I need a powerpoint for my dissertation proposal to get IRB approval please see attachment for example of powerpoint.
THE INFLUENCE OF ORGANIZATIONAL CULTURE ON JOB SATISFACTION AND TURNOVER INTENTION AMONG MILLENNIALS IN THE U.S. TELECOMMUNICATIONS SECTOR
Rhonda G. Allen, MBA, BS, AS
DBA Dissertation Research Proposal
Committee Chair
Dr Dale Mancini, PhD
Committee Member
Dr. David Nugent, DBA
DBA Program Director
Dr. Jonathan Shoemaker, PhD
Introduction:
Background of the Problem
Problem Statement
Purpose of the Study
Definitions
Significance of the Study
Research Questions
Conceptual Framework
Review of Literature:
Theoretical Framework
Historical Overview and Seminal Contributors to the Literature
Methodology:
Research Design and Model
Population, Sample, and Participants
Data Collection and Data Analysis
Conclusion/Next Steps
Questions/References
Agenda
2
Introduction
Millennial Managers Bring New Expectations:
Cultural Alignment is Key to Satisfaction and Retention
Background of the Problem
Organizational culture (OC) influences decisions, performance, and satisfaction (Assoratgoon & Kantabutra, 2023; Huang et al., 2024).
The telecom industry faces critical challenges in talent attraction and retention, prompted by digital transformation (Feizi et al., 2023).
Millennials (born 1981-2000) are increasingly represented in leadership in this sector. Described as tech-savvy and adaptable, they demonstrate higher turnover intentions than older cohorts (Lowe, et al., 2020; Lee et al., 2025).
High Millennial turnover intentions threaten workforce stability, competitive advantage (Lee et al., 2025) and increase retention costs (Hancock et al., 2013).
Projections indicate Millennials are 36% of the U.S. workforce, trending toward 75% globally by 2030 (Axten, 2015; DeMaria et al., 2024).
Problem Statement
OC is recognized as a key factor in employee outcomes
Limited research examines how culture types (Clan compared to Hierarchy) affect job satisfaction and turnover intentions for Millennial managers in the U.S. telecom sector
This gap leaves organizations without evidence-based strategies to align culture with Millennial expectations and improve retention in a rapidly changing industry.
Purpose of Study
Examines the relationship, if any, between organizational culture (Clan vs. Hierarchy), job satisfaction, and turnover intention among Millennial managers in the U.S. telecom sector.
Objectives:
Assess the influence of culture on job satisfaction (McShane & Von Glinow, 2018).
Test whether job satisfaction mediates the link between culture and turnover intention.
Provide recommendations that might reduce turnover and enhance engagement during digital transformation.
Definitions
Organizational Culture (OC)
Shared values, beliefs, and norms shape behavior (Schein,
2010).
Competing Values Framework (CVF)
Culture model with four types — clan, adhocracy, market,
and hierarchy (Cameron & Quinn, 2011).
OCAI Tool
Measures organizational culture type based on CVF.
Job Satisfaction
Evaluation of workplace experiences; measured by MSQ
–Short Form (Weiss et al., 1967).
MSQ Short Form (Minnesota Satisfaction Questionnaire)
A 20-item tool that measures overall job satisfaction and
satisfaction with specific job aspects. It is known for its reliability and ease of use (Weiss et al., 1967).
Turnover Intention
Desire or plan to leave an organization; measured by TIS-6
(Bothma & Roodt, 2013).
TIS-6
A six-item tool developed by Bothma and Roodt (2013) to
measure employees’ intentions to leave their jobs. It is widely used
due to its brevity and strong reliability in predicting actual
turnover.
Generational Cohort Theory (GCT)
Explains how formative experiences shape values; Millennials
emphasize purpose, flexibility, and inclusion.
Digital Transformation
Integration of digital technologies across an organization. This
Integration drives cultural and operational changes to strengthen
efficiency, innovation, and competitiveness (Vial, 2019).
Millennial cohort
The fourth generational cohort: includes individuals born between
1981 and 2000. This study will utilize birth years identified by
Lowe et al. (2020) and Mabaso and Mathebula (2025).
Significance of Study
Academic contribution: Extends organizational behavior and generational workforce research by focusing on Millennials in telecom, an underexplored group.
