Articlediamond2023

Organisational culture and organisational commitment: the moderating effect of self-efficacy

Julius Samuel Opolot · Charles Lagat · Stanley Kipsang · Yonah Katto Muganzi

16 citations0/0 files storedJournal of Humanities and Applied Social Sciences

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Employee Performance and Management Job Satisfaction and Organizational Behavior Organizational Management and Innovation

Abstract

Purpose This study aims at establishing the moderating role of self-efficacy in the relationship between organisational culture (OC) and organisational commitment in the perspective of institutions of higher learning in a developing country. Design/methodology/approach A cross-sectional design was used to obtain quantitative data from 572 academic staff in eight universities. The sample was selected following a simple random technique. The study data were analysed using SPSS version 23. Findings The study findings reveal that OC and self-efficacy influence organisational commitment. Further, self-efficacy moderates the relationship between OC and organisational commitment. Practical implications Universities should foster a culture that emphasises collaboration, open communication, inclusion, equity and staff development to increase organisational commitment. In order to build academic staff self-efficacy, universities should provide opportunities for training and development, mentoring, coaching, continuous performance evaluation, and regular feedback to stimulate academic staff's desire to remain committed to the institution. University administrators should look beyond traditional skills and competencies when recruiting future academic staff as their personal beliefs are essential to accelerating organisational commitment. Originality/value This study extends the current literature in organisational behaviour and provides a comprehensive understanding of the relationship between OC and organisational commitment using the Competing Values Framework. This study was also conducted in a developing country context, which can always lead to different results than studies conducted in developed countries.

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References

2001Social Cognitive Theory: An Agentic Perspective 2011Organizational culture and organizational effectiveness: A meta-analytic investigation of the competing values framework's theoretical suppositions.1981A Competing Values Approach to Organizational Effectiveness 2019The impact of green human resource management practices on sustainable performance in healthcare organisations: A conceptual framework 2016Paradigm lost: Reinvigorating the study of organizational culture 2012Teachers: emotional intelligence, job satisfaction, and organizational commitment 2016Organizational Commitment, Job Satisfaction and Attitudes toward Organizational Change: A Study in the Local Government 2011Affective, normative, and continuance commitment levels across cultures: A meta-analysis

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