TABLE OF CONTENTS

I. Abstract ………………………………………………………………………………………
II. Introduction …………………………………………………………………………………
The problem ……………………………………………………………………………
Research question and Hypothesis …………………………………………………….
III. Review of Related Literature ……………………………………………………………...
IV. Conceptual/Theoretical Framework ………………………………………………………
V. Method …………………………………………………………………………………….
VI. Results ……………………………………………………………………………………
VII. Discussion ……………………………………………………………………………….
VIII. References ……………………………………………………………………………...
IX. Appendixes ……………………………………………………………………………….
 Abstract
The aim of this study was to investigate if there is a relationship between organizational
commitment and organizational culture. Two different scales (Organizational commitment scale
(Allen and Meyer, 1997) and the (Organizational culture scale) were used as a data gathering
instrument. The research was conducted on selected employees from randomly selected
organizations in Makati City area (n=30).
Relationship between organizational culture and organizational commitment

Introduction

Efficiency achievement is one of the main goals of any organization .To achieve this goal,
a systemic, native and applied approach is required. Success of organizations with the minimum
facilities & Failure of organizations with the best possibilities in recent decades indicate the
significant role of non-material and spiritual factors in organizations (Cameron & Quinn, 2011).
On the other hand, Organizations need to expert, skilled, committed & qualified staff to the
organization and apply their extreme degree of precision for perform their duties to manage the
tasks,. Failure to Creating coherence and union among the members in the Organization increases
necessary expenses required to precise control. Hence, organizations with employees which
internalized the values and goals and believe the values and the goals on themselves, assures that
act in order to serve the interests of the organization (Mowday, Steers, & Porter, 1979).

Nowadays, change and transformation rapidly grow in the world and in this variable and
complex environment, those organizations will be successful that are able to adapt to these
changes. One of the major factors to this is the Organizational culture, because of dependence of
Strategy implementation on organizational culture.

Organizational culture is a set of features that distinguish an organization from other one.
As the personality refers to the individual’s fundamental characteristics, culture also relates to
organizations stable features (Karaminia, Salimi, & Amini, 2010). Denison believes that
organizational culture refers to basic values, beliefs and principles serves to management system
as a firm foundation (Denison, Janovics, Young, & Cho, 2006). Organizational culture that is the
sub product of social culture impresses individual’s values, morality, attitudes, defaults and
expectations and appears in his or her behavior (Beekun & Badawi, 2005). Organizational culture
causes unity & cohesion in the organization, so a weak organizational culture ,pack organization
and unhealthy atmosphere causes staff disappointment and stress resulting in frustration and
pessimism in employees towards themselves and the others and ultimately productivity reduction
& dissatisfaction(Shamsudin, Kasim, Hassan, & Johari, 2010).
 Another spiritual factor in organizations’ situation is the committed human forces.
Organizational commitment is defined as an organization’s identification intensity and his
partnership and cooperation with his or her organization .Robins introduces organizational
commitment as a kind of occupational attitude that the organization members recognizes the goals
of organization as his representative and wishes to remain in the organization membership; so in
order to achieve organizational goals, he does all his efforts and impresses organization
performance (Saatchi M, 2009). Individual’s commitment is concerned not only to their work but
also their values and beliefs (Dwyer, Richard, & Chadwick, 2003). The more committed staffs,
are more bounded to the organization values and goals, perform their role more actively and also
less attempt to leave the organization and find new job opportunities (Maurer & Lippstreu, 2008).

Current Study

The purpose of this study is to determine if there is a relationship between organizational

culture and organizational commitment of employees from different organization in the
Philippines.

The Problem
 Research Question and Hypothesis
Research Question: Is there a significant relationship between organizational culture and
organizational relationship?
H1: There is no significant relationship between organizational culture and
organizational commitment.

H2: There is a significant relationship between organizational culture and

organizational commitment.

Review Related Literature

 The idea to consider organizations as culture is a system of values shared among the
members which is a relatively new phenomenon. Up to mid-1980s, the organizations were known
as intellectual structures to coordinate and control the groups of people (Amin Mozaffari et al.,
2008). The organizations had vertical hierarchy, departments, powerful relations and the staff. But
organizations are beyond this definition as they have characters like human beings and might be
flexible or lenient, unfriendly or supportive, innovative or conservative. Nowadays, the
organizational theoreticians, approving the role that culture plays an important role in the
organizational working life of its members and confirm this issue. Meanwhile, the origin of culture
as an independent variable that affects the views and behaviors of the staff show that this concept
originates from an institutionalization idea in more than 50 years ago (Robbins et al., 2013).

