Influence of organisational culture on job satisfaction of library personnel in research institutes’ libraries in South-West,Nigeria

Statement of the problem

The success of an organisation is heavily influenced by its human capital, with dissatisfied employees often leading to decreased productivity, increased turnover, and potential threats to overall functioning. This concern is particularly relevant in research institutes’ libraries in Nigeria, where understanding the dynamics of organisational culture, and job satisfaction is crucial. These factors directly impact the efficiency and effectiveness of library services, affecting researchers and the academic community at large. Research institutes’ libraries face unique challenges, such as resource constraints, evolving technologies, and changing scholarly demands. However, there is a notable lack of comprehensive studies addressing these factors in Nigerian research institutes’ libraries, hindering the development of tailored strategies for optimising performance and employee satisfaction. A thorough investigation into the relationships between organisational culture, and job satisfaction is needed to provide insights that can inform evidence-based management practices and interventions.

Previous research, including studies by Idiegbeyan-Ose et al. (2019), Shafagatova et al. (2023), and Akosah et al. (2023), has focused on job satisfaction among university library staff. Still, there is extant literature specifically examining organisational culture in the context of research institutes. These institutes are crucial for national development and rely on the performance and engagement of their employees, including librarians (Olasehinde et al., 2020). Despite the vital role of libraries in supporting research, scant research exists on organisational culture, and job satisfaction within Nigerian research institutes’ libraries (Kavita, 2016). Addressing this gap is essential for understanding how organisational culture influences job satisfaction and improving the effectiveness and service quality in these libraries. The findings from the study will inform the development of management practices and policies aimed at enhancing employee satisfaction, operational efficiency, and the quality of services provided to the academic community.

Level of job satisfaction of library personnel

The level of job satisfaction experienced by individuals can be influenced by a range of variables, as stated by Prasetya et al (2023). Several factors contribute to employee job satisfaction, including compensation and benefits, perceptions of promotion fairness, recognition, pleasant working circumstances, and the inherent characteristics of the job (Hastriana & Sa’diyah 2023; Qaralleh et al., 2023). In another study conducted by Rotimi et al. (2023), it was found that the level of job satisfaction experienced by individuals is influenced by the economic, social, and cultural factors prevalent in their respective societies. Insufficient remuneration to fulfil essential familial needs might lead to challenges and discontentment for an employee. Insufficient remuneration, unfavourable economic conditions, and the absence of social safeguards significantly influence individuals’ motivation and job satisfaction.

Job satisfaction is associated with various positive outcomes in the workplace, including enhanced job performance, the presence of constructive work, heightened levels of employee motivation, as well as reduced absenteeism, turnover, and burnout rates. Given that the primary objective of individuals who orchestrate and oversee others is to foster dissatisfaction, managers must prioritise the assessment of employee satisfaction levels (Oladejo, 2023). In a study conducted by Üstgörül and Popescu (2023), the concept of job satisfaction was examined and compared to another significant factor of life pleasure, namely marriage. Divorce is a common occurrence when individuals experience dissatisfaction inside their marital relationship, mirroring the dynamics observed in the employer-employee relationship. By the perspectives put forth by Karneli (2023) and Memon et al. (2023), it can be concluded that job satisfaction plays a crucial role in enhancing management effectiveness and attaining a competitive edge in the dynamic contemporary business landscape. Moreover, indicators such as reduced job turnover, absenteeism, and sick leave are indicative of elevated levels of job satisfaction. According to Adanlawo and Nkomo (2023), individuals perceive their salary as indicative of their level of contribution to the company. The study conducted by Emmideme (2023) examined the level of job satisfaction among teachers at public senior high schools in Ghana. The researcher found that external elements, such as salary, incentives, working conditions, and benefits (such as medical allowances and future pension benefits), have a positive impact on employee motivation and contribute to the attainment of job satisfaction efficiently. Kawiana et al. (2023) underscored the correlation between employee job satisfaction and performance. The behaviour exhibited by employees is indicative of the overall morale of the organisation. The role of contented employees in customer service and sales is of considerable importance, given their daily interactions with customers.

Uwatt et al. (2023) believe that there exists a clear relationship between a favourable and agreeable working environment and the retention of employees, as well as fostering a sense of value and attentiveness towards employees. Employees may hold the belief that inadequate working conditions can lead to a decline in their performance, as a result of the emotional and physical challenges associated with their job responsibilities. Rahman et al. (2024) conducted a study on the pharmaceutical business in Bangladesh and discovered that the working environment exerted a substantial impact on employee job satisfaction.

Organisational culture of library personnel

Previous research has shown that the performance of an organisation is influenced by its organisational culture (Mansaray, 2019; Berraies et al., 2019; Tannady & Budi 2023; and Jamaludin and Subiyanto, 2023). According to Palumbo (2023), the provision of library services is influenced by the organisational culture. This assertion holds for the library as well. Furthermore, it was observed that libraries are commonly believed to possess a distinct dominant or robust culture. Furthermore, it has been asserted that the management of organisational culture in libraries should be approached in a manner consistent with other resources. This is due to its role in fostering collective perceptions, facilitating the coordination of diverse activities such as decision-making, and promoting a harmonious equilibrium between individual and organisational interests. Khaksar et al. (2023) concurred with Palumbo (2023) that the presence of an organisational culture inside libraries plays a crucial role in enabling transformation and effectively addressing various difficulties. Each organisation possesses a distinct culture characterised by its core values, beliefs, and practices. Khaksar et al. (2023) posited that the impact of organisational culture extends to both individual and organisational productivity, serving as a powerful tool for elucidating the multifaceted dimensions of an organisation and assessing its operational efficacy.

