Healthy organizations have high levels of job satisfaction and organizational friendship of employees who have managerial competence. With these characteristics, it is expected that healthy organizations are relatively more efficient and have higher performance. Healthy organizations have particular managerial competencies and such organizations have acquired a particular skill in adapting to changing environmental conditions [1,2]. Thanks to these features, their development potential is relatively high. Healthy organizations have higher organizational and managerial competence, more efficient use of organizational resources and higher innovation capabilities. Thanks to these features, their ability to obtain qualified output have improved [3]. Healthy organizations are aware that they need to reach a certain standard for the goods or services they produce in order to survive in markets where competition is intense. Producing qualified goods and services enables organizations to show efficiency and effectiveness and creates a competitive advantage.

Healthy organizations can grow and develop over time with functional leadership, integrity in line with their goals and objectives, effective communication with their internal and external environment and organizational identity formed and quality output. Healthy organizations are managed by leaders who desire change and are enthusiastic about it, rather than managers who try to maintain the status quo [4,5]. Another benefit of leadership for healthy organizations is problem-solving ability. Since organizations are a system formed due to the cooperation of various fields, it is natural that problems arise in organizations. This situation is not an indicator of unhealthy for the organizational environment. The main indicator of organizational unhealthy is the inability to solve the emerging problems and the continuation of conflicts.

An essential feature of healthy organizations is the existence of a synergy culture in the organization. Synergy culture is the understanding of producing more value than the sum of the resources used by the organization. There is an optimal balance between the resources used [6,7]. The synergy culture ensures that the employees in the organization have confidence. In addition to these, organizational climate, which means the practice that reveals the organizational identity, affects the organization's behaviors and is perceived by the employees. The air that dominates the organization, in general, is an essential indicator of organizational health in healthy organizations.

In the most general sense, organizational climate refers to the environment related to the working environment of the organization and the general atmosphere that dominates the organization. This concept has started to be used as a concept that deals with psychology in the organizational environment. Finding the negative factors in the organizational environment, eliminating or improving these factors contributes to increasing the quality and quantity of production by increasing the commitment and motivation of the employees. Organizational climate is the atmosphere of the working environment, which occurs because of the behavior of the employees and the rules and rules applied, reveals the identity of the organization and unites those within the organization around a common purpose [8,9]. A favorable organizational climate; is a clear expression of the organization's identity and health. At the same time, relations between employees reflect the level of development. The organizational structure is designed to achieve employee success and organizational efficiency. Legal regulations have standardized the organizational structure to establish norm staff and units in public institutions compared to the private sector.

Organizational quality standards are also high in organizations with employees with a high sense of taking individual responsibility. Adopting a participatory management culture in the organization strengthens the desire to take responsibility in the organization. Supporting employees to manage themselves and take responsibility positively affects the organizational climate. Individual responsibility and taking the initiative can be seen as a criterion for increasing performance in terms of public or private organizations [10]. It can be argued that sincerity and employee performance within the organization will increase the sincere climate in the organization. It is thought that the perception of sincerity in the organizational climate will increase the motivation and performance of the employees who have a high need for relationships. In addition, the reward, punishment, or appreciation system in organizations creates the employees' evaluations of the organization and the perception of the organizational climate resulting from this evaluation. Thanks to this perception formed in the employees, the performance of the employees can be positively affected [11,12]. In order to increase the level of performance in the organization, it is of great importance that high performance is seen, appreciated and rewarded. Appreciation of employees' efforts motivates them more and increases their performance. In addition, it can be argued that the fair execution of the reward, punishment, or appreciation system among the employees will increase the job satisfaction and performance of the employees.

One of the important indicators of organizational health is organizational culture. Just like people, organizations have cultures. It is a particular system of beliefs and values ​​that people who gather around a vision and mission hold. Organizational culture is a set of values ​​and norms that regulate working life in an institution. It is the whole of norms, values, beliefs, attitudes and behaviors in the organization [13]. The set of formal and informal rules shared by the members of an organization and regulating their behavior is called organizational culture. It is a system of rules, norms, behaviors, values, beliefs and habits that guide the organizational behavior of employees.

