Thesis Final Corrected

1
The Influence of Organizational Culture

on Organizational Commitment
CHAPTER I
THE PROBLEM AND ITS BACKGROUND
Introduction
When we say culture, we often refer it to what we usually do on a certain society
or organization. Every organization has its own established culture, it always been there
wherever an organization exist even before it is recognized.
Some organizations dont pay attention in organizational culture. They dont
consider it as one of the key on organizational success and an important thing to get the
employees loyalty in the organization. They only focused on other explanations of
organizational success.
According to Robbie Katanga (2013), Culture is how organizations do things.
Culture is consistent, observable patterns of behavior in organizations. Aristotle said,
We are what we repeatedly do. This view elevates repeated behavior or habits as the
core of culture and deemphasizes what people feel, think or believe. It also focuses our
attention on the forces that shape behavior in organizations.
Howarth (2004) also says that, culture is an observable, powerful force in any
organization. Made up of its members shared values, beliefs, symbols, and behaviors,
culture guides individual decisions and actions at the unconscious level. As a result, it can
have a potent effect on a companys wellbeing and success.
Bateman and Strasser state that organizational commitment has been operationally
defined as multidimensional in nature, involving an employees loyalty to the
organization, willingness to exert effort on behalf of the organization, degree of goal and
value congruency with the organization, and desire to maintain membership. So, it
2
means
that in organizational
commitment,
an employee is strongly committed to an
The Influence
of Organizational
Culture
organization if the employee is loyal into an organization no matter what happen.
Employee is committed to an organization if he/she do works more than what is being
assigned to him/her.
But then, have you ever thought about why people might become emotionally
committed to an organization?
Some people are committed to their jobs because they love what they do, or
because their goals align with those of the company. Others might stay because they fear
what they could lose if they leave. Still others might stay because they feel obligated to
the company, or to their manager. In short, Organizational culture does something to it.
Viewing Organizational Culture and Organizational Commitment as important
factors towards organizations success, it is necessary to conduct researches about how it
relates to each other. It is very essential for every organization to know what
organizational culture that should be imposed and how they will take care of their
employees in a way that their employees are motivated to help organization reach their
goals together no matter what happen.
3
Background
of the
Study
The Influence
of Organizational
Culture
In this study on The Influence of Organizational Culture on Organizational
Commitment on a Selected Company, we the researchers chose the Aquamaster
Technology Incorporated to be our target respondent.
ATI (Aquamaster Technology Incorporated) is a company committed to deliver
quality products, equipment and services in the field of air and liquid filtration. In their
quest to achieve the companys vision of partnering with their clients towards a cleaner
and healthier environment, ATI initially provided various engineering services to
industrial plants and commercial buildings on their air and water filtration concerns. The
company has been responded by innovating new products and technologies to meet the
dynamic requirements of the customers. They now have a marketing arm and a technical
support group. While ATI offers quality products and equipment, their strength lies on
the commitment and experience of its personnel.
ATI has been successful in winning the trust and confidence the number of
multinational firms. Such companies include Proctor and Gamble Philippines, Nestle
Philippines, Texas Instruments, Philip Semiconductor, Honda Philippines Incorporated,
St. Lukes Medical Center and Glaxo Smithline to name a few.
Their rapidly expanding services include:
Supply of industrial filter for various dust collection applications.
Supply of HVAC Filter from ASHRAE efficiencies to HEPA/ULPA efficiency
Supply of Anode Bags for semiconductors company
Trading of accessories, spare parts, and consumables for water purifying system.
4
The
Organizational
Culture
Influence
Providingofengineering
services
such as system evaluation on industrial plant water
utilities.
Sales of equipment for water systems such as Reverse Osmosis Machine,

Ultraviolet lamp, Ozone Generator and others.
Supply of Paint Spray Booth Filters for automotive and motorcycles industries.
Supply, Fabrication and Installation of Air Ventilation System
Clean room validation (Particle Counting, Temperature, Humidity, Velocity etc.)

With this information, we will be able to understand and to know more about the
company that we chose.
5
on Organizational
Commitment
Theoretical
Framework
This study on the influence of organizational culture on the organizational
commitment refers to the theory of Charles Handys Four Model of Culture and Meyer
and Allens Three Component Model of Commitment.
According to Charles Handy, organizational culture is classified into four major
types: the power culture, the role culture, the task culture, and the person or support
culture. The purpose of the analysis is to assess the degree to which the predominant
culture reflects the real needs and constraints of the organization. Handy uses
diagrammatic representation to illustrate his ideas:
The Power Culture
Handy illustrates the power culture as a spiders web
with the all-important spider sitting in the center
because the key to the whole organization sits in the
center, surrounded by ever-widening circles of
intimates and influence. The closer you are to the spider, the more influence you have.
Organizations with this type of culture can respond quickly to events, but they are heavily
dependent for their continued success on the abilities of the people at the center;
succession is a critical issue. They will tend to attract people who are power orientated
and politically minded, who take risks and do not rate security highly. Control of
resources is the main power base in this culture, with some elements of personal power at
the centre.
6
The
Culture
TheRole
Influence
of Organizational Culture
This has been typified as a Greek temple and has
often been stereotyped as portraying bureaucracy in
its purest form. The apex of the temple is where the
decision making takes place. The pillars of the
temple reflect the functional units of the organization which have to implement the
decisions from the apex. The strength of the culture lies in specialization within its
pillars. Interaction takes place between the functional specialism by job descriptions,
procedures, rules and systems. This is very much an organization culture run by a paper
system. An authority is not based on personal initiative but is dictated by job descriptions.
Co-ordination is by a narrow band of senior staff. This is the only coordination required
as the system provides the necessary integration. Position is the main power source in the
role culture. People are selected to perform roles satisfactorily; personal power is
frowned upon and expert power is tolerated only in its proper place. Rules and
procedures are the chief methods of influence. The efficiency of this culture depends on
the rationality of the allocation of work and responsibility rather than on individual
personalities.
The Task Culture
7
Task culture is job-or project-oriented, and its
accompanying structure can be best represented as a
net. Some of the strands of the net are thicker or
stronger than others, and much of the power and influence is located at the interstices of
the net, at the knots. Task cultures are often associated with organizations that adopt
matrix or project-based structural designs.
The emphasis is on getting the job done, and the culture seeks to bring together
the appropriate resources and the right people at the right level in order to assemble the
relevant resources for the completion of a particular project. A task culture depends on
the unifying power of the group to improve efficiency and to help the individual identify
with the objectives of the organization. So it is a team culture, where the outcome of the
teams work takes precedence over individual objectives and most status and style
differences. Influence is based more on expert power than on position or personal power,
and influence is more widely dispersed than in other cultures.
The Person Culture
Person culture is an unusual culture. It is not found in many organizations, yet many
people espouse some of its values. This type of culture is illustrated by a loose cluster or
a constellation of stars. In this culture the individual is the focal point; if there is a
structure or an organization, it exists only to serve and assist the individuals within it, to
further their own interests without any overriding objective. This is characteristic of the
consensus model of management, where the individuals within the structure determine
collectively the path which the organization pursues. If there is a formalized structure, it
8
tends
to service the needs of the individuals within the
The Influence of Organizational
Culture
structure. Organizations which portray this culture
reject formal hierarchies for getting things done and
exist solely to meet the needs of their members. The rejection of formal management
control and reporting relationships suggests that this may be a suitable culture for a
self-help group or a commune, etc., but it is not appropriate for business organizations.
In organizational commitment, we based our research on Meyer and Allens threecomponent model of commitment. It was created to argue that commitment has three
different components that correspond with different psychological states. Meyer and
Allens research indicated that there are three mindsets which can characterize an
employees commitment to the organization:
Affective commitment AC is defined as the employees positive emotional

attachment to the organization. Meyer and Allen pegged AC as the desire
component of organizational commitment. An employee who is affectively
committed strongly identifies with the goals of the organization and desires to
remain a part of the organization. This employee commits to the organization
because he/she wants to. This commitment can be influenced by many different
demographic characteristics: age, tenure, sex, and education. But these influences
are neither strong nor consistent.
Continuance commitment continuance commitment is the need component

or the gains versus loses of working in an organization. Side-bets, or
investments, or the gains and losses that may occur should an individual stay or
leave an organization. An individual may commit to the organization because
9
he/she perceives
high costs ofCulture
losing organizational membership. Things like
The Influence
of Organizational
economic cost (such as pension accruals) and social costs (friendship ties with coworkers) would be cost of losing organizational membership. But an individual
doesnt see the positive cost as enough to stay with an organization they must also
take into a count the availability of alternatives (such as another organization),
disrupt personal relationships and other side-bets that would be incurred from
leaving their organization.
Normative commitment the individual commits to and remains with an

