Organizational Culture and Employee Job Satisfaction: Strategic Implications for Service-Based Organizations in Ibadan

Employee job satisfaction remains a critical concern in service-based organisations, where organisational culture and workplace dynamics significantly shape staff attitudes and performance. Despite its importance, limited studies in developing economies have examined how organisational culture interacts with leadership and engagement to influence satisfaction. Guided by Organisational Culture Theory and the Job Demands-Resources (JD-R) Theory, this study investigates the effect of organisational culture on employee job satisfaction in service-based organisations in Ibadan, Nigeria, with particular attention to the mediating roles of leadership style and workplace engagement. A quantitative survey design was employed, with structured questionnaires administered to 150 employees across sectors such as banking, healthcare, hospitality, and education. Descriptive statistics and multiple regression analysis were used to test the study’s hypotheses. Findings revealed that organisational culture significantly influences job satisfaction, while leadership style and workplace engagement both serve as significant mediators. A culture characterized by fairness, innovation, ethics, and shared values was found to enhance satisfaction levels, especially when complemented by participatory leadership and active employee engagement. These results support the JD-R framework by showing that organisational resources (e.g., culture, leadership) buffer job demands and foster satisfaction. The study recommends that organisations institutionalise inclusive and ethical cultural practices, adopt transformational leadership, and promote employee engagement initiatives to improve satisfaction and retention. These findings offer practical insights for human resource and policy professionals in service-oriented environments.