A study of organizational culture and commitment in manufacturing organizations
Abstract
Organizational commitment has been linked to different culture types in previous research. It is also well known that higher commitment levels equate to increased retention rates, engaged employees, and profits. The need for this research is because there is very little research on the culture of manufacturing organizations in association with commitment. Therefore, this research disseminated surveys to two manufacturing organizations. The surveys measured organizational culture types (adhocracy, clan, market, and hierarchy) through the use of the Organizational Culture Assessment Instrument (OCAI) and organizational commitment through the use of the Organizational Commitment Questionnaire (OCQ). The results confirmed some of the general beliefs about culture types—adhocracy cultures have more positive influence on commitment than the other culture types. However, there were also some varying findings—market culture had the second strongest influence on commitment. These findings will bring forth future research recommendations in order to determine exactly what aspects of adhocracy and market cultures affect commitment. The rewards are high—higher commitment equates to more profit and higher stocks. This research benefits managers and executives in the manufacturing industry.
Degree
M.S.
Advisors
Crispo, Purdue University.
Subject Area
Organization Theory|Organizational behavior
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