Athanasios Koustelios

The purpose of the present study was to reveal how demographic characteristics influence the perceptions of bank employees of organizational culture. The sample of the study consisted of 240 employees from Greek banking institutions, from different occupational positions. 60% of the employees were 31-40 years old followed by the categories 41-50 years old (20%), up to 30 years old (10%) and 51-60 years old (10%). Most of the employees (63.8%) had been working as bank employees for 6-15 years and the majority of them (63.8%) had been working in the same bank for 6-15 years. The majority of the employees (59.6%) were simple clerks, 29.2% were supervisors and 11.3% were Managers or Assistant Managers. The assessment of organizational culture was performed with the Organizational Culture Assessment Instrument (OCAI) developed by Cameron and Quinn (2006). Results indicate that there is a significant difference in the perceptions of the subjects between the dominant current and the dominant preferred type of organizational culture. In addition, a statistically significant difference (p<0.01) was found between Managers and clerks on the one hand and Supervisors on the other hand in terms of both the dominant current and the dominant preferred type of organizational culture. Finally, employees' perceptions of the dominant current and the dominant preferred type of organizational culture were found to be affected by other demographical characteristics, likeijhrs 82 age, total years of working in the same bank and total years of working in any bank. Future studies can extend the present work by examining additional parameters that affect employees' perceptions of organizational culture.

The purpose of the present study is to provide a critical review of the relation between transformational leadership and the levels of job satisfaction experienced by bank employees. An organization's or institution's leadership refers to its leader's style of providing direction, implementing plans and motivating employees. Transformational leadership is a specific leadership style applied by superiors who motivate their subordinates to perform at a higher level by inspiring them, offering them intellectual challenges and paying attention to their individual needs. Job satisfaction refers to the employees' perceptions of their working environment, relations among colleagues, earnings and promotion opportunities. The review shows that contemporary job-related phenomena like job satisfaction are related to employees' relations with colleagues and superiors, performance and perceptions of their organization's specific culture. In addition, the employees' preference of leadership style is likely to be affected by several factors, including demographic characteristics. Therefore, the reciprocal relation between organizational culture and transformational leadership in job satisfaction in the banking field is revealed in the review, and several conclusions and suggestions are formed.

The purpose of the present study is to provide a critical review of the relation between leadership and the levels of job satisfaction experienced by employees. An organization's or institution's leadership refers to its leader's style of providing direction, implementing plans and motivating employees. Job satisfaction refers to the employees' perceptions of their working environment, relations among colleagues, earnings and promotion opportunities. The review shows that contemporary job-related phenomena like job satisfaction are related to employees' relations with colleagues and superiors, performance and perceptions of their organization's specific culture. In addition, the employees' preference of leadership style is likely to be affected by several factors, including demographic characteristics. It can be supported, therefore, that measuring and analyzing an institution's leadership style in combination with its employees' demographic and individual characteristics may lead to valuable conclusions, so that job satisfaction is promoted. Introduction Recent facts in the fields of economy and industry have led the global labor market to rapid changes and imbalance. Competition among organizations and companies has increased, annual profit has decreased and the overall function of worldwide business is being under threat.

The main aim of the present study is to provide a clear picture and investigate the relation between job satisfaction and self-efficacy experienced by general employees and teachers, as it rises through literature review. There seems to be no consensus about how job satisfaction should be defined, as the definition depends on the research subject and on each individual’s priorities. During the past decades, many different theories and models of job satisfaction have been developed. In addition, different factors that are likely to have an influence on job satisfaction have been distinguished, as well as several consequences emerging from job satisfaction. In addition, the concept of self-efficacy has been defined in many different ways. In general, an educator is conceived as one of the most important persons responsible for shaping a nations’ future. The review shows that schools must pay more attention to improving teacher’s job satisfaction and self-efficacy, investigating and enhancing those factors which promote teachers’ job satisfaction and personal efficacy. Moreover, the current review provides information about instruments to measure teacher’s job satisfaction and self-efficacy. The review shows that different factors of teachers’ job satisfaction are related and have a positive influence on different factors of teachers’ efficacy. Implications and suggestions for future empirical research of findings are drawn as well.

Leadership and job satisfaction has been important issues in Human Resources management and in empirical educational research. The main interest of this study is to examine the effect of principals’ transformational leadership on teachers’ job satisfaction across 77 different Greek elementary and secondary schools during a difficult economic period for Greece and other European countries. For the analysis of the above effect multilevel SEM analysis was conducted using the approach of Muthén (1997) and the software package MPlus (Muthén & Muthén, 2001). For the purpose of this study psychometric properties of Principal Leadership Questionnaire (PLQ) were examine in the Greek educational context using structural equation modeling techniques. The results revealed that general factor, representing the items of PLQ have an effect upon all Teacher’s Satisfaction Inventory (TSI) constructs. The originality of the present study highlights the interpretation of two concepts; transformational leadership and job satisfaction based on a centralized educational system. Conclusions on implications, suggestions for future research and limitations of the findings are drawn.

The purpose of the current study was to examine the relation between motivation and job satisfaction among Greek bank employees. In particular, the study examined the possible positive relationship between the self-determined, independent forms of motivation and the factors of job satisfaction and the possible negative relationship between the non self-determined forms of motivation and the factors of job satisfaction. The research sample consisted of 172 bank employees. For the collection of the data, the Work Motivation Inventory – Greek version (WMI-G) was used. The inventory was created by Christodoulidis and Papaioannou (2002), based on the Work Motivation Inventory created by Blais, Briere, Lachance, Riddle and Vallerand (1993). It consists of 35 questions under the general question “What pushes you to do this job?” corresponding to five factors: “Intrinsic motivation” (12 issues), “Identified regulation” (4 issues), “Introjected regulation” (3 issues), “External Regulation” (6 issues), “Amotivation” (10 issues). The answers were given on a seven-point Likert-type scale (1 = not responds at all, 7 = corresponds exactly). The tool which was used for the measurement of job satisfaction was the Employee Satisfaction Inventory, ESI, created by Koustelios, 1991, Koustelios, A & Bagiatis K, 1997. It included 24 questions, which measure six dimensions of job satisfaction: 1. Working conditions (5 questions), 2. Earnings (4 questions), 3. Promotions (3 questions), 4. Nature of work (4 questions), 5. Immediate superior (4 questions) and 6. The institution as a whole (4 questions). The research results indicate that the highest the motivation the highest the job satisfaction of employees. However, further investigation should be carried out in the Greek population, so that occupational phenomena like work motivation and job satisfaction are well studied and promoted.