Practical value: Offers insights for firms to align culture with Millennial values, enhance satisfaction, and reduce costly turnover.
Addresses urgent industry need to retain skilled leaders and sustain competitive advantage amid ongoing technological change.
Research Questions/Hypotheses
RQ3: Does job satisfaction mediate the relationship between OC type (clan vs. hierarchy) and turnover intention among Millennial managers?
H03: Job satisfaction does not mediate OC type (clan vs
hierarchy) and TI relationship
HA3: Job satisfaction mediates OC type (clan vs
hierarchy) and TI relationship
RQ1: What is the relationship, if any, between OC type (clan vs. hierarchy) and job satisfaction among Millennial managers?
H01: No statistical relationship between OC
type (clan vs hierarchy) and JS
HA1: A statistical relationship between OC
type (clan vs hierarchy) and JS
RQ2: What is the relationship, if any, between OC type (clan vs. hierarchy) and turnover intention among Millennial managers?
H02: No statistical relationship between OC
type (clan vs hierarchy) and TI
HA2: A statistical relationship between OC
type (clan vs hierarchy) and JS
Conceptual Framework
Review of Literature
Organizational Culture
Job Satisfaction
Turnover Intention
Generational Cohort
Theoretical Framework
Note: Adapted from Diagnosing and Changing Organizational Culture, by K. S. Cameron & R. E. Quinn, 2011, Jossey-Bass. Copyright 2011 by Jossey-Bass.
Competing Values Framework
CVF was developed by Cameron and Quinn (2011) as a model of organizational culture.
Defines culture across two dimensions: flexibility versus stability, and internal versus external focus.
Explains how cultural values influence behaviors, attitudes, and outcomes.
Four Culture Types: Clan, Adhocracy, Market, Hierarchy. This study focuses on Clan (collaborative, flexible) and Hierarchy (structured, control-oriented) types.
Foundation for examining culture's impact on JS and TI among Millennial managers in the U.S. telecom sector.
Seminal Contributors to Organizational Culture Theory
These studies trace OC theory’s evolution—from early definitions to measurable frameworks, multi-level models, and validation of culture’s impact on performance.”
Deal & Kennedy (1982):
• Defined culture as “the way we do things around here”
• One of the first systematic methods to analyze corporate culture
Schein (1985):
• “Father of Organizational Culture” – emphasized culture is learned and
shared through problem-solving
• Introduced three interconnected levels of culture: artifacts,
espoused values, and basic underlying assumptions
Denison (1990):
• Quantified link between OC and performance
• Developed four traits of effective cultures: involvement, consistency,
adaptability, and mission
• Identified culture as a strategic asset to facilitate long-term
organizational effectiveness
Ouchi & Wilkins (1985):
• Proposed OC can be measured, studied, and compared
• Laid the foundation for Schein's multiple levels of OC, Cameron
and Quinn (2011) CVF framework
Seminal Contributors to Job Satisfaction Theory
JS theory progressed from recognition and social influence → needs-based models → intrinsic motivators → value alignment. This establishes satisfaction as a key driver of motivation, retention, and performance.
Hawthorne Studies (Mayo, 1933):
• “Hawthorne Effect” – performance improves with attention/recognition
• Highlighted supportive supervision/group dynamics in JS
• Influenced future theories by Maslow & Herzberg – linking satisfaction to motivation/retention
Herzberg’s Two-Factor Theory (1959/1993):
• Distinguished hygiene factors (prevent dissatisfaction) vs motivators (increase
satisfaction)
• Emphasized removing dissatisfaction does not equate to true satisfaction
• Identified intrinsic motivators (recognition, growth, meaningful work) foster
job design.
Locke’s Value Theory (1976):
• Defined JS as the fit between job outcomes and personal values.
• Explained differences in satisfaction through individual value priorities
• Formulated the value-percept model linking expectations, outcomes, and
importance.
• Laid foundation for modern measures (e.g., MSQ) and P-O fit research.
Maslow’s Hierarchy of Needs (1943):
• Needs-based framework linking motivation & job satisfaction
• Shifted focus from pay to psychological & social needs
• Employee JS rises when jobs meet multiple levels of needs
• Foundation for later theories & guided job design
Seminal Contributors to Turnover Intention Theory
TI research evolved from decision-based models to cognitive withdrawal processes. Subsequently, this led to causal frameworks with commitment, and ultimately to the empirical validation of TI as the strongest predictor of turnover.
