


































African Journal of Agricultural Marketing Vol. 2 (2), pp. 071-076, April, 2014. Available online at 
www.internationalscholarsjournals.org © International Scholars Journals 
 
 
 

Full Length Research Paper 
 

The factors affecting organizational structure in 

Federal Agricultural Marketing Authority (FAMA) 
 

Mohammed B. Al-Ibrani, Geoffrey seating, Brooks Adams, Eugene Bolton, Williams 
Brown Otto and Timofey W. Granovsky 

 
Universiti Teknologi Malaysia. 

 

Universiti Teknologi Mara (Melaka), Malaysia. 
 

Accepted 17 February, 2014 
 

The article reviews the empirical studies which emphasize that the factors influencing organizational 
culture in Federal Agricultural Marketing Authority (FAMA), which are very few, have been done in 
Malaysia. The factors studied are job satisfaction, job content, and distributive justice, which are 
studied towards the dependent variables (that is, organizational culture). In obtaining the employee 
opinion towards this issue, a researcher has distributed 120 questionnaires to the respondents and 
only 100 questionnaires were returned. A researcher has used the statistical packages for social 
sciences (SPSS) version 14 to analyze the entire data. The data were analyzed by using Reliability test, 
Descriptive analysis and Pearson’s correlation analysis. The result shows that distributive justice 
(Beta=0.504) and followed by job satisfaction (Beta=0.284) which influences organizational culture in 
FAMA. 

 
Key words: Satisfaction, job content, organizational culture, distributive justice. 

 
 
INTRODUCTION 
 
With rapid changes in the business world, competition 
threats increased too, and it is a must for any organiza-
tion to strategize on how to be effective internally and 
externally (Schein, 1992), that is, not only by contending 
within the industries competitively, but to have efficient 
workers too. Schein (1992) also added that, achieving 
internal success is dependent on producing and main-
taining a positive, healthy organizational culture that 
comprised an industrial relationship and successful task 
that has been completed. That is, a good relationship 
among staff and task oriented employees could drive the 
organization towards success. 

A good industrial relationship in any organization could 
create harmony in workplace. Goldston (2007), in her 
research, has stated that organizational culture is the 
single most important factor towards succession of an 
organization. In addition, she found out that in every 
secret success of an organization, there is ‘organizational 
culture’ affecting it. A culture could bring a positive and 
 
 
*Corresponding author. E-mail: p-azizi@utm.my. 

 
 
 

 
negative way of affecting the work style. For example, 
voices of the Malaysian public say that ‘government 
workers’ love to procrastinate their work. This is a fact 
known, in that government workers have no strict working 
system as their staffs are free to go anywhere, as long as 
they have punch in their card in the morning right on time, 
and as long as they do not neglect entering mandatory 
meetings and work.  

Goldston (2007) in her research also added that, a 
strong organizational culture could generate motivation 
and commitment among the organization employees. As 
regards the previous examples, many private workers 
who are working in an organization which stimulates the 
motivation of the workers, will work harder towards the 
succession of the organization. Should the existing 
culture be positive, it could influence the workers to do 
their best performance.  

Hence, the world of employment nowadays really 
needs to consider the factor which influences 
organizational culture should they want to have a batch of 
employees with high discretionary effort. Thus, they 
should be more tolerable to handle the work load of the 
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Al-Ibrani et al.              071 
 
 
organization. 
 
Corporate history 
 
The Federal Agricultural Marketing Authority (FAMA) is 
an agency under the Ministry of Agriculture (MOA) and 
Agro-based Industry (IAT). It is set up as a statutory body 
in 1965, under Parliament Act 49 (1965) and Parliament 
Act 141 (Amend) in 1974. FAMA is responsible in the 
supervision, coordination, regulation and improvement of 
the marketing of agricultural products, which include fruits 
and vegetables, for domestic, export and import markets. 
As the government’s marketing arm for agricultural 
products, FAMA organizes marketing activities, set 
targets and product standards, monitor performance, 
develop marketing strategies and tools, as well as, initiate 
innovative programmes to promote Malaysian agricultural 
products.  

