The Influence of Organizational Culture

Appendix
on Organizational Commitment
Table A 1.1 Weighted Mean of the Existing Organizational Culture (Power Culture)

frequency (f)
1. Employees of the company are expected to give first priority to
meeting the needs and demands of their supervisors and other highlevel people in the organization.
2. People who do well in the company tend to be those who know how
to please their supervisors and are able and willing to use power and
politics to get ahead.

(1)Strongly Disagree

Disagree (2)

Power Culture

Agree (3)

Strongly Agree (4)

EXISTING

Total

WM

VI

36

83

20

140

3.10

Agree

92

40

140

2.69

Agree

3. The company treats individuals as hands whose time and energy

are at the disposal of persons at higher levels in the organization.

11

73

53

140

2.66

Agree

4. Employees in the company are managed, directed or influenced by

officials in positions of authority, who exercise their power through the
use of rewards and punishment.

10

93

35

140

2.79

Agree

64

53

22

140

3.29

Agree

86

48

140

2.66

Agree

18

99

23

140

2.96

Agree

69

38

33

140

3.26

Agree

18

86

32

140

2.84

Agree

18

50

71

140

2.61

Agree

18

38

78

140

2.49

Disag
ree

11

95

32

140

2.82

Agree

18

72

41

140

2.71

Agree

16

66

51

140

2.65

Agree

16

85

36

140

2.81

Agree

2.82

Agree

5. Decision - making processes in the company are characterized by

directives, orders, and instructions that come down from higher levels.
6. Assignments of tasks or jobs to individuals in the company are based
on the personal judgments, values, and wishes of those in position of
power.
7. Employees in the company are expected to be hard working,
compliant, obedient, and loyal to the interests of those to whom they
report.
8. Those in authority and supervisors are expected to be strong and
decisive; firm but fair.
9. It is considered legitimate for one employee to tell another what to do
when he or she has more power, authority, or clout in the
organization.
10. In the company work motivation is primarily the result of hope for
reward, fear of punishment, or
personal loyalty to the supervisor.
11. In the company relationships between departments are generally
competitive, with both looking out for their own interests and helping
each other only when they can see some advantage for themselves by
doing so.
12. In the company intergroup and personal conflicts are usually dealt
with by the personal intervention of people at higher level of authority.
13. The external environment of the company is responded to as
though it were a jungle, where the organization is in competition for
survival with others.
14. If rules, systems or procedures get in the way, employees break
them if they have enough clout to get by with or if they think they can
get away with it without being caught.
15. New employees in the company need to learn who really runs
things; who can help or hurt them;
whom to avoid offending; the norms (unwritten rules)
that have to be observed if they are to stay out of
trouble.
Overall
Legend: WM - Weighted Mean, VI - Verbal Interpretation

Table
A 1.2 Weighted
Mean of the Culture
Existing Organizational Culture (Role Culture)
The Influence
of Organizational
on Organizational Commitment

The Influence of Organizational Culturefrequency (f)

81
54
2
on Organizational Commitment

1. Employees of the company are expected to give first priority to

meeting the needs and demands of their supervisors and other highlevel people in the organization.

2. People who do well in the company tend to be those who play by the
rules, work within the system, and strive to do things correctly.

(1)Strongly Disagree

Disagree (2)

Role Culture

Agree (3)

Strongly Agree (4)

EXISTING

Total

WM

VI

140

3.52

Strongly
Agree

68

53

19

140

3.35

Agree

30

81

26

140

2.99

Agree

60

64

16

140

3.31

Agree

31

95

12

140

3.11

Agree

45

85

140

3.24

Agree

40

73

27

140

3.09

Agree

60

24

53

140

3.01

Agree

30

89

20

140

3.06

Agree

35

80

25

140

3.07

Agree

24

37

77

140

2.59

Agree

12. In the company intergroup and personal conflicts are usually

avoided by reference to rules, procedures and formal definitions.

27

91

20

140

3.02

Agree

13. The external environment of the company is responded to as

though it were b. an orderly system in which relationships are
determined by structures and procedures and where everyone is
expected to abide by the rules.

52

78

140

3.28

Agree

14. If rules, systems or procedures get in the way, employees break

them if they have enough clout to get by with or if they think they can
get away with it without being caught.

26

52

61

140

2.74

Agree

15. New employees in the company need to learn the formal rules and
procedures and to abide by them to stay within the formal boundaries of
their jobs.

