Materials Today: Proceedings xxx (xxxx) xxx
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Materials Today: Proceedings
journal homepage: www.elsevier.com/locate/matpr
A study on impacts of organizational culture on organizational
commitment using nine-dimensional approach
S. Thamarai Selvi a, G.S. Srinivas Murthy b
a
b
Cauvery College for Women’s (Autonomous), Bharathidasan University, Trichy, Tamil Nadu, India
Potti Sriramulu Chalavadi Mallikharjunarao College of Engineering and Technology, Vijayawada, Andhra Pradesh, India
a r t i c l e
i n f o
Article history:
Received 11 December 2020
Accepted 24 December 2020
Available online xxxx
Keywords:
Community
Corporate engagement
Innovation
Bureaucratic culture
a b s t r a c t
The relationship between organizational engagement and corporate culture within a Chennai City sample
and examines the relationship between corporate culture and corporate participation. The findings
showed that demographic factors including schooling, marriage and jobs had no substantial effect on
the presence of the organization. This shows the positive relation with the commitment to the organization of an acceptable and creative company culture, but the connection between bureaucratic corporate
culture and corporate commitment is small.
Ó 2021 Elsevier Ltd. All rights reserved.
Selection and peer-review under responsibility of the scientific committee of the Emerging Trends in
Materials Science, Technology and Engineering.
1. Introduction
The field of education has recently changed rapidly and many
schools have had to adapt their culture to survive this transition.
Their goals were to build and disseminate information, and other
cultural groups did not challenge their methods. The culture of
higher education for decades reflected GUMPORT (2000)’ almost
public status as social institutions for the cultivation, protection
and maintenance of knowledge were discussed in Fig. 1 Table 1.
Many Western scientists have analyzed corporate culture, leadership, work satisfaction and organization. Comparative research
on organizational culture, management styles, employee retention
and work performance in the United States and in Europe has been
investigated previously.
The culture of the world is a perspective of people. In Fig. 2 the
personalities and thoughts of the different members of the college
community are hard to generalize. Given their differences, professors shared common characteristics of personality. Lindholms
found that the majority of faculty members can operate individually, be privately owned and understand themselves. The motivation of the instructor is built on the conviction that the faculty
members deal with shared principles.
For approximately two decades’ corporate culture has been a
significant topic in literature on business and business. One expla-
nation is that corporate culture has always been regarded as eager
to have a range of positive outcomes both at corporate and personal level. For the 8th century when organizational culture was
originally written (see Deal and Kennedy 1982, Deal and Ouchi,
for example), Ritchie (2000, p. 1) notes that organizational culture
is motivated by performance, creativity, excitement, belonging,
self-confidence and ethical behavior (for instance. ’9-seven, later
writers claimed enterprise organizational culture.
In a survey of the most profitable corporations, CEO interviewees suggested that corporate culture is their principal impetus
for improving this critical power. In Fig. 3 due to its importance
and effect on organizational performance, it is also an important
company issue for science and business news. Today, CEOs are confronted with numerous unexpected challenges that involve flexibility. Recent organizational crisis has shown the need for leaders
and individual involvement by the politicians of organizations,
which is becoming increasingly necessary for the organization’s
survival.
Briefly, the impact of corporate culture, particularly in higher
education, has in the past not been paid much attention to business involvement. The goal of this study was therefore to resolve
this question. The links between these two variables and numerous
other participatory precedents, including the demographics of faculty members, were examined in this empirical study.
https://doi.org/10.1016/j.matpr.2020.12.1050
2214-7853/Ó 2021 Elsevier Ltd. All rights reserved.
Selection and peer-review under responsibility of the scientific committee of the Emerging Trends in Materials Science, Technology and Engineering.
Please cite this article as: S. Thamarai Selvi and G.S. Srinivas Murthy, A study on impacts of organizational culture on organizational commitment using
nine-dimensional approach, Materials Today: Proceedings, https://doi.org/10.1016/j.matpr.2020.12.1050
S. Thamarai Selvi and G.S. Srinivas Murthy
Materials Today: Proceedings xxx (xxxx) xxx
group collectivity, equality between men and women, assertiveness, future guidance and orientation towards achievement and
personal orientation. Some researchers have recently used the
House et al. analysis.
