Journal of Medical Council of Iran
Volume 44, Issue 2 (2026)
jmciri 2026, 44(2): 58-66 |
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Zadehsoleyman P, Jokar A, Majidzade K, Peiravian F, Yousefi N. Enhancing the Efficiency of the Food and Drug Administration with a Focus on Organizational Culture and Job Satisfaction. jmciri 2026; 44 (2) :58-66
URL: http://jmciri.ir/article-1-3367-en.html
URL: http://jmciri.ir/article-1-3367-en.html
Department of Pharmacoeconomics and Pharma Management, School of Pharmacy, Shahid Beheshti University of Medical Sciences, Tehran, Iran
Abstract: (12 Views)
Abstract
Background: The performance of the Food and Drug Administration (FDA), as the policymaker and senior regulatory authority in the field of food and drugs, plays a crucial role in maintaining and enhancing public health. The primary function of such a specialized structure is dependent on its human resources. Therefore, to achieve its organizational goals, the FDA needs to improve the performance and productivity of its workforce. Since job satisfaction and organizational culture are two key elements that have a direct impact on organizational performance, this study investigates the state of job satisfaction and organizational culture within the FDA.
Organizational culture, by creating a suitable environment and shared values, motivates employees to perform at their best, and job satisfaction increases the likelihood of completing these tasks with more energy and enthusiasm. Moreover, job satisfaction and organizational culture improve workforce stability, which is vital for retaining knowledge and experience in the FDA and enhancing its performance within the health system.
Methods: This is a cross-sectional quantitative study. Data collection tools included the Minnesota Job Satisfaction Questionnaire for measuring job satisfaction and the Denison Organizational Culture Survey for assessing organizational culture. The survey was conducted in the FDA, and data were analyzed using SPSS software.
Results: The results of this study indicated that the average job satisfaction and organizational culture in the FDA were above average, and there was a significant positive correlation between organizational culture and employee job satisfaction. The dominant organizational culture in the FDA was adaptability to internal changes, with work involvement, environmental adaptability, and adherence to organizational mission ranking next. The highest level of job satisfaction was related to organizational climate, while the lowest was related to physical conditions.
Conclusion: The results of this study indicated that organizational culture is a predictor of job satisfaction. If organizational culture creates an environment where employees are placed in suitable positions and can optimally utilize their abilities, the organization will ensure job satisfaction, and employees will be more motivated to perform their tasks. To enhance job satisfaction, in addition to improving organizational culture, focusing on areas of job dissatisfaction, such as physical work conditions, can be effective in increasing satisfaction and productivity.
Background: The performance of the Food and Drug Administration (FDA), as the policymaker and senior regulatory authority in the field of food and drugs, plays a crucial role in maintaining and enhancing public health. The primary function of such a specialized structure is dependent on its human resources. Therefore, to achieve its organizational goals, the FDA needs to improve the performance and productivity of its workforce. Since job satisfaction and organizational culture are two key elements that have a direct impact on organizational performance, this study investigates the state of job satisfaction and organizational culture within the FDA.
Organizational culture, by creating a suitable environment and shared values, motivates employees to perform at their best, and job satisfaction increases the likelihood of completing these tasks with more energy and enthusiasm. Moreover, job satisfaction and organizational culture improve workforce stability, which is vital for retaining knowledge and experience in the FDA and enhancing its performance within the health system.
Methods: This is a cross-sectional quantitative study. Data collection tools included the Minnesota Job Satisfaction Questionnaire for measuring job satisfaction and the Denison Organizational Culture Survey for assessing organizational culture. The survey was conducted in the FDA, and data were analyzed using SPSS software.
Results: The results of this study indicated that the average job satisfaction and organizational culture in the FDA were above average, and there was a significant positive correlation between organizational culture and employee job satisfaction. The dominant organizational culture in the FDA was adaptability to internal changes, with work involvement, environmental adaptability, and adherence to organizational mission ranking next. The highest level of job satisfaction was related to organizational climate, while the lowest was related to physical conditions.
Conclusion: The results of this study indicated that organizational culture is a predictor of job satisfaction. If organizational culture creates an environment where employees are placed in suitable positions and can optimally utilize their abilities, the organization will ensure job satisfaction, and employees will be more motivated to perform their tasks. To enhance job satisfaction, in addition to improving organizational culture, focusing on areas of job dissatisfaction, such as physical work conditions, can be effective in increasing satisfaction and productivity.
Type of Study: Research |
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