A strong organizational culture forms the staff’s behavior, coordinates their treatment,
creates shared beliefs, work commitment, organizational identity for the staff, specifies the way
the individuals look, prevents disorder in an organization, reduces the external control (creates
self-control) and reduces contradiction, costs and job dissatisfaction (Moshabaki & Rahmani,
2009).

Institutionalization of an organization causes the staff and members of the organization to

find a shared understanding of what is suitable and pleasant (toward a type of targeted behavior in
principle). That is why when an organization changes to an institution, certain models of behavior
are accepted by all the members of the organization and these behavioral samples are seen
everywhere in the organization. As it is noticed, this is the same role played by the culture of the
organization. Thus understanding of what the organizational culture makes helps the method to
create and continue it so that one could better judge and anticipate the behavior of the individuals
in the organization (Robbins et al., 2013). Dale and Kennedy, 1982 believe that culture is the most
important effective factor on success or failure of an organization.

Considering the importance of the impact of the organizational culture on organization, the
directors should always look for ways to identify, change and develop organizational culture so
that they could affect the individual behavior and level of organization and facilitate access to the
objectives of the organization for themselves and others (Moshabaki & Rahmani, 2009).
 Thus, it could be said that the management of organizational culture has to know and use
the existing culture optimally, to change and weaken the beliefs, values and the norms of the
demand and to stabilize the pleasant culture. Therefore, the concept of culture makes sense when
the vast changes in the organization are managed. The change of the organization is not just the
change of structure, but it is the change in the culture of the organization. An attempt to change
the culture of organization, when there is no correct understanding of the power of culture and its
role in the organization leads to failure most of the time and this issue make many current strategic
planners have a special emphasis on identifying the principal values of the organizations.

But it should be said that although the organizational culture is under the influence of
bigger systems that surround it, the organizational culture of each set is the product of the structure,
social, political and economic relations of every society (Vipul, Benyoucef, & Deshmukh, 2007).
However in the current era, the culture of educational organizations face major challenges and
most of these challenges lead to restructuring, re-engineering and minimizing their size. The
current environment of the organizations has become complicated and difficult and this has caused
some problems in this regard for their leaders. This issue requires the high flexibility of the leaders
to remove the problems and confront the fluctuating environment around the organizations. It is
noticed in some organizations that the infra-structural beliefs, values and hypotheses of the
members of the organization and its leaders are not in the same direction which causes problems
in the staff’s commitments toward the organization and subsequently leads to its low performance
and absence and departure of the staff.

Organizational commitment is a stabilizing force that binds individuals to organizations

(Bentein, Vandenberg, Vandenberghe, & Stinglhamber, 2005; Meyer & Herscovitch, 2001).
Organizational commitment is one of the most commonly examined attitudes in the organizational
sciences literature (see Meyer et al., 2002 for a quantitative review) and has particularly interested
researchers since Allen and Meyer (1990) proposed a three-dimension model of the construct. The
concept of organizational commitment is central to organizational behavior research.
Organizational commitment is defined as an individual’s attitude towards an organization that
consists of (a) a strong belief in, and acceptance of, the organization’s goals and values; (b) a
willingness to exert considerable effort on behalf of the organization; and (c) a strong desire to
maintain membership in the organization (Mowday et al., 1982). Organizational commitment has
three primary components: (1) a strong belief in and acceptance of the organization’s goals and
values; (2) a willingness to exert considerable effort on behalf of the organization; and (3) a strong
desire to remain with the organization (Porter et al., 1974). Highly committed employees intend to
stay within the organization and to work hard toward its goals (Luthans, McCaul, & Dodd, 1985).
Meyer and Allen (1991) argued that there were three types of organizational commitment: (1)
Affective Commitment: refers to the employee’s emotional attachment to, identification with, and
involvement with the organization. Employees with a strong affective commitment continue
employment with the organization because they want to do so. (2) Continuance Commitment refers
to an awareness of the costs associated with leaving the organization. Employees whose primary
link to the organization is based on continuance commitment remain because they need to do so.
(3) Normative Commitment reflects a feeling of obligation to continue employment. Employees
with a high level of normative commitment feel that they ought to remain with the organization.
Career identity can be conceptually tied to work commitment (e.g. Dubin & Champoux, 1975),
organizational commitment (Salancik, 1977) and organizational citizenship (Organ & Ryan,
1995). Thus, career motivation may positively correlate with organizational commitment.
Although affective, continuance, and normative commitment are used to capture the
multidimensional nature of organizational commitment, affective commitment is considered a
more effective measurement of organizational commitment. Employees with strong affective
commitment would be motivated to higher levels of performance and make more meaningful
contributions than employees who expressed continuance or normative commitment (Brown,
2003. Thus, affective commitment alone is one of the key concepts of employee behavior.
 Conceptual/Theoretical Framework

