Abstract:
• Purpose:This study is conducted in order to measure the impact of Mechanistic vs. Organic Organizational Structure on Employees Job Satisfaction. (I take Abbott Laboratories as anOrganic organization and Pakistan Army as a Mechanistic Organization).
• Methodology: This study follows a qualitative as well as quantitative approach to achieve the objectives of the descriptive study. The study is conducted by distributing a standardized and well-structured questionnaire to 100 employees of both organizations. There is one dependent variable that is employees Job Satisfaction and three independent variables are Organizational Structure, Working Environment and Job Stress. The statistical program SPSS is used for the analyses and presentation of data. The descriptive statistics utilized are based on Independent Samples T-Test,Pearson correlation coefficient tests and graphical illustrations to provide information on key demographic variables in this study.
• Findings: The study confirmed the existence of a strong and significant relationship between organizational structure, working environment, job stress and the employee’s job satisfaction. However, independent sample T-Test suggest that these independent variables effects on the job satisfaction of employees, also statistical Pearson correlation coefficient testing of all dependent and independent variables suggests that there is a positive and significant relationship between job satisfaction, working environment and job stress.
• Practical Implications: Based on the findings, this research can be helpful for HR managers of both the organization in different ways; HR managers in both the organization should concentrate on the employees job satisfaction by providing them effective working environment, give them proper feedback, should involve them in decision making, provide autonomy and freedom, give them flexible hours to adjust their work and to reduce stress, define them properly their duties in the organization, provide them learning environment etc.
