Organizational Culture as a Predictor of Job Satisfaction: The Case of Public Hospitals Governed Under Addis Ababa City Administration Health Bureau

Back ground: This study investigates the influence of organizational culture on employee job satisfaction within public hospitals administered by the Addis Ababa City Administration Health Bureau (AACAHB) in Ethiopia. The research is conducted by Employing a cross-sectional, quantitative research design, data were collected through structured questionnaires distributed to a sample of 420 employees, yielding a response rate of 98.81%. The study draws on Cameron and Quinn's Competing Values Framework (CVF), which identifies four culture types—Clan, Adhocracy, Market, and Hierarchy—each with distinct attributes impacting organizational dynamics and job satisfaction. Descriptive and inferential statistical analyses, including Pearson correlation and regression, were conducted using SPSS 26. Findings reveal that Market culture is the dominant culture within AACAHB hospitals, characterized by competitiveness, results orientation, and a strong focus on innovation. This culture, along with other types, is positively correlated with job satisfaction, with the strongest associations observed for Market and Clan cultures. The overall job satisfaction mean score of 3.71 indicates a generally positive satisfaction level among employees. These results suggest that fostering a balanced cultural environment that incorporates elements of both performance-driven and collaborative cultures could enhance employee satisfaction. The study’s insights offer valuable implications for organizational development strategies aimed at cultivating a supportive and effective workplace culture within AACAHB hospitals.