March & Simon (1958)
• Conceptualized turnover as a decision process: job satisfaction
(desirability) vs alternatives (ease of movement)
• Labor market opportunities moderate turnover intention
• Dual-path model basis for later theories (Mobley, Price & Mitchell)
Price & Mueller (1981)
• Developed a causal model linking satisfaction, commitment, and job
opportunities.
• Identified organizational commitment as the key mediator of TI
• Created measured tools used in later models (Lee & Mitchell, 1994)
Tett & Meyer (1993)
• Confirmed TI as the strongest predictor of quitting
• Found that satisfaction and commitment shape intent to leave
• Validated intention as mediator and set benchmark effect sizes
Mobley (1977)
• Suggested turnover as a stepwise process, tying dissatisfaction to
the exit strategy
• Introduced the cognitive sequence (thinking, searching, evaluating
• Established TI as the strongest predictor of actual quitting
Generational Cohort Theory (GCT): Background & Contemporary Research
Application:
In the telecom industry, aligning organizational culture with Millennial values and technical expertise is crucial for retention and workforce stability
Contemporary View:
Twenge (2023)
• Technology now defines generations (not history)
Technology Model of Generations (focus on technology, individualism, life strategies)
Origin:
Mannheim (1927/1952)
• Generations are shaped by shared historical/social contexts and formative events
Strauss & Howe (1991)
• Introduced cyclical “turnings” model (80 to 100-year cycles).
• Influential in framing Millennials, Gen Z, etc.
Critiques:
Twenge & Campbell (2008)
• Generational effects are often linear, not abrupt.
• Reflect gradual cultural and societal change over time
Research Design and Model
Methodology
Quantitative correlational research design to assess relationships (Creswell & Creswell, 2023)
Target population: U.S. Telecom Millennial managers
Utilization of validated scales: OCAI, MSQ-Short Form, TIS-6
Population and Sample
U.S. Telecommunication sector first and second-level Millennial managers
Purposive sampling (non-probability) approach
Proposed sample: 150 participants across the U.S. region
Data Collection Instruments
Organizational Culture Assessment Instrument (OCAI): Participant assessment of OC for “Now and Future” environments (Cameron & Quinn, 2011)
Minnesota Satisfaction Questionnaire – Short Form (MSQ-Short: Measures job satisfaction (e.g., intrinsic, extrinsic, and general job satisfaction) (Weiss et al., 1967)
Turnover Intention Scale (TIS-6): Assesses employees’ intent to leave their job, based on thoughts and actions (Roodt, 2004)
Data Collection
Combined Survey Instruments hosted on Qualtrics
IRB Compliant
Survey link shared on MTurk and LinkedIn for participant access
Data Analysis Plan
IBM SPSS v30 for statistical analysis
Descriptive statistics, reliability analysis
Independent samples t-tests (or one-way ANOVA, linear regression), PROCESS Macro (Model 4)
Validity Consideration
Internal Validity: Emphasis on accuracy of instruments, confidentiality, and consistent methodologies
External Validity: Purposive (non-probability) sampling limits generalizability. Strategies to enhance generalizability include clearly defined participant criteria, broad recruitment, and transparent reporting (Andrade, 2020).
Ethical Considerations
IRB approval obtained prior to study initiation
Informed consent from all participants
Confidentiality maintained through pseudonyms and secure storage
Voluntary participation with right to withdraw at any time
Data protection: encrypted storage of transcripts and survey responses
No harm principle: sensitivity to participants’ privacy and business information
Conclusion
The investigation into organizational culture, job satisfaction, and turnover intention among Millennial managers in the U.S. telecommunications sector represents an underexplored area in the literature. Millennials, who now hold a growing share of leadership roles, are tech-savvy yet report higher turnover intentions than older cohorts, creating risks for workforce stability and retention costs. Using validated instruments (OCAI, MSQ-Short, TIS-6) and a quantitative correlational design, the study explores direct and mediated relationships between culture, satisfaction, and turnover. Findings are expected to extend theory on organizational culture and generational dynamics while offering telecom leaders practical strategies to foster alignment, enhance satisfaction, and reduce turnover during periods of rapid change, including digital transformation.
