Impact of organizational culture on employee commitment: Mediating role of employee engagement and perceived organizational support

Abstract

Purpose: This study examines the impact of organizational culture on employee commitment in the context of Iran’s challenging job market, characterised by high unemployment rates and job uncertainties. It specifically examines the mediating roles of perceived organizational support and employee engagement in this relationship. Design/methodology/approach: A quantitative research approach was adopted, collecting data from 260 full-time employees of Homa Hotel Group (HHG) in Iran. A mediation analysis using the PROCESS Macro Model was utilized to test the proposed hypothetical model. Findings: The findings reveal a positive relationship between organizational culture and employee commitment. Additionally, the mediation analysis confirms that this relationship is partially mediated by perceived organizational support. Research limitations/implications: While the study offers insights into the Iranian job market, its focus on a single organization limits the generalizability of the findings. Future research could expand this study to other sectors and cultural contexts to enhance understanding of these dynamics. Originality/value: This research contributes to the literature on organizational culture and employee commitment by elucidating the mediating role of perceived organizational support and employee engagement in the Iranian context. Its findings hold both theoretical and practical implications, offering valuable insights for organizations aiming to foster employee commitment amidst challenging economic conditions.

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