There were 14 branches of FAMA all over Malaysia, 
including Labuan province. Moreover, each state will 
manage the numbers of FAMA office within the 
state/province. The reason for all branches existence is to 
make FAMA closer to entrepreneurs who need FAMA’s 
service. In the year 2006, FAMA has initiated Agro-based 
Industry (IAT) expo in all states. From tremendous 
response of the expo, FAMA has started to make IAT 
Expo Tour starting from year 2009. The expo helped the 
SME to make sales and introduced their product. FAMA 
also did organize Malaysian Agriculture, Horticulture and 
Agrotourism Show (MAHA) since 2006 under MOA, and 
has been awarded as the biggest event of the year by 
Malaysian Book of Records. Over 950 local and 
international exhibitors are expected to showcase their 
latest solutions to the industry.  

Since there were many events organized by FAMA, the 
organization encountered some mass workloads among 
the staff. Each day, the staff may have to do overtime just 
to finish up their works in order to meet the dateline 
provided to them by their superior level management. 
Hence, measures to define the level of organizational 
culture in FAMA are essential to determine the perfor-
mance level of the organization towards the challenge of 
encountering mass workloads. 
 

Research questions 
 
Organizational culture is a very important variable in any 
organization. To understand factors that contribute to the 
development of organizational culture, several research 
questions were developed. The following are the listed 
research questions: 
 
1. Did job satisfaction influence the organizational 
culture?  

2. Did job content influence the organizational culture?  
3. Did distributive justice  influence  the  organizational  
culture? 
 

Hypotheses 
 

The objective of the research is to identify the factors 
influencing organizational culture in the determined firm. 
Thus, several hypotheses were developed. 

Hypothesis 1 (H01): Job's satisfaction cannot influence 

organizational culture. 
 
Hypothesis 2 (H02): Job content cannot influence 

organizational culture. 

Hypothesis 3 (H03): Distributive justice cannot influence 

organizational culture. 

Conceptual framework 
Based on the research questions, a research model is 
drawn as the basis of this research. Figure 1 shows the 
conceptual framework of job satisfaction, job content, 
distributive justice towards organizational culture 

 

The model of conceptual framework 
 
Farhana (2009) has stated that dependent variable is a 
criterion or a variable that is to be predicted or explained, 
while independent variable is a variable that is expected 
to influence the dependent variable. Its value may be 
changed or altered independently in any other variable 
(Farhana, 2009). 

 

Scope of the study 
 
A researcher has decided to study factors influencing 
organizational culture in FAMA. The study is focused 
more on the employees below the managerial level. A 
researcher selected respondents among various 
departments in FAMA’s Headquarters. 
 

Literature review 
 
Sekaran (2003) has defined literature review as the 
documentation of a comprehensive review of the 
published and unpublished work from secondary sources 
of data in the areas of specific interest of the researcher. 
 

Organizational culture 
 
Haigh (2006) has studied this variable in his study in 
organizational culture, identity, commitment and 
citizenship behaviors: Antecedents, change over time, 
interrelationships and potential of inoculation to bolster 



 
 
 

 

Independent Variable 
 
 
 

Job Satisfaction 

 

 
 
 

 

Dependent Variable 

 

Job Content  Organizational Culture 
   

 
Distributive Justice 

 
 
Figure 1. The factors influencing organizational culture in FAMA.  
Source: Goldston (2007); the relationship between traits of organizational culture and job satisfaction within the healthcare  

setting, Proquest Journal, Zagorski (2004), balancing the scales: Role of justice and organizational culture in employees 

search for work-life equilibrium, Proquest Journal) 
 

 
identity, commitment and citizenship behavior (Ellen, 
1990). The Pocket Oxford Dictionary of Current English 
defines culture as refined understanding of the arts and 
other human intellectual achievement. When applied to 
the organization, organizational culture is the individual 
belief and practice in the organization as the 
consequences of the culture itself. A good example given 
by Hellriegel and Slocum (2007), shows that most of the 
organizations have their own computer gurus, but often, It 
is their secretaries who do not go for lunch that help other 
workers who have the problem with the method of 
handling computer problem. Culture, as the collective 
sum of beliefs, values, meanings and assumptions, is 
shared by a social group and it helps to shape the ways 
in which they respond to each other and to their external 
environment (Fazilah, 2005). A culture is also seen as the 
personality of an organization, and it differentiates a 
company from another (Fazilah, 2005). 

