The Effects of Organizational Culture and Dimensions on Job Satisfaction and Work-Life Balance

Received October 14, 2018 Revised from November 27, 2018 Accepted December 25, 2018 Available online March 15, 2019 Aim: The purpose of this paper is to analyze the moderating effects of organizational culture and organizational culture dimensions on the relationship between job satisfaction and work-life balance. The research also analyses the differences in the perception of organizational culture and its dimensions between managers and nonmanagement employees in the wood product manufacturing industry. Methodology: The research was administered to 200 employees from five wood product manufacturing companies. Data was collected on the organizational culture, organizational culture dimensions, job satisfaction, work-life balance using Organizational Culture Instrument (OCI), VOX Organizationis and single-item measures of job satisfaction and work-life balance. The collected data was analyzed using descriptive statistics, reliability analyses, Person correlation, hierarchical multiple regressions analyses and Poisson regression analyses. Results: The findings of the research indicate perceptions of organizational culture differ between managers and non-managers. Employees that are exposed to participatory management style are less likely to report negative work-life balance. Conclusion: This research investigates an underresearch topic of organizational culture and dimensions in the wood manufacturing industry, and its relationship with employee job satisfaction and work-life balance. Managers in this industry will benefits from applying the findings in everyday practice. JEL classification:


INTRODUCTION
Organizations are strong social tools, mini-cultures that provide sources and sites of identification and arrange the relationships between the individuals. H. Aldrich (1999) points out that organizations are goal directed and socially constructed systems of human activity which focus attention on the social processes involved in the genesis and persistence of organizations. More specifically, organizations contribute to the construction of member identities in at least two ways: a) they classify members into roles that have particular meanings and 2) they develop discursive norms from which members draw to interact with others (Schnurr, 2009). In line with this, W. Scott (2003) explains that organizations are collectives oriented to the pursuit of relatively specific goals and exhibiting relatively highly formalized social structure. They expand over the time by creating new operations, activities and business units. In other words, the collaborative working processes and the interactions, organizations satisfy the individuals' needs and create leaders and subordinates, i.e. they impact the environment and the environment impacts them.
Although many researchers view organizations as dynamic systems, this does not mean that they have to be seen as machines. Organizations are learning entities and they surpass the simple operation using buttons, input, processes and output. Most importantly, as F. Buytendijk (2010) explains organizations have character, have values that they hold dear, and they develop knowledge over time. In other words every organization or institution is characterized by specific values, attitudes, internal relationships and external policies, where the connection between them provides a specific profile.

THE SIGNIFICANCE OF ORGANIZATIONAL CULTURE FOR JOB SATISFACTION AND WORK-LIFE BALANCE
A specific internal culture is usually formed in the frame of an organization, which constitutes of strategic and coherent approach of valuable assets, where people who work in it both individually and collectively contribute to the achievement of its objectives. We might consider that culture is a shared knowledge and schemes created for perceiving, interpreting, expressing and responding to the social realities, and it is an active living phenomenon through which people jointly creates and recreates the worlds in which they live. There are many definitions, made from many different aspects when explaining what organizational culture represents. R. Deshpande and F. Webster (1989) define organizational culture as a pattern of shared basic assumptions, values and beliefs, company climate that were learned in group's external adaption and internal integration, as behavioral norms in the organization and behaviors that differentiate one organization from another. Moreover the way in which people behave is influenced by the ideologies, symbols and core values shared throughout the company (Leung and Morris, 2015;Aladwan, Bhanugopan and Fish, 2016;Lages et al., 2018).
Culture and climate have tremendous effect on the professionalism, inclusion, wellbeing and job satisfaction of the employees in any organization. Organizations that have given priority to learning and development have found an increase in employees' job satisfaction, productivity and profitability (Marsick and Watkins, 2003).Employee engagement and empowerment are crucial to ensure that the culture is effectively managed and aligned with the cultural assumptions of the organization as a whole. The job satisfaction is important as it improves employee performance. In this line, a series of studies have demonstrated that there was a significant and positive relation between employee job satisfaction to the employee performance (Dugguh and Ayaga, 2014;Fu and Deshpande, 2014;Bowling et al., 2015).
Luthans et al. define job satisfaction as pleasure, positive emotions that come from the work experience (Luthans et al., 2007). N. Allen and J. Meyer (1990) explain that the less committed and socialized employees are likely to leave the organization. Knowing this, it is obvious that will have an impact on the turnover, in way that organizations will have to find new (other) people for replacing the old positions. This will lead to additional financial costs for constantly recruiting and training new employees that, furthermore, will lead to various negativities for the overall operational performance of the organization, such as higher potential of loss of key skills, knowledge, experience and performance (Ponnu and Chuah, 2010).