organization because of feelings of obligation, the last component of
organizational commitment. These feelings may derive from a strain on an
individual before and after joining an organization. For example, the organization
may have invested resources in training an employee who then feels a moral
obligation to put forth effort on the job and stay with the organization to repay
the debt. It may also reflect an internalized norm, develop before the person
joins the organization through family or other socialization processes, that one
should be loyal to ones organization. The employee stays with the organization
because he/she ought to. But generally, if an individual invest a great deal they
will receive advance rewards.
By referring to these theories, we the researchers, was able to understand more about
our study and now have basis for it.
10
Conceptual Framework
Independent Variable
Dependent Variable
ORGANIZATIONAL
CULTURE
ORGANIZATIONAL
COMMITMENT
Role
Task
Power
Person
Affective Commitment
Continuance
Commitment
Normative Commitment
Intervening Variable
RESPONDENTS PROFILE
Age
Gender
Department they are
working for
Length of service
The independent variables in the study are the organizational culture consisting
of role, tasks, power, and person culture. Other variables are under the intervening
variable consisting of the respondents profile such as age, gender, and status/position in
11
the
organization
we believe that
can affect the respondents organizational
The
Influence which
of Organizational
Culture
commitment which we can see under the dependent variable such as affective,
continuance, and normative.
Statement of the Problem
This study determined the influence of organizational culture on employees
organizational commitment. Specifically, the study revealed the answers to the following
questions:
1. How may the respondents be described in terms of the following:
a. Age
b. Gender
c. Status/Position in the organization
d. Length of service
2. How do the respondents perceive their organizational culture?
3. What is the level of the respondents organizational commitment?
4. Is there a significant difference on the respondents level of organizational
commitment when they are classified according to:
a. Age
b. Gender
c. Status/Position in the organization
d. Length of service
5. Is there a significant relationship between the respondents perception of their
organizational culture and their organizational commitment?
12
Hypothesis:
There is no significant relationship between the respondents perception of their
organizational culture and their organizational commitment.
Scope and Limitation
Organizational commitment focuses on the processes by which employees come
to think about their relationships with their organization, and the extent to which their
goals and values are congruent with to those of the organization. This study attempts to
identify the influence that the existing and preferred organizational culture has on the
organizational commitment of the employees at the Aquamaster Technology Incorporated
This investigation limits its scope to 140respondents; 90 males and 50 females
working on the said organization.
The data gathered in this research will be limited to the answers of the
respondents to the Harrison and Stokes organizational culture questionnaire based on
Handys Theory of, Allen and Meyers three component model of organizational
commitment, and to the respondents profile.
Organizational culture is divided into two categories: the existing culture and the
preferred culture. It is rated according to the employees decision if they SA (Strongly
Agree), A (Agree), D (Disagree), SD (Strongly Disagree) to the existing and preferred
culture in their organization. Organizational commitment is being rated the same as the
organizational culture.
13
Significance of the Study
Organizational culture separates successful organizations from less successful
organizations. The question can therefore be asked- what are the right cultural values that
should be re-enforced within the organization.
This research will help employees of Aquamaster Technologies, Inc. to discover
the organizational culture of the company they currently belong with. Then, this can
make them identify themselves in the organization.
The findings of this study can be used as a basis in making changes to the current
organizational culture of the company according to the preferred culture of the employees
that may help motivate the employees to do the best work possible, go above and beyond
job expectations and improve results.
Furthermore, this study will determine what particular culture should be changed
or needs improvement, emphasis and consideration. By means of this, employees will be
able to improve their work. Hence, the commitment of the employee in the organization
is secured.
It is important for employees to understand the existing culture of the company so
they will be able to relate themselves to the organization. On the other hand, if the
organizational culture is favorable to the employees, the more likely they stay loyal or
committed to the organization.
For the company, this study can help them on how their employees be loyal to
their company. It will help them to make their company better than before. Lastly, for the
14
future
researchers,
can use this study
as their reference if they will be conducting the
The Influence
of they
Organizational
Culture
same study.
Definition of Terms
-
It is used as the employees emotional commitment to the organization. They are

committed to the organization because they want to.
Continuance Commitment
-
It is used as the commitment of the employee to an organization because they

need something to the organization or they think that it will be a big loss if they
leave the organization.
Normative Commitment
-
A type of organizational commitment wherein an individual commits to the

organization because they think they had an obligation to the organization.
Person Culture
-
Used as type of organizational culture wherein the individual employee is being

focused and being assisted.
Power Culture
-
Used as typed of organizational culture wherein the employee close to the most
powerful in the organization will be the most influenced.
Role Culture
-
A type of culture in organization wherein each employee were given a specific

position or role that they will specialize.
15
Task
TheCulture
Influence of Organizational Culture
It is a type of culture in organization that depends on teamwork. It where groups,