Next Steps
Request IRB Approval
Submit the survey to the identified study participants
Collect and analyze survey data from Millennial managers in the U.S. telecommunications sector
Conduct statistical tests (correlation, regression, mediation) to address the three research questions.
Present the findings (descriptive statistics, reliability analyses, and validity checks) for OCAI, MSQ-Short, and TIS-6.
Report findings for direct and mediated relationships among organizational culture, job satisfaction, and turnover intention
Questions?
References
Andrade, C. (2018). Internal, external, and ecological validity in research design, conduct, and evaluation. Indian journal of psychological medicine, 40(5), 498-499. https://doi.org/10.4103/IJPSYM.IJPSYM_334_18
Assoratgoon, W., & Kantabutra, S. (2023). Toward a sustainability organizational culture model. Journal of Cleaner Production, 400, 136666.
https://doi.org/10.1016/j.jclepro.2023.136666
Axten, C. (2015). Millennials at work: The advice of great leaders. Defense AT&L, 39(1), 50-55. https://www.dau.edu/sites/default/files/Migrate/DATLFiles/Mar-Apr2015/Axten.pdf
Bothma, F. C., & Roodt, G. (2013). The validation of the turnover intention scale. SA Journal of Human Resource Management, 11(1), 1–12. https://doi.org/10.4102/sajhrm.v11i1.507
Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed.) [Kindle edition]. Jossey-Bass.
Creswell, J. W., & Creswell, J. D. (2023). Research design: Qualitative, quantitative, and mixed methods approaches (6th ed.). Sage Publications.
Deal, T., & Kennedy, A. (1982). Corporate cultures: The rites and rituals of corporate life. Addison-Wesley Publishing Company.
DeMaria, K., Page, I., Reuss, K., & Zemper, Z. (Eds.) (2024 August). Changes in the U.S. Labor Supply. Trendlines. U.S. Department of Labor Employment and Training Administration.
Denison, D. R. (1990). Corporate culture and organizational effectiveness. John Wiley & Sons.
References
Feizi, F., Kaleibar, F. J., Rahimi, F., Kashfi, H., & Nia, A. H. (2023). Digital disruption in telecommunication: Shifting from Telco to Tech Co. 2023 7th Iranian Conference on Advances in Enterprise Architecture (ICAEA), 59–64. https://doi.org/10.1109/ICAEA60387.2023.10414467
Hancock, J. I., Allen, D. G., Bosco, F. A., McDaniel, K. R., & Pierce, C. A. (2013). Meta-analytic review of employee turnover as a predictor of firm performance. Journal of management, 39(3), 573-603.
Herzberg, F., Mausner, B., & Snyderman, B. B. (1993). The motivation to work (2nd ed.). Transaction Publishers. (Original work published 1959)
Huang, S., Jen, H., Tsay, S., Wang, Y., & Tung, H. (2024). Organizational Culture and Trust Affect the Team-Based Practice and Job Satisfaction of Nurse Practitioners in Acute Care Hospitals: A National Survey. Journal of Nursing Management, 2024, 2049627. https://doi.org/10.1155/2024/2049627
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Mannheim, K. (1952). The problem of generations. In Essays on the Sociology of Knowledge, 5, 276–322. Routledge & Kegan Paul. (Original work published 1927)
References
Mabaso, C. M., & Mathebula, S. (2025). Total rewards for attracting and retaining Millennials in the workplace post-COVID-19. SA Journal of Human Resource Management, 23 https://doi.org/10.4102/sajhrm.v23i0.2855
March, J. G., & Simon, H. A. (1958). Organizations. Hoboken, NJ: Wiley-Blackwell.
Mayo, E. (1933). The human problems of an industrial civilization. Macmillan.
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Mobley, W. H. (1977). Intermediate linkages in the relationship between job satisfaction and employee turnover. Journal of Applied Psychology, 62(2), 237–240. https://doi.org/10.1037/0021-9010.62.2.237
Ouchi, W. G., & Wilkins, A. L. (1985). Organizational culture. Annual Review of Sociology, 11, 457–483. http://www.jstor.org/stable/2083303