Importance of work-life balance
The outburst of interest, among many researchers such as J. Greenhaus and S. Beutell (1985); E. Lambert et al. (2006); B. Barnet et al. (2007); J. Greenhaus and S. Parasuraman (1999) and J. Edwards and N. Rothbard (2000) on the work-family setting in the past few decades has produced a number of concepts that explain the relation between these two spheres of life. The concepts include: work-family conflict, work-family enrichment, work-family integration, spillover, segmentation, accommodation, compensation, resources, physical drain, etc. According to J. Kofodimos (1990) the term work-family balance is widely cited in the popular press. In a given setting it is used as a noun, if one is encouraged to achieve balance and other times it is used as a verb or an adjective, for example, to balance work and family demands, or to live a balanced life. Work-family balance often stands for "cutting back" on work to spend more time with the family. A major study conducted by G. Lowe (2005) states that in Canada the work-family conflict is called softly a workfamily balance and it stands for creating and maintaining supportive and healthy work environments that enable employees to have balance between work and personal responsibilities. In that way, the employee can strengthen the feeling of loyalty towards the organization in which he/she works and increase the degree of his/hers productivity. Managers can provide a supportive environment that permits flexible schedules, options for telecommuting, personal time off, onsite child care and other family-focused programs to positively influence work performance and decrease the level of stress and conflict between work and home. According to several researchers (Fox and Dwyer, 1999;Thompson, Beauvais and Lyness, 1999;Moreno-Jiménez et al., 2009), programs that facilitate psychological detachment such as leisure activities, workshops about time management and relaxation can help employees dealing with potential work and family conflicts.

SPECIFICS OF THE WOOD INDUSTRY IN REPUBLIC OF MACEDONIA
In Republic of Macedonia and in the most of the Western Balkan countries, wood processing and furniture production are strategic sectors. This area is rich with forest resources and is a century-long tradition of forestry and forest utilization, since this industry is one of the first industries in general in RM, and survived through many economic, social and political reforms and changes. According to B. Glavonjic et al. (2009), the Balkan region is important for two main reasons. First, this region is one of the richest forested areas in Europe with regard to hardwood growing stock. The second reason is the countries strategic geographic location for transshipment of wood and wood products into the European Union (EU), the Middle East, as well as other regions.

Description of instruments
The following instruments were chosen for this study: Wallach's Organizational Culture Index (OCI) in order to measure the dimension of the organizational culture, Vox Organizationis in order to measure the type of the organizational culture. They were chosen because of their established reliabilities, relative ease in administration, user friendliness and because they had been used extensively by many researchers. Job satisfcation and work-life balance were measured using oneitem assessment.

Organizational culture
The research on organizational culture is rich in instruments that measure organizational culture, however little agreement exists on which ones are more appropriate compared to the others. For the purpose of this paper, two instruments will be applied: OCI by Wallach and Vox Organizationis by M. Bojadziev et al. The first instrument is widely used and recognized as measure of organizational culture, while the second is an instrument that is specifically developed to measure organizational culture in the accordance to the national culture characteristics of the South-East European region.  Wallach's Organizational Culture Index (OCI)-In 1983, Wallach determined two main criteria of effectiveness of an organization: results (or what) and how the results are achieved (or how). According to this author, the organizational culture of each company has to be able to answer to the question how. Wallach distinguishes three main cultural dimensions or an organization: bureaucratic, innovative and supportive, measured by 8 items each in his Organizational Culture Index (OCI). Briefly, this OCI index describes organizational culture in terms of three distinct dimensions: (1) Bureaucratic, (2) Innovative, and (3)  There are 18 questions in total, where the participants answer them on a scale 0-3scores which most correspond with how they see their department (the same principle of scoring explained above, used for the OCI instrument scoring). This instrument does not equally divide the questions for the dimensions, but certain questions represent certain dimension, where the mean of those questions will give the score which can be above 1.5 or below 1.5 and so that will indicate the inclination of the organization. More specific, the mean of questions 1-7 goes for managerial style where score above 1.5 indicate participative organization, and score below 1.5 indicate autocratic organization. The mean of questions 8-11 goes for work environment, where score above 1.5 indicate warm work environment, and score below 1.5 indicate cold work environment. Mean of questions 12-15 stand for organizational openness, where score above 1.5 indicate open system, controversially scores below 1.5 indicate closed system. And finally, the mean of questions 16-18 explain the entrepreneurial orientation of the organization, where score above 1.5 indicate entrepreneurial organization, and controversially, scores below 1.5 indicate risk averse organization. The implementation of the VOX Organizationis is expected to give a general idea on where the company stands in terms of the four dimensions of the VOX model: decision making and behavior, people-task, innovation and risk taking and open versus closed systems.