Alwi (2005), in his writing from his reference, has stated 
organizational culture as a perception which can be 
shared with members within the organization. In other 
words, organizational culture is correlated with decision 
making, acting, communication formation and commu-
nication network. Brown (1995) has stated that there are 
twelve sources of organizational culture, that is, influence 
of a dominant leader, company history and tradition, 
technology, products and services, the industry and its 
competition, customers, company expectations, 
information and control systems, legislation and company 
environment, procedures and policies, reward systems 
and measurement, organization and resources, and 
goals, values and beliefs. 

 
Job satisfaction 
 
Job satisfaction is a synonym variable to the study done 

 

 
massively in the world as it is the key for employee’s 
status. Job satisfaction is generally defined, in short-term, 
as a positive emotional state that reflects an effective 
response to job experience (Cordas, 2008). This emo-
tional state derived as a consequence of satisfaction from 
the job done by them, is either based on the physical part 
of the job, or the content of the job itself. For example, the 
job satisfaction of FAMA’s employees on their routine job 
that is less stressful, is fun to be dealt with. Sammons 
(1997) in his studies has stated that job satisfaction is an 
individual’s perception of his/her employment experience 
with factors known to increase job satisfaction such as 
recognition, increased responsibility, continuing education 
or potential for growth and flexibility. Some employees 
love to do a job that is highly sought by them as the job 
may give some input to them, should the worker 
appreciate knowledge more than just doing works without 
any return. 

There are many ways in order to promote job satis-
faction as various employees have multi interest to be 
fulfilled. Some of the employees love to undergo training, 
while on holidays, in order to earn more knowledge and 
leisure, while some employees love to do a job that is 
highly demanded by them. Those jobs may reflect their 
true personality and ambitions. For example, some 
employees have passion in fashion, hence they will seek 
a job, which have some basics of what they love to do 
best. 

 
Job content 
 
Robinson (2005) described job content as the 
characteristics of the job. Based on his studies, he found 
that content factors were the satisfiers or motivators. He 
also found that on-the-job events were characterized as 
achievements, recognition and the work itself. Responsibility, 

 

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Al-Ibrani et al.              073 
 
 

 
advancement and growth led to higher job satisfaction. 
However, there were several factors, which led to job 
content such as attitude, job stress, nature of the job, and 
complexity of the job. 

 
Distributive justice 
 
Woycheshin (2008) has defined distributive justice as the 
equal treatment by anyone towards anyone. Specifically, 
distributive justice in this research refers to the treatment 
of the upper level management towards the subordinates 
in the organization, that is, the treatment of the managers 
towards their employees. It may be in the form of 
promotion, compensation, etc. Stanford Encyclopedia of 
Philosophy (1996) defined principles of distributive justice 
as normative principles designed to guide the allocation 
of the benefits and burdens of economic activity. Every 
persons have their own feeling to have equal treatment 
from others.  

In a way, they could express themselves freely, but in 
some manners they could not because every human in 
this world are free to have a say in every way. 
Undeniably, some organizations did discriminate the 
workers based on their age, sex, race or religion. The 
voice of these people may not listen to that of their 
superiors as a fact of discrimination to practice their 
norms. The discrimination may be in a limitation of them 
to practice their religion’s ritual, such as prayers, having 
their thoughts to be listened by others. 

