Impact of Organisational Culture on Employee Commitment: A Review

Abstract

Competitive global business environment has led to organizations continually seeking ways to enhance performance and ensure success in the market place. Academicians and authors have been conducting research to identify organizational parameters that can drive organizations towards this goal. A substantial amount of research on culture and employee commitment reveals that both these constructs favorably impact organizational performance. Culture and commitment have both been variously defined and elaborated in terms of various dimensions to provide measurable and repeatable parameters that practitioners can use to manage performance. Review of studies on relationship between dimensions of culture and dimensions of commitment reveal a favorable view about the empirical robustness of the relationship among academicians.
A perspective of commitment as an outcome and culture as an input provides a useful mechanism for practitioners to work towards ways of managing performance. At a more granular level, of the various types of commitment, affective commitment is deemed desirable as it stems from the employees wish to "want" to associate with the organization due to shared values and assumptions.