project teams or task forces are formed for a specific purpose.
CHAPTER II
Review of Related Literature and Studies
Foreign Literature
Culture
Culture is how organizations do things. Robbie Katanga
Culture is consistent, observable patterns of behavior in
organizations. Aristotle said, We are what we repeatedly do. This view elevates
repeated behavior or habits as the core of culture and deemphasizes what people feel,
think or believe. It also focuses our attention on the forces that shape behavior in
organizations. (Watkins, M. 2013)
Culture is the conventional behaviour of a society that encompasses beliefs,
customs, and knowledge, and practices. It influences human behaviour even though it
seldom enters into their conscious thought.
The culture term borrows from the concept culture of anthropology. The classic
and holistic definition of culture is that from Edward Taylor, who defines culture as the
complex whole that includes knowledge, beliefs, art, morals, laws, customs, and any
capabilities acquired by man as a member of a society.
Cultures Functions
Culture has boundary in designing role: it creates distinctions between one
organization and others. It conveys a sense of identity for organization members.
16
Culture
facilitatesofthe
generation of commitment
to something larger than individual selfThe Influence
Organizational
Culture
interest.
It enhances the stability of the social system. Culture is the social glue that helps
hold the organization together by providing appropriate standards for what employees
should see and do.
It is a sense-making and control mechanism that guides and shapes employees
attitudes and behaviour. (Robbins, S. & Judge, A. 2012)
Culture is the work environment that you supply for employees. Employees are
motivated and most satisfied when their needs and values are consistent with those
manifested in your workplace culture.
Culture is the environment in which you work all of the time. Culture is a
powerful element that shapes your work enjoyment, your work relationships, and your
work processes. But, culture is something that you cannot actually see, except through its
physical manifestations in your work place.
Organizational Culture
Organizational Culture refers to the shared patterns, beliefs, assumptions, and
expectations held by the organizational members, and their characteristic way of
perceiving the organizations artifacts and environment and its norms , roles, and values
as they exists outside the individual. In a way, organizational culture is a reflection of an
organizations personality and similar to an individual personality, can able us to
predict attitude and behaviours.
Subjective Organizational Culture
It refers to the shared patterns of beliefs, assumptions and expectations held by
organizational members and the groups characteristics way of perceiving the
17
organizational
environment
and its values
norms and roles as they exist outside the
The Influence
of Organizational
Culture
individual. This includes such things as organizational heroes (those people who
personify the cultures values and provide tangible role models for others), myth and
stories about the organization and its leadership, organizational taboos, rites, rituals, and
perception of mecca (important symbols, locations, and prideful extension of the
organization.)
Objective Organizational Culture
It refers to the artifacts created by organization.
Organizational Subcultures
While organization will typically have one or more subculture, they are usually
enhancing (an enclave where adherence to the core values of the dominant culture is
more fervent than in the rest of the organization) or orthogonal (members simultaneously
accept the core values of the dominant culture and a separate, unconflicting set of values
particularly to themselves) in value.
Organizational Countercultures
As indicated above, organizational subcultures are typically enhancing or
orthogonal in nature. However, just as societies may have groups whose norms, values,
and behaviours sharply contradict dominant societal norms, values, values and
behaviours, organization may also have subgroups who strongly rejects what the
organization stands for or what it is attempting to accomplish.
Referred to as organizational countercultures, these subgroups usually engage in three
forms of dissent:
Direct opposition to the firms dominant values.
18
The
of to
Organizational
Culture power structure
Influence
Opposition
the dominant cultures
Opposition to the patterned exchanges and interactions that are intertwined with
the values of the dominant culture.
Organizational counter culture tends to emerge when individuals or groups are living
under sets of conditions which they strongly feel cannot provide them with their
accustomed or hoped for satisfactions. (Buono, A. & Bowditch J. 238-247)
Seven characteristics seem to capture the essence of an organizations culture.
Innovation and Risk Taking - the degree to which employees are encouraged to be
innovative and take risks.
Attention to detail - the degree to which employees are expected to exhibit precision,
analysis, and attention to detail.
Outcome orientation - the degree to which the management focuses on results or
outcomes rather than on the techniques and processes used to achieve them.
People orientation - the degree to which managements decisions take into considerations
the effect of outcomes on people within the organization.
Team orientation - the degree to which the work activities are organized around teams
rather than individuals.
Aggressiveness - the degree to which the people are aggressive and competitive rather
than easy going.
Stability - the degree to which organizational activities emphasize maintaining the status
quo in contrast to growth.
Most large organizations have a dominant culture and numerous cultures.
19
Dominant
Culture
expresses the core
values shared by a majority of the organizations
The Influence
of Organizational
Culture
members. When we talk about an organizational culture, we are referring to its dominant
culture; it gives an organization its district personality.
Subcultures it tends to develop in large organization to reflect common problems
situations, or experiences faces by group of members in the same department or location.
Strong vs. Weak Culture
In a strong culture, the organizations core values are both intensely held and
intensely shared. The more members who accept the core values and the greater the
commitment they have, the stronger the culture and the greater the influence on
members behavior. Because, high degree of sharedness and intensity creates an internal
climate of high behavioral control.
A stronger culture should reduce employee turnover, because it demonstrates high
agreement about what the organization represents. Such unanimity of purpose builds
cohesiveness, loyalty, and organizational commitment. These qualities, in turn, lessen
employee propensity to leave.
Culture vs. Formalization
We should view formality and culture as we differ roads to common destination.
The stronger the organizations culture, the less management need by consent with
developing formal rules and regulations to guide employees behaviour. Those guides will
be internalized in employee when they accept the organizations culture. (Robbins, S. &
Judge, A. 2012)
Companies maintain strong culture through the effective socialization of new
employees. [McShane, S. &Glinow, M. 2003]
20
Organizational
culture refers Culture
to a system of shared meanings held by the members
The Influence
of Organizational
that distinguishes the organization from other organization. This system of shared
meanings is on closer analysis for a set of key characters that the organizations values,
and appear to be ten characteristics that is when mixed there match, tap the essence of an
organizations culture:
Individual initiative- the degree of responsibility, freedom, and independence that
individuals have.
Risk tolerance- the degree to which employee will encourage to be aggressive,
innovative, and risk-seeking.
Direction- the degree to which the organization creates clear objectives and performance
expectations
Integration- the degree to which units within the organization is encourage to operate in
a coordinated manner
Management support- the degree to which managers provide clear communication,
assistance, and support to their subordinates.
Control- the number of rules and regulations and the amount of direct supervision that is
used to oversee and control employee behavior.
Identity-the degree to which members identify with the organization as a whole rather
than with their particular work group or field of professional expertise.
Reward system- the degree to which reward allocations (that is salary increases,
promotions) are based on employee performance criteria in contrast to seniority,
favouritism, and soon.
21
Conflict
tolerancethe degree to which
the employees are encourage to air conflicts and
The Influence
of Organizational
Culture
criticisms openly.
Communication patterns- the degree which organizational communication is restricted
to the formal hierarchy of authority.
The concept of organizational culture has become a household name in
organizational theory and practice in the 1990s due largely to the emerging dominance of
non-western economies, notably japan. This has led to a proliferation of models and
theories in comparative cultures related to work and organizations. (Deal & Kennedy
1988; Rowen and Shenkar, 1985; Hofstede 1991; Hampden-Turner & Tompenaais 1993)
According to Baker, attention to organizational culture lost ground as
organizational science and social science in general, became increasingly quantitative. Its
focus shifted to its more measurable aspects, particularly employee attitudes and
perceptions or observable organizational conditions thought to correspond to employee
perception that is the level of individual involvement, the degree of delegation, the extent
of social distance as implied by status differences, and the amount of coordination across
units.
Historically, there are numberless definitions about organizational culture, which
is defined in many different ways in the literature. Perhaps the most commonly known
definition is the way we do things around here (Lundy & Cowling 1996).
Organizational culture is manifested in the typical characteristics of the organization, in
other words, organizational culture should be regarded as the right way in which things
are done or problems should be understood in the organization. It is widely accepted that
22
organizational
culture
is defined as the
deeply rooted values and beliefs that are shared by
The Influence
of Organizational
Culture
personnel in an organization.
The Importance of Organizational Culture
Hofstede (1997) said that culture influence how people behavior and think, so, it
is important to understand culture within an organization; whereas Jim Grieves (2000)
strongly supported that organizational development can promote humanistic values, so,
earlier in 1982, Deal and Kennedy advocated that organization development should be
combined with organizational culture effectively, in order to make people work
efficiently.
When we talk about the role of organizational culture in an organization, it is
normally better to start from two perspectives which were provided by E. C. Martins and
F. Terblanche (2003): the functions of organizational culture and the influence that
organizational culture has on the different processes in the organization.
Normally, the functions of organizational culture manifest itself in two aims: first,
creating the feeling of identity among personnel and commitment to the organization;
second, creating a competitive edge to enable the members (especially new members) in
the organization to well understand acceptable behavior and social system stability
(Martins, 2000). [Sun, S. 2008]
The notion culture is often associated with exotic, distant peoples and places,
with myths, rites, foreign languages, and practices. Researchers have observed that
within our own society, organization members similarly engage in rituals, pass along
corporate myths and stories, and use arcane jargon, and that these informal practices may
foster or hinder managements goal for the organization. (Lund D. 2003)
23
Functions
of Organizational
Culture
The Influence
of Organizational
Culture
These are the most commonly discussed functions of organizational culture
Behavioral Control
Most systems of social organization attempt to control the variability of member
behavior. Whether it is a business organization, a club, community or nation, social
systems need to limit certain behaviors and encourage others. At one level organizations
setup rules, procedures and standards along with various consequences for compliance
and non-compliance. This system of formalization is part of the organization's formal
structure. However, we often find a high degree of behavioral regularity (cross individual
behavioral consistency) in system without a strong formal system of rules and
regulations. In these cases, it is often the organizational or group culture that
provides informal direction.
Encourages Stability
Turnover and transitions exists in most all social systems. Despite changes in
membership and leadership many organizations maintain certain characteristics, problems
are handled essentially the same way, and behavior continues to be directed toward the
same mission and goals. An organization's culture is often passed on from "generation" to
"generation" creating a relatively high level of stability over time.
Provides Source of Identity
Individuals continually search to define their social identities. Sometimes
identities are defined by roles or professions and in other cases people define themselves
through their organizational membership. When taking on an organization as a source of
24
identity,
people are
taking on the values
and accomplishments of that organization.
The Influence
of Organizational
Culture
(Scholl, R.)
Organizational culture includes an organization's expectations, experiences,
philosophy, and values that hold it together, and is expressed in its self-image,
inner workings, interactions with the outside world, and future expectations. It is based
on shared attitudes, beliefs, customs, and written and unwritten rules that have
been developed over time and are considered valid. Also called corporate culture, it's
shown in:
(1) The ways the organization conducts its business, treats its employees, customers, and
the wider community,
(2) The extent to which freedom is allowed in decision making, developing new ideas,
and personal expression,
(3) How power and information flow through its hierarchy, and
(4) How committed employees are towards collective objectives.
It affects the organization's productivity and performance,
and provides guidelines on customer care and service, product quality and safety,
attendance and punctuality, and concern for the environment. It also extends to
production methods, marketing and advertising practices, and to new product creation.
Organizational culture is unique for every organization and one of the hardest things to
change.
Organizational culture is the workplace environment formulated from the
interaction of the employees in the workplace. Organizational culture is defined by all of
the life experiences, strengths, weaknesses, education, upbringing, and so forth of the
25
employees.
Whileofexecutive
leaders Culture
play a large role in defining organizational culture by
The Influence
Organizational
their actions and leadership, all employees contribute to the organizational culture.
Organizational Commitment
Organizational commitment is an employee identifies with a particular
organization and its goals and wishes to remain a member.
There Are Three Separate Dimensions to Organizational Commitment
It is an attachment to the organization and a belief in its values.
Erosion Model - The erosion model suggests that employees with fewer bonds
will be most likely to quit the organization.
Social Influence Model - The social influence model suggests that employees
who have direct linkages with "leavers" will themselves become more likely to
leave.
It is the perceived economic value of remaining with an organization. An employee
maybe committed to an employer because she is paid well and feels it would hurt her
family to quit.
Embeddedness - Embeddedness summarizes a person's links to the organization