Swierczek and Rodsuth put forward a more nine-dimensional
approach for evaluating corporate culture- the structure of a network, widespread responsibilities, quality assurance, collectivity,
the emphasis on efficiency, feeling, concern for climate, longterm working and observer jobs.
3. Commitments
The common perception of the corporate engagement was that
it was an intimate relationship. Commitments are characterized as
the relative strength of the definition and dedication of a person to
a particular organization. The OCQ Organizational Engagement
Questionnaire or the OCQ questionnaire is the common normative
test adopted.
Other researchers, on the other hand, were mindful of the cost
of quitting. Resolved to stay with the company. This system, which
was mainly based on Becker’s [1] wagering theory, showed a preference for a less affective and more computational definition,
which depends on the cumulative interest of the business such
as pensions and old age. Ritzer’s and Trice’s [3] calculative contribution scale, later updated by Hrebiniak and Alutto.
Many scholars have supported organizational value of culture.
The hierarchical work climate in Brewer [2] often contributes to
a negative workforce participation, while a positive workplace
environment leads to a greater involvement of employees.
Organizational culture is the cornerstone on which all other
human resources management variables originate. Personal dress
is believed to be influencing results such as participation, inspiration, spiritual and satisfaction.
Odom and Dunn found that they don’t increase or impede their
engagement
and
satisfaction
in
hierarchical
working
environments.
A significant number of studies were dedicated to organization.
For example, with time, engagement and sales of the employee,
company involvement is reversed (Mobley, 1982). In addition, it
has been shown that organizational engagement is more resilient
than other conventional buildings like job satisfaction, which is
the enduring forecast of the working climate. However, even with
this strong study concentration, a series of contradictory results
were not solved. For example, the relation between the involvement and success of organizations has changed. Some scientists
found a positive association, but they didn’t find a significant connection. Some also have a negative relationship between commitment and success when people believe they have a big foreign
investment in the business.
The layout of this article is given below. This segment discusses
a model of corporate culture specifically used in research into the
O’Reilly Profile, which contains several aspects of cultural organization, as well as hypotheses relating the dimensions of results
from corporate engagement, work satisfaction, stays and knowledge sharing. The following segment also includes ideas regarding
the effects of a culture of a person-organization on the same outcomes in relation to the organization’s health. The data collection
method and the variable estimation shall then provide a summary
of the results and assumptions.
The overwhelming array of research currently underway supports the following assumptions:
Fig. 1. Organization culture profile.
Table 1
The tabulation includes statistical explanations.
Attributes
Frq
Percentage
Gender aspect
Male
Female
32
45
41.5
58.4
Education Qualification
<diploma or Equivalent
Diploma or Equivalent
BSc/BA/other
Master’s degree
11
14
43
9
14.2
18.1
55.8
11.6
Work Experience
<3 yr.’s
3–6 yr.’s
6–10 yr.’s
>10 yr.’s
15
25
29
8
19.4
32.4
37.6
10.3
Marital Status
Single(Unmarried)
Married
32
45
41.5
58.4
2. Literature
Three distinction able cultural organizations that Wallach
(1983) describes as bureaucratic, creative, and welcome. The
bureaucratic culture is hierarchical and segregated. Clear roles
and competences exist. Innovativeness means an innovative,
result-oriented and demanding working climate. Cultural friendly
reveals teamwork and a work environment that focuses on people,
politics, inspiration and trust. This research takes into account all
three facets of society.
The following is an approach that defines the organizing culture: participation, coherence and adaptability, defined by Denison. The two first were internal integration and the other two
external modifications. In research, the Denison cultural organization model is frequently employed. This is a more dynamic model
than previous ones.
Gordon and Christensen organizational cultures are divided into
8 different dimensions which correspond to cultural values, such
as preparatory guidance, imagery, aggressive focus, personal direction, team orientation, communication, outcomes and conflict
guidelines.
House et al discusses nine-dimensional organizational culture,
such as avoidance of fear, distance of control, institutional society,
H1: The effects of gender on commitment are not significant.
H2: Education has no meaningful influence on participation.
H3: The impact of matrimony on engagement is not important.
