How Forgiveness Climate Affects Employees Job Satisfaction Intention to Leave : The Mediatory Role of Learning Behaviour, Complemented by Organization Culture

An organization’s forgiveness climate is significant in reducing negative and promoting positive consequences of errors, mistakes, or offenses in the workplace. This study investigates the influence of a perceived forgiveness climate and organization culture on learning behavior, job satisfaction, and intention to leave. For this, we proposed a theoretical framework, modifying the (Guchait P. L., 2016) model to include the moderating role of organizational culture. We proposed that Perceived Forgiveness Climate increase Job Satisfaction and reduces the Intention to Leave through learning behavior. The effect of forgiveness was further moderated by four types of organizational culture which included Adhocracy, Clan, Hierarchy, and Market Culture. Using quantitative cross-sectional data collected from 203 employees of different companies of different sectors. After a thorough study, it is revealed that a perceived forgiveness climate was significantly positively related to learning behavior and job satisfaction. Clan culture also seems to promote learning behavior, whereas market culture seems to increase job satisfaction. Clan and market culture also negatively, and positively moderates the effect of forgiveness on job satisfaction respectively. Whereas Adhocracy Culture positively moderates the effect of forgiveness on Learning Behaviour. Hence higher levels of market and advocacy culture would strengthen the effect of forgiveness on its outcomes. The findings showed that the culture can foster learning behavior and ultimately affects employee attitudes job satisfaction and performance, or it can be an obstacle for both depending on the norms and values promoted by the culture