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frequency (f)
1. Employees of the company are expected to give first priority to
meeting the needs and demands of their supervisors and other highlevel people in the organization.
2. People who do well in the company tend to be those who know how
to please their supervisors and are able and willing to use power and
politics to get ahead.
(1)Strongly Disagree
Disagree (2)
Power Culture
Agree (3)
EXISTING
Total
WM
VI
36
83
20
140
3.10
Agree
92
40
140
2.69
Agree
11
73
53
140
2.66
Agree
10
93
35
140
2.79
Agree
64
53
22
140
3.29
Agree
86
48
140
2.66
Agree
18
99
23
140
2.96
Agree
69
38
33
140
3.26
Agree
18
86
32
140
2.84
Agree
18
50
71
140
2.61
Agree
18
38
78
140
2.49
Disag
ree
11
95
32
140
2.82
Agree
18
72
41
140
2.71
Agree
16
66
51
140
2.65
Agree
16
85
36
140
2.81
Agree
2.82
Agree
frequency (f)
(1)Strongly Disagree
Disagree (2)
Role Culture
Agree (3)
EXISTING
Total
WM
VI
140
3.52
Strongly Agree
19
140
3.35
Agree
81
26
140
2.99
Agree
60
64
16
140
3.31
Agree
31
95
12
140
3.11
Agree
45
85
140
3.24
Agree
40
73
27
140
3.09
Agree
60
24
53
140
3.01
Agree
30
89
20
140
3.06
Agree
35
80
25
140
3.07
Agree
24
37
77
140
2.59
Agree
27
91
20
140
3.02
Agree
52
78
140
3.28
Agree
26
52
61
140
2.74
Agree
15. New employees in the company need to learn the formal rules and
procedures and to abide by them to stay within the formal boundaries of
their jobs.
25
79
33
140
2.90
Agree
3.09
Agree
81
54
2. People who do well in the company tend to be those who play by the
rules, work within the system, and strive to do things correctly.
68
53
30
Overall
Legend: WM - Weighted Mean, VI - Verbal Interpretation
A.3
Weighted
of the Existing
Organizational Culture
The
Influence
ofMean
Organizational
Culture
on (Achievement
OrganizationalCulture)
Commitment
(1)Strongly Disagree
Disagree (2)
Agree (3)
Achievement Culture
EXISTING
frequency (f)
Total
WM
VI
140
3.38
Agree
21
140
3.05
Agree
84
21
140
3.04
Agree
28
73
39
140
2.92
Agree
57
56
23
140
3.19
Agree
35
82
23
140
3.09
Agree
51
74
14
140
3.25
Agree
74
44
22
140
3.37
Agree
56
67
17
140
3.28
Agree
26
81
31
140
2.94
Agree
31
40
69
140
2.73
Agree
29
84
25
140
3.00
Agree
45
72
23
140
3.16
Agree
26
79
32
140
2.91
Agree
46
68
25
140
3.14
Agree
3.10
Agree
67
59
14
2. People who do well in the company tend to be those who are technically
competent and effective, with a strong commitment to getting the job done.
28
91
32
A.4
Weighted
of the Existing
Organizational Culture (Support Culture)
The
Influence
ofMean
Organizational
Culture
on Organizational Commitment
frequency (f)
1. Employees of the company are expected to give first priority to cooperating with the people with whom they work, to solve work and personal
problems.
2. People who do well in the company tend to be those who build close
working relationships with others by being co-operative, responsive and
caring.
3. The company treats individuals as family or friends who like being
together and who care about and support one another.
(1)Strongly Disagree
Disagree (2)
Support Culture
Agree (3)
EXISTING
Total
WM
VI
82
43
15
140
3.48
Agree
48
68
24
140
3.17
Agree
47
81
11
140
3.24
Agree
38
83
19
140
3.14
Agree
63
59
13
140
3.29
Agree
31
96
12
140
3.12
Agree
66
65
140
3.40
Agree
82
47
11
140
3.51
Agree
59
71
140
3.34
Agree
10. In the company work motivation is primarily the result of people wanting
to help others and develop and maintain satisfying working relationships.
50
72
16
140
3.21
Agree
39
68
33
140
3.04
Agree
12. In the company intergroup and personal conflicts are usually dealt with
by the personal intervention of people at higher level of authority.
34
91
14
140
3.13
Agree
36
72
29
140
3.01
Agree
32
84
23
140
3.05
Agree
42
75
21
140
3.12
Agree
3.22
Agree
(1)Strongly Disagree
Disagree (2)
Organizational Commitment
Agree (3)
Appendix B
The Influence of Organizational Culture
on Organizational Commitment
B.1 Weighted Mean of the Respondents Organizational Commitment
frequency (f)
Affective Commitment
I would be very happy to spend the rest of my career with this
company.
38
86
35
30
21
Continuance Commitment
It would be very hard for me to leave this company right now, even if
I wanted to.
One of the few serious consequences of leaving this company would
be the scarcity of available alternatives.
