Corporate Culture, Job Satisfaction, Employee Engagement, and Organizational Performance of Human Resources

Abstract

This study was to examine the relationships between corporate culture, job satisfaction, employee engagement, and organizational performance, with a particular focus on labor dispatch workers in China. Using a cross-sectional survey design and structural equation modeling (SEM), the research analyzed data from 400 employees across 200 human resources companies to explore the structural linkages among these variables. It should be noted that while SEM allows for the testing of hypothesized causal pathways, the cross-sectional nature of the data limits the ability to establish strict causality; the findings should be interpreted as indicating associative rather than causal relationships. The main objectives included assessing the influence of corporate culture on job satisfaction and employee engagement, evaluating the effects of job satisfaction and engagement on organizational performance, and examining the potential mediating role of employee engagement. Results indicated that corporate culture was positively associated with both job satisfaction and employee engagement, which in turn were positively associated with organizational performance. Employee engagement also appeared to play a mediating role in the relationship between corporate culture and performance. These results deepened the understanding of how corporate culture and employee attitudes interact in labor dispatch settings, particularly within the Chinese context. They also gave suggestions to human resources firms seeking to improve the management of dispatched workers and enhance organizational outcomes through cultural and engagement-based initiatives.