The existing body of literature indicates a scarcity of research on the topic of organisational culture within Nigerian libraries. Nevertheless, drawing from the conceptualisations of culture in organisations, it is evident that library culture encompasses various aspects such as operating hours, staff-client interactions, staff interactions, library attire, behaviour, arrangement of resources and furniture, as well as rules and regulations, among other factors. All these factors exhibit similarities throughout Nigerian academic libraries, although they also possess unique characteristics within each Nigerian academic library. The existing body of literature indicates that specific academic libraries in Nigeria exhibit deficiencies in their organisational culture within certain domains. McMenemy et al. (2023) provided evidence indicating a decline in library expenditures, however, Stephen and Makoji-Stephen (2023) presented findings suggesting that the allocation of funds by the Federal Government of Nigeria for education is not noteworthy. The data indicate that there was a prevalent lack of financial resources allocated to education, which likely contributed to the prevalence of outdated information resources in certain academic libraries in Nigeria. Stephen and Makoji-Stephen (2023) and Akinsuroju et al. (2023) have examined the issue of insufficient financial resources allocated to the development and implementation of novel technologies.

Furthermore, it is worth noting that the research libraries in Nigeria exhibited a deficient culture in terms of training and retraining initiatives. Consequently, a significant number of senior librarians lacked the necessary technical expertise in emerging technologies (Oladokun and Mooko, 2023). Lund et al. (2023) identified several challenges, including limited financial resources, inadequate support from leadership, and insufficient provision of electricity. Hasan et al. (2023) claim that the substandard organisational culture prevalent in many Nigerian academic libraries could potentially impact the professional efficacy of librarians employed inside these institutions. Organisational culture can be defined as the underlying set of core values that shape the operational practises and behavioural norms within a corporation. It exerts a substantial impact on the decisions and activities of organisations. According to Silalahi (2023), it encompasses the entirety of the assumptions, values, norms, symbols, technologies, and behaviours exhibited by the members of an organisation. According to Vem et al. (2023), the concept of organisational culture encompasses a collection of ideas, norms, and values that exert an impact on the cognitive processes and actions of individuals employed inside the organisation. Furthermore, Okure (2023) observed that the organisational culture of a particular entity is influenced by various factors, such as the organisation's founder, selection criteria, senior management, and socialisation. As per the authors’ assertions, these components of the organisation collaborate harmoniously to establish a unique organisational ethos within the entity. Makaryan (2023) proposes that there exist four distinct sorts of organisational cultures that can be adopted by any given organisation. The concepts of Cultures of Collaboration (Clan), Creativity (Adhocracy), Control (Hierarchy), and Competition (Market) are expounded upon.

Organisational culture and job satisfaction of library personnel

The behaviour and satisfaction of librarians are influenced by the corporate culture, which can have both direct and indirect effects. There is a substantial body of research that establishes a strong correlation between organisational culture and employees’ job satisfaction. The study conducted by Alvi et al (2014) examined the impact of organisational culture on both organisational loyalty and job satisfaction, one of the primary objectives of the research was to apply a questionnaire as a means of data collecting to examine the correlation between organisational culture and employee job satisfaction within the fertilisers industry of Pakistan. One of the results drawn from their study is that the organisational culture exerts a substantial influence on the level of job satisfaction experienced by employees. In the study, Tayebi (2021) employed a descriptive and correlational survey design, utilising a questionnaire as the primary data collection instrument. Their research aimed to investigate the association between organisational culture and job satisfaction among staff and experts working in physical education offices within the Mazandaran province. The research conducted revealed that the organisational culture exerts a significant influence on the level of job satisfaction experienced by employees. The data for a separate study conducted by Mesfin et al. (2020) on the perceived organisational culture and its relationship with job satisfaction in primary hospitals of Jimma zone and Jimma town administration, a correlational study in Ethiopia was obtained through the administration of a questionnaire to 383 health workers from Jimma zone and Jimma town in Ethiopia. The research discovered a positive and statistically significant correlation between the organisational culture and job satisfaction of health workers.

Samuel (2017) conducted a study that examined the relationship between organisational commitment and employee job satisfaction among Nigerian industrial workers. The researcher found that corporate culture exerted a significant influence on both organisational commitment and job satisfaction, among other factors. In a study conducted by Rafique et al. (2020) examining the interplay of leadership style, culture, and commitment, it was found that a noteworthy association exists between the cultural context, job satisfaction, and level of dedication among librarians in Pakistan. Bhardwaj et al. (2023) conducted a study that investigated the relationship between organisational culture, teamwork, and job satisfaction among interpersonal teams. The researchers made the finding that the level of employee work satisfaction was influenced by the prevailing organisational culture.

The research specifically focused on examining the relationship between management style and job pleasure among library staff. In a study conducted by Onuoha et al. (2020) and Akinlade et al. (2020), it was shown that the level of job satisfaction among library professionals is mostly influenced by the characteristics of their work environments, rather than their gender, the specific type of library they are employed in, or their professional aspirations. A study was undertaken by Khan and Ahmed (2013) to examine the job satisfaction of librarians working at universities located in Khyber Pakhtunkhwa, Pakistan. The findings revealed that although the librarians expressed a moderate level of happiness with the nature of their employment, they reported dissatisfaction with their supervisors, benefits, and prospects for career progression (Hussain & Ameen, 2023). The poll on job satisfaction among Greek academic librarians revealed that the job itself, supervision, and working circumstances were the aspects that garnered the highest levels of satisfaction (Togia et al., 2004). Conversely, the aspects of salary and advancement were identified as the areas where Greek academic librarians expressed the least happiness (Togia et al., 2004).