and the community, his sense of fit with that organization and community, and
what he would have to sacrifice for a job change.
- Strengthens continuance commitment by providing more reasons why a person
needs to stay in his or her current position (and more sources of anxiety if he or
she were to leave).
26
Normative
Commitment
The Influence
of Organizational Culture
It is an obligation to remain with the organization by 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.
Different forms of commitment have different effects on behaviour. One study
found managerial affective commitment more strongly related to organizational
performances than was continuance commitment. Another study showed that
continuance commitment was related to lower intention to quit but an increased tendency
to be absent and lower job performance. These results make sense in that continuance
commitment really isnt a commitment at all. Rather than allegiance (affective
commitment) or an obligation (normative) to employer a continuance describes an
employee tethered to an employer simply because there isnt anything partner
available. (Robbins, S. & Judge, T. 2012)
Refers to the employees emotional attachment to, identification with, and
involvement in a particular organization. It is the persons affective commitmenthis or
her loyalty to the organization. Affective commitment can also refer to loyalty toward
co-workers, customers, or a profession.
Along with affective commitment, employees have varying levels of continuance
commitment. Continuance commitment occurs when employees believe it is in their own
personal interest to remain with the organization. In other words, this form of
commitment is a calculative bond with the organization rather than an emotional
attachment.
27
Consequences
The InfluenceofofOrganizational
OrganizationalCommitment
Culture
Employees with high level of affective commitment are less likely to quit their
jobs and be absent from work. Organizational commitment also improves customers
satisfaction because long-tenure employees have better knowledge of work practices and
clients like to do business with the same employees. Employees with high affective
commitment also have higher work motivation and organizational citizenship.
However, there are potential problems where employees have too much organizational
commitment. One potential problem is that the organization may have very low turnover.
This limits the organizations opportunity to hire new employees with new knowledge
and fresh ideas. Another concern is that loyalty results in conformity, which holds back
creativity.
Building Organizational Commitment
There are ways to build the organizational loyalty. The following have been the
most prominent:
Fairness and Satisfaction the most important ingredients for a loyal workforce and
positive and equitable experiences.
Job Security employees should have enough job security to feel some permanence and
mutuality on the employment relationship.
Organizational Comprehension employees should have a solid comprehension of the
company so they would not feel disconnected because they dont know whats going on.
Employee Involvement employees feel that they are part of the organization when they
make decisions that guide the organization in the future.
28
Trusting
Employees
trust occurs when
we have positive expectations about another
The Influence
of Organizational
Culture
partys intentions, and actions towards risky situations.
Organizational commitment represents the relative strength of an individuals
identification with and involvement in an organization. Commitment can be
characterized by three factors: (1) a strong belief in and acceptance of the organizations
goal and values, (2) a willingness to exert considerable effort on behaviour of the
organization and (3) a strong desire to maintain membership in the organization.
(McShane, S. & Glinow, M. 2003)
Factors Associated with Organizational Commitment are:
Feeling that present job is accepted as important.
People worked with during first year had mostly positive attitudes to organization.
Feeling that organization has fulfilled initial expectations.
Managers are expected to be personally committed to the organization.
Given challenging work to do during first year with organization.
People currently working with have mostly positive attitudes to organization.
People currently working with are friendly and close-knit.