One of the essential elements of the social-environmental conditions in which organizations carry out their daily activities is culture. Organizational culture is a set of values ​​ shared and accepted by the employees of a group and organization and that shape their behavior. It emerges from perceiving, analyzing and reacting to the traditional, forming the organizational identity. Organizational culture consists of rules, values, beliefs and habits [14,15]. Even if the organizations are in the same sector and have similar organizational structures, employee demographics and working methods, their organizational cultures do not show similar characteristics. When the relationship between organizational culture and organizational health is examined, it is seen that the concept of organizational health is more comprehensive than the concept of organizational culture. However, a positive organizational culture is required for a healthy organizational structure [16]. Since the concepts of organizational climate and culture are very close, their distinction is not very sharp. It is not easy to talk about a clear distinction between these two concepts and the concept of organizational health.

Another organizational health indicator is organizational identity. Organizational identity is the tool the organization uses to introduce itself to the masses it needs to communicate to realize its goals and survive. Organizational identity is a collection of meanings that determine how the organization is defined, remembered and explained by its internal and external environment [17,18]. Organizational identity is the perception of environmental groups and health organizations are perceived positively in their environment. The organization unites its employees around a common purpose and enables employees to focus on these goals. An adopted organizational identity increases the employees' organizational loyalty and job satisfaction, thus contributing to the behaviors of the employees supporting the organization. Organizational identity is formed depending on every factor in the organization such as sector, product, service offered, logo, design, behavior patterns of employees, management style, quality of managers, production structure, strategies, vision and mission, market structure, intra-organizational coordination and harmony [19]. A positive organizational identity can be mentioned if all the features that make up the organizational identity create a positive impression in the external environment and the feeling of adopting the organization in the employees.

Organizational identity is formed by corporate identity, promotional identity and behavioral identity. The corporate identity consists of the order and standards applied in the management process and the behavior of the employees in order. It covers management, production, service, marketing, sales and service [20]. On the other hand, promotional identity is the identity that directs individuals to buy products and differentiates the output produced by the organization from its competitors. Promotional identity encompasses secondary organizational functions such as advertising and public relations. Behavioral identity is associated with relationships with employees and customers. In local governments, meeting the local and everyday needs of the society can be seen as an aspect of the promotional identity of the organization. Local governments that provide a high level of urban life and welfare positively affect society and become a center of attraction [21,22]. In these organizations, the employees can be positively affected by their recognition and reinforce their belonging needs. A positive organizational identity enables employees to feel like a whole with their organization and identify as a part of it.

Another organizational health indicator examined within the scope of this research is competent organizational employees. Competence is the primary personal characteristic that achieves superior performance results in the job. Competence is the difference in knowledge and skill between high and average performance [23]. The essential characteristics that an individual should have to define them as competent; are the factors that distinguish him from other people, such as his job duties, behavior and strengths of personality. Having competent organizational employees ensures that more output is obtained from inputs in terms of quality and quantity. Competent organizational employees increase the degree of adaptation of the organization to the changes in its environment and continue its life [24]. Organizations with high performance do the right things in the right way. They produce by increasing the quality of the products and services demanded by their customers and reducing their costs. The ability of these organizations to create benefits in a way that meets or exceeds the demands of customers, employees and shareholders is relatively high.

Competent employees ensure the development and growth of the organization by providing the necessary incentives and support by producing products and services that others have not thought of before. Talented organizational employees keep the targeted cost and benefit ratio at the optimum level in reaching practical tools and achieving goals [25]. Healthy organizations are differentiated in terms of personal and core competencies. As stated above, individual competence is any distinguishing feature that distinguishes an employee from other employees and ensures high performance. Organizational competence is being self-sufficient in realizing its goals, reaching its goals and adapting to changing environmental conditions. On the other hand, managerial competence can be expressed as the manager's intelligence in organizational and managerial issues, his ability to cope with obstacles, his ability in human relations and communication.

