Impact of Organization Culture on Commitment

Organisational commitment can also be contrasted with additional work-related attitudes, such as job satisfaction, distinct as an employee 's approach about their job, and organisational identification. Meyer and Allen defines Organisational commitment is viewed as a psychological connection that individuals have with their organisation, characterised by strong identification with the organisation and a desire to contribute to the accomplishment of organisational goals (Meyer & Allen 1997).

The organization culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic organization. Leadership in organizations starts the culture formation process by imposing their assumptions and expectations on their followers. Once culture is established and accepted, they become a strong leadership tool to communicate the leader 's beliefs and values to organizational members, and especially new comers. When leaders promote ethical culture, they become successful in maintaining organizational growth, the good services demanded by the society, the ability to address problems before they become disasters and consequently are competitive against rivals. The leader 's success will depend to a large extent, on his knowledge and understanding of the organizational culture. The leader who understands his organizational culture and takes it seriously is capable of predicting the outcome of his decisions in preventing any anticipated consequences. What then is organizational culture? The concept of organizational culture has been defined from many perspectives in the literature. There is no one single definition for organizational culture. The topic of organizational culture has been studied from many perspectives and disciplines, such as anthropology, sociology, organizational behavior, and organizational leadership to name a few. Deal defines organizational culture as values,

In particular cases, the high rate of staff turnover and absenteeism are associated with low level of organisational commitment (Morrow, 1993). The employee who works on this level must be dissatisfied with the organisation; such an employee may stay because he or she needs to stay for the monetary benefits linked to the continuance dimension (Meyer & Allen, 1997). In simple words, it can be inferred that lower level of commitment is interconnected to continuance commitment among the three dimensions of commitment.

There are three separate dimensions to organizational commitment: 1. Affective commitment is an emotional attachment to the organization and a belief in its values. For example, a Petco employee may be affectively committed to the company because of its involvement with animals. 2. Continuance commitment is the perceived economic value of remaining with an organization. An employee may be committed to an employer because she is paid well and feels it would hurt her family to quit. 3. Normative commitment is an obligation to remain with the organization for moral or ethical reasons. An employee spearheading a new initiative may remain with an employer because he feels he would “leave the employer in the lurch” if he left." (Robbins & Judge, 2011, p 77)

Steers, R. M. (1977) ‘Antecedents and outcomes of organizational commitment. Administrative Science Quarterly’, 22 (1), 46-56.

Organizational commitment is one of the two individual outcomes derived from individual mechanisms like job satisfaction, stress, motivation, trust, justice, ethics, and learning and decision making. These mechanisms and outcomes can be found on the integrative model of organizational behavior (OB). Colquitt, LePine, and Wesson defined organizational commitment in their Organizational Behavior 5th Edition book as the desire of an employee to remain a member of the organization (p 64).

Organizational Commitment – The attachment of an individual to his or her organization (Pierro, Raven, Amato, & Bélanger, 2013).

The single most critical problem that the managers are facing today is managing the people.This is the most challenging issues that every kind of organizations is dealing with now aday. Organizational behaviour is the study of individual, group and organization as a whole that examines the effect of organizational structure and culture on organizational performance. Therefore, it mostly tries to define the performance and efficiency factors of anorganization.Organizational structure and organizational culture are highly correlated performance factors.It basically defines the appropriate structure of an organization in order to get more thanaverage performance. Organizational culture is a primary factor for employee turnover and job satisfaction (Bolden, 2004). If an organization possesses a strong culture of self-respect and employee affiliation, it is no wonder that the employee retention rate would be very high(Tracy, 2013).In this report, the relationship between organizational culture and organizational structure will be pointed out. While doing so we

A strong organizational culture provides both the company and its employees with direction and stability. The culture within an organization can be powerful enough to effect employee attitude and behavior as well as performance and turnover ratio. According to many scientific studies, there are seven primary characteristics used to define the culture of an organization: innovation and risk taking, outcome orientation, people orientation, team orientation, aggressiveness and stability.

Many may argue that job satisfaction and organizational commitment are the same, but they are actually different.

According to Yücel (2012), job satisfaction is one of the factors that might increase the Organizational Commitment, where the job satisfaction is about the positive emotions that the employees had towards his\her work which decrease the employees’ intention to leave the organization. In the same way, Oh and Park (2013) identified that Trust in manger or leader will increase the Organizational Commitment especially in the public organization. As well as, Oh and Park (2013) argued that although job satisfaction is a reason of the Organizational Commitment , but it can be considered as a short- term motivation , while Trust in leaders and in the organization’s image and values would increase the motivation on the long-term.

This article is about the importance of organizational culture in a company and the effect it has on employees, both in their incoming and outgoing stages. Within the context of the literature, Daly (2017) equates an organizations culture to the way a person behaves or acts due to their personality and suggests that if an organization does not know how it wants to define itself or be seen, it is difficult to employ people because it is hard to understand how they will fit within your company (para. 2). Included is reasoning that explains why organizational culture is important and how it can affect your company positively if there is a strong culture because it gives employees a better sense of loyalty and

Interpersonal relationship, work load,pay expectation and recognition has been founded by Maxwell and Steel (2003), as items which have impact on the level of commitment. In another study conducted by Lee (2000), perceived justice has been introduced as an item which has effect on organizational commitment. Also Schuler and Jackson (1999) noted that including employees as part of organizational process will increase the level of organizational commitment.

Furthermore, there are also some interrelated dimensions and characteristics in culture. There are ten features of behavioral and structural dimension suggested by Robbins (1990). The ten features of organizational culture can be listed as individual initiative, risk tolerance, direction, communication patterns, reward system, control, integration, conflict tolerance, management support and lastly identity. All of these ten features of organizational culture describe specifically how culture among members can be developed from an individual up to the organizational

It has been highlighted that an organization’s workforce is the most valuable asset of the organization. Therefore, it is inherent that every organization stay committed to ensuring that the employees are committed to their work. An employee with greater organizational commitment has a greater chance of contributing to organizational success and will also experience higher levels of job satisfaction.