IOSR Journal of Business and Management (IOSR-JBM)

e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 20, Issue 3. Ver. 5 (March. 2018), PP 21-26
www.iosrjournals.org

A Review of Organisational Culture and Organizational

Commitment
*Mohammad Said Al-Shurafat And 1dr.Bahyah Binti Abdul Halim
1
supervisor Co-Supervisor Prof. Dr. Hj. Zainudin Awang
*
Faculty Of Economics, Accountancy & Management Sciences, University Sultan Zainalabidin 21300 Kuala
Terengganu, Malaysia
*Corresponding Author: Mohammad Said Al-Shurafat

Abstract: This paper aims to review a number of studies on organisational culture and organisational
commitment. However, only articles published from 2012-2017 were reviewed. The reviewed literatures showed
different conclusions. Most of the studies confirmed that strong significant interactions exist among
organisational culture and organisational commitment but in some the association is weak. Other studies
showed no association among organisational culture and organisational commitment. This controversy of
conclusions emanates from differences in methodology; countries conducted the study and the number of
respondents and observations. Therefore, this paper contributed to the understanding the mechanisms through
which organisational culture affect organisational commitment by incorporating the concept of different
organisational factors. Organisations can retain committed and motivated workforce through fostering a strong
culture, which can support employees’ affective commitment to the organisation.
Keywords: Organisational Culture, Organizational Commitment.
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Date of Submission: 25-02-2018 Date of acceptance: 12-03-2018
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I. Introduction
Organization looks for achievement particularly because of today's focused condition. Despite their
size and market, organizationsendeavour to maintain the best employees and recognize their essential part and
impact on the effectiveness of such organizations (Sabri, Ilyas, &Amjad, 2011).
Furthermore, the investigation of behaviors inside organizational setting has highlighted basic factors
that are strong or adverse to the performance of workforce. This thought remains constant while concentrating
on nature of human resource that is a primary consideration which contributes fundamentally to the
organizational achievement (Suma and Lesha, 2013).
As a system of shared assumptions, values and beliefs, organizational culture governs the behaviour of
people to dress, act and perform their job towards achieving success. This process comprises of goal setting,
work setting, and training program in such a way that people understand themselves and work as a team.
Motivation is one of the crucial factors required to develop the desired culture that each organization aspires to
achieve. In this respect, it indicated that the organizational culture is the most important factor of organization
making up, and the factor contributed in the creation organizational commitment (Edwards, 2016).
Moreover, the importance of organizational culture role in the organization as well as points out that
the real importance of organizational culture was at the beginning of the ninth decade (Iorgulescu, &Marcu,
2016). As well as employees who work in PublicJordanian universities enjoy in specialization and high
profession where new employees depend on the experiences of their colleagues to develop their knowledge,
different skills and organizational commitment this leads to an increase in performance averages. From this
respect, it is important to give attention to human element which forms the core of the administration process
and its role in achieving the organization aims, so there is a clear increase in the point of commitment of
employees in a culture of the organization to be distinguished from others.
Currently, many of researchers seekto understand the factors affecting the organizational commitment
of employees deeply and also the utilization from. There have been various studies on the organizational culture
and organizational commitment, such as Hakim, Awaluddin, and Hakim, (2013), Rehman, et al (2013), Suma
and Lesha, (2013), Asrar-ul-Haq, Kuchinke, Masrek and Nadzar (2014), Alkahtani, (2016), Ismail and Razak,
(2016), Tagoe and Quarshie, (2016) and Inanlou and Ahn, (2017). The literature review showed that
researchersare mostly focused on organizational culture and commitment,and unfortunately the influence of
emotional aspects are vastly neglected in organizational behavior researchers. Therefore, the main objective of
this paper is to review researches that investigate the relationship between organisational culture and
organisational commitment. This paper is organised in the following sections. First-section introduction of the
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 The Review of Organisational Culture and Organizational Commitment

study; Second-section empirical reviews of some selected literature; in the last section, the summary, conclusion
and recommendation of the study is provided.