The correlation between employee job satisfaction and productivity as well as job performance has been extensively established in organisational settings (Gumasing & Ilo, 2023). In their study, Somvir and Sudha (2012) investigated the traits that exhibit a significant link with job satisfaction among library staff. A sample group consisting of 100 library professionals from private engineering and management colleges in the state of Haryana was utilised for data collecting. Based on the findings of the data analysis, it can be concluded that job satisfaction among library professionals is significantly associated with the characteristics of their work environment, rather than being influenced by factors such as gender, the specific type of library they are employed in, or their career aspirations (Marasinghe & Wijayaratne, 2018). The level of employee satisfaction is contingent upon the interaction between an individual's characteristics and the prevailing organisational culture (Batool et al., 2023). This suggests that when the characteristics of an organisation are in line with an employee's aspirations, they have the potential to collaborate efficiently. Jabeen and Isakovic (2018) conducted a study which found that clan culture significantly contributes to employee satisfaction.

In a study conducted by Yadav and Sinha (2020), the researchers examined the various factors that influence the job satisfaction of professionals in the field of Library and Information Science (LIS). The study incorporated three distinct categories of factors, namely organisational, employment-related, and individual. Additionally, the study emphasized the correlation between the job satisfaction of experts in the field of Library and Information Science (LIS) and the enhancement of service quality as well as personal contentment. The study concluded that organizational challenges are the primary determinant of staff job satisfaction within any given firm. Multiple research projects have been conducted to establish a correlation between organisational culture and job satisfaction among employees, particularly those in the field of librarianship (Tran, 2023). The influence of corporate culture on employees can have varying effects, either positive or negative, contingent upon cultural norms and employee attitudes. These effects manifest in the form of job satisfaction or discontent. The level of happiness experienced by librarians in their work has the potential to significantly impact their professional fulfillment and contribute to the improvement of service quality (Ali & Fatima, 2021).

Extensive literature exists on the relationship between organizational culture and job satisfaction within the field of Library and Information Science (LIS). Numerous studies have explored how different organizational culture types (e.g., hierarchical, clan, market, and adhocracy) impact employee engagement, motivation, and satisfaction in academic and public libraries globally (e.g., Rafique et al., 2020; Togia et al., 2004; Hussain & Ameen, 2023). However, while these studies provide valuable insights into how organizational culture influences job satisfaction in various institutional settings worldwide, there remains a notable lack of empirical studies specifically addressing research institute libraries in Nigeria and other developing countries.

In Nigeria’s research institute libraries, organizational culture is shaped by unique socio-cultural, economic, and administrative factors that differ from those observed in libraries of more developed nations. The highly bureaucratic structures, funding limitations, and slow career advancement opportunities that characterize many public sector libraries in Nigeria make it necessary to examine organizational culture’s role within this specific context.

Although studies have explored job satisfaction in academic libraries and other public service institutions in Nigeria, research specifically focusing on the intersection of organizational culture and job satisfaction in research institute libraries remains scarce.

This study fills this regional research gap by investigating how different cultural elements within research institute libraries in South-West Nigeria influence job satisfaction.

Theoretical framework

This study is anchored on Schein’s Model of Organizational Culture which was propounded by Edgar Schein in 1985 as a framework for understanding how culture operates within organizations. Schein’s model is widely recognized for its comprehensive approach to analyzing cultural elements that influence organizational behavior and employee attitudes. The model comprises three distinct levels: artifacts, espoused values, and basic underlying assumptions. These levels explain how organizational culture manifests, ranging from observable behaviors to deeply embedded beliefs that shape decision-making and employee interactions. At the first level—artifacts, culture is expressed in visible elements such as organizational structure, policies, office layout, dress codes, and formal communication channels. These artifacts are the tangible manifestations of culture that can be seen and experienced by employees and visitors. In the context of Nigerian research institute libraries, artifacts include strict hierarchical reporting structures, formalized job roles, and bureaucratic decision-making. These structural elements significantly impact job satisfaction by determining how employees interact with leadership and engage in workplace decision-making.

The second level—espoused values—refers to the explicitly stated principles, norms, and ethical codes that an organization claims to uphold. These values often appear in mission statements, employee handbooks, and official policies. They represent the desired culture and guide employee behavior. However, there is often a gap between what an organization claims as its values and how these values are enacted in practice. For instance, Nigerian research libraries might promote collaboration, inclusivity, and professional development in their official policies, but the actual workplace experience may reveal constraints such as limited autonomy, inadequate training opportunities, and slow career progression. This misalignment between espoused values and actual practices can contribute to dissatisfaction among library personnel.

The third level—basic underlying assumptions—consists of deeply ingrained beliefs and unconscious perceptions that drive behaviors within an organization. These assumptions are rarely questioned and often shape long-term cultural patterns. In many Nigerian research institute libraries, there is a deep-seated assumption that hierarchy must be preserved to maintain order and efficiency. This belief influences leadership styles, communication practices, and staff empowerment. Employees may hesitate to voice concerns or propose innovative solutions due to the assumption that authority should not be challenged. As a result, this restrictive culture can stifle creativity and contribute to lower job satisfaction levels among library personnel.

Schein’s model is particularly relevant to this study as it provides a structured framework for analyzing the impact of organizational culture on job satisfaction. The model helps in identifying specific cultural barriers and enablers within research institute libraries. The findings of this study align with Schein’s theory, demonstrating that a rigid hierarchical culture (artifacts), conflicting institutional values (espoused values), and deep-seated authority structures (underlying assumptions) significantly influence job satisfaction among library personnel. Furthermore, Schein’s model is crucial for formulating strategies to improve job satisfaction. Understanding that culture is multi-layered allows policymakers and library administrators to intervene at different levels. For example, modernizing workspaces and adopting flexible work policies (artifacts), aligning leadership practices with stated institutional values (espoused values), and shifting deeply embedded beliefs about hierarchy to encourage innovation and inclusivity (underlying assumptions) can foster a healthier work environment.

