This "action research" examined a select portion of the "chain of results." Qualitative and quantitative methods were used to explore the possible relationships between organizational culture, training and job performance. The findings are: (1) When training is designed and does not purposefully incorporate the values, beliefs and norms of the organization, then the values, beliefs, and norms of an employee do not seem to be influenced. (2) There is not a significant relationship between all organizational culture factors and job performance; however, when "quality and teamwork" are important to an employee, then there is a significant relationship to job performance. (3) When an employee requires database management for the job and has no other mechanism for learning a database management program, training which has been designed using a modified "systems approach model" results in classroom performance which is better than someone who has not taken any training. The achievement scores are not considered mastery; consequently, suggestions are made for future course design and current course offerings. (4) With exception to "integrity" and "organization serving as a good neighbor" the values, and beliefs stated by the employee are espoused by the director of the organization. Recommendations are made to address the methodological and statistical issues of this study. Suggestions for how the results of this study can be applied to the organization are made. / Source: Dissertation Abstracts International, Volume: 51-12, Section: A, page: 3995. / Major Professor: Roger Kaufman. / Thesis (Ph.D.)--The Florida State University, 1990.
| Identifer | oai:union.ndltd.org:fsu.edu/oai:fsu.digital.flvc.org:fsu_78357 |
| Contributors | Shader, Karen Kathleen., Florida State University |
| Source Sets | Florida State University |
| Language | English |
| Detected Language | English |
| Type | Text |
| Format | 177 p. |
| Rights | On campus use only. |
| Relation | Dissertation Abstracts International |
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