The quality of the goods and services produced is determined by meeting the consumers' expectations. Therefore, an essential organizational health indicator is output quality. Quality is the level of meeting customer expectations over specific standards of a product or service. According to the American Quality Association, quality is all the characteristics that reveal the ability of a good or service to meet specific requirements [26,27]. Different variables are used in quality measurements. These are functionality, suitability for purpose, reliability, durability, durability and aesthetics in general. Making an effort to ensure that the goods and services produced in the organization are of high quality, ensure the effective use of resources, increase satisfaction with products and services and contribute to the emergence of a positive image and impression about organizational health [28]. Quality and efficiency in the services produced increase organizational efficiency and give organizational reputation. Making production with quality awareness is an organizational responsibility and a form of social sensitivity. Healthy organizations differ from other organizations in the quality (quality) of the goods and services.

Another essential organizational health indicator examined within the scope of this research is problem-solving ability. A problem is any negative factor that confuses people, challenges them and complicates their views. Two factors are required for a factor to be a problem. These are obstructive and do not originate from the person himself [29]. In terms of organizations, a problem is any factor that prevents or hinders the healthy functioning of an organization. The ability of organizations to achieve a healthy functioning and structure and maintain their existence largely depends on their problem-solving abilities. Problem-solving is the approach and solution efforts used in the process of eliminating a problem. In a way, management can be seen as the art of problem-solving.

The manager demonstrates his authority and ability to manage by solving the problem he is facing. Not every problem that arises is destructive; Changes often cause problems. There is no change in an organization where there is no problem. The ability of organizations to realize change and even lead change to adapt rapidly to changing environmental conditions is related to being healthy in their structure and functioning. Healthy organizations are not organizations without problems but organizations that can solve the problems they encounter without becoming chronic [29,30]. In order to solve the problem, it is necessary to benefit from the experts and consultants on the problem. In particular, legal regulations arising from public institutions and organizations' use of public power and resources constitute an essential basis of organizational norms.

Within the scope of the literature as mentioned above, it aims to answer the basic question of "What do you think about organizational health indicators" in the research. The research also seeks answers to the following sub-questions:

• What are the characteristics that make an organization healthy

• What is the importance of organizational health for employees

• What is the importance of organizational health for the organization

Research Design

The research was designed as qualitative research (case study) to understand the managers' views on organizational health indicators in depth. The case study design was preferred in the research is that this design allows for an in-depth investigation of current situations. Another reason for preferring the case study design is that this design is suitable for revealing the information hidden in the examined situation [31-33].

Participants and Sampling

Nine senior managers were interviewed following the main purpose of the research. The sample of the study was determined according to the purposive sampling technique. In the research, data were collected through face-to-face interviews with the sample determined according to the purposeful sampling technique [33].

Data Collection Instrument

In the research, face-to-face interviews were done and the data were collected with the help of a semi-structured interview form. [34], states that it would be sufficient to limit the sample size to 5-10 people in qualitative studies. The sample size of this study consists of nine people. It can be argued that this sample size is sufficient in terms of the credibility and transmittance of the research.

Data Analysis

The questions determined following the purpose of the research were asked through face-to-face interviews with the managers. A semi-structured interview form was used to interview within the framework of an order. The data collected in the research were analyzed with inductive qualitative content analysis. In the study, the focus of participant views was determined by giving the frequency of repetition of descriptive expressions. In addition, codes, sub-themes and main themes were obtained from participant statements. The analysis tried to increase the reliability and credibility of the research by directly reflecting the participants' views [33]. Afterward, the analysis findings were interpreted and various suggestions were made.