II. Empirical Review

Widyanningrum, (2012) aimed at measuring the performance of medical servants in the hospital where
the study sample was (175). The study showed that there was a direct and indirect effect of organizational
variables and the ability on organizational commitment as well as it showed that organizational commitment is
an important tool to measure the worker's performance. Moreover, Raategar andAghayan, (2012) aimed at
showing the relationship between organizational commitment and organizational culture when the sample was
chosen from the training and education organization in the city of Tehran. The study showed that the
demographic variables, as well as teaching, marriage, job experience, were with no great effect on
organizational commitment.
In Pakistan, Syed et al., (2012) studied the effect of organizational culture on organizational culture on
organizational commitment applied on the instructional members from governmental universities. the results
were that these universities suffer from a bad administration which needed to adapt comprehensive strategy to
improve the performance of high management. Similarly, Kong, (2007) found that there were great schools and
basic schools, and there was a great difference in organizational commitment toward school from the both sexes
of teachers. As well as there was a great effect of organizational commitment on the attitude toward
organizational rehabilitation.
Wayne, Casper, Matthews, and Allen, (2013) explained the processes through which family-supportive
organizational perceptions relate to employee affective commitment. The data collected from 408 couples. The
results suggested that employee is positively associated with employee commitment through both employee
work-to-family experiences and partner attitudes. A family-supportive organizational perception was positively
related to employee work-to-family enrichment, which was positively associated with employee affective
commitment. Moreover, family-supportive organizational perceptions was negatively associated with employee
work-to-family conflict, which related to a partner’s more positive attitude toward the employee’s work
schedule and higher commitment to the employee’s firm. However, partner commitment was positively and
reciprocally related to employee affective commitment. These relationships partially mediated the family-
supportive organizational perceptions-employee affective commitment relationship and varied as a function of
parental status and single- versus dual-earner couple status but not as a function of employee gender.
Carlos, PaulaandDibb,(2014) explored the relationships among organisational culture, market
orientation, organisational commitment and organisational performance in non-profit organisations. The data
was collected through a mail survey of a sample of Portuguese non-profit organisations operating in the
area of health.They employed Structural equation modelling as a means of analyse. The findings have shown
that organisational culture influences organisational performance. Moreover, the market orientation
consequences, the study results suggest that higher levels of market orientation result in both high levels
of organisational commitment and organisational performance. They also suggested that organisational
commitment does not affect performance in a very significant way.
Another study of Ruiz-Palomino, and Martínez-Cañas, (2014) examined relationship between person
organization fit, ethical intent and organizational citizenship behavior (OCB), using a sample of 525
employees from the financial industry in Spain. The findings of EC were more strongly related to ethical
intent and organizational citizenship. Also, significant differences were found in the degree to which each the
EC dimensions related to both ethical intent and OCB.
Anitha, and Begum, (2016)focused on service sector and automobile manufacturing, and highlights
elements like employee commitment and organisational culture that measure how to preserve an employee in an
organisation. The model will be confirmed which will be valuable to organisations in the service sector and
automobile to focus on crucialfeatures that support in employee retention. Organisational commitment includes
three dimensions, such as Continuance, Normative and Affective Commitments, which were derived from Allen
and Mayer's model. The observations of Organisation Culture are similarly the elements measured to know the
present levels of retaining an employee in an organisation. The results revealed that Organisational Culture has
high influence on Employee Retention than Continuance Commitment and Normative Commitment. Moreover,
this suggested that the employees of the organisation have more positive perception concerning organisational
culture. Conversely, Affective Commitment does notinfluence Employee Retention to a significant level.
Huhtala, and Feldt (2016)investigated the role of person-organisation fit and work engagement as
mediating proceduresamong ethical culture and employee commitment, where ethical culture is seen as an
organisational resource. It was estimated that the stronger the ethical values and performs are practiced to be, the
more friendly employees impression with the organisation. A good person-organisation fit was
promotetheorised to act as a personal job means for the employees, who would subsequentlypracticegreater
work commitmentprominent to stronger affective commitment and less turnover targets. They used

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 The Review of Organisational Culture and Organizational Commitment