Too much in my life would be disrupted if I decided I wanted to leave
my organisation now
Total
VI
Agree
10
140
3.09
Agree
80
21
140
2.92
Agree
58
49
140
2.82
Agree
48
50
21
140
2.49
Disagree
2.66
Agree
40
85
140
3.11
Agree
30
63
41
140
2.59
Agree
13
43
54
30
140
2.28
Disagree
2.66
Agree
Normative Commitment
I think that people these days move from organisation to
organisation too often
I was taught to believe in the value of remaining loyal to one
organisation
Jumping from organisation to organisation seems unethical to me
Overall
WM
2.83
10
80
11
39
140
2.44
Disagree
38
79
19
140
2.97
Agree
24
63
24
29
140
2.59
2.72
Agree
Agree
Appendix C
C.1 T Test: Test for Significant Difference on Respondents' Level of Organizational
Commitment When Grouped According to Age
Level of
Organizational
Commitment
Affective
Continuance
Normative
Overall Organizational
Commitment
Age Group
WM
21 - 30 years old
31 - 40 years old
41 - 50 years old
21 - 30 years old
31 - 40 years old
41 - 50 years old
21 - 30 years old
31 - 40 years old
41 - 50 years old
21 - 30 years old
31 - 40 years old
41 - 50 years old
2.83
2.80
3.03
2.62
2.80
2.03
2.72
2.72
1.90
2.73
2.78
2.39
Fcomputed
P-value
(Sig.*)
Decision
Conclusion
0.622
0.538
Do not Reject Ho
(Accept Ho)
No significant
difference
6.349
0.002
Reject Ho
Significant
6.460
0.002
Reject Ho
Significant
2.887
0.059
Do not Reject Ho
(Accept Ho)
No significant
difference
C.2
Test: Testoffor
Significant Difference
TheTInfluence
Organizational
Culture on Respondents' Level of Organizational
Commitment
When Grouped According to Gender
on Organizational
Commitment
Level of Organizational
Commitment
Affective
Continuance
Normative
Overall Organizational
Commitment
Gender
WM
Male
Female
Male
Female
Male
2.91
2.69
2.61
2.75
2.86
Female
Male
Female
2.31
2.80
2.59
tcomputed
P-value
(Sig.*)
Decision
Conclusion
2.214
0.028
Reject Ho
Significant
-1.229
0.221
Do not Reject Ho
(Accept Ho)
No significant
difference
4.566
0.000
Reject Ho
Significant
2.519
0.013
Reject Ho
Significant
Affective
Department
WM
Administrative
Finance
Sales
Production and
Fabrication
3.18
2.80
2.59
Technical and
Sales Support
Continuance
Normative
Overall Organizational
Commitment
2.80
Fcomputed
P-value
(Sig.*)
Decision
Conclusion
4.472
0.002
Reject Ho
Significant
14.379
0.000
Reject Ho
Significant
69.104
0.000
Reject Ho
Significant
26.136
0.000
Reject Ho
Significant
3.25
Administrative
Finance
Sales
Production and
Fabrication
Technical and
Sales Support
3.24
2.73
2.10
Administrative
Finance
Sales
Production and
Fabrication
Technical and
Sales Support
Administrative
Finance
Sales
Production and
Fabrication
Technical and
Sales
2.76
2.50
1.61
2.84
2.21
3.09
3.21
3.07
2.69
2.15
2.90
2.93
Level of Organizational
Commitment
Affective
Continuance
Normative
Overall Organizational
Commitment
2.94
2.76
2.73
3.11
2.83
2.72
2.48
2.82
3.33
2.64
2.46
2.96
3.03
2.71
2.58
2.98
P-value
(Sig.*)
Decision
Conclusion
3.156
0.027
Reject Ho
Significant
2.024
0.113
Do not Reject
Ho (Accept Ho)
No significant
difference
4.361
0.006
Reject Ho
Significant
5.297
0.002
Reject Ho
Significant
Pearson
Correlation
P-value (Sig.)
Decision
Conclusion
Power culture
-.531*
.000
Reject Ho
Role Culture
.062
.466
Do not Reject
Ho
(Accept Ho)
Achievement Culture
.657*
.000
Reject Ho
Support Culture
.548*
.000
Reject Ho
D.2 Pearson r Correlation for the Significant Relationship Between the Companys
Normative Commitment
Variables
Pearson
Correlation
P-value
(Sig.)
Decision
Conclusion
Correlation not Significant
Power culture
-.138
.105
Do not Reject Ho
(Accept Ho)
Role Culture
-.319*
.000
Reject Ho
Achievement Culture
.329*
.000
Reject Ho
Support Culture
.336*
.000
Reject Ho
Pearson
Correlation
P-value
(Sig.)
Decision
Conclusion
Power culture
-.154
.068
Do not Reject Ho
(Accept Ho)
Role Culture
.022
.799
Do not Reject Ho
(Accept Ho)
Achievement Culture
.413*
.000
Reject Ho
Support Culture
.419*
.000
Reject Ho
D.3 Pearson r Correlation for the Significant Relationship Between the Companys
Organizational Culture and Organizational Commitment in terms of Normative
Commitment
D.4 Pearson r Correlation for the Significant Relationship Between the Companys
Organizational Culture and Organizational Commitment in terms of Overall
Organizational Commitment
Overall Organizational Commitment
Variables
Power culture
Role Culture
Pearson
Correlation
-.385*
-.105
P-value
(Sig.)
Decision
Conclusion
.000
Reject Ho
.219
Do not Reject Ho
(Accept Ho)
Achievement Culture
.641*
.000
Reject Ho
Support Culture
.594*
.000
Reject Ho