，这些因素包括工作本身，主管，同事，工作条件，薪酬以及奖励和表彰（Schultz等，2003）。当个人认为自己的能力，价值观和经验在组织中得到充分利用时，他们会感到更加满意（Buitendach和De Witte，2005年）。在过去的几年中，组织文化已成为一个广泛研究的话题。Uttal（1983，p。66）将组织文化定义为“与组织的人员，组织结构和控制系统相互作用以产生行为规范的共享价值观（重要的）和信念（事物的工作方式）的系统” 。Shein（1985，p。6）将组织文化解释为“组织成员共有的更深层次的基本假设和信念，这些基本假设和信念在不知不觉中运作，并以一种基本的被认可的方式定义了组织对自己和他人的看法。工作满意度成为受到广泛研究的概念的主要原因是其对各种组织成果（如承诺，绩效和认同）的影响。研究人员已经在组织的背景下和个人层面上广泛地研究了工作满意度，但是后者得到了更多的关注（Judge等，2002）。Huang和Wu（2000），Odom等。（1990）和西尔弗索恩（Silverthorne，2004）研究了组织文化的不同类型和维度对工作满意度的影响，但是很少涉及组织价值和工作满意度的研究。因此，当前的研究试图探索各种组织价值观对工作满意度的影响。组织价值观以及态度和规范构成了组织文化（Schein，1985）。员工的个性，偏好和特征对他们如何看待组织文化有很大的影响（Palthe和Kossek，2003年）。研究也将年龄，性别，工作期限和教育，以提高员工的工作满意度（Moyes等，2006； Igbaria和Guimaraes，1993）。因此，本研究也探讨了年龄和性别对组织文化与工作满意度之间关系的影响。2．文献综述2.1。工作满意度，组织文化及其关系研究者一直对了解影响态度的因素感兴趣。和员工的行为。Aiken等。（2000）揭示了工作条件会影响员工的态度。同样，Verplanken（2004）认为个人价值观是塑造他们对组织的看法的重要方面。因此，组织研究人员对了解影响各种工作态度的各种组织价值感兴趣。Odam等。（1990），在他们对组织文化的研究中，工作满意度和组织承诺表明，个人的工作满意度和组织承诺受到官僚文化的负面影响。Silverthorne（2004）在他的研究中得出结论，员工的工作满意度受到支持性组织文化，创新性组织文化和官僚组织文化的影响，其影响程度降序排列。研究人员在文化维度对员工的影响方面缺乏共识。工作满意度。Huang and Wu（2000）发现员工的工作满意度受到控制和管理，结果导向和专业精神的积极影响。… 工作满意度和组织承诺表明，个人的工作满意度和组织承诺受到官僚文化的负面影响。Silverthorne（2004）在他的研究中得出结论，员工的工作满意度受到支持性组织文化，创新性组织文化和官僚组织文化的影响，其影响程度降序排列。研究人员在文化维度对员工的影响方面缺乏共识。工作满意度。Huang and Wu（2000）发现员工的工作满意度受到控制和管理，结果导向和专业精神的积极影响。… 工作满意度和组织承诺表明，个人的工作满意度和组织承诺受到官僚文化的负面影响。Silverthorne（2004）在他的研究中得出结论，员工的工作满意度受到支持性组织文化，创新性组织文化和官僚组织文化的影响，其影响程度降序排列。研究人员在文化维度对员工的影响方面缺乏共识。工作满意度。Huang and Wu（2000）发现员工的工作满意度受到控制和管理，结果导向和专业精神的积极影响。… Silverthorne（2004）在他的研究中得出结论，员工的工作满意度受到支持性组织文化，创新性组织文化和官僚组织文化的影响，其影响程度降序排列。研究人员在文化维度对员工的影响方面缺乏共识。工作满意度。Huang and Wu（2000）发现员工的工作满意度受到控制和管理，结果导向和专业精神的积极影响。… Silverthorne（2004）在他的研究中得出结论，员工的工作满意度受到支持性组织文化，创新性组织文化和官僚组织文化的影响，其影响程度降序排列。研究人员在文化维度对员工的影响方面缺乏共识。工作满意度。Huang and Wu（2000）发现员工的工作满意度受到控制和管理，结果导向和专业精神的积极影响。… Huang and Wu（2000）发现员工的工作满意度受到控制和管理，结果导向和专业精神的积极影响。… Huang and Wu（2000）发现员工的工作满意度受到控制和管理，结果导向和专业精神的积极影响。…