Organization Culture and Commitment
A project report submitted in partial fulfillment of the requirements for Human Resource and Development Project
Bachelor of Technology
Snehal kumar kannaujia (2007-ipg-62)
ABV Indian Institute of Information Technology and Management, Gwalior, 474010, India April-2011
Organization culture and commitment
1. Introduction In recent years, researchers have argued that the changing nature of employment relationships has heightened the importance of understanding the dynamics of commitment in organizations. For example, scholars have increasingly suggested that commitment is a necessary variable that drives individual action. It is also commonly theorized that the level of commitment is a major determinant of organizational level outcomes such as organizational citizenship behavior (CoyleShapiro and Kessler 2000); performance (Meyear, Paunonen, Gellatly, Goffin and Jackson 1989; DeCotiis and Summers 1987); controllable absenteeism (Meyer and Allen 1997); and psychological contract (Guest and Conway 1997). Interestingly, although it has been argued that the nature of organizational culture is important for understanding the level of commitment in an organization (for example, Siehl and Martin 1990; Bergman 2006), very few studies have explored the impact that culture might have on commitment or vice versa. Similarly, the few studies that have been conducted in this area tend to have a number of limitations. Principally, some studies have explored psychological or organizational climate or used climate as a proxy for culture Although it has been suggested that both organizational culture and organizational commitment are important topics of contemporary organizational significance, there has been little attempt to explore the dynamics of these two concepts by scholars. . The study reported in this paper adopts a three perspective framework (Martin 1992, 2002) to explore the impact of organizational culture on organizational commitment in a context that is renowned to be dynamic and people-centered The study adopts ethnographic methods including in-depth interviews, observation and document analysis. The findings lead to the development of a range of insights into the integrated, Differentiated and fragmented nature of organizational culture and the impact of these on the perception of linkages with organizational commitment.
The paper argues that adopting all three perspectives of culture in the study of culturecommitment linkages in a single organization reveals significant insights into the perceived associations, while at the same time highlighting the problematic nature of such relationships. Organizational culture and performance is likely to be a result of increased commitment, satisfaction, productivity, and quality, all of which are conceptually related to organizational culture. 2. LITERATURE RIVIEW: ORGANIZATIONAL COMMITMENT Organizational commitment as seen by Herscovitch and Meyer (2002) is the degree to which an employee identifies with the goals and values of the organization, and is willing to put in efforts to help the organization to achieve these goals. Muthuveloo and Rose (2005) also see it as the willingness of employees to accept the goals and values of the organization, and to work towards the achievement of these goals. Suffice it to say that a committed member of an organization is the one who has internalized the values and goals of the organization and is willing to participate fully in all that the organization does towards the achievement of its stated goals. Meyer and Allen (1991) identified three types of commitment, namely, affective commitment, normative commitment, and continuance commitment. In the business before us today, however, the commitment of relevance is affective commitment. Affective commitment is: The belief in and acceptance of the organization‟s values and goals. A willingness to focus effort on helping the...
Please join StudyMode to read the full document