 
METHODS 
 
Participants 
 
Participants are the entire group of people, events, or things of 
interest that the researcher wishes to investigate (Azizi et al., 2007). 
In a statistical usage, a population is any finite or infinite collection 
of individual elements. The inferences are to be made to the 
collection of individuals. The participants of the study will be among 
FAMA’s Headquarters staff. FAMA was chosen as the population 
because many say that government workers are lazy and love to 

procrastinate works.  
This might help to study the factors which influence 

organizational culture among workers. The participants of the study 
are workers from FAMA’s Headquarters in Selayang, which are 
divided into several departments. The departments include human 
resource, small industry, distributor, retailer, financial, land 
development, training, quality control, aquaculture and export 
promotion departments.  

The sample size of a statistical sample is the number of 

observations that constitute it. According to Azizi et al. (2007), it is 
important to establish the representatives of the sample for 
generalizability. In this study, 100 respondents sample size has 

been used to answer the questionnaires.. 

 
Measurement 
 
For this study, a Malay language structured questionnaire was 

distributed to respondents. The Malay language questionnaire was 

 
 
 

 
carefully translated into English language by using back translation 
(Brislin, 1962) to extract the exact question put to the respondents. 

It consisted of 23 questions and is answered by the lower 
management than the managerial level employees. It was divided 

into 5 sections as follows: 
 
Section A: The demographic questions were asked to know the 

history and general background of the respondents. The purpose is 
to sample the distribution in terms of gender of the respondents, the 
period when the respondents work with the organization and the 
period when the respondents hold their current position in the 

organization. 
 
Section B: The questions will clarify the organizational culture of  

the employee and their surroundings within the organization. 
Organizational cultures are the ruler of the organization’s 

succession. 
 
Section C: The respondents have to answer their level of 

agreement about the distributive justice existence in FAMA. 
 
Section D: The questions will determine the respondents' 

perceptions about their job content, which they faced in the 

organization. The job's content may challenge the employees' 

ability to do their job and the determination of their willingness to do 
other things. That is, the ability to help others and the ability to finish 
their work on time. 
 
Section E: The questions will clarify the job satisfaction of the 

respondents towards their organization. Job satisfactions were 

studied together with organizational culture by Goldston (2007). 
 
All questions in Sections B, C, D and E used the Likert Scale 

method. In this method, the respondents have to respond to the 

statement given by choosing their level or agreement and marking 
it. The scale item consists of five categories as shown in Table 5. 

 
Reliability analysis 
 
Azizi et al. (2007) has stated that Cronbach’s alpha is a reliability 

coefficient that indicates how well the items in a set are positively 
correlated to one another. The closer Cronbach’s alpha is to 
number 1, the higher the internal consistency reliability. Generally, 
reliability which is less than 0.60 is considered to be poor, but that 
in the range of 0.70 to 0.80 is considered good. As it can be seen in 

Table 1, all the variables tested are positive. 

 
Data collection method 
 
As for this research, Malay version of questionnaire was developed. 

The questionnaire gathered the opinion of the respondents, based 

on the questions asked about their perception and the organization, 

and the questionnaire reflected the variables related to the study. 

 
FINDINGS AND ANALYSIS 
 
The Pearson product-moment correlation (r), or 
correlation coefficient for short, is a measure of the 
degree of linear relationship between two variables, 
usually labeled X and Y. 

 
Hypotheses testing 
 
Based on the results as shown in Table 2, whether the 



 
 
 

Table 1. Reliability statistics for factors influencing organizational culture in FAMA. 
 

Items Cronbach’s alpha No. of items 

Organizational culture 0.870 10 
Distributive justice 0.901 10 
Job content 0.865 10 
Job satisfaction 0.816 10 

 
 
 

Table 2. Pearson correlations matrix between factors influencing organizational culture. 
 

