Purpose: This study aimed at examining the relationship between organisational culture and job satisfaction in Tanzanian local government authorities. The study used four sub-variables of organisational culture which are clan culture, market culture, adhocracy culture, and hierarchy culture to establish the relationship. Design/Methodology/Approach: The case study design was employed and the Competing Value Framework and Social Exchange Theory were used as theoretical foundations of this study. The study used a quantitative approach to examine the relationship. A sample size of 115 was intended to be used for data collection, however, responses from 96 respondents were used in the study. Questionnaire was used for data collection and analysis involving descriptive and inferential statistics. Findings: The study found that hierarchy culture was the most dominating culture at MMC. On the other hand, adhocracy culture was the least dominating culture. Further, the study found that all four sub variables of organisational culture namely, clan culture, market culture, adhocracy culture, and hierarchy culture had significant positive relationship with job satisfaction. The study extends and confirms the Competing Value Framework and Social Exchange Theory in the Tanzanian context, specifically in the local government. Originality: This study focuses on how organisational culture is capable of influencing job satisfaction in the context of local government authorities in Tanzania. This area had not been sufficiently explored in the previously existing body of knowledge. Practical Implications: The findings necessitate organisations particularly local government authorities to embrace organisational culture if at all they want to influence job satisfaction among their employees.
Erick Buberwa (Sun,) studied this question.