ORGANIZATIONAL ORGANIZATIONAL
CULTURE COMMITMENT

Method

Design of the Study

The research design selected in this study is a quantitative, descriptive research design. A
descriptive research design is often used as a precursor to quantitative research design, the
general overview giving some valuable pointers as to what variables are worth testing
quantitatively. Descriptive studies are aimed at finding out ‘’what is,” so observational and
survey methods are frequently used to collect data (Borg & Gall, 1989)

The quantitative study is aimed at determining the relationship between organizational

culture and organizational commitment. A quantitative study, consistent with the quantitative
paradigm, is an inquiry into a social or human problem, based on testing a theory composed of
variables, measured with numbers, and analyzed with statistical procedures, in order to
determine whether the predictive generalizations of the theory hold true. (Babbie and Mouton,
2002:646)

Participants

The respondents of this study are employees from different organization inclusively in Makati
City area,
Measurement Instrument

The instrument used for this study are Organizational Culture Scale (OCS) and the
Organizational Commitment Scale.

Organizational Culture Scale

A questionnaire that developed to “diagnose culture in an organization, in order to identify the

different culture orientations and initiate culture change strategies”. The (OCS) consists of 30
items, a five-point Likert-type scale is for rating the existing responses to the OCQ.

Organizational Commitment Scale

Meyer and Allen’s (1997) Organizational Commitment Scale (OCS) measures the three
components of organizational commitment, namely affective, continuance and normative, which
is measured through 24 structured items or statement. Eight statements or items measure each
dimension. A five-point Likert-type scale is used to measure the commitment dimension.

Data Gathering Procedure

The questionnaire were sent and received by the respondents via online. The
questionnaires were anonymous and the option not to answer was offered in the biographical
section, should the respondent be concerned about being identified. Both Organizational culture
scale and Organizational commitment scale instruments are self-explanatory and are completed
individually by the respondents without any assistance.
Result
Table 1: Organizational Culture
QUESTION n DESCRIPTION PERCENTILE
Q.1 22 TEND TO AGREE 54.55%
Q.2 22 TEND TO AGREE 50.00%
Q.3 22 TEND TO AGREE 54.45%
Q.4 22 STRONGLY AGREE 54.55%
Q.5 22 STRONGLY AGREE 54.55%
Q.6 22 STRONGLY AGREE 54.55%
Q.7 22 STRONGLY AGREE 59.09%
Q.8 22 TEND TO AGREE 59.09%
Q.9 22 TEND TO AGREE 59.09%
Q.10 22 TEND TO AGREE 54.55%
Q.11 22 STRONGLY AGREE 45.45%
Q.12 22 STRONGLY AGREE 50.00%
Q.13 22 STRONGLY AGREE 54.55%
Q,14 22 STRONGLY AGREE 63.64%
Q.15 22 TEND TO AGREE 45.45%
Q.16 22 STRONGLY AGREE 63.63%
Q.17 22 TEND TO AGREE 50.00%
Q.18 22 STRONGLY AGREE 50.00%
Q.19 22 TEND TO AGREE 59.09%
Q.20 22 TEND TO AGREE 50.00%
Q.21 22 STRONGLY AGREE 50.00%
Q.22 22 STRONGLY AGREE 54.55%
Q.23 22 STRONGLY AGREE 54.55%
Q.24 22 STRONGLY AGREE 59.09%
Q.25 22 STRONGLY AGREE 45.45%
Q.26 22 TEND TO AGREE 50.00%
Q.27 22 STRONGLY AGREE 50.00%
Q.28 22 STRONGLY AGREE 54.55%
Q.29 22 STRONGLY AGREE 59.05%
Q.30 22 STRONGLY AGREE 59.09%

Table 1: Average of percentile of Organizational Culture

Row Labels Average of PERCENTILE
STRONGLY AGREE 0.545442105
TEND TO AGREE 0.896609091
Grand Total 0.674203333

Table 2 indicates that respondents tend to agree with their existing organizational culture
with an average percentile of (0.897)
Table 3: Affective Dimension
QUESTION n DESCRIPTION PERCENTILE
Q.1 22 AGREE 77.27%
Q.2 22 AGREE 63.64%
Q.3 22 AGREE 86.36%
Q.4 22 AGREE 63.64%
Q.5 22 DISAGREE 77.27%
Q.6 22 DISGREE 63.64%
Q.7 22 AGREE 72.73%
Q.8 22 DISAGREE 59.09%