The factors noted are seven out of thirteen studied would clearly differentiate
between high and low commitment in the organization as defined by the overall
Commitment Score. Thus, these factors serve to define the components of organizational
commitment. (Steiner, J. & MacMillan J. 1977)
Organizational commitment is the degree to which an employee identifies to with
the organization and wants to continue activity participating in it. Like a strong magnetic
force attracting one metallic object to anything, it is a measure of the employees
29
willingness
to remain
with a firm in Culture
the future. It often reflects the employees belief in
The Influence
of Organizational
the mission and goals of the firm, willingness to expand effort in there accomplishment,
and intentions to continue working there. Broader in scope the shoot loyalty, it is usually
stronger among long term employees, those who have experienced personal success in
the organization, and those working within a committed employees group.
Organizationally committed employees are usually had good attendance records, and
lower turnover rates. (Davis, Keith 1989)
Organizational commitment is defined as a state in which an employee identifies
with a particular organization and its goals, and wishes to maintain membership in the
organization.
Studies demonstrates that an individuals indicator of organizational commitment
is a portal indicator of turnover than the far more frequently used job satisfaction
predictor explaining as much as 34 percent of the variance. Organizational commitment
is probably a portal predictor because it is more global and enduring responses to the
organization as a whole than the job satisfaction. An employee maybe dissatisfied with
his or her particular job, consider it a temporary condition and not be dissatisfied with the
organization as a whole. But when dissatisfaction spreads to the organization itself,
individuals are more likely to consider resigning. (Robbins, S. 1989)
Commitment to the goals and values of the organization as a whole and
willingness to exert effort on its behalf.
Organizational commitment occupies an important place in the research literature
because it has been shown to be a very good predictor of a range of important behavior
30
including
employees
turnover, employees
The Influence
of Organizational
Cultureadherence to organizational values and their
willingness to perform extra role duties.
Psychological state that it reflects a persons willingness to engage in behaviour
that enhances the prospects and goals of an organization. (Haslam,S.)
Commitment to organization involves three attitudes:
a. A sense of identification with the organizations goals
b. A feeling of involvement on organizational duties
c. A feeling of loyalty to the organization
Research evidence indicates that the absence of commitment can reduce
organizational effectiveness. People who are committed are less likely to quit and accept
other jobs. Thus, the cost of high turnover is not incurred. In addition, committed and
high skilled employee requires less supervision. Close supervision and a rigid
monitoring control process are time consuming and costly. Furthermore, a committed
employee perceives the value and importance of integrating individual and organizational
goals. The employees think of his or her goals and organizations goal in personal terms.
(Ivencericke, K. 2005)
Commitment is dedication to a particular organization, cause, or belief, and a
willingness to get involved.
People who are committed to an organization or effort truly believe that it is
important, and they show up, follow through, and stick with it.
The more people who are committed to your organization, the greater the momentum you
can generate to get the job done.
31
Mobilizing
and Sustaining
Commitment
The Influence
of Organizational
Culture
Commitment is the backbone of a group or organization. It is what gives a group
its strength.
Here are several reasons why it is important:
The more committed people there are the more effective they are in
influencing others. If a whole group acts with determination and commitment,
great numbers of people will really pay attention.
People who are committed are the ones who don't take discouragement
seriously -- they don't give up. They set an example for those who don't have
the confidence or experience to go through the hard times and hold out for the
rewards of success.
People cooperate at a higher level when they share commitment. Commitment
fosters camaraderie, trust, and caring -- the stuff a group needs to keep it going
for the long run.
If people are committed to an effort for a period of time, they will learn what
they need to know to be more effective. People need time to try things out,
make mistakes, and then figure out a strategy that works.
A Good Time to Build and Sustain Commitment
All the time, any time. Commitment doesn't usually occur at one moment. It
grows within people over time.
Commitment grows when people:
o Work together
o Feel successful at what they do
32
o Influence
Make decisions
together
The
of Organizational
Culture
o Work through conflicts
o Support one another's leadership
o Have fun and play together
o Overcome obstacles
o Hold each other to high principles
o Appreciate and respect one another
o Challenge one another to take the next step
o Build relationships
o Experience a victory together
o Learn from mistakes and setbacks
o See their leaders model commitment
Commitment can decrease when people when the opposite is true when they dont
communicate well, dont build relationships and support one another, become embroiled
in unresolved conflicts, dont live their principles, and dont see leaders demonstrating
commitment.
Although commitment grows in a natural way, you, as a leader or group member,
can foster commitment in your organization. You can build commitment into your
organizational culture. Although it is invisible, commitment is a very real quality that you
can do something about if you are willing to focus your attention on it.
Organizational commitment is a concept that has to do with the degree of
commitment and loyalty that employees exhibit toward employers. As part of this
concept, determining the level of responsibility that employees feel toward an employer
33
isThe
important.
Theof
underlying
idea is that
if an employee is truly committed to the goals
Influence
Organizational
Culture
and aims of the organization, he or she will manifest that commitment in terms of
individual work ethic, the support of company goals and generally be dedicated to the
ongoing success of the employers business.
Foreign Studies
Farough Amin Mozafarri (2008) conducted a research all about A Study of
Relationship between Organizational Culture and Leadership. The findings of this study
are in agreement with the fact that almost of the universities in a nationwide study
currently has a Hierarchy culture type (Current culture type). In the same study, faculties
and department chairpersons perceive the Adhocracy culture as the most effective culture
type for colleges and universities (desired culture type).
The Adhocracy classification in the preferred situation is statistically significant
difference between the mean scores of the Clan, Hierarchy and Market cultures in the
preferred situation. This finding suggests that nine universities possess a combination of
the core characteristics of the dominant Adhocracy culture with those of the less
dominant Clan culture type. In terms of the leadership style, faculties perceive its leaders
and administrators as currently having a Hierarchical type of culture, wanting them to
change to a preferred Adhocracy culture type.
Employees Organizational Commitment and Their Perception of Supervisors
Relations-Oriented and Task-Oriented Leadership Behaviors by Barbara B.
Brown(2003) showed that findings for affective commitment suggest that relationsoriented leadership behaviors which involve building trust, inspiring a shared vision,
encouraging creativity, emphasizing development, and recognizing accomplishments
34
explains
some ofof
theOrganizational
variation in whether
employees want to or do not want to stay with
The Influence
Culture
the city of Charlottesville. For normative commitment, these same relations-oriented
leadership behaviors explain a little less of the variation in whether employees feel
obligated to or do not feel obligated to stay with the city.
Results for affective commitment suggest that task-oriented leadership behaviors
which involve ignoring problems or waiting for problems to become serious before
taking action explain very little of the variation in whether employees want to or do not
want to stay with the city. These same task-oriented leadership behaviors explain almost
none of the variation in whether employees feel obligated to or do not feel obliged to stay
with the city.
The miniscule amount of variance explained by the interaction factor suggests
that relations-oriented leadership behaviors and task-oriented leadership behaviors were
independent and did not interact.
This absence of correlations with continuance commitment suggests that
relations-oriented leadership behaviors and task-oriented leadership behaviors may not be
related to how employees feel about having to or not having to stay with the city. Rather,
continuance commitment is more likely related to transferability of skills, education,
retirement money, status, and job security, and alternative employment opportunities.
The three task-oriented subscales represent successively higher frequencies of
inactive leadership behavior: management-by-exception (active) involves taking
immediate corrective action, management-by-exception (passive) involves taking delayed
corrective action, and laissez-faire involves taking no corrective action. Active
management by exception that is accompanied by clarification and encouragement might
35
contribute
to employees
perceptionsCulture
about their immediate supervisors relations-oriented
The Influence
of Organizational
leadership behaviors or might contribute to organizational commitment. Conversely,
active management-by-exception that is accompanied by disapproval or reprimand might
detract from employees perceptions about their immediate supervisors relations-oriented
leadership behaviors, or detract from organizational commitment. Given the absence of
correlations for management-by-exception (active), it was not possible to conclude
whether this leadership behavior was perceived as either contributing or detracting from
employees perceptions about their immediate supervisors relations-oriented leadership
behaviors or organizational commitment.
W. Gibb Dyer Jr.s (2000) Culture in Organization: A case study and Analysis
showed findings that by explicating the assumptions of the GEM culture, he researcher
were able to gain important insights concerning the behavior of people in that
organization. They are able to understand the assumptions that foster GEM's employment
policies, socialization practices, decision-making processes, the problems that women
face in then organization, and a host of other phenomenon. Therefore, just as the concept
of culture has faithfully served scholars in various disciplines for decades, it may also
prove to be a valuable diagnostic tool for students of organizations. Furthermore in the
course of our investigation we have suggested that cultural boundaries should be
delineated--not on the basis of the artifacts--but on the basis of the assumptions behind
them and that organizations may contain multiple cultures.
Meanwhile, Lynn McFarlane Shore and Harry J. Martins (2000) study about Job
Satisfaction and Organizational Commitment in Relation to Work Performance and
Turnover Intentions showed that the results provided partial support for the first
36
hypothesis.
Organizational
commitment
had a significantly high correlation than job
The Influence
of Organizational
Culture
satisfaction with intention to stay for the clerical sample. Although in the expected
direction, this difference was not significant for the sample of hospital professionals.
However, the regression analyses showed that, when compared to job satisfaction,
organizational commitment accounted for a greater proportion of unique variance in
intentions to stay for both samples. The second hypothesis was supported in both
samples. Job satisfaction was related more strongly than organizational commitment
with supervisory ratings of performance in both the professionals and clerical samples.
This finding was also supported by the regression analyses where job satisfaction
accounted for more unique variance in performance ratings than organizational
commitment.
Antecedents and Consequences of Organizational Commitment Among Pakistani
University Teachers by Aamir Ali Chughtai and Sohail Zafar (2006) revealed that
personal characteristics, facets of job satisfaction, and both distributive and procedural
justice significantly explained variance in the organizational commitment of Pakistani
university teachers. The selected facets of job satisfaction as a group were found to be
most closely related to Commitment.
The results of the stepwise multiple-regression revealed that individually,
distributive justice exerted the most profound influence on organizational commitment.
While Bozlagan,Recep; Dogan, Mahmut; and Daoudov, Murat (2010) study
about Organizational Commitment and Case Study on the Union of Municipalities of
Marmara showed that the personnel of the Union of Municipalities of Marmara are
37
proud
of workingofthere;
to work in the
Union has a special meaning for them; they work
The Influence
Organizational
Culture
there with good grace.
Similarly they have expressed that they feel themselves as a part of the family.
Cross proposition addressed to organization staff also supported these findings.
The personnel of the union are dependent of the union from financial point of view. On
the other side, the personnel show an undecided attitude as to quit the institution in the
case they find a better job. Cross propositions on continuance commitment illustrated that
the personnel are undecided to quit the institution without finding another job. Despite
this, the continuance of the personnel in the union does not result from any obligation.
Here the findings connote that the personnel do not have a strong continuance
commitment.
The personnel think they owe a lot to the organization and also express that the
union deserves the commitment of personnel.
The personnel are undecided on the issue of quitting the union if they find a
more attractive job. However the level of indecisiveness tends closer to staying in the
organization. On the other hand, the personnel of the union are undecided as to
quitting the organization with a clear conscience and as to considering changing the job
as ethically correct. These results demonstrate that the personnel of the union are strongly
committed to the organization in normative way.
The data obtained in the scope of the field study show that the rate of the
normative commitment of the union personnel is at high (strong) level. This followed
respectively by the affective commitment and the continuance commitment.
However the rate of the continuance commitment is at quite a low level.
38
Lastly, Emmanuel
Ogbonna and
Lloyd C. Harriss (2000) study about
The Influence
of Organizational
Culture
Leadership Style, Organizational Culture and Performance: Empirical Evidence from
UK Companies showed that prior to the examination of associations between leadership
style, organizational culture, and performance, a phase of data reduction was necessary.
The construction of meaningful indices was initiated by the use of principal components
analysis with varimax rotation. Factor analysis was deemed necessary since it was
considered prudent statistically to ascertain whether the adopted measures of
organizational culture and leadership style captured differing dimensions of culture and
style. The principal components analysis of items pertaining to organizational culture and
items relating to leadership style were conducted individually
It only means that organizational culture is a very important thing that an
organization should enhance and implement it right. To prove it, a study on the influence
of organizational culture on organizational commitment on a selected local municipality
was conducted by Jolise Van Stuyvesant Meijin. (2007). It states that organisational
culture has a significant effect on the organisational commitment of employees within the
selected municipality and therefore can affect the service delivery of the selected
municipality.
Local Literature
Culture
Every organization has an existing culture. It varies from organization to
organization. Then it is shaped by the people who work in the organization. (Labial, M.
2007). There it says that whatever we do in the organization that becomes a habit and a
39
continuous
process
formed the organizations
The Influence
of Organizational
Culture culture. As long as the organization exists,
there will be a culture.
Levels of Culture
There are three levels of culture:
Artifacts (first level) refers to visible organizational structures and processes. It is easy
to observe but is dangerous to infer the deeper assumptions from artifacts because once
interpretations will tend to be interpretations on ones on feelings or reactions. This level
is considered as superficial because although artifacts provide the clues, they rarely
provide the answers. At best, artifacts can tell about the style or climate of the
organization.
Espoused values (second level) referring to the strategies, goals, and philosophies.
Espoused values are what people say in meetings, announcements, memoranda, and
publications. But what people say cannot be much relied on as representatives of culture
because statements may differ from what the people actually do in situations while
espoused values should be operating.
Basic underlying assumptions (third level) it is the unconscious, taken-for-granted
beliefs, perceptions, thoughts, feelings that are ultimate sources of values and actions.
Values that continue to work reliably in solving the groups problems become
transformed as basic assumptions. The groups members are led to believe that nature
really works this way. Only when values have achieved a level of social consensus and
acceptability because of repeated validation over time can they be transformed into
fundamental beliefs or basic assumptions. (Binghay, V. 2000)
Employee learns about the organizational culture through the following:
40
Influence
Stories typically
contain a narrative
The
of Organizational
Cultureof events about the organizational
foundations, rule breaking, rags-to-reaches successes, reductions in the workforce,
relocations of employees, reactions to past mistakes, and organizational coping.
These stories anchor the present in the past and provide explanations and
legitimacy for current practices.
Another way by which employee learns about organizational culture is through
rituals. Rituals are repetitive sequences of activities that express and reinforce
the key values of the organization, what goals are most important, which people
are important and expendable.
Still, employees learn about organizational culture through the use of materials
samples. Materials samples such as the layout of the office, the types of vehicles
those executives are driven, elegance of furnishings, executive perks, and dress
attire, convey to employees who is important, the degree of egalitarianism desired
by those management and kinds of behaviour that are appropriate.
Length is another factor that helps employees assimilates organizational culture.
Organizations have special terms which quite unique and employees used them to
identify terms with the organization. Once employees learn and use this length, then the
employee is expressing his acceptance and willingness to perceive the organizational
culture. (Fernandez, Z. 2000)
Always take note that people depend on culture as it gives stability, security,
understanding, and the ability to respond to a given situation. This is why people fear
change. They fear the system will become unstable, their security will be lost, they will
not understand the new process, and they will not know how to respond to the new
41
situations.
Individualization
is when Culture
employees successfully exert influence on the social
The Influence
of Organizational
system by challenging the culture. (Quilicot, M. 2007)
Organizational Commitment
The Nature of Organizational Commitment
Although, the definitions of organizational commitment do vary somewhat
(Buchanan, 1974), the three major components appear to be:
-
A sense of identification with the organizations objectives such that
individual and organizational goals or closely aligned.

-
A sense of involvement and psychological emersion in ones work
resulting in considerable enjoyment.

-
A sense of loyalty, perhaps even affection, toward this particular
organization as a place to spend ones time and work.

