An Empirical Study on Relationship Between Organizational Culture and Employee Commitment in Manufacturing Companies in India

Abstract

Organization tradition affects the manner in which humans behave in an company. Organization lifestyle may be considered as the particular pattern of shared values, attitudes, rituals, beliefs, norms, expectations, socialization, and assumptions of employees in the employer (Armstrong, 2009; Chatman and Caldwell, 1991; Eldridge and Crumby, 1974; Burnham and Gunter, 1993; Schein, 1992). In Allen and Meyer's (1990) reference, a committed employee stays with the organization despite its favorable or unfavorable circumstances. Organisational culture is pervasive and strong because it either supports or resists organisational change. Employees will either be hooked to the organization or blown away, depending on how you interpret organisational culture. The relationship between organisational culture and employee commitment is investigated empirically utilizing the Cronbach's alpha reliability test, mean, and correlation coefficient. Power, role, achievement and support are the variables on which the tests are made. Through this research, it’s been identified that how that power cultures have greater impact on the commitment of the employee working in manufacturing companies in India.