25

79

33

140

2.90

Agree

3.09

Agree

3. The company treats individuals as employees whose time and

energy are purchased
through a contract, with rights and obligations for both sides.
4. Employees in the company are managed, directed or influenced by
the system, rules, and procedures that outline what employees should
do and the right ways of doing it.
5. Decision - making processes in the company are characterized by
the adherence to formal channels and reliance on policies and
procedures for making decisions.
6. Assignments of tasks or jobs to individuals in the company are based
on the needs and plans of the organization and the rules of the system
(seniority, qualifications, etc.)
7. Employees in the company are expected to be responsible and
reliable, carrying out the duties and
responsibilities of their jobs and avoiding actions that could surprise or
embarrass their supervisors.
8. Those in authority and supervisors are expected to be impersonal
and proper, avoiding the exercise
of authority for their own advantage.
9. It is considered legitimate for one employee to tell another what to do
when it is part of the responsibilities included in his or her job
description.
10. In the company work motivation is primarily the result of acceptance
of the norm of providing a fair days work for a fair days pay.
11. In the company relationships between departments are generally
characterized by indifference towards each other, helping each other
only when it is convenient or when they are directed by higher levels.

Overall
Legend: WM - Weighted Mean, VI - Verbal Interpretation

Table A 1.3 Weighted Mean of the Existing Organizational Culture

(Achievement Culture)
(1)Strongly Disagree

Disagree (2)

Agree (3)

Achievement Culture

Strongly Agree (4)

EXISTING

frequency (f)

Total

WM

VI

1. Employees of the company are expected to give first priority to

meeting the challenges of the task, finding a better way to do things.

67

59

14

140

3.38

Agree

2. People who do well in the company tend to be those who are

technically competent and effective, with a strong commitment to
getting the job done.

28

91

21

140

3.05

Agree

(1)Strongly Disagree

Disagree (2)

Organizational Commitment

Agree (3)

Strongly Agree (4)

Table
A 2.1 Weighted
Mean of the Culture
respondents Organizational Commitment
The Influence
of Organizational
on Organizational Commitment

frequency (f)
Affective Commitment
I would be very happy to spend the rest of my career with this
company.

Total

WM

VI

2.83

Agree

38

86

10

140

3.09

Agree

This company has a great deal of personal meaning for me.

35

80

21

140

2.92

Agree

I enjoy discussing my company with people outside it.

30

58

49

140

2.82

Agree

I really feel as if this companys problems are my own.

21

48

50

21

140

2.49

Disagree

2.66

Agree

40

85

140

3.11

Agree

30

63

41

140

2.59

Agree

13

43

54

30

140

2.28

Disagree

2.66

Agree

Continuance Commitment
It would be very hard for me to leave this company right now, even if
I wanted to.
One of the few serious consequences of leaving this company would
be the scarcity of available alternatives.
Too much in my life would be disrupted if I decided I wanted to leave
my organisation now
Normative Commitment
I think that people these days move from organisation to
organisation too often
I was taught to believe in the value of remaining loyal to one
organisation
Jumping from organisation to organisation seems unethical to me
Overall

10

80

11

39

140

2.44

Disagree

38

79

19

140

2.97

Agree

24

63

24

29

140

2.59
2.72

Agree
Agree

Table A 3.1 T Test: Test for Significant Difference on Respondents' Level of

Organizational Commitment when grouped according to Age
Level of
Organizational
Commitment
Affective

Continuance

Normative

Overall Organizational
Commitment

Age Group

WM

21 - 30 years old
31 - 40 years old
41 - 50 years old
21 - 30 years old
31 - 40 years old
41 - 50 years old
21 - 30 years old
31 - 40 years old
41 - 50 years old
21 - 30 years old
31 - 40 years old
41 - 50 years old

2.83
2.80
3.03
2.62
2.80
2.03
2.72
2.72
1.90
2.73
2.78
2.39

Fcomputed

P-value
(Sig.*)

Decision

Conclusion

0.622

0.538

Do not Reject Ho
(Accept Ho)

No significant
difference

6.349

0.002

Reject Ho

Significant

6.460

0.002

Reject Ho

Significant

2.887

0.059

Do not Reject Ho
(Accept Ho)

No significant
difference

Table
A 3.2 T Test:
Test for Significant
Difference on Respondents' Level of
The Influence
of Organizational
Culture
Organizational
Commitment
when grouped according to Gender
on Organizational
Commitment
Level of Organizational
Commitment
Affective
Continuance
Normative
Overall Organizational
Commitment

Gender

WM

Male
Female
Male
Female
Male

2.91
2.69
2.61
2.75
2.86

Female
Male
Female

2.31
2.80
2.59

tcomputed

P-value
(Sig.*)

Decision

Conclusion

2.214

0.028

Reject Ho

Significant

-1.229

0.221

Do not Reject Ho
(Accept Ho)

No significant
difference

4.566

0.000

Reject Ho

Significant

2.519

0.013

Reject Ho

Significant

Table A 3.3 ANOVA: Test for Significant Difference on Respondents' Level of

Organizational Commitment when grouped according to Department
Level of Organizational
Commitment