Such a commitment tends to be present in older, more senior employees who are
at higher levels in the organization; also in those who basically trust the organization,
who have a clear understanding of what they are expected to do and who desire to exert
influence. Interestingly, employees having a high level of organizational commitment
tend to be relatively satisfied with the extent of participation.
Local Studies
Marlon P. De Asis (2007) conducted a research about Leadership and Emotional
Intelligence as Correlates of Organizational Commitment. They were proud to tell others
that they were part of the organization. In the relationship between leadership, emotional
quotient and organizational commitment, there were six variables found to be related.
42
These
were leadership,
emotional quotient,
The Influence
of Organizational
Cultureage, civil status, educational attainment and
work experience.
Adel Domingo (2000) in his research on The Three-component Model of
Organizational Commitment: A Study of Retained Employees in the Context of
Retrenchment used Allen and Meyers 3-component model of organizational
commitment as a concept under study for higher level employees in an organization state
as members, supervisors, and specialist positions. The study found out the following
significant explanations with regards to their commitment to the organization after a
period of retrenchment. First, the employees perception of management factors such as
respect and consideration, quality service, job responsibilities, stimulating job, quality of
information and administration effectiveness help develop continuous affective
organizational commitment to the retained employees.
Second, employees attitude towards work-related variables such as relationship
with supervisor positively affects employees affective commitment. Therefore, the
respondent look for organizations that treat them like family and give them a sense of
belonging.
Third, to a lesser degree than the affective type the commitment of the retained
employees is also of the continuance type.
Forth, that the yearly staff of the employees career in an organization affected by
crises, the emotional aspect of commitment can be further developed by giving them a
clear understanding of the companys mission and core values.
Also, Jackie Len Baas (2003) conducted a research about Organizational
Commitment and Work Performance among Faculty and Staff of NIPSC Victorino
43
Salcedo
Campus of
Sora,
Iloilo. It showed
that the organizational commitment of the
The Influence
Organizational
Culture
respondents does not greatly affect the level of the work performance. It also showed
that the male respondents have a very high level of affective and continuance
commitment than female respondents.
While Lai Chin-Chungs (2005) study about the Perception on the Level of
Organizational Commitment of Taiwanese Bank Employees, in the affective
commitment, the findings of the study reveal that majority of the respondents did not feel
emotionally attached, identified with the organization and therefore committed to pursue
its goals. In continuance commitment, it shows that majority of the respondents
minimally agreed that leaving that organization would require considerable personal
sacrifice. They do not get enough benefits such as pensions and security. In the
normative commitment, the findings of the study showed that majority of the respondents
did not have feelings of obligation to their organization. They do not believe in the value
of remaining loyal to one organization.
Based on the findings of the study of Juanielyn Tabuy (2001) about Work
Motivation and Organizational Commitment of the Nueva Segovia Archdiocesan
Catholic School Administrators and Teachers of Ilocos Sur, it showed that the corporate
culture of the schools is strong which is based on the value of which is equity for justice.
The strength of the corporate culture has positive effects on the teachers.
PPA-PMO Davao employees in general indicated favorable perception on the
organizational culture in terms of norms, attitudes, actions, and/or shared processes and
values according to Antonio Bencios study about Organizational Culture and Conflict
Resolution Strategy at the Philippine Ports Authority- Port Management Office of Davao
44
City.
The sameof
employees
also generally
indicated medium preference for the conflict
The Influence
Organizational
Culture
resolution strategies of avoiding, accommodating, compromise and collaboration
particularly of low preference for competition. (2006)
Lastly, Mona Labials (2007) study about Organizational Culture and Teacher
Performance in Brokenshire College, Davao City showed that no significant relationship
between organizational culture and teacher performance experienced for risk tolerance as
evaluated by the students even if the performance more or less than the expected output,
they are not influenced by the culture of the organization. Culture is not the only
determining factor of teacher performance.
45
CHAPTER III
Research Methodology
Research Method
This study used the correlation method of research. The survey research was used
in gathering data through the use of questionnaire. This study identified the influence of
organizational culture to an employees organizational commitment.
The study is also a correlation study since it will determine if there is a relationship
between two variables organizational culture and organizational commitment.
Description of the Respondents
The respondents of this study were the regular employees in the Aquamaster
Technology Incorporated.
Majority of the employees belonged to ages of 21-30, male, and were able to
render 3-4 years in the said institution.
They came from the Administrative Department, Accounting Department, Sales
Department, and Production Department.
Population/Sample/Sampling
Population
The total population of the employees of Aquamaster Technology Incorporated is
one hundred forty (140). 50 females and 90 males.
Sample
Since the population of the employees in Aquamaster Technology Incorporated is
one hundred forty (140), the researchers decided to get all of them as our respondents. In
Administrative Department, there are 15 employees. In Finance Department, there were
20 employees. In Sales Department, there are 30 employees. In Production and
46
Fabrication
Department,
there are 50Culture
employees. In Technical and Sales Support, there
The Influence
of Organizational
are 25 employees.
Instrumentation
Questionnaires were used as the principal instrument in gathering the needed data
and information about the organizational culture on the organization. It also used a rating
scale to measure organizational commitment of the employees.
The following instruments were administered:
Section A questionnaire includes a biographical questions, such as age, gender,
department, post level and which town the employee currently works at for the selected
company.
Table 2.2
Scale
WM Range
1.00 - 1.50
1.51 - 2.50
2.51 - 3.50
3.51 - 4.00
VI
Strongly Disagree
Disagree
Agree
Strongly Agree
This table shows the basis of the Verbal Interpretation. If the weighted mean is
between 1.00-1.50, it means that the respondents strongly disagree. If 1.51-2.50, they
disagree, if 2.51-3.50, they agree and if 3.51-4.00, they strongly agree.
47
Harrison
and Stokes
Organizational
Culture Typology Questionnaire
The Influence
of Organizational
Culture
In Section B, there were 15 statements each containing 4 sub-statements. The 4
sub-statements reflect each of the organizational cultural types developed by Harrison
and Stokes (1992), namely power orientation, role orientation, achievement orientation
and support orientation. Respondents were requested to decide the 4 sub-statements
according to the extent to which they (A) Agree, (SA) Strongly Agree, (D) Disagree,
(SD) Strongly Disagree with each statement. Each of these statements had to be ranked
twice, once according to how employees perceive things are at present (existing culture)
and second, the way the employees would like the culture to be (preferred culture).
The Harrison and Stokes (1992) framework was chosen for two reasons. Firstly,
Harrisons (1972) classification is similar to other classifications and it suggests four
cultural orientations: (1) power orientation; (2) role orientation; (3) task orientation and
(4) person orientation. Secondly, based on Harrisons (1972) classification, Harrison and
Stokes (1992) developed a research instrument which has subsequently been tested in
South Africa by Grebe (1997);
Organizational Commitment Questionnaire
Section C of the questionnaire, pertaining to organizational commitment, consists
of 21 statements reflecting the three-component conceptualization scales of
organizational commitment developed by Allen and Meyer (1990) namely, affective
commitment, continuance commitment and normative commitment. The 21 statements
were all linked to a five-point Likert-type interval scale. This interval scaled instrument
enables the researcher to perform statistical data analysis.
48
Data
Method
The Collection
Influence of
Organizational Culture
With the approval of our professor and the Human Resource Department Head of
the company, we were given the chance to collect data from our chosen respondents.
They allowed us to give questionnaires to provide the researchers the needed information.
The data were collected through the respondents answers to the questionnaires that are
distributed to them.
Data Gathering Procedures
Administration of Questionnaire.
The researchers distributed the questionnaires to the respondents provided the
instructions on how they are going to fill out the necessary information and gave the
researchers their much needed data by answering the questions through deciding the
extent of their approval to the organizational culture and the level of their employee
commitment.
Research Locale
We conducted our study at Aquamaster Technology Inc. This company is working
in Catering equipment, Water filters and Coolers business activities. They also have
Industrial Equipment Supplies, Air Cleaning, and Purifying Equipment.
Statistical Treatment of Data
The following statistical methods were used to analyze the respondents answers
to the questionnaire as for the researchers to come up to a conclusion:
Percentage
It was used to describe the respondents in terms of age, gender, position, and
length of service.
49
Weighted
Meanof Organizational Culture
The Influence
It is the arithmetic average of a set of scores. It was used to determine the
questions "How do the respondents perceive their organizational culture", What is the
level of the respondents organizational commitment and What is the level of the
respondents organizational commitment in terms of age, gender, department they are
working for and length of service.
Formula:
Xbar=
fX
N
T-Test
We used this test for comparing the means of two samples (or treatments), even if
they have different numbers of replicates. In simple terms, the t-test compares the actual
difference between two means in relation to the variation in the data.
It answers the question "Is there a significant difference on respondents' level of
organizational commitment when group according to gender"
Formula:
ANOVA
The Analysis Of Variance, popularly known as the ANOVA, is used in cases
where there are more than two groups.
-It answers the question "Is there a significant difference on respondents'
level of organizational commitment when group according to age,
Department they are working for and length of service"
Formula:
50
Pearson
ProductofMoment
Correlation
(Pearson r)
The Influence
Organizational
Culture
It is used to determine the extent of correlation between the two variables (usually x
and y) which are expressed in the interval scale. It is the most commonly used
correlational statistical tool and it is the most reliable because the magnitude of each
score in the distribution is considered in the computation.
This statistical tool answered the question Is there a significant relationship between
the company's organizational culture and respondents' organizational commitment
Formula:
n XY ( X ) (Y )
r=
n X 2( X 2 ) [n Y 2 ( Y ) ]
Formula:
x =
(OE)
E
O = observed frequencies; E = expected frequencies
51
Chapter IV
Presentation, Analysis, and Interpretation of Data
In this chapter, the data were presented in tables and. The researchers analyzed the
data and corresponding interpretations were made. Each of these led to the solution of
the problem that the present investigation aimed to answer.
The tables below will answer the following questions:
1. How may the respondents be described?
Table 1.1
Frequency Distribution of Respondents by Age
Age
Frequency
Percent
Rank
21 - 30 years old
67
47.9
1
2
31 - 40 years old
63
45.0
3
41 - 50 years old
10
7.1
Total
140
100.0
Table 1.1 presents the age of the respondents. Majority of the respondents were
21-30 years old with a percentage of 47.9 percent. 31-40 years old falls to rank 2 with a
45.0 percentage. The last from the ranking were the 41-50 years old which is 7.1 percent
only.
Table 1.2
Frequency Distribution of Respondents by Gender
Gender
Frequency
Percent
Rank
Male
90
64.3
1
2
Female
50
35.7
Total
140
100.0
52
Table 1.2 of
shows
that the mostCulture
dominant respondent are male which is 64.3
The Influence
Organizational
percent while the female is the least dominant which is 35.7 percent only and falls to rank
2.
Table 1.3
Frequency Distribution of Respondents by Department they were
assigned at.
Department
Frequency
Percent
Rank
Production and Fabrication
50
35.7
1
Sales
30
21.4
2
Technical and Sales Support
25
17.9
3
Finance
20
14.3
4
Administrative
15
10.7
5
Total
140
100.0
Table 1.3 shows that 35.7 percent of the respondents is working in the Production
and Fabrication Department and placed on rank one followed by the Sales Department
which is 21.4 percent. Falling on rank three is the Technical and Sales Support with 17.9
of percentage. On rank four is 14.3 percent which came from the Finance Department.
And the last on ranking is the Administrative Department which is 10.7 percent of the
respondents.
Table 1.4
Frequency Distribution of Respondents by Length of
Service
Length of Service
Frequency
Percent
Rank
3 - 4 years
55
39.3
1
4 - 6 years
51
36.4
2
More than 6 years
30
21.4
3
Less than 1 year
4
2.9
4
Total
140
100.0
Table 1.4 shows that 39.3 percent of the respondents are working for the company
for 3-4 years. Respondents who are working for the company for 4-6 years is 36.4
53
percent
only and of
falls
on rank two. On
the third place were the respondents who are
The Influence
Organizational
Culture
working for more than 6 years which is 21.4 percent and lastly, only 2.9 percent of the
respondents are working for less than 1 year.
2. How do the respondents perceive their organizational culture?
Table 2.1
Weighted Mean of the Existing Organizational Culture
Type of Culture
WM
VI
Rank
Support
3.22
Agree
1
2
Role Culture
3.09
Agree
Achievement
Power Culture
3.1
2.82
Agree
Agree
3
4
Table 2 reveals that the employees identified their existing organizational culture
as a Support Culture, a type of culture wherein the employee is being focused and their
needs is being provided by the company. This can be seen on rank one and has a
weighted mean of 3.22 rather than the Role Culture with a weighted mean of 3.09 only
and falls on rank two. On rank four is the Achievement Culture and has a weighted mean
of 3.1 and the least identified by the respondents as their organizational culture is the
Power Culture which only had a weighted mean of 2.82.
3. What is the level of the respondents organizational commitment?