In order to answer the fundamental question "What do you think about organizational health indicators," the participants; Questions were asked: "What do you think a favorable organizational climate should be like" "What do you think an organizational culture with high representative ability should be, what do you understand by the concept of employee competence." The findings obtained from the analysis of the answers given by the managers were gathered under the main theme of "organizational values ​​and organizational commitment." Descriptive expressions reflecting the views of the participants and the frequency of common opinions, codes, sub-themes and main themes are shown in Table 2 participants whose opinions regarding the relevant question were marked as P1, P2, P3…Pn.

Considering the analysis of descriptive expressions in Table 2, the answers given by the administrators to this question are; to love one's job, organizational belonging, motivation, respect, routine work, organizational development, democratic management, transparency, organizational culture, motivation, sense of unity, shared values, corporate belonging, organizational democracy, accountability, process flexibility, competence, experience, vision and mission, continuing education and organizational communication codes. The opinions of the managers on the questions in this group; It is seen that they are grouped under the sub-themes of "organizational belonging and high motivation," "organizational culture and organizational democracy," and "competency management." The ideas that stand out from the views of the participants are given below in their own words:

• I think it is crucial for people to like the environment they work in terms of their success. People usually do not like their job very much. Motivation is vital for employee success. Organizational democracy is vital for employees to adapt to the organization

• An organizational culture that represents the values ​​of the employees is vital for their commitment to the organization. The representative ability of the organizational culture ensures the ownership of the organization's culture. This also has a positive effect on employee motivation

• The competence of the employees is crucial in terms of organizational efficiency. Those who have authority in management must also be competent. In addition, employees need to be trained through continuous training

From the participant statements, managers stated that an especially favorable organizational climate, culture, shared values ​​ and organizational democracy are essential for organizational health indicators. From the participants' statements, it is understood that they attach great importance to the need for a high representation ability of the organizational culture.

Table 1: Descriptive Indicators of the Sampling

Table 2: Opinions of the Participants on Organizational Health Indicators

Table 3: Opinions of Managers on Organizational Health Indicators

Regarding the employees' competencies, they stated that their ability to do business and succeed should be high. Another critical point is that they specifically stated that managers, especially those who have authority, should be competent at the same time. All these statements understand that organizational health indicators such as organizational sense of belonging, organizational culture and organizational democracy are significant for employee performance and organizational efficiency.

Other questions asked to answer the fundamental question, "What are the managers' opinions about the organizational health indicators" are as follows: What do you think a healthy organizational structure should be like? What do you think about organizational and managerial competence? Why is problem-solving ability important in managers? The findings obtained from the analysis of the managers' answers were gathered under the main theme of "organizational health and productivity are interconnected." Descriptive expressions reflecting the views of the participants and the frequency of common opinions, codes, sub-themes and main themes are shown in Table 3 participants whose opinions regarding the relevant question were marked as P1, P2, P3…Pn.

The answers given by the managers to the basic question of "what do you think about the organizational health indicators" of the participant managers; It were gathered under the sub-themes of "organizational efficiency and competence", "business processes, management," "leadership and problem-solving." When the codes that make up this theme (organizational harmony, efficiency, competence, governance, performance, managerial competence, organizational goal, business processes, referral and management, problem-solving, leadership, business success, organizational goal, orientation) are examined, managers' organizational psychology and human resources It is understood that they attach particular importance to the issues of management. The answers given by the managers to these questions are given below from their statements:

• Organizational harmony is essential for employee performance and organizational efficiency. Authorized but not competent managers cannot achieve organizational efficiency. Empowering people can increase organizational efficiency with personal competence

• A healthy organizational structure is possible with the values ​​that make up the organizational structure. One of the indicators of the robustness of the organizational structure is the degree of realization of organizational goals and objectives

• Organizational and managerial competency is possible with a structure that can keep organizational values ​​alive and succeed in reaching the organization's goals. In healthy organizations, employees dominate the work processes

• One of the crucial indicators of healthy organizations is problem-solving ability. A person with low management ability cannot solve organizational problems; even the primary cause is inadequate management. In healthy organizations, everyone is willing to act in line with organizational goals