Hypotheses

The following null hypothesis was tested at a 0.05 level of significance:

Methodology

The descriptive survey design was employed for the study. A mixed-method approach was employed to provide a comprehensive understanding of the organisational culture and job satisfaction among library personnel in research institutes in Nigeria. The mixed methods approach involved both quantitative and qualitative data collection and analysis. Quantitative data were collected using a structured questionnaire designed to assess variables such as organisational culture and job satisfaction. The questionnaire employed closed-ended questions and Likert-scale items, enabling the collection of numerical data suitable for statistical analysis. Descriptive statistics (means, standard deviations) and inferential statistics (regression analysis) were used to identify trends, relationships, and patterns in the data, while Qualitative data will be collected through semi-structured interviews with a purposive sample of participants. These interviews aim to provide deeper insights into participants’ perceptions and experiences related to the key variables. Thematic analysis was employed to identify recurring themes, sub-themes, and patterns, offering a nuanced understanding of the underlying dynamics that influence the variables. The population of the study consisted of all the 278 professional and para-professional library personnel in twenty-five research institutes in Southwest, Nigeria. There are Two Hundred and Seventy-Eight (278) library personnel in these research institutes’ libraries as of October 2023. The study focused on research institutes under the supervision of the federal government of Nigeria in the South-West. The total enumeration method was adopted for the study because of the manageable size of the population which is Two Hundred and Seventy-Eight (278). This aligns with the perspective of Farooq (2013), who asserted that the use of the entire enumeration approach becomes necessary when the study's respondents are not excessively numerous.

The study adopted a questionnaire and interview as instruments for data collection. The study adapted questionnaire items from previous related studies. The interview was used as It helped the researcher to have a dialogue with the head of each research institute library to harvest their opinions towards job satisfaction in libraries. The questionnaire was divided into three sections to cover the socio-demographic information of the respondents as well as information on each of the variables under study. The instrument is sectioned into A, B, and C.

✓ Section A: This section featured thirty-three (33) items and focused on socio-demographic information of the respondents such as gender, academic qualification, years of working experience, age range, department of the respondents, and job status.

Thematic analysis

Work Environment and Compensation: Feedback suggested that while the work itself was rewarding, compensation was often seen as inadequate given the expertise required. Additionally, some staff expressed concerns about high workloads, indicating that additional support would be beneficial. Some staff members reported feeling valued in their roles, noting that opportunities for professional development contributed to their job satisfaction. However, they indicated that greater chances for career advancement would further improve their experience. A positive team environment and a sense of camaraderie were highlighted by some staff members as enhancing job satisfaction. However, these positive aspects were sometimes

offset by a lack of modern resources, which made the work challenging. Flexibility in scheduling emerged as a key factor contributing to job satisfaction, with some staff members emphasising that this helped them maintain a good work-life balance.

Training and Career Advancement: The need for more training opportunities and clearer career advancement paths was identified as a common theme. While some staff felt fulfilled in their roles, they expressed a desire for more structure in career progression. Some staff members mentioned that their work environment was stressful, with constant pressure to meet

deadlines, negatively impacting their job satisfaction.

Recognition and Workplace Culture: Positive workplace culture and strong relationships with colleagues were cited as significant contributors to job satisfaction. However, several staff

noted that recognition of their contributions was lacking and suggested that more acknowledgement and rewards could improve job satisfaction.

Rewards and recognition

Quantitative Analysis: The organisation scored relatively well in areas related to recognition.

The mean score for “timely and meaningful recognition for outstanding performance” was high (3.55), indicating employees generally feel acknowledged for their hard work. However, the mean for “the organisation's reward system motivates employees to go above and beyond” was

lower (2.80), suggesting that while recognition exists, it might not always drive additional effort.

Qualitative Analysis: Participants corroborated this finding by indicating that while they feel valued, there is room for improvement in recognising and rewarding contributions. Comments like “the institute could do more to recognise and reward our contributions” align with the quantitative data, suggesting a desire for more consistent or robust recognition.

Alignment: Both analyses indicate that while recognition is present, it could be enhanced to

further boost job satisfaction and motivation.

Promotions and career advancement

Quantitative Analysis: The promotion opportunities had mixed results. The mean score for “the promotion opportunities in my organisation align with a regular and fair schedule” (3.34) was positive. However, the mean for “my immediate supervisor demonstrates a genuine interest in supporting my career advancement” was lower (3.04), suggesting some inconsistencies in career support.

Qualitative Analysis: This perspective was echoed in the qualitative feedback, where participants highlighted the need for clearer career advancement paths. Comments like “I wish there were more opportunities for training and career advancement” indicate that while promotion is present, there might be uncertainty or a lack of clarity about careerprogression.126

Alignment: Both analyses reveal that while promotion opportunities exist, there may be inconsistencies in how they are implemented or communicated, indicating an area for improvement.

Conducive working environment

Quantitative Analysis: The organisation scored well on measures related to a conducive working environment. Scores for factors such as “going to work each day brings me a sense of satisfaction” (3.47) and “my office space is designed to provide a conducive environment” (3.26) suggest a generally positive work environment.

Qualitative Analysis: However, the qualitative feedback highlighted challenges such as high workloads and outdated facilities. Comments like “the library facilities need upgrading” and “more staff support would significantly improve my job satisfaction” suggest that while the

environment is generally positive, there are areas where improvements could be made.