Table 3.
Weighted Mean of the Respondents Organizational
Commitment
Organizational
WM
VI
Rank
Commitment
2.83
Agree
2.66
Agree
54
The Influence of
Organizational
Culture
Normative
Commitment
2.66
Agree
Table 3 shows that the Affective Commitment ranks one with the weighted mean
of 2.83 which means that it is the level of the respondents organizational commitment.
Continuance Commitment and Normative Commitment both falls on rank 2 because they
have the same weighted mean which is 2.66.
4. Is there a significant difference on the respondents level of organizational commitment

when they are classified according to age, gender, department they worked for, and length
of service?
Table 4.1
ANOVA: Test for Significant Difference on Respondents' Level of Organizational
Commitment When Grouped According to Age Group
Level of
Organizational
Commitment
Affective
Continuance
Age Group
WM
21 - 30 years old
2.83
31 - 40 years old
2.80
41 - 50 years old
3.03
21 - 30 years old
21 - 30 years old
2.62
2.80
2.03
2.72
2.72
1.90
2.73
31 - 40 years old
2.78
41 - 50 years old
2.39
31 - 40 years old
41 - 50 years old
21 - 30 years old
Normative
31 - 40 years old
41 - 50 years old
Overall
Organizational
Commitment
P-value
(Sig.*)
Decision
Conclusion
0.538
Do not Reject Ho
(Accept Ho)
No significant
difference
0.002
Reject Ho
Significant
0.002
Reject Ho
Significant
0.059
Do not Reject Ho
No significant
difference
(Accept Ho)
Null Hypothesis (Ho): There is no significant difference between the respondents' level of
organizational commitment when grouped according to age group.
*Significant at 0.05 level
55
Table 4.1 of
presents
the ANOVA
for independent samples which determines
The Influence
Organizational
Culture
whether a significant difference exists between the respondents' level of organizational
commitment when grouped according to age. If P-value is less than or equal to the level
of significance (0.05), the null hypothesis (Ho) will be rejected. It can be observed from
the table that p-values for the indicators Continuance=0.002, and "Normative" = 0.002
is less than 0.05. Thus, the researchers reject the null hypothesis (Ho) and conclude that a
significant difference exists between the respondents level of organizational commitment
in terms of continuance and normative when grouped according to gender. Moreover, 2130 years old and 41-50 years old respondents have an affective commitment, and 31-40
years old respondents have both affective and continuance commitment .
Table 4.2
T Test: Test for Significant Difference on Respondents' Level of Organizational
Commitment When Grouped According to Gender
Level of
Organizational
Commitment
Affective
Continuance
Normative
Overall
Organizational
Commitment
Gender
WM
Male
Female
Male
Female
Male
Female
Male
2.91
2.69
2.61
2.75
2.86
2.31
2.80
Female
2.59
P-value
(Sig.*)
Decision
Conclusion
0.028
Reject Ho
Significant
0.221
Do not Reject Ho
(Accept Ho)
No significant
difference
0.000
Reject Ho
Significant
0.013
Reject Ho
Significant
Null Hypothesis (Ho): There is no significant difference between the respondents' level
of organizational commitment when grouped according to gender.
Table 4.2 presents the T-test for independent samples which determines whether a
significant difference exists between the respondents' level of organizational commitment
56
when
according
to gender. IfCulture
P-value is less than or equal to the level of
The grouped
Influence
of Organizational
significance (0.05), the null hypothesis (Ho) will be rejected. It can be observed from the
table that p-values for the indicators "Affective" = 0.028, "Normative" = 0.000, and
"Overall Organizational Commitment" = 0.013 is less than 0.05. Thus, the researchers
reject the null hypothesis (Ho) and conclude that a significant difference exists between
the respondents level of organizational commitment in terms of affective and normative
when grouped according to gender. Moreover, male respondents most likely have an
affective commitment with a weighted mean of 2.91 while female have a continuance
commitment with a weighted mean of 2.75.
Table 4.3
Commitment when grouped according to Department
Level of
W
P-value
Organizational
Department
Decision
Conclusion
M
(Sig.*)
Commitment
Affective
Continuance
Normative
Overall
Organizational
Commitment
Administrative
Finance
Sales
Production and
Fabrication
Technical and
Sales Support
Administrative
Finance
Sales
Production and
Fabrication
Technical and
Sales Support
Administrative
Finance
Sales
Production and
Fabrication
Technical and
Sales Support
Administrative
Finance
Sales
Production and
Fabrication
Technical and
Sales Support
3.18
2.80
2.59
2.80
0.002
Reject Ho
Significant
0.000
Reject Ho
Significant
0.000
Reject Ho
Significant
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
57
Null
There is no significant
TheHypothesis
Influence(Ho):
of Organizational
Culturedifference between the respondents' level of
organizational
commitment
when
grouped
according to department.
In table 4.3 It can be observed that p-values for the indicators Affective= 0.002,
"Normative" = 0.000, and Continuance=0.000 is less than 0.05. Thus, the researchers
reject the null hypothesis (Ho) and conclude that a significant difference exists between
the respondents level of organizational commitment in terms of continuance and
normative when grouped according to the department they worked for. Moreover,
Administrative employees have a continuance commitment with a weighted mean of
3.24, Finance department have a Affective commitment with a weighted mean of 2.80,
sales department have an affective commitment with a weighted mean of 2.59,
production and fabrication have a normative commitment with a weighted mean of 3.09,
and technical have an affective commitment with a weighted mean of 3.35.
58
Table 4.4
Commitment When Grouped According to Length of Service
Level of
Organizational
Commitment
Affective
Continuance
Normative
Overall
Organizational
Commitment
Length of
Service
W
M
Less than 1 year
2.94
3 - 4 years
2.76
4 - 6 years
2.73
More than 6 years
3.11
Less than 1 year
2.83
3 - 4 years
2.72
4 - 6 years
2.48
More than 6 years
2.82
Less than 1 year
3.33
3 - 4 years
2.64
4 - 6 years
2.46
More than 6 years
2.96
Less than 1 year
3.03
3 - 4 years
2.71
4 - 6 years
2.58
More than 6 years
2.98
P-value
(Sig.*)
Decision
Conclusion
0.027
Reject Ho
Significant
0.113
Do not Reject
Ho (Accept Ho)
No significant
difference
0.006
Reject Ho
Significant
0.002
Reject Ho
Significant
Null Hypothesis (Ho): There is no significant difference between the respondents' level
of organizational commitment when grouped according to length of service.
In table 4.4it can be observed that p-values for the indicators Affective= 0.027
and "Normative" = 0.006 is less than 0.05. Thus, the researchers reject the null hypothesis
(Ho) and conclude that a significant difference exists between the respondents level of
organizational commitment in terms of affective and normative commitment when
grouped according to the length of their service. Moreover, employees who is working in
the company for less than 1 year have a normative commitment with a weighted mean of
3.33, for 3-4 years have an Affective commitment with a weighted mean of 2.76, 4-5
59
years
an affective
commitment Culture
with a weighted mean of 2.73, and more than 6 years
The have
Influence
of Organizational
have an affective commitment with a weighted mean of 3.11.
5. Is there a significant relationship between the companys organizational culture and
organizational commitment?
Table 5.
Pearson R Correlation for the Significant Relationship Between the Companys
Organizational Culture and Organizational Commitment
Variable
Pearson
P-value
Decision
Conclusion
Correlation
(Sig.)
Significant:
Support Culture
.548*
.000
Reject Ho
Positively Strong
Correlation
Null Hypothesis (Ho): There is no significant relationship between the respondents' on
organizational culture and their organizational commitment.
Table 5 presents the Pearson r correlation which determines whether a significant
relationship exists between the respondents' assessment on organizational culture and
their organizational commitment. If the computed P-value is less than or equal to the
level of significance ( = 0.05), the null hypothesis will be rejected. It can be observed
from the table that P-value of Support Culture is less than the level of significance (0.05).
Thus, the researcher rejects the null hypothesis (Ho) and concludes that there is a
significant relationship between the respondents' assessment on organizational culture
and their organizational commitment.
60
Chapter V
Summary of Findings, Conclusion and Recommendation
Summary of Findings
The main findings of this research can be summarized as follows:
1. a)
Most of the respondents are ages 21-30 years old which is 47.9 of the population
while the least dominant are the respondent ages 41-50 years old with a
percentage of 7.1 and 45.0 percent came from 31-40 years old.
1. b)
64.3 percent of the respondents were male which is the most dominant and the
least dominant were female with a percentage of 35.7 only.
1. c)
Most of the respondents came from the production and fabrication department
which is 35.7 percent while only 10.7 percent came from the Administrative
Department which is the least dominant.14.3 percent came from the finance
department, 21.4 from sales, and 17.9 percent from the technical.
1. d)
39.3 percent of the respondents worked for the company for 3-4 years while 2.9
percent of the respondents worked for the company for less than 1 year. 36.4
percent of the employee is working for the company for 4-6 years and 21.4
percent is working for more than 6 years.
2.)
The dominant existing culture is support culture with a weighted mean of 3.22.
3.)
The level of organizational commitment in the company is affective Commitment