Job Satisfaction
Measures of job satisfaction range from shorter single-item scales to more lengthy ones (Macdonald and Maclntyre, 1997;Van Saane et al., 2003).Research in the area of job satisfaction has argued that it can be measured using a single global rating scale consisted of one questions (Dolbier et al., 2005). In example: All things considered, how satisfied are you with your job?. For the purpose of this research, job satisfaction is measured on a single item threepoint scale (0-low job satisfaction; 3-job satisfaction).

Work-life balance
In line with the measure of job satisfaction, work-life balance is measured using a single item three-point scale that investigates whether the job leaves enough time for personal life. The scores range from 0 (no work-life balance) to 3 (satisfactory work-life balance).

Theoretical framework
The theoretical framework that is proposed in Figure 1 is derived from the relevant literature in the area. There is no significant difference in the perception of organizational culture between managers and non-managers  H2: Organizational culture has no significant effect on the relationship between job satisfaction and work-life balance  H3: There is no significant relationship between work-life balance and organizational culture dimensions 2.6 Sampling and data collection For the purpose of the research, data was collected using a self-administered questionnaire. A pilot study of the instrument was conducted prior to the main administration, in order to check for certain inconsistencies. A total of 15 randomly selected workers (3 from each company) participated in the pilot study. After completing the questionnaire, a two-hour focus group session was organized to discuss the instrument. All comments were discussed and a new version of the instrument was developed.
In the main stage of the research, the questionnaires were personally administered by hand to 215 employees in the five selected companies, but complete questionnaires were returned by 200 employees (response rate 93%). All participants were recruited from companies that worked in the wood manufacturing sector for more than 15 years.

Sample description
As presented in Table 1, the majority of the respondents were female (56%). The dominant age group was 30-39 years (46%) followed by 40-49 years (32%). For 65% of the respondents, a high school degree was their highestlevelofeducation, followed by 28% of the respondents who had a university degree. Regarding the relationship status, 66% of the respondents were married, followed by 20% who were in a relationship. A strong majority of the respondents (71%) had one or more children. Concerning the tenure, 43% of the participants have worked in the current company between 1 and 3 years, followed by 20% of the respondents who worked for 4-6 years. Regarding their position in the company, 26% of the respondents currently attained managerial positions. This makes the sample suitable for evaluating the organizational culture, dimensions and selfreported job satisfaction from both the employee and managerial perspective.

Descriptive statistics
As observed in Table 2 the standard deviations, skewness and kurtosis levels are low and the data can be characterized as robust and normal. The OCI scores indicate that in general supportive culture is the dominant cultural dimension in all companies. The results from Vox Organizationis indicate that the managerial style of the companies is participative, the work environment is cold, and organizations were characterized as open and entrepreneurial. The job satisfaction score is above its mid-point indicating a general satisfaction of both managers and employees with their job. The company-level results from OCI indicate that four companies are characterized as having supportive culture, while only one company has bureaucratic culture as dominant. Regarding Vox Organizations scores, the results suggest that the dominant managerial style in all companies is participative. This suggests that the management engage employees in their decision making processes. However differences are observed in one of the companies in which the reported scores indicate an autocratic management style meaning that the management act the key decision makers in the company. Regarding the work environment, differences are observed when comparing companies. Four of the companies reported warm working environment, however it should be noted that the scores were marginally above the mid-point. The remaining company reported a cold work environment. This means that the work environment is more individualistic lacking a sense of inclusion of the employees. The organizational openness scores indicate that the organizations are perceived as open systems. Finally, the scores regarding entrepreneurial orientation indicate that three companies are characterized as entrepreneurial, while the remaining two as risk-averse. An entrepreneurial company means that it is open to invention and new ides while demonstrating readiness to apply them in their strategic approach. Finally, the company-level job satisfaction scores indicate that the highest level for job satisfaction is reported by employees in one of the wood production companies.

Sampling adequacy and Reliability Analyses
Sampling adequacy was conducted using the Kaiser-Meyer-Olkin (KMO) analysis. Table 3 summarizes the KMO measurements and shows significant results for Bartlett's test of sphericity (p=0.000), which further supported sampling adequacy of the data. ,000 The calculated Cronbach alpha (Table 4) for the data was 0.795 while the Table 4 shows the results of the calculation of Cronbach alpha coefficients for the items ranged from .719 to .860. The high coefficient scores (more than 0.7) lead to the conclusion that the scales are acceptably reliable. No items were deleted so as to maintain the integrity of the research instrument.