Divergence: The qualitative data suggest that the conducive working environment might be compromised by workload and facility issues, a nuance not fully captured in the quantitative data.

Table 3 resented a comprehensive analysis of organisational culture across various dimensions, revealing employees’ perceptions and experiences within the organisation. Mean scores ranging from x ¯ = 2.78 to 3.43 indicate the level of satisfaction or effectiveness in each area assessed. Overall, the organisation demonstrates strengths in involvement, consistency, adaptability, and mission alignment. Employees appreciate the autonomy and cooperative work environment provided, as well as the organisation's ability to reach agreements and adapt to changing needs. Additionally, there is clear strategic direction and alignment with the mission and vision of the organisation. However, opportunities for improvement lie in areas such as encouraging feedback on work processes and understanding patrons’ future needs. Despite these areas for enhancement, the organisation's weighted mean score of x ¯ = 3.21 suggests a generally high level of satisfaction with its organisational culture, meeting the criteria for high satisfaction.

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Table 3.

Organisational Culture among library personnel in research institutes’ libraries.

S\N	Organisational Culture	SA	A	D	SD	MEAN	Std Dev
Involvement
1	Individuals have the authority, initiative, and ability to manage their work	123(51.0%)	74(30.7%)	40(16.6%)	4(1.7%)	3.31	.805
2	Value is placed on working cooperatively toward common goals for which all employees feel mutually accountable	100(40.5%)	120(49.8%)	15(6.2%)	6(2.5%)	3.30	.697
3	The organisation continually invests in the development of employee’s skills to stay competitive and meet ongoing business needs.	107(44.4%)	98(40.7%)	36(14.9%)	-	3.29	.713
4	The organisation encourages individuals to provide feedback on their work processes	45(18.7%)	119(49.4%)	58(24.1%)	19(7.9%)	2.78	.837
5	The organisation makes efforts in recognising and celebrating collaborative endeavours towards common goals	132(5.48%)	83(34.4%)	26(10.8%)	-	3.43	.681
Consistency
6	Members of the organisation share a set of values which create a sense of identity and a clear set of expectations	66(27.4%)	125(51.9%)	50(20.7%)	-	3.06	.692
7	Members of the organisation can reach agreement on critical issues (including reconciliation of differences)	77(32.0%)	123(51.0%)	22(9.1%)	19(7.9%)	3.07	.850
8	Different functions and units of the organisation can work together well to achieve common goals.	91(37.8%)	118(49.0%)	32(13.3%)	-	3.24	.672
9	There is a sense of identity and clear expectations created by shared values extend to ensure consistency across different functions and units within the organisation	91(37.8%)	111(46.1%)	33(13.7%)	6(2.5%)	3.19	.761
10	The organisation's innovative approaches or practices in reaching agreement on critical issues and reconciling differences ensure a consistent organisational environment	59(24.5%)	144(59.8%)	38(15.8%)	-	3.08	.629
Adaptability
11	The organisation can create adaptive ways to meet changing needs	101(41.9%)	137(56.8%)	-	3(1.2%)	3.39	.561
12	The organisation understands and reacts to its patrons and anticipates their future needs	104(43.2%)	66(27.4%)	45(18.7%)	26(10.8%)	3.02	1.026
13	The organisation receives, translates, and interprets signals from the environment into opportunities for encouraging innovation, gaining knowledge and developing capabilities	122(50.6%)	97(40.2%)	17(7.1%)	5(2.1%)	3.39	.711
14	The organisation actively promotes a culture of continuous learning and development among library staff	85(35.3%)	126(52.3%)	19(7.9%)	11(4.6%)	3.18	.763
15	The organisation proactively engages with patrons to understand their needs	77(32.0%)	140(58.1%)	16(6.6%)	8(3.3%)	3.18	.697
Mission
16	Clear strategic intentions convey the organisation’s purpose and make it clear how everyone can contribute and “make their mark” on the industry	114(47.3%)	100(41.5%)	27(11.2%)	-	3.36	.675
17	A clear set of goals and objectives can be linked to the mission, vision, and strategy, and provide everyone with a clear direction in their work.	114(47.3%)	81(33.6%)	30(12.4%)	16(6.6%)	3.21	.905
18	The organisation has a shared view of a desired future state.	105(43.6%)	101(41.9%)	32(13.3%)	3(1.2%)	3.27	.737
19	Library staff are encouraged to align their contributions with the clear strategic intentions of the organisation	104(43.2%)	97(40.2%)	33(13.7%)	7(2.9%)	3.23	.794
20	The organisation communicates its shared view of a desired future state	87(36.1%)	112(46.5%)	34(14.1%)	8(3.3%)	3.15	.783
Weighted Mean = 3.21

Key: Very High Level (VHL) = 4, High Level (HL) = 3, Low Level (LL) = 2, Very Low Level (VLL) = 1.

From the interview, data indicated that R4 highlighted the collaborative environment in their library, noting that “we often work together on projects, and there's a strong sense of teamwork.” More so, R8 expressed concern about the hierarchy within the institute, mentioning that “there's a noticeable hierarchy, which sometimes makes it difficult to share ideas or challenge decisions from the top. It can be a bit stifling at times.” and R23 said “when I am given opportunities to actively participate in decision-making, it greatly improves my engagement and job satisfaction”. It was, however, noted that R15 mentioned that the library encourages innovation, stating that “we're always looking for new ways to improve our services, and the management is open to creative solutions.”

Communication was identified as a challenge by R6 who said, “It feels like there's a lack of transparency between different departments, which can lead to confusion.” However, R19 noted the library's culture of continuous learning, observing that “we regularly have training sessions and workshops to keep our skills sharp and stay updated with the latest trends.”