with a weighted mean of 2.83.
61
4.The
a) Influence
There is aofsignificant
difference
that exists between the respondents level of
Organizational
Culture
organizational commitment in terms of continuance and normative when grouped
according to age. 21-30 years old and 41-50 years old respondents have an
affective commitment, and 31-40 years old respondents have both affective and
continuance commitment on their company.
4. b)
There is a significant difference exists between the respondents level of

organizational commitment in terms of affective and normative when grouped
according to gender. Male respondents most likely have an affective commitment
while female have a continuance commitment.
4. c)

organizational commitment in terms of continuance and normative when
grouped
according to the department they worked for.
Administrative employees have a
continuance commitment, Finance,
sales, and technical department have an
Affective commitment,
production and fabrication have a normative commitment.

4. d)

organizational commitment in terms of affective and normative commitment
when grouped according to the length of their service. Moreover, employees who
are working in the company for less than 1 year have a normative commitment,
for 3-4 years, 4-5 years and more than 6 years they have an Affective
commitment.
5.)
The table shows that there is a positively strong correlation between the companys
organizational culture which is the support culture and the respondents organizational
commitment which is affective commitment.
62
Conclusion
The conclusions derived by the researchers were as follows:
1.)
Majority of the respondents were 21-30 years old, male, came from the
production and fabrication department, and is working for the company for 3-4
years.
2.)
The employees within the selected company identified that the existing
organizational culture in their company is support culture. The company provides
the employees needs and assistance.
3.)
The employees identified that the level of their organizational commitment is

affective commitment. Employees indicated that they have slightly lower
continuance and normative commitment to the company.
4.a)

organizational commitment in terms of continuance and normative when grouped
according to age. Employees who are older tend to be more attached to the
company while the younger employees might leave.
4.b)
Male respondents are affectively committed to the company because they want to
and believe to the goals of the company while the female respondents have a
continuance commitment because they think they might lose alternative work.
4.c)
The department they worked for affects their level of commitment to the
63
company.of
Administrative
employees
The Influence
Organizational
Culturehave a continuance commitment because
they think of the alternative work. Finance, Sales and Technical have an affective
commitment because that want to remain part of the organization. Production and
fabrication have a normative commitment because they think they had an
obligation to the company.
4.d)
When grouped according to the respondents length of service, the researchers

concluded that employees who stays too long in the company is so much attached
that they dont think leaving the company and now wants to achieve goals same
as the company.
5.)
There is a positively strong correlation between the companys organizational

culture which is support culture and the respondents organizational commitment
which is the affective commitment. As long as the support system of the company
increases the commitment of the respondents also increases.
Recommendations
Based on the conclusions, the following recommendations were offered.
1. Company must continue giving assistance to the employees so that the employees
would be more motivated to work for the company.
2. Company must implement a program for the employees that for every 5 years of
working for the company and staying committed, the employee will receive an
increase in salary, or other forms of rewards.
3. Company must conduct a monthly orientation for the employees about their roles
and limitations in the company so that employees will not take for granted the
companys giving assistance to the employees.
64
4. Influence
The company
should provideCulture
an evaluation to gauge commitment level.
The
of Organizational
5. The company should conduct motivational activities so that employees would
work not only by the assistance of the company but also because they also want to
achieve the same goal shared by the company.
6. The company should establish tenure timetables rewarding the commitment of
long-standing employees.
65

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1

The Influence of Organizational Culture

Supply of industrial filter for various dust collection applications.

Supply of HVAC Filter from ASHRAE efficiencies to HEPA/ULPA efficiency

Supply of Anode Bags for semiconductors company

Sales of equipment for water systems such as Reverse Osmosis Machine,

Supply, Fabrication and Installation of Air Ventilation System

Clean room validation (Particle Counting, Temperature, Humidity, Velocity etc.)

company that we chose.

Affective commitment AC is defined as the employees positive emotional

Continuance commitment continuance commitment is the need component

Normative commitment the individual commits to and remains with an

It is used as the employees emotional commitment to the organization. They are

It is used as the commitment of the employee to an organization because they

A type of organizational commitment wherein an individual commits to the

Used as type of organizational culture wherein the individual employee is being

A type of culture in organization wherein each employee were given a specific

It is a type of culture in organization that depends on teamwork. It where groups,

Direct opposition to the firms dominant values.

Embeddedness - Embeddedness summarizes a person's links to the organization

Feeling that present job is accepted as important.

Feeling that organization has fulfilled initial expectations.

Managers are expected to be personally committed to the organization.

Given challenging work to do during first year with organization.

People currently working with have mostly positive attitudes to organization.

People currently working with are friendly and close-knit.

A sense of identification with the organizations objectives such that

individual and organizational goals or closely aligned.

A sense of involvement and psychological emersion in ones work

resulting in considerable enjoyment.

A sense of loyalty, perhaps even affection, toward this particular

organization as a place to spend ones time and work.

O = observed frequencies; E = expected frequencies

3. What is the level of the respondents organizational commitment?

4. Is there a significant difference on the respondents level of organizational commitment

Less than 1 year

More than 6 years

Less than 1 year

More than 6 years

Less than 1 year

More than 6 years

Less than 1 year

More than 6 years

The level of organizational commitment in the company is affective Commitment

There is a significant difference exists between the respondents level of

There is a significant difference exists between the respondents level of

according to the department they worked for.

Administrative employees have a

continuance commitment, Finance,

sales, and technical department have an

production and fabrication have a normative commitment.

There is a significant difference exists between the respondents level of

The employees identified that the level of their organizational commitment is

There is a significant difference exists between the respondents level of

When grouped according to the respondents length of service, the researchers

There is a positively strong correlation between the companys organizational

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