Correlation analyses
The results from the correlation analyses in Table 5 indicated that job satisfaction and worklife balance of employees in the wood industry was significantly associated with both organizational culture aspects and dimension measured with Vox Organizationis and OCI. The results indicate that work environment was found to be either not significantly or significantly negatively correlated with organizational openness, innovative and bureaucratic culture. Both entrepreneurial orientation and managerial style were not significantly correlated with organizational openness.

Difference in the perception of organizational culture of managers and non-managers
Previous studies have indicated that the perception of organizational culture differs between managers and non-managers. Table 6 presents the cross-tabulation of OCI results by the management position of the respondents. From the total number of respondents, 28.6% were managers and 71.4% did not attain a managerial position. The results indicate a difference in the OCI scores between employees in managerial and non-managerial positions. Based on the results, Hypothesis H1 is rejected meaning that organizational culture is perceived differently by employees attaining managerial and non-managerial positions. According to Hypothesis 2 organizational culture has no significant influence on the relationship between job satisfaction and work-life balance. The results from the hierarchical regression analyses (Table 7-9) indicated that work-life balance explained 49.7 percent of the variance in job satisfaction, which was significant as indicated by the F-value (p<0.05). Based on the R-values and t-values, work-life balance is a significant and positive predictor of job satisfaction (p<0.05) meaning higher work-life balance results in higher job satisfaction. Therefore, hypothesis H2 is rejected, that is work-life balance has a positive significant relationship with job satisfaction.   The academic literature has provided evidence that suggests the relationship between different dimensions of organizational culture (work environment, managerial style) and the opportunity to achieve a positive work-life balance. The Poisson regression analysis (

DISCUSSION
The main purpose of the paper was to analyze the effects of organizational culture and organizational culture dimension on job satisfaction and work-life balance. For this purpose, OCI was used to measure organizational; culture while Vox Organizationis was used to measure organizational culture dimensions. Similar to other published studies (Campbell and Göritz, 2014;Paillé et al., 2014;Kang et al., 2016), the investigation found that organizational culture is perceived differently by employees attaining managerial and non-managerial positions.
Many scholars have argued that management style affects the levels of work-life balance and job satisfaction among workers (Tromp and Blomme, 2014). This research found that the work-life balance has a positive significant relationship with job satisfaction. Along similar lines, researchers suggested that the behavior of the manager towards the employee determines the support or hindrance that is experienced. However, it is important to note a significant line of research that discusses the moderating effects of the different factors such as in example generational differences (Lopez and Ensari, 2014;Anderson et al., 2017;Rudolph, Rauvola and Zacher, 2018), income (Kara et al., 2018;Sherman, 2018), gender (Lopez and Ensari, 2014) or trust (Ariyabuddhiphongs and Kahn, 2017) in the relationship between management style, work-life balance and job satisfaction. This implies the multidimensionality of the relationship and further implication of the findings of this research should be analyzed in conjunction with other environmental, social and demographic factors.
Although both of the topics of organizational culture and work-life balance have been widely discussed in the scientific literature, there is scarce academic evidence that discusses their relationships. For the purpose of this research the organizational dimensions are measured using Vox Organizationis. Based on the findings, autocratic managerial style is more likely to result in employees reporting negative work-life balance compared to participative management style, while the existence of closed companies increased the risk of reporting lower work-life balance. Similar evidence has been found in the literature suggesting the positive role that participative management style has on establishing work-life balance among employees (Stanford, Oates and Flores, 1995;Rani, Kamalanabhan and Selvarani, 2011) 4.1 Limitations of the research First, the cross-sectional approach of this study limits the conclusion on the causality of the data. Therefore, we would suggests that future research in this area undertake a longitudinal approach in order to understand the directions and relationship between the variables.
Second, the limited size of the sample represents another limitation. However it is important to note that the participants in the research were all employees from different levels in the wood industry companies in Macedonia, representing different employee levels (managerial and nonmanagerial) as well as different gender perspectives. To our understanding this is one of the first studies that examines the work-life balance among female employees in the wood industry. Future research would benefit from increasing the sample size in order to examine the moderating role of family relationship on the perception of organizational culture.

CONCLUSION
This research explained the attention points for organizational culture analysts in the wood manufacturing industry in order to increase job satisfaction of its employees and reduce the workhome interference. The findings from this research are of special importance since the results indicate that organizational culture and its dimensions are perceived differently by managers and non-managers in the same company. The research also found that practicing an autocratic management style is more likely to produce lower levels of self-reported work-life balance compared to participative management style. Therefore managers are advised to consider implementing such managerial style within this industry.