Competitiveness was mentioned by R22 who noted that “the work environment is quite competitive, which can be motivating, but it also leads to a lot of stress. There's a sense of constant pressure to outperform.” Going further, inclusivity and diversity were emphasised by R10 who mentioned that “we have a diverse staff, and there's a genuine effort to create an inclusive environment where everyone feels valued.” An emphasis on results was pointed out R11, stating that “our organisational culture is heavily focused on results. There's a lot of emphasis on meeting targets and deadlines, sometimes at the expense of work-life balance.”

Leadership was seen as approachable and supportive by one R14, who remarked that “the leadership in our institute is approachable and supportive. They listen to our concerns and are open to suggestions for improvement.” A strong sense of community was noted by R2 who highlighted that “we often have social events and team-building activities that help strengthen our bonds.” More so, a traditional culture was described by R21who said that “many of our processes are quite rigid, and change is often slow to come by.” Finally, customer service was underscored by R25 who stated that “we pride ourselves on providing excellent service to our patrons and always go the extra mile to ensure their satisfaction.

Thematic analysis

Collaboration and Teamwork: Multiple participants highlighted the collaborative nature of

the organisational culture. They reported a strong sense of teamwork and often worked together

on projects, fostering a spirit of cooperation. Staff noted that collaboration extended to cross-functional teams, encouraging broad participation in decision-making.

Hierarchy and Challenges in Communication: Some participants pointed out the presence of a noticeable hierarchy within the institute. This hierarchical structure made it difficult at times to share ideas or challenge decisions from the top, leading to a stifling work environment.

Additionally, a lack of transparency and communication between different departments was a

common challenge, resulting in confusion.

Innovation and Adaptability: Several participants mentioned that innovation was encouraged

in the library. Staff indicated that the management was open to creative solutions, with a culture

that supported flexibility and adaptation. The dynamic environment encouraged exploring new

technologies and methodologies to improve services.

Continuous Learning and Professional Development: A few participants emphasised the library's culture of continuous learning. They noted that regular training sessions and workshops were held to keep their skills updated and align with the latest industry trends.

Work Environment and Competition: The competitive nature of the work environment was

noted, with some staff reporting it as motivating but also a source of stress. The emphasis on competition created a sense of constant pressure to outperform, affecting work-life balance.

Inclusivity and Diversity: Inclusivity and diversity were cited as strong values within the library's culture. Participants mentioned a diverse staff and genuine efforts to create an inclusive environment where everyone felt valued.

Results Orientation and Mission Focus: Several participants indicated a focus on results, with a strong emphasis on meeting targets and deadlines. However, some noted that this focus could impact work-life balance. The mission of the library was clear, with leadership consistently communicating the library's objectives and aligning activities with core values.

Leadership and Community: Feedback highlighted an approachable and supportive leadership. Participants noted that leaders listened to their concerns and were open to suggestions for improvement. A strong sense of community was also mentioned, with social events and team-building activities helping to foster connections among staff.

Traditional Culture and Customer Service: Some participants described the culture as traditional, indicating that established procedures were rigid and slow to change. However, they also mentioned a focus on customer service, with a central goal of providing excellent service to patrons and going the extra mile to ensure satisfaction.

Involvement

Quantitative Analysis: The quantitative analysis of “Involvement” shows a relatively high level of satisfaction. For example, 51.0% of respondents agreed that individuals have the authority and initiative to manage their work (mean = 3.31). 41.5% valued cooperative work towards common goals, with a mean of 3.30.

Qualitative Analysis: Qualitative feedback from multiple participants emphasises a collaborative work environment. They noted a strong sense of teamwork and a culture of cooperation in project-based work. However, some participants pointed out the hierarchy's impact, making it challenging to share ideas or challenge top-down decisions.

Alignment: Both analyses align in suggesting a cooperative work culture where collaboration and teamwork are valued. Yet, there's some divergence concerning the hierarchy. While the quantitative analysis reflects high satisfaction with individual authority, the qualitative feedback indicates that the hierarchical structure sometimes limits the freedom to share ideas, creating a dichotomy between autonomy and structure.

Consistency

Quantitative Analysis: The quantitative analysis of “Consistency” reflects moderate agreement. 51.0% of respondents said the organisation could reach agreements on critical issues, with a mean of 3.07. Another high score was seen in different functions and units working well together (mean = 3.24).

Qualitative Analysis: Qualitative responses point to communication issues, suggesting inconsistency in information sharing across departments. The hierarchical structure noted earlier can create barriers to reaching agreement and reconciling differences.

Divergence: Quantitative data suggest a consistent environment where functions work together well. However, qualitative feedback revealed that communication and transparency are areas of concern, indicating a divergence between statistical measures and real-world experiences of

departmental consistency.

Adaptability

Quantitative Analysis: In terms of “Adaptability,” scores were generally high, with the organisation's ability to adapt to changing needs receiving a mean score of 3.39. Translation of signals from the environment into innovation and knowledge development also scored well (mean = 3.39).

Qualitative Analysis: Qualitative feedback supports the view that the organisation is adaptable, with several participants highlighting a culture of innovation and a proactive approach to problem-solving. However, some participants noted the traditional culture, suggesting a slower response to change due to established processes.132

Alignment: The quantitative and qualitative analyses both point to adaptability and innovation, with staff encouraged to explore new solutions. However, the qualitative analysis suggests that while innovation is encouraged, certain areas within the organisation are more rigid and less adaptable, indicating some inconsistency in adaptability.