   Organizational Distributive Job Job 
 

   culture justice content satisfaction 
 

 
Organizational culture 

Pearson correlation 
1 

0.504** -0.143 0.284** 
 

 
Sig. (2-tailed) p= 0.000 p= .0157 p= 0.004  

   
 

 
Distributive justice 

Pearson correlation 0.504** 
1 -0.156 0.314**  

 
Sig. (2-tailed) p= 0.000  

     
 

 
Job content 

Pearson correlation -0.143 
-0.156 1 -0.278**  

 
Sig. (2-tailed) p= .0157  

     
 

 
Job satisfaction 

Pearson correlation 0.284** 
0.314** -0.278** 1  

 
Sig. (2-tailed) p= 0.004  

     
 

 

 
Table 3. Multiple linear regressions coefficients (a). 
 
 Model  Unstandardized coefficients Standardized coefficients t Sig. 
   B Std. Error Beta   

 1 (Constant) 1.826 0.330  5.525 0.000 
  Distributive justice 0.511 0.089 0.504 5.774 0.000 
 
a Dependent variable: Organizational culture. 

 

 
hypothesis which is formulated earlier in this study is 

supported or rejected can be interpreted as follows. 
 
H01: Job satisfaction can not influence organizational 

culture. 
 
In Table 2, p = 0.004 is less than = 0.05, which means 

that the null hypothesis, H01, is rejected. Thus, there is a 
significant relationship between organizational culture 
and job satisfaction. So, a second test will be conducted. 
 
H02: Job content can not influence organizational culture. 

In Table 2, p = 0.0157 is more than = 0.05, which means 

that the null hypothesis, H02, is accepted. Thus, there is a 

no significant relationship between organizational culture 
and job content. So, a second test will be conducted. 

 

H03: Distributive  justice  can  influence  organizational 

 

 
culture. 
 
In Table 2, p = 0.000 is less than = 0.05, which means 

that the null hypothesis, H03, is rejected. Thus, there is a 
significant relationship between organizational culture 
and distributive justice. So, a second test will be 
conducted.  

Multiple regression analysis was conducted to predict 
the percentage of various variables towards criterion 
variable (Organizational Culture). This can be seen in 
Table 3. Each predictor was positively related to the 

outcome variable, such as distributive justice ( = .511, p 
= .001) and the Beta= 0.504. While in Table 4, the entire 
variable was excluded because they are not significant. It 
is automatically excluded when stepwise is used. 

As it can be seen in the table, the beta value distributive 
justice of 0.504 does justify that distributive justice contri-
bute towards the factors influencing organizational culture 
in FAMA. Thus, the mathematical form of the finding is 

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Al-Ibrani et al.              075 
 
 
 

Table 4. Excluded variables (b). 
 

Model 
 

Beta In T Sig. 
Partial Collinearity statistics 

 

 
correlation tolerance  

     
 

1 
Job satisfaction 0.140(a) 1.532 0.129 0.154 0.901 

 

Job content -0.066(a) -0.745 0.458 -0.075 0.976  

 
  

a Predictors in the model: (Constant), distributive justice. 
 

 
Table 5. Likert Scale Method. 

 
 Strongly agree Agree Moderate Disagree Strongly disagree 
 5 4 3 2 1 

 

 
   

+ 0.284 
 

 

Job Satisfaction   
 

      

      
 

      
 

 

    
Organizational Culture 

 

Distributive Justice  

     
 

 

 + 0.504  

 
 

 
 

 

 
 

 
Figure 2. Final Model Influencing Factors towards organizational culture in FAMA. 

 

 
shown. 
 
Organizational culture: 1.826 + (+0.504) distributive 

justice 
 
Although the SPSS Version 14 suggested that job 
satisfaction should be removed in this research, the 
variable did somehow contribute some towards organiza-
tional culture. This is justified by the partial correlation 
value of the results that is +0.154. The mathematical form 
of the finding is as follows: 
 
Organizational culture: 2.643 + (0.154) job satisfaction. 
 
However, the researchers have also determined that 
there is no relation between job content and 
organizational culture. This has been justified by the 
results where the value is -0.075. 
 