When Table 3 and participant statements are examined, managers must have a high ability to create organizational competence among employees for organizational health. Another important indicator of healthy organizations is organizational harmony. It is understood that organizational maladjustment is an essential indicator of poor health. An essential organizational health indicator from participant views is the efficient use of all organizational resources. According to participant views, another indicator of organizational competence is that those who have authority are also competent persons. In addition, it is understood from the participant responses that institutional democracy and governance are also essential organizational health indicators. It is seen that healthy organizations can be understood from high-performing employees, competent management and the degree of realization of organizational goals and objectives. According to participant views, other organizational health indicators are the ability of managers to lead and manage, the ability of managers to solve problems, the ability to lead and direct.

In this study, in which the views of managers on the indicators of organizational health are investigated, it is understood that the views of managers on organizational health are generally compatible. Managers agree on the application of general principles of organizational psychology and human resources in their workplaces. It was understood that the findings obtained from the analysis of the data were gathered under the main themes of "Organizational values ​​and organizational commitment" and "organizational health and productivity." The managers' opinions were gathered under the sub-themes of organizational belonging and high motivation, culture, democracy, competence management, organizational efficiency and competence, business processes, referral and management, leadership and problem-solving. These sub-themes and main themes show that organizational health can only be possible with the effective management of physical resources, human resources and financial resources in organizations. It is understood that the managers participating in the research have a common opinion on this issue. When the main themes and sub-themes are evaluated together, it is understood that the organization's management has a scientific side and an artistic side, such as guiding people.

Theoretical Implications

When the studies on organizational health are examined, it is generally understood that the concept of organizational health is organizational climate, effectiveness, personality, organizational health [35], organizational health and student success [36]. This finding shows that organizational health indicators are universal indicators independent of culture. In some other studies, the relationship between organizational climate and organizational health [37], the relationship between organizational health and communication, commitment, morale and problem-solving [38], the relationship between organizational health and organizational commitment [39], they worked on the relationship between bureaucracy and organizational health [40]. These results are also consistent with the results of our study. Although these results theoretically support the basic assumptions of the research, it is crucial to make a more cautious explanation since it is qualitative research. To date, there is a solid theoretical basis and solid empirical evidence on organizational health and these research results support this. This situation shows that organizational health research is not a widespread culture issue but an approach with solid theoretical and empirical foundations.

Practical Implications

It is understood that these indicators are universal and are shared by all managers, even if order priority changes depending on the manager's management understanding, according to the managers' opinions. Managers as an indicator of organizational health; to love one's job, organizational belonging, motivation, respect, routine work, organizational development, democratic management, transparency, organizational culture, motivation, sense of unity, shared values, corporate belonging, organizational democracy, accountability, competence, experience, vision and mission, continuous they see codes such as education and organizational communication as indicators of organizational health. These are effective and efficient organizational behavior and human resource management. These are the basic principles of management. Organizational health is not a stereotype in human resources management and industrial-organizational psychology literature but an essential issue with a theoretical and empirical basis. Therefore, managers and organizations; should pay special attention to organizational health for job performance, job satisfaction, organizational commitment and organizational productivity.

Limitations And Avenues for Future Research

This research is qualitative research conducted in public and private sector institutions. Therefore, the research has methodological limitations. In the research, only the administrators' opinions were consulted, but the administrators' opinions were not taken. Taking the opinions of the subordinates, that is, the subordinates, in further research is an essential issue for a better understanding of the subject. It should not be ignored that the research is qualitative and the research results are not suitable for statistical generalization but analytical inference. It is vital to support the research with quantitative and mixed studies to make it suitable for statistical generalization. In addition, research on different samples will contribute to a better understanding of the subject.

It is known that employees will be happier, organizational commitment and sense of ownership will be more assertive in work environments that they find physically, mentally and psychologically convenient and satisfying for them. It is also expected that a person who is happy at work will have high productivity and performance. The well-being of a person who feels good in the business environment will be reflected in the business environment and his private life. All of these show that organizational health will positively affect employees' job satisfaction and performance and their happiness in private life. It can be argued that organizations, where organizational health conditions are satisfactory will benefit from this with high organizational efficiency. As a result, it should not be ignored that people are there to work and live in the workplace.