Mission

Quantitative Analysis: The quantitative analysis of “Mission” indicates a generally clear strategic direction, with 47.3% of respondents agreeing that there are clear strategic intentions (mean = 3.36). Similarly, respondents noted the alignment between goals and the organisation's mission (mean = 3.21).

Qualitative Analysis: Qualitative responses revealed an emphasis on results, with strong focus on meeting targets and deadlines. This results-oriented culture might affect work-life balance and create additional stress for employees.

Divergence: The quantitative analysis suggests a clear strategic direction and consistent communication of mission and goals. However, the qualitative feedback introduces the idea that this focus on mission and results could lead to additional stress and challenges in work life balance. This divergence highlights the potential conflict between clear strategic direction and employee well-being.

The triangulation between quantitative and qualitative analyses provides a comprehensive view of organisational culture in research institutes’ libraries in South-West Nigeria. While the quantitative data suggest high levels of satisfaction across involvement, consistency, adaptability, and mission, the qualitative insights reveal underlying challenges in communication, hierarchy, and stress from results orientation. Understanding these divergences is crucial for developing targeted strategies to improve organisational culture and overall employee satisfaction.

Level of job satisfaction among library personnel in research institutes’ libraries

The findings from the study on job satisfaction of library personnel among library personnel in research institutes’ libraries in South-West Nigeria align with existing literature on the factors influencing job satisfaction, motivation, and organisational culture. The high levels of satisfaction observed in this study, with a weighted mean of x̅ = 3.25, are consistent with the notion that motivated employees tend to experience greater job satisfaction (Ofobruku, 2023). The study’s results showing high satisfaction with the organisation's recognition and rewards system, especially regarding timely acknowledgment of outstanding performance, support the work of Ismail and Abd Razak (2023), who found a significant correlation between compensation management and employee job satisfaction. However, the qualitative insights indicating that recognition could be more consistent, and compensation structures could be improved, resonate with the findings of Johan et al. (2023), who identified that key factors affecting job satisfaction among librarians encompass both financial incentives and non-financial incentives, such as a conducive work atmosphere and acknowledgment. The need for more robust reward systems and a focus on employee satisfaction is also supported by the work of Claponea and Iorga (2023) and Koekemoer and Masenge (2023), suggesting that a balanced approach to incentives and recognition is crucial for maintaining job satisfaction.

Quantitative analysis indicating a conducive work environment, with positive feedback on office space design and resource accessibility, aligns with the findings of Alkandi et al. (2023), who emphasised the role of a supportive work atmosphere in promoting job satisfaction. However, the qualitative data raising concerns about outdated facilities and inadequate resources point to the need for modernisation, which is echoed in studies by Üçok and Torlak (2023) and Johan et al. (2023), who suggested that outdated resources can impact job satisfaction. The qualitative feedback highlighting significant stress and pressure due to constant deadlines reflects the findings of Bashir et al. (2020), indicating that excessive stress can lead to decreased motivation and job satisfaction. This underscores the need for stress management programs and workload reduction strategies to prevent burnout. Also, the study's finding that flexibility contributes to job satisfaction aligns with Alkandi et al. (2023), suggesting that intrinsic motivational elements like flexible work schedules can enhance job satisfaction. The strong sense of camaraderie and teamwork observed in the study aligns with previous research by Badawo (2008) and Widarko and Anwarodin (2022), who highlighted the importance of positive interpersonal relationships and teamwork in enhancing job satisfaction.

Organisational culture among library personnel in research institutes’ libraries

The findings on organisational culture in research institute libraries in South-West Nigeria suggest a balance of strengths and areas for improvement, consistent with broader trends in management literature. The observed strengths in collaboration, teamwork, and adaptability reflect the principles of a cooperative corporate culture, as discussed by Alvil et al. (2014), who demonstrated a significant link between organisational culture and job satisfaction in the context of a fertiliser company in Pakistan. The emphasis on teamwork and a sense of authority to manage work, with a mean score of 3.31, aligns with Carvajal et al. (2023), who suggest that a culture fostering continuous learning and collaboration enhances employee development and well-being, contributing to higher job satisfaction.

However, the findings indicate that the presence of a hierarchical structure can impact full participation and feedback mechanisms, consistent with the conclusions of Alkhodary (2023), who identified hierarchy as a significant determinant of diminished job satisfaction. The relatively low score (mean = 2.78) for encouraging feedback on work processes and the qualitative feedback suggesting that hierarchical structures can stifle innovation point to a centralised decision-making approach. This aligns with the study by Rafique et al. (2020), which found that leadership style and organisational culture are associated with the cultural context, job satisfaction, and level of dedication among employees. The study's findings on the organisation's ability to maintain consistency across different functions, with a score of 3.07 for reaching agreements on critical issues, suggest moderate agreement. This outcome parallels the observations by Mesfin et al. (2020), who noted that clear communication and consistent practices are critical for maintaining organisational cohesion. However, the qualitative feedback indicating communication challenges and hierarchical obstacles echoes the research by Togia et al. (2004), where discrepancies in supervision and working conditions contributed to job dissatisfaction among Greek academic librarians.

Regarding adaptability, the quantitative data indicating a high degree of adaptability (mean = 3.39) aligns with Nair and Varghese (2023), who found that a clan culture with a focus on adaptability and innovation positively influences job satisfaction. However, the traditional culture in certain areas, noted by qualitative feedback, aligns with Dubey et al. (2023), suggesting that rigidity and slow changes due to established processes can hinder flexibility. This divergence between adaptability and rigidity indicates a need to promote innovative practices and prevent rigid structures from stifling creativity. The mission's quantitative analysis indicating a clear strategic intention (mean = 3.36), with lower scores for goals linked to the mission (mean = 3.21), reflects the findings of Lin and Huang (2021), suggesting that job satisfaction plays a mediating role in the associations between organisational culture, employee intention to remain, and job performance. The observed focus on results, which can impact work-life balance and cause stress, resonates with Wang et al. (2020), indicating that an overly results-oriented culture can lead to pressure and reduced morale.