questionnaire data collected from 270 Finnish school psychologists. They analysed the data using SEM and
mediation modelling with the bootstrapping method. The findings revealed that Ethical organisational culture
had a significant positive relationship with skilled person-organisation fit, which in turn was associated to
greater work commitment. Moreover, both person-organisation fit and work commitment were related with
greater affective commitment and with lower turnover targets.
Pučėtaitė, Novelskaitė, Lämsä, and Riivari, (2016)explored the interrelations among ethical
organisational culture and organisational innovativeness in two diverse socio-cultural perspectives, Finland and
Lithuania. According to the Global Innovation Index 2013, Finland placed 6th and Lithuania 40th in relations of
the statecapability to produce innovations. Previous research by Riivari et al. (Eur J InnovManag 15:310–331,
2012) and Riivari and Lämsä (J Business Ethics 124:1–17, 2014) argues the importance of the ethical dimension
of organisational culture in fostering the organisational capacity to innovate. Moreover, different perspective is
taken to test hypothesised variancesamong the two multidimensional phenomena. The findings of 2 surveys in
Finnish and Lithuanian public organisations (respectively, nFI = 477 and nLT = 757). The data analysis showed
that ethical organisational culture influences organisational innovativeness, especially behaviour and process
innovativeness in both organisations. However, the findings suggested that some ethical virtues such as discuss
ability, clarity and congruency of management can be elucidated by an institutional rather than socio-cultural
perspective. Conversely, the influence of sanction ability andtransparency in the Finnish organisation and
congruency of supervisors, viability and supportability in the Lithuanian organisation rests on individualities of
a socio-cultural perspective.
Laforet, (2016) examined the impacts of organisational culture (OC) on organisational innovation
performance (OIP) in family small and medium-sized enterprises (SMEs). They seek to found the type of
culture that lead to great innovation performance in family firms. They applied postal survey of family SMEs
across sectors in the UK. The study employed multiple regression analyses to test which family business culture
has an effect on OIP. Among the family business cultures tested are: a flexible, open OC and an external cultural
orientation as well as an organisational climate established on open trust and communication, the initiator
culture, and a long-term cultural alignment. The findings showed that aauthoritarian and initiator culture type do
not have a positive influence on family firm innovation performance, however an entrepreneurial-like culture
does, that is one that is flexible, proactive, externally oriented and long-term oriented. Also, an inward focus
culture such as, the initiator culture hampers innovation; whereas an outward focus culture such as, an external
orientation culture has a positive influence on family firm innovation performance.
Yousef, (2017) investigated the direct and indirect interactions among organizational commitment, job
satisfaction and attitudes toward organizational change. The findings showed that employees in the investigated
departments are very contented with wonderful- vision and co-workers, but they are slightly contented with job
security and work conditions but they have little contentment with pay and promotion aspects of the job. The
analysis further confirmed that employees in the investigated departments are continuing with their present
departments either because they want to do so, or because they have to do so, however not because they feel
they ought to do so.
Ramdhani, Ramdhani, and Ainisyifa, (2017)analysed to some previous research;they developed by
expending constructs to explain how the dimension of corporate culture influences employees commitment.
They used examination model founded on the literature reviews of previous research and then the hypotheses
were used as a methodology. The findings of the study revealed that the employee commitment to organization
can be developed through corporate culture that involves communication, teamwork, reward- recognition and
training development. To sustaincompetence, effectivity and organization productivity could be accompanied by
enhancing employee commitment to organization by generating and applying corporate culture constantly. The
concept of employee commitment to organization is designated with causal relationship toward corporate
culture which is putrefied into the dimension of communication, teamwork, reward- recognition and training
development.
Tekingündüz, Top, Tengilimoğlu, andKarabulut, (2017)investigated the influence of the job
satisfaction dimensions, organisational trust dimensions and numerous personal on the organisational
commitment. They used all staff working at a public hospital in Bingo Turkey. Moreover, a total of 516
questionnaires were taken into consideration for data analysis. The result confirmed thatjob satisfaction
dimensions, organisational trust dimensions, and personal variables explained affective commitment variable in
the proportion of 37.5%; normative commitment variable in the proportion of 39.8% and continuance
commitment variable in the proportion of 27.2%. Furthermore, the results revealed that managers,
communication, cognitive trust, the structure of work, the department worked and gender were the significant
predictors of affective commitment. However,cognitive trust, income, emotional trust, the structure of work,
additional opportunities and education status, have been found to have a significant effect on continuance
commitment. Also, managers, the structure of work, cognitive trust, education statusand promotion,the structure
of work, emotional trust, gender, and emotional trust had a significantinfluence on normative commitment.

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 The Review of Organisational Culture and Organizational Commitment