1.  

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3. Gunawan, J. “Factors contributing to managerial competence of first-line nurse managers: A systematic review.” International Journal of Nursing Practice, vol. 24, no. 1, 2018, e12611.

4. Usman, N. “The principal's managerial competence in improving school performance in Pidie Jaya Regency.” Advanced Science Letters, vol. 24, no. 11, 2018, pp. 8297–8300.

5. Farmanova, E. “Organizational health literacy: a review of theories, frameworks, guides and implementation issues.” INQUIRY: The Journal of Health Care Organization, Provision and Financing, vol. 55, 2018, article 0046958018757848.

6. Özer, Ö. “The impact of work alienation on organizational health: A field study in the health sector.” International Journal of Healthcare Management, vol. 12, no. 1, 2019, pp. 18–24.

7. Lazányi, K. “Embedded in a culture.” Recent Advances in the Roles of Cultural and Personal Values in Organizational Behavior, IGI Global, 2020, pp. 167–186.

8. Motorina, I. and A. Popova. “Ecological consciousness and self-identity in the context of the ideas of Synergetics.” Proceedings of the 2nd International Conference on Contemporary Education, Social Sciences and Ecological Studies (CESSES 2019), October 2019, pp. 1421–1425.

9. Al Shobaki, M.J. et al. “The level of organizational climate prevailing in Palestinian universities from the perspective of administrative staff.” 2018.

10. Haryono, S. “Do organizational climate and organizational justice enhance job performance through job satisfaction? a study of Indonesian employees.” Academy of Strategic Management Journal, vol. 18, no. 1, 2019, pp. 1–6.

11. Eissa, G. “Individual initiative and burnout as antecedents of employee expediency and the moderating role of conscientiousness.” Journal of Business Research, vol. 110, 2020, pp. 202–212.

12. Budur, T. “Employee performance and customer loyalty: mediation effect of customer satisfaction.” Middle East Journal of Management, vol. 8, no. 5, 2021, pp. 453–474.

13. Darma, P.S. “The effect of compensation on satisfaction and employee performance.” Management and Economics Journal (MEC-J), vol. 1, no. 1, 2017.

14. Mohelska, H. and M. Sokolova. “Management approaches for industry 4.0—the organizational culture perspective.” Technological and Economic Development of Economy, vol. 24, no. 6, 2018, pp. 2225–2240.

15. Aranki, D.H. “The relationship between organizational culture and organizational commitment.” Modern Applied Science, vol. 13, no. 4, 2019, pp. 137–154.

16. Fitria, H. “The influence of organizational culture and trust through the teacher performance in the private secondary school in Palembang.” International Journal of Scientific & Technology Research, vol. 7, no. 7, 2018, pp. 82–86.

17. Saad, G.B. “The impact of organizational culture on job performance: A study of Saudi Arabian Public Sector work culture.” Problems and Perspectives in Management, vol. 16, no. 3, 2018, pp. 207–218.

18. Garcia, G.A. “Defined by outcomes or culture? Constructing an organizational identity for Hispanic-serving institutions.” American Educational Research Journal, vol. 54, no. 1, suppl., 2017, pp. 111S–134S.

19. Basque, J. “Invoking Alphonse: The founder figure as a historical resource for organizational identity work.” Organization Studies, vol. 39, no. 12, 2018, pp. 1685–1708.

20. Song, W. “Bridging the gap between corporate social responsibility and new green product success: The role of green organizational identity.” Business Strategy and the Environment, vol. 28, no. 1, 2019, pp. 88–97.

21. Haslam, S.A. “Metatheories and metaphors of organizational identity: Integrating social constructionist, social identity and social actor perspectives within a social interactionist model.” International Journal of Management Reviews, vol. 19, no. 3, 2017, pp. 318–336.