The findings on organisational culture in research institutes’ libraries in South-West Nigeria suggest a culture that balances collaboration and adaptability with a need for improved communication and flexibility. The hierarchical structure and communication challenges identified in the study align with existing literature, reinforcing the importance of fostering a culture that promotes consistent practices, open communication, and innovation to enhance job satisfaction and employee engagement.

Influence of organisational culture on job satisfaction of library personnel in research institutes’ libraries

The study sought to determine whether there is a significant influence of organisational culture of job satisfaction in research institutes’ libraries in South-West Nigeria. The results in the indicate a moderate positive correlation between the two variables, with a correlation coefficient of 0.223 and a significance level of 0.05. This implies that there is a statistically significant relationship between organisational culture and job satisfaction, hence, the null hypothesis is rejected. A correlation coefficient of 0.223 indicates a moderate positive relationship, suggesting that as organisational culture improves, job satisfaction tends to increase. The statistical significance at the 0.05 level implies that this relationship is unlikely to have occurred by chance, reinforcing the validity of the observed association. This finding has several implications for organisational behaviour and human resource management within research institutes’ libraries. The results suggest that organisational culture has a meaningful impact on job satisfaction. This outcome is consistent with the findings of Alvil et al. (2014), who demonstrated that a positive organisational culture leads to increased job satisfaction and loyalty. Their study, which used a questionnaire to examine organisational culture in the fertiliser industry of Pakistan, found a substantial influence of culture on employee job satisfaction. A positive organisational culture characterised by supportive leadership, effective communication, collaboration, innovation, and recognition can foster higher job satisfaction among employees. This finding aligns with broader organisational research indicating that employees are more satisfied when they work in environments that are supportive, inclusive, and engaging.

Findings indicate that a rigid hierarchical structure limits communication and innovation, aligning with Schein’s (1985) view that deeply ingrained assumptions about authority shape organizational behavior. However, clan culture elements—such as teamwork and informal mentoring—enhance job satisfaction. Comparing with global trends, studies in European and American libraries (e.g., Rafique et al., 2020) show that libraries with more flexible and adaptive cultures report higher staff satisfaction and innovation. To enhance job satisfaction, Nigerian research libraries could adopt elements of adhocracy culture, such as empowering staff to make decisions and fostering an innovation-driven work environment.

Recommendations

Based on the findings of this study, the following recommendations are made:

The findings from the study revealed that employees in research institutes’ libraries in South-West Nigeria generally exhibit high levels of job satisfaction. To maintain and further enhance this, the study recommends that library management focus on creating a positive work environment with consistent recognition practices and improved compensation structures. This can help employees feel valued and content with their roles.

Implications of the study

The findings of this study have far-reaching implications for understanding the relationship between organizational culture and job satisfaction in research institute libraries. These implications are categorized into theoretical, practical, and policy dimensions.

Theoretically, this study contributes to organizational culture and job satisfaction theories within Library and Information Science (LIS) by applying Schein’s (1985) Three-Level Model of Organizational Culture to the context of Nigerian research institute libraries. The findings reinforce the importance of cultural artifacts (hierarchical structures, recognition systems), espoused values (teamwork, collaboration), and underlying assumptions (authority structures, professional identity) in shaping employee satisfaction and retention. Furthermore, the study expands existing LIS literature by demonstrating how different organizational culture types—hierarchical, clan, market, and adhocracy—manifest in research institute libraries. It highlights that while hierarchical cultures are predominant in Nigerian libraries, elements of clan culture (teamwork and mentorship) contribute positively to job satisfaction. This research therefore bridges a regional gap by offering empirical evidence from a developing country, enriching global discussions on how organizational culture influences job satisfaction in underfunded and bureaucratic library settings.

In terms of practice, the study provides practical insights that library administrators, human resource managers, and policymakers can apply to foster a more inclusive, motivating, and employee-centric organizational culture. The findings suggest that improving communication channels, recognition systems, and career advancement opportunities can lead to higher job satisfaction, reduced staff turnover, and increased productivity among library personnel. Specifically, the results indicate that rigid hierarchical structures limit employee engagement and innovation, emphasizing the need for a shift toward more participatory leadership models. Library administrators should implement open-door policies, mentorship programs, and structured recognition systems to enhance job satisfaction. Additionally, investment in modern library infrastructure, digital tools, and continuous professional development will ensure a more conducive and rewarding work environment for librarians.

At a policy level, the study highlights the need for government and institutional policymakers to re-evaluate existing organizational structures in research institute libraries to enhance job satisfaction and retention. Key policy recommendations include:

Government agencies and research institutions should develop standardized promotion policies that reward performance and experience rather than rigid tenure-based advancement. Improved compensation packages will help attract and retain skilled library professionals.

Limitations of the study

The study's findings on job satisfaction, and organizational culture in research institutes’ libraries in South-West Nigeria have several limitations that may affect the generalisability and scope of its findings. The study focused on research institutes’ libraries, limiting their applicability to other types of libraries. The study found it difficult to collect data in some research institutes as it took a lengthy process to acquire data. Additionally, the researcher found it difficult to get in touch with some of the heads of the libraries as they were either too busy or unavailable when the study was conducted. Also, the study provides a snapshot in time, without longitudinal data to track changes or trends over a longer period, potentially overlooking the impact of evolving conditions or interventions.