Table 4: Continuance Dimension

Question n DESCRIPTION PERCENTILE
Q.1 22 AGREE 40.91%
Q.2 22 AGREE 50.00%
Q.3 22 DISAGREE 54.55%
Q.4 22 AGREE 50.00%
Q.5 22 AGREE 72.73%
Q.6 22 DISAGREE 45.45%
Q.7 22 AGREE 68.18%
Q.8 22 AGREE 68.18%

Table 5: Normative Dimension

QUESTION n DESCRIPTION PERCENTILE
Q.1 22 AGREE 81.82%
Q.2 22 DISAGREE 54.55%
Q.3 22 AGREE 50.00%
Q.4 22 AGREE 54.55%
Q.5 22 AGREE 54.55%
Q.6 22 AGREE 50.00%
Q.7 22 AGREE 40.91%
Q.8 22 AGREE 59.09%
Table 6: Average of percentile of Organizational Commitment
Row Labels Average of PERCENTILE
AGREE 0.613644444
DISAGREE 0.590916667
Grand Total 0.6079625

Table 6 show the summary of the three dimensions of Organizational Commitment,

indicates that the respondents are generally committed to their organizations.

Table 7: Average of percentile for each Organizational commitment dimensions

Column1 Column2 Column3
Organizational Commitment
Dimensions n Average of Percentile

AFFECTIVE 22 0.705

CONTINUANCE 22 0.563

NORMATIVE 22 0.557

Table 7 indicates that respondents seem to be more committed to the organization in terms
of affective (0.705) and continuance (0.563) dimensions than the normative (0.557) dimension.
Discussion
The literature review focused mainly on conceptual descriptions of organisational commitment and
organizational culture. Organizational culture influences organisational commitment directly or indirectly
through values and beliefs enacted in organisational policies and practices (Black 1999). This influence
occurs when organisational members find organisational values and beliefs to be either congruent or
incongruent with their personal values and beliefs (Meyer & Allen 1997). This theoretical link between
organisational culture and organisational commitment suggests that organisational commitment is an
outcome of organisational culture. The empirical study focused on the relationship between organisational
commitment and organisational culture. The rationale for this focus was to identify organisational
members’ perceptions of the existing and preferred organisational culture, in order to determine the
relationship between organisational culture and employees’ organisational commitment. The empirical
research shows that respondents are more affectively committed to the organisation when the existing
achievement and role cultures are perceived to be dominant. Affective commitment is also high when the
existing power culture is perceived as least dominant. The results further indicate that affective commitment
is high when respondents perceive the preferred support culture as dominant and the preferred power culture
as least dominant. The correlation analysis indicates no relationship between affective commitment and the
preferred power culture. It appears that normative commitment is high when the respondents perceive the
existing role and support cultures to be least dominant. It is also evident that normative commitment is high
when the respondents perceive the existing power culture as dominant. The results further indicate that
normative commitment is high when the preferred achievement culture is dominant and the preferred role
culture is least dominant. The correlation analysis indicates significant relationships between all the
discussed cultures and normative commitment. Furthermore, the empirical research indicates that when the
preferred role culture is least dominant, continuance commitment is low. It also appears that when the
existing role culture is dominant, continuance commitment is high. The results of the correlation analysis
do not support these relationships but show significant relationships with existing role culture and preferred
support culture. It thus appears that overall, continuance commitment has the least impact on the culture of
the organisation. This is in contrast with the findings of Baron and Greenberg (1990), who found that older
employees and those with tenure or seniority report higher levels of commitment. In general, it may be
concluded that respondents who are affectively committed to the organisation are more willing to
maintain their relationship with the organisation than those who are normatively and continuance
committed. Affectively committed employees will thus portray feelings of identification with the
organisation, and attachment to and involvement in the organisation. This is in contrast with the
References

QUESTION n DESCRIPTION PERCENTILE

Q.1 22 AGREE 77.27%
Q.2 22 AGREE 63.64%
Q.3 22 AGREE 86.36%
Q.4 22 AGREE 63.64%
Q.5 22 DISAGREE 77.27%
Q.6 22 DISAGREE 63.64%
Q.7 22 AGREE 72.73%
Q.8 22 DISAGREE 59.09%
Q.9 22 AGREE 40.91%
Q.10 22 AGREE 50.00%
Q.11 22 DISAGREE 54.55%
Q.12 22 AGREE 50.00%
Q.13 22 AGREE 72.73%
Q.14 22 DISAGREE 45.45%
Q.15 22 AGREE 68.18%
Q.16 22 AGREE 68.18%
Q.17 22 AGREE 81.82%
Q.18 22 DISAGREE 54.55%
Q.19 22 AGREE 50.00%
Q.20 22 AGREE 54.55%
Q.21 22 AGREE 54.55%
Q.22 22 AGREE 50.00%
Q.23 22 AGREE 40.91%
Q.24 22 AGREE 59.09%