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S. Thamarai Selvi and G.S. Srinivas Murthy
Fig. 2. Cultural web organizational structure circular process.
respondents who are residents of Chennai. Three sections discuss
the problems of science.
4.1. Organizational culture
The Wallach Cultural Organization Index was used to assess the
cultural profile of the organization. Wallach has named organization as a hierarchical, creative and welcome society. A Likert 5point scale ranges from does not describe my organization‘‘ as
”1” to ‘‘describing my organizations mostly,” which is valued as
‘‘5.” with the internal consistency of 0.86, 0.70, and 0.97 in the
hierarchical, innovative, and supportive cultures of this study
respectively.
The OIC was used by other philosophers. This survey contains
23 objects, and the Likert scale ranges from three to zero. The organizational presence of employees was the variable dependent or
outcome of the problem in this report. Steers and Porter developed
a widely-recognized OCQ for the evaluation of these dependent
component/results. The alpha reliability in the analysis was 0.81
in this estimate.
The demographics of this study include sex, schooling, marriage
and job experiences. In each case the research separated workers
into separate levels to enable the evaluation of the demographic
issues for a company to come. Chennai organizations had been
handed out surveys of 123 employees.
Fig. 3. Leaders guide to corporate culture.
H4: Work experience has no significant influence on dedication.
H5: The atmosphere of hierarchical organization correlates negatively with participation.
H6: Creative culture of company is positively connected to
participation.
H7: The ethos of helping organizations is well connected to
dedication.
4.2. Analysis
The following are significant demographic results:
(1) 41.5 percent respondents are single (Unmarried) and 58.4
are married,
(2) 32.4 percent are having work experience of 3–6 yrs. and 37.6
are having 6–10 yrs.,
(3) 41.5 percent respondents are male and 58.4 are female
(4) 55.8 percent respondents are having bachelor’s degree as
their highest qualification.
4. Measure
For this research in particular, an interactive questionnaire,
which involves resources and demographic issues, was created.
This embedded questionnaire was translated into Persian to satisfy
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S. Thamarai Selvi and G.S. Srinivas Murthy
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Table 2
Gender.
Between the Groups
Within the Groups
Total
Sum of square
Df
Mean square
Fq
Significance
285.56
4087.1
4372.6
1
75
76
285.56
54.49
5.24
0.025
Sum of square
Df
Mean square
Fq
Significance
88.28
4284.3
4372.6
3
73
76
29.42
58.69
0.50
0.682
Sum of square
Df
Mean square
Fq
Significance
108.65
4264.0
4372.6
1
75
76
108.65
56.85
1.91
0.171
Sum of square
Df
Mean square
Fq
Significance
12.53
4360.1
4372.6
3
73
76
4.17
59.72
0.07
0.976
Table 3
Education qualification.
Between the Groups
Within the Groups
Total
Table 4
Marital status.
Between the Groups
Within the Groups
Total
Table 5
Work experience.
Between the Groups
Within the Groups
Total
Table 6
Correlation - main variables.
Mean value
Organizational commitments
Bureaucratic Cultures
Innovative Cultures
Supportive Cultures
56.9
19.1
19.0
18.9
SD
01
02
03
7.5
3.2
3.1
2.5
0.11
0.64
0.73
0.22
0.1
0.51
Significant value @ 0.05.
However, hypotheses 6 and 7 have been accepted under Table 6.
Hypothesis 5 is not understood Table 6.
The research examined the influence of organizational culture
on organizational engagement of educational and training organizations. Our findings have many major impacts on practice and
study that help to explain the essence and relation of organizational culture with the desired results. The findings show very convincingly the role of corporate culture in shaping outcomes. Two of
the three dimensions of the corporate culture and culture of support and creativity were closely connected with this contribution.
These results are significant for the development of scientific
literature as they empirically contribute to the connection between
corporate culture and the association’s literature, albeit with a few
observational studies.