22. Razinkina, E. et al. “Influence of the educational environment on students' managerial competence.” E3S Web of Conferences, vol. 110, 2019, article 02097. EDP Sciences.

23. Gunawan, J. “Factors contributing to managerial competence of first-line nurse managers: A systematic review.” International Journal of Nursing Practice, vol. 24, no. 1, 2018, e12611.

24. Usman, N. “The principal's managerial competence in improving school performance in Pidie Jaya regency.” Advanced Science Letters, vol. 24, no. 11, 2018, pp. 8297–8300.

25. Farmanova, E. “Organizational health literacy: A review of theories, frameworks, guides and implementation issues.” INQUIRY: The Journal of Health Care Organization, Provision and Financing, vol. 55, 2018, article 0046958018757848.

26. Özer, Ö. “the impact of work alienation on organizational health: A field study in the health sector.” International Journal of Healthcare Management, vol. 12, no. 1, 2019, pp. 18–24.

27. Lazányi, K. “Embedded in a culture.” Recent Advances in the Roles of Cultural and Personal Values in Organizational Behavior, IGI Global, 2020, pp. 167–186.

28. Motorina, I. and A. Popova. “Ecological consciousness and self-identity in the context of the ideas of Synergetics.” Proceedings of the 2nd International Conference on Contemporary Education, Social Sciences and Ecological Studies (CESSES 2019), October 2019, pp. 1421–1425.

29. Al Shobaki, M.J. et al. “The level of organizational climate prevailing in Palestinian universities from the perspective of administrative staff.” 2018.

30. Haryono, S. “Do organizational climate and organizational justice enhance job performance through job satisfaction? A study of Indonesian employees.” Academy of Strategic Management Journal, vol. 18, no. 1, 2019, pp. 1–6.

31. Eissa, G. “Individual initiative and burnout as antecedents of employee expediency and the moderating role of conscientiousness.” Journal of Business Research, vol. 110, 2020, pp. 202–212.

32. Budur, T. “Employee performance and customer loyalty: Mediation effect of customer satisfaction.” Middle East Journal of Management, vol. 8, no. 5, 2021, pp. 453–474.

33. Darma, P.S. “The effect of compensation on satisfaction and employee performance.” Management and Economics Journal (MEC-J), vol. 1, no. 1, 2017.

34. Mohelska, H. and M. Sokolova. “Management approaches for industry 4.0 the organizational culture perspective.” Technological and Economic Development of Economy, vol. 24, no. 6, 2018, pp. 2225–2240.

35. Aranki, D.H. “The relationship between organizational culture and organizational commitment.” Modern Applied Science, vol. 13, no. 4, 2019, pp. 137–154.

36. Fitria, H. “The influence of organizational culture and trust through the teacher performance in the private secondary school in Palembang.” International Journal of Scientific & Technology Research, vol. 7, no. 7, 2018, pp. 82–86.

37. Saad, G.B. “The impact of organizational culture on job performance: A study of Saudi Arabian public sector work culture.” Problems and Perspectives in Management, vol. 16, no. 3, 2018, pp. 207–218.

38. Garcia, G.A. “Defined by outcomes or culture? Constructing an organizational identity for hispanic-serving institutions.” American Educational Research Journal, vol. 54, no. 1, suppl., 2017, pp. 111S–134S.

39. Basque, J. “Invoking Alphonse: The founder figure as a historical resource for organizational identity work.” Organization Studies, vol. 39, no. 12, 2018, pp. 1685–1708.

40. Song, W. “Bridging the gap between corporate social responsibility and new green product success: The role of green organizational identity.” Business Strategy and the Environment, vol. 28, no. 1, 2019, pp. 88–97.

41. Haslam, S.A. “Metatheories and metaphors of organizational identity: Integrating social constructionist, social identity and social actor perspectives within a social interactionist model.” International Journal of Management Reviews, vol. 19, no. 3, 2017, pp. 318–336.