Affective

Department

WM

Administrative
Finance
Sales
Production and
Fabrication

3.18
2.80
2.59

Technical and
Sales Support

Continuance

Administrative
Finance
Sales
Production and
Fabrication

ZTechnical and

Normative

Overall Organizational
Commitment

Sales Support
Administrative
Finance
Sales
Production and
Fabrication
Technical and
Sales Support
Administrative
Finance
Sales
Production and
Fabrication
Technical and
Sales

2.80

Fcomputed

P-value
(Sig.*)

Decision

Conclusion

4.472

0.002

Reject Ho

Significant

14.379

0.000

Reject Ho

Significant

69.104

0.000

Reject Ho

Significant

26.136

0.000

Reject Ho

Significant

3.25
3.24
2.73
2.10
2.84
2.21
2.76
2.50
1.61
3.09
3.21
3.07
2.69
2.15
2.90
2.93

Table A 3.4 ANOVA: Test for Significant Difference on Respondents' Level of

Organizational Commitment when grouped according to Length of Service

FThe Influence of Organizational

Culture
Length of Service
WM
computed
on OrganizationalLess
Commitment
than 1 year
2.94

Level of Organizational
Commitment
Affective

Continuance

Normative

Overall Organizational
Commitment

3 - 4 years
4 - 6 years
More than 6 years
Less than 1 year
3 - 4 years
4 - 6 years
More than 6 years
Less than 1 year
3 - 4 years
4 - 6 years
More than 6 years
Less than 1 year
3 - 4 years
4 - 6 years

2.76
2.73
3.11
2.83
2.72
2.48
2.82
3.33
2.64
2.46
2.96
3.03
2.71
2.58

More than 6 years

2.98

P-value
(Sig.*)

Decision

Conclusion

3.156

0.027

Reject Ho

Significant

2.024

0.113

Do not Reject
Ho (Accept Ho)

No significant
difference

4.361

0.006

Reject Ho

Significant

5.297

0.002

Reject Ho

Significant

Table A 4.1 Pearson r Correlation for the significant relationship between the
companys organizational culture and organizational commitment in terms of
Affective Commitment
Affective Commitment
Variables

Pearson
Correlation

P-value (Sig.)

Decision

Conclusion

Power culture

-.531*

.000

Reject Ho

Significant: Negatively Strong

Correlation

Role Culture

.062

.466

Do not Reject
Ho
(Accept Ho)

Correlation not Significant

Achievement Culture

.657*

.000

Reject Ho

Significant: Positively Strong Correlation

Support Culture

.548*

.000

Reject Ho

Significant: Positively Strong Correlation

Table A 4.2 Pearson r Correlation for the significant relationship between the
companys organizational culture and organizational commitment in terms of
Continuance Commitment
Continuance Commitment
Variables

Pearson
Correlation

P-value
(Sig.)

Power culture

-.154

.068

Role Culture

.022

.799

Decision
Do not Reject Ho
(Accept Ho)
Do not Reject Ho
(Accept Ho)

Achievement Culture

.413*

.000

Reject Ho

Support Culture

.419*

.000

Reject Ho

Conclusion
Correlation not Significant
Correlation not Significant
Significant: Positively Moderate
Correlation
Significant: Positively Moderate
Correlation

Table A 4.3 Pearson r Correlation for the significant relationship between the
companys organizational culture and organizational commitment in terms of
Normative Commitment

The Influence of Organizational Culture

Normative Commitment
on Organizational
Commitment
Variables
Pearson
P-value
Correlation
Power culture

-.138

(Sig.)
.105

Decision

Do not Reject Ho
(Accept Ho)

Role Culture

-.319*

.000

Reject Ho

Achievement Culture

.329*

.000

Reject Ho

Support Culture

.336*

.000

Reject Ho

Conclusion
Correlation not Significant

Significant: Negatively Moderate

Correlation
Significant: Positively Moderate
Correlation
Significant: Positively Moderate
Correlation

Table
A 4.1
Pearson r Correlation for the significant relationship between the companys
organizational culture and organizational commitment in terms of Overall
Organizational Commitment
Variables

Pearson
Correlation

Power culture

-.385*

Role Culture

-.105

Achievement Culture

.641*

Support Culture

.594*

Overall Organizational Commitment

P-value
Decision
Conclusion
(Sig.)
Significant: Negatively
.000
Reject Ho
Moderate Correlation
Do not Reject Ho
.219
Correlation not Significant
(Accept Ho)
Significant: Positively
.000
Reject Ho
Strong Correlation
Significant: Positively
.000
Reject Ho
Strong Correlation