Typically, population variables do not affect organizational
engagement, except for gender. The result indicates that men
are more involved than women. The solid relationship between
Positive and Creative Culture and Engagement indicates that
the creation of an appropriate atmosphere where employees
have expertise, skills and a right to a decisive role will increase
the commitment of the company. On the other hand, the
employees’ participation would be adverse for a bureaucratic
4.3. Hypothesis
The first four assumptions suggest the effect on employee organization of demographic variables. This results in P < 0 50 in Table 2
(P = 0.025 is the It demonstrates that the level of participation in
the organization, men and women, varies significantly. The
hypothesis 1 was therefore denied (see Tables 3–5).
In line with the principles set out in the above tables, it has been
concluded that schooling, marital status and work experience have
no significant effect on the commitments of the organization.
These results demonstrate the acceptance of 2.3 and 4 hypotheses.
The principal variables of the study are described in Table 6 as
correlations. The best relationships can be found between contact
and the supporting group (r = 0.73). Full correlation findings indicate that:
(1) A important positive relationship between engagement and
the creative culture of support and support;
(2) A major correlation between a culture which supports and
innovates and
(3) No meaningful link between bureaucratic culture, participation, creativity and sustainability.
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Materials Today: Proceedings xxx (xxxx) xxx
S. Thamarai Selvi and G.S. Srinivas Murthy
culture with an oppressive and fractured climate. This study confirms that organizational culture is a vital business framework
for interaction.
Organizational engagement has proved to be closely linked to
major corporate success. In addition, organizational variables represent the context to better forecast affective engagement, with an
important effect on the ’employee focus’ organization instead of
employee attributes. However, this study overlooked the possible
effect on interaction of organizational cultures and attempts to correct it.
Further Reading
[1] M. Alvesson, P. Berg, Corporate Culture and Organization Symbolism. New,
1992.
[2] J.C. Anderson, D.W. Gerbing, Structural equation modeling in practice: a review
and recommended two-step approach, Psychol. Bull. 103 (3) (1988) 411–423.
[3] Anonymous, What makes a company great? Fortune 138(8) (1998) 218–219.
[4] M.W. Browne, R. Cudeck, Alternative ways of assessing model fit, in: K.A. Bollen,
J.S. Long (Eds.), Testing Structural Equation Models, Sage, Newbury, 1993.
[5] M. Clugston, The mediating effects of multidimensional commitment on job
satisfaction and intent to leave, J. Organiz. Behav. 21 (4) (2000) 477–486.
[6] F.W. Swierczek, M.C. Rodsutti, Leadership and organizational effectiveness in
multinational enterprises in southeast Asia, Leadership Org. Dev. J. 23 (5) (2002)
250–259.
[7] H.T.O. Davies, S.M. Nutley, R. Mannion, Organizational Culture and Quality of
Health Care, Quality Health Care 9 (2000) 111–119.
[8] S. Dawson, Managing, organising and performing in health care: what do we
know and how can we learn?, in: A. Mark, S. Dopson (Eds.), Organizational
Behaviour in Health Care, Macmillan, London, 1999.
[9] Denison, 2000, http://www.denisonculture.com/culture/culture_main.html.
[10] V. Earle, Motivational leadership, Executive Excellence 13 (11) (1996) 16–17.
[11] G.G. Gordon, E. Christensen, Industry influences on the relationships between
management culture and performance, Paper presented at the national
meeting of the Academy of Management, Atlanta, GA, 1993.
[12] Mowday, Steers, Porter, R.T. Mowday, R.M. Steers and L.W. Porter, The
measurement of organizational commitment, J. Vocat. Behavior 14 (1979)
224–247.
[13] R.Y. Odom, W.R. Boxx, M.G. Dunn, Organizational culture, commitment,
satisfaction, and cohesion, Public Prod. Manage. Rev. 14 (2) (1990) 157–179.
[14] E.H. Schein, Organizational Culture and Leadership, 3rd ed., Jossey-Bass
Publishers, San Francisco, CA, 2004.
Declaration of Competing Interest
The authors declare that they have no known competing financial interests or personal relationships that could have appeared
to influence the work reported in this paper.
References
[1] H.S. Becker, Notes on the concept of commitment, Am. J. Sociol. (1960) 66.
[2] A. Brewer, Managing for employee Commitment, Longman, Sydney, 1993.
[3] G. Ritzer, H.M. Trice, An empirical study of Howard Becker’s side-bet theory,
Social Forces 47 (1969) 475–479.
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