One health care organization: A study in workplace motivation and organizational culture

Two key constructs for both practicing managers and organizational psychologists, employee motivation and organizational culture, are examined in this study, utilizing data from an organization-wide assessment done in a large healthcare organization. Personal investment theory (Maehr & Braskamp, 1986), and an instrument based on that theory are the vehicles for investigating motivation and organizational culture and the relationship between them. Three questions form the basis for the study: (1) Do different groups within the organizational hierarchy, as well as males and females, differ significantly in their perceptions of whether the organizational culture offers rewards which correspond to employee needs? (2) Do these same groups differ in their perceptions of whether their own needs are met within the context of the organizational culture? (3) Is a group\u27s motivation to meet organizational goals related to its perception that the organization\u27s mission and values are shared by other organization members (i.e., that the organization has a salient culture)? Generally, all three questions are answered affirmatively. Implications for organizational practice are discussed