ORGANIZATIONAL CULTURE AND JOB SATISFACTION OF EMPLOYEES WORKING REMOTELY: A CROSS-CULTURAL ANALYSIS.

Purpose: The pandemic has brought new challenges for management and the labor market all over the world, among which the most significant is the transition to remote work. As remote work changes working conditions and communication methods, it is essential to investigate how organizational factors impact the attitudes of remote workers, including satisfaction, which leads to numerous positive outcomes. Design/methodology/approach: This study analyzes the relationship between remote employee satisfaction and organizational culture, exploring the role of specific organizational dimensions. The research is based on a sample of 811 participants- 511 employees from Poland and 300 from the United States. The data was collected online through validated questionnaires: The Denison Organizational Culture Survey (Denison, 1990) and Brief Job Satisfaction Measure (Judge et. al.,1998) Findings: results highlight a positive relationship between remote employee satisfaction and organizational culture’s dimensions. The most significant dimensions are: Involvement and Mission, which means that building engagement and teamwork, as well as sharing a clear mission and vision positively impacting overall satisfaction. Interestingly, in the American sample, organizational culture dimensions explained variability in satisfaction over twice as much as in the Polish sample, and the Mission trait has significantly stronger impact on satisfaction than in the Polish group. Research limitations/implications: In future research, it is worth expanding the sample and compare more countries. Also introducing more variables into the model, both organizational and individual (like technical possibilities for remote work, level of social support, as well as personality traits) would be beneficial to comprehensively explain the model of remote work satisfaction. Practical implications: The results provide valuable guidance for cultivating a satisfied remote workforce- managers of dispersed teams can influence satisfaction primarily through transparent communication, setting a clear vision and achievable goals, as well as mutual understanding, promoting teamwork and ensuring that employees feel valued and empowered. It is also essential to analyze the national culture of employees, as it can also influence their satisfaction. Originality/value: The results fill the cognitive gap in the field of remote employees’ satisfaction and organizational factors affecting it, taking into account cultural differences, allowing for an interdisciplinary perspective on job satisfaction. [ABSTRACT FROM AUTHOR]