 
Final model 
 
The final model is as shown in Figure 2 
 
 
Overall findings 
 
First, the relationship is between job satisfaction and 

organizational culture. It shows that the value of Beta is 
+0.284 which means that there is a weakly positive 

 

 
significance between job satisfaction and organizational 
culture. There is also a relationship between distributive 
justice and organizational culture. It shows that the value 
of Beta is +0.504, which means that there is a moderately 
positive significance between distributive justice and 
organizational culture. Between the two variables which 
influence organizational culture in FAMA, distributive 
justice did influence organizational culture more. 

 
DISCUSSION AND CONCLUSION 
 
The findings, gathered from the study, provided the 
overall conclusions of the study based on the research 
objectives and research questions. It can be concluded 
that job satisfaction is one of the factors which influence 
organizational culture. However, where it was not 
supported by hypotheses, job satisfaction can not 
influence organizational culture. According to Goldston 
(2007), organizational culture is the single most important 
factor towards succession of an organization. In addition, 
in every secret success of an organization, there is 
organizational culture affecting it. A culture could bring a 
positive and negative way of affecting work style. To 
enhance the organizational culture in FAMA, two factors, 
which influence organizational culture in FAMA should be 
enhanced, that is, distributive justice and job satisfaction. 
To enhance organizational culture in an organization, the 
organization should support the employees to take part in 
discussion during meetings. This could enhance the 



076      Afr. J. Agric. Mark. 
 
 

 
value of self responsibility among FAMA staff. Indirectly, 
all staff could update any essential information, which 
may lead to organization success (Azizi et al., 2009). 
Furthermore, the supervisors should delegate 
responsibility unbiasedly, as this could create trust among 
workers and supervisors. 

The employees also have the rights to have a say in 
any decision that may affect their work. This indirectly will 
bring satisfaction and generate harmony in the workplace 
suitable with a better industrial relation condition. Next, 
the company could compensate their workers, as the 
workers did a tremendous job throughout the year, and 
this may be a reward for them as they deserve it. 
Moreover, if any changes occur in the organization, the 
reason must be clearly made, and this will help prevent 
workers from feeling dissatisfied or facing conflict. To 
have a positive organizational culture, discrimination from 
a superior or anybody in the organization is restricted in 
order to maintain the professional culture that existed in 
the organization. Discrimination will make another party 
feel threatened or dissatisfied with it. This could help the 
first step of the superior by not being biased to anybody 
in the office, and thus justice will be promoted in the office 
even more (Azizi et al., 2010), that is, by doing 
counseling with the workers who had the problem or felt 
discriminated.  

As for the workers, all the decisions made must be 
according to its objectivity and not influenced by others. 
Sometimes, influence by other members within the 
organization may be caused by negative objectivity. The 
organization could also be paying the employees 
rightfully to satisfy those who could influence the 
employees to contribute more towards the organization. 
The organization should also value their staff for what 
they have done for the organization. This is because, 
being valued by the organization will influence the 
contribution of the workers towards the organization. 
Next, the management should restrict bullying at the 
workplace as this could de-motivate the workers to do 
excellent works, but they should be more tolerable with 
their employees.  

The organization should also add more workers in 
order to reduce the over capacity of the employees' 
workload, at the same time providing a safe work 
environment. Simultaneously, the organization should 
stimulate a positive working relationship between the staff 
and management levels of the organization. Injustice in 
organizations threatens serious consequences for indivi-
duals and firm alike. Still, current theories of distributive 
justice inadequately describe the justice phenomenon 
across levels of theories. In addition, several researchers 
argued that definition of justice might be culture-specific. 

 
Conclusion 
 
It can be concluded that job content is not one of the 

 

  
 
 
factors, which influences organizational culture, being 
that it is not supported by the hypotheses, which stipulate 
that job content cannot influence organizational culture. 
Conversely, distributive justice is one of the factors, which 
influences organizational culture, being that it is 
supported by the hypotheses, which stipulate that 
distributive justice can influence organizational culture. 
 
 
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