Kundu, Kundu, Mor, and Mor, (2017) examined the relationship between employee perceptions of
diversity that is diversity management, significance of diversity, and value of diversity practices employed and
perceived organizational performance. It furthermore examined whether the perceptions of diversity
differbetween employees from different diversity backgrounds that is across gender and categories in Indian IT
industry. They applied primary data based on 402 respondents and analysed using statistical tools like
correlations, factor analysis, analysis of variance, grand means, means, and regression. Their findings indicated
that employees regardless of their diversity backgrounds positively accepted diversity and diversity
management. Conversely, partialhowever significant differences were observed betweenemployeesa perception
concerning appreciating the diversity performs employed centred on their diversity backgrounds. Additionally,
employees’ perception of promotion of gender diversity was found to be positively related to perceived
organizational performance.
Novak,Brunetto, Shacklock, Farr-Wharton, and Brown,(2017) studied that the problem of longevity
and safety of engineering assets is of growingsignificance because of their influence when calamities happen.
Moreover, they addressed a literature gap by investigative the role of workplace associations in employees'
safety behaviour, and figures on the Resilience Engineering (RE) framework by inspective some organisational
culture elements affecting how employees behave. However, a Social Exchange framework is employed to
observe the influence ofemployee commitment to safety practices, supervisor-employee associations, and the
type of conservation culture upon employees’ commitment to safety and safety outcomes. They used a survey
data from 284 engineering andtechnical employees in engineering asset management associationsin Australia
and analysed using Structural Equation Modelling (SEM). Effective employee associations with management
and a practical maintenance culture were related with employee commitment to safety culture and safety
outcomes. Their results provided empirical support for implanting an effective organisational culture engrossed
on a practical maintenance approach, beside with confirming employees are committed to safety procedures, to
confirm safety outcomes and likewise asset longevity.
Qureshi, Frank, Lambert, Klahm, and Smith, (2017)the concept of justice shows asignificant role in
determining the attitudes of citizens towards criminal justice agencies. Moreover, research indicated that police
officers’ sensitivities of justice inside their own organisation can influence their attitudes towards it. Therefore,
most of the research to date has focused on police officers in Western nations; but, the effects of organisational
justice could be universal or vary between cultures. In their study, they investigated the
relationshipamongsensitivities of two dimensions of organisational justice, distributive andtechnical, with job
satisfaction and organisational commitment among Indian police officers. They applied ordinary least squares
(OLS) regression analysis of survey data collected from 827 officers stationed in the Sonepat and Rohtak
districts in the north Indian state of Haryana. The results indicated that sensitivities of distributive justice and
technicaljustice had significant positive relations with both job satisfaction and affective organisational
commitment. Theirresults support the contention that sensitivities of organisational justice have
significantinfluences on Indian police officers.
Horwitz,Horwitz, Horwitz, and Horwitz, (2017)to investigated the relationship between patient safety
culture and two attitudinal constructs: affective organizational commitment and structural empowerment.
Therefore, Affective commitment was measured with the Organizational Commitment Questionnaire, whereas
structural empowerment was assessed with the Conditions of Work Effectiveness Questionnaire-II. The
abbreviated versions of these surveys were administered to a cohort of 71 post-doctoral medical residents. They
employed hierarchical regression analyses for the main and interaction effects of affective commitment and
structural empowerment on the perception of patient safety culture. The findings revealed that both affective
commitment and structural empowerment were positively associated to patient safety culture. A potential
interaction effect of the two attitudinal constructs on patient safety culture was tested but no such effect was
detected.
Yang, Wu, and Jing, (2017) usedaexclusive dataset containing of 343 supervisor-subordinate pairs
from many workplaces in China to investigates workers' organisational commitment in Chinese organisations.
Theycompared two lines of arguments on gender composition and work experiences for supervisors and
subordinates: RosabethKanter's tokenism theory, and a collection of fruitful studies on leadership and gender.
Their results support the tokenism theory: women working under female supervisors not only have the lowest
levels of organisational commitment, but the difference between their organisational commitment and that of
either men or women working under male supervisors is statistically significant.
Lau, McLean, Hsu, and Lien, (2017) Based on person–organization fit theory, theychangesoutside
theories of motivation and social exchange interactions that have often been used in commitment literature.
They contributed to understanding sensitivities of organizational culture (OC) and affective commitment (AC)
oversensitivities of a learning organization (LO). Such understanding supports to holdexisting commitment
problems in Malaysia over strategic human resources development (HRD) forecasting and positioning
organization development accomplishments. They also examined the degree to which organizations with
acontained LO mediated OC and AC, the most leading component of OC in stimulating employee AC, and the
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 The Review of Organisational Culture and Organizational Commitment

most significant component of LO for prompting OC and AC. They obtained 516 respondents in selected
Malaysian private organizations. Their analysis concluded that LO mediated the associationamong OC and AC.
Moreover, respect for people was aleading factor of OC for AC, whereas empowerment played a major role in
LO culture mediating the associationamong OC and AC. HRD practitioners should tactically plan organizational
activities, policies and norms that stimulate organizational learning procedures and a learning culture to improve
AC.

III. Conclusion
The various empirical studies reviewed here show different results and conclusions. Most of the studies
confirmed that strong significantinteractions exist amongorganisational culture and organisational commitment
but in some the association is weak. Other studies showed no interaction among organisational culture and
organisational commitment. This controversy of conclusions emanates from differences in
methodology;countries conducted the study and the number of respondents and observations. Nevertheless,
most studies showedsuggestion to support the notion that there is anassociationamongorganisational culture and
organisational commitment. Conversely, this analysisnecessitates to be made with restraint, as most of studies
have revealed that only little disparity in organisational culture can be explained by those organisational
commitment factors. Another issue in the analysis of this association is whether it is a coexistent or lead-lag
relationship.

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Mohammad Said Al –Shurafat "The Review of Organisational Culture and Organizational

Commitment." IOSR Journal of Business and Management (IOSR-JBM) 20.3 (2018): 21-26.

DOI: 10.9790/487X-2003052126 www.iosrjournals.org 26 | Page