- Title
- The influence of organisational culture on organisational commitment of employees in the banking industry
- Creator
- Pegram, Carla
- Subject
- Corporate culture -- South Africa -- Eastern Cape
- Subject
- Organizational commitment -- South Africa -- Eastern Cape Employee loyalty -- South Africa -- Eastern Cape Banks and banking -- South Africa -- Eastern Cape
- Date Issued
- 2017
- Date
- 2017
- Type
- Thesis
- Type
- Masters
- Type
- MCom
- Identifier
- http://hdl.handle.net/10948/19684
- Identifier
- vital:28934
- Description
- Given the importance of organisational culture on the success of commercial banks, the prevalence of increased employee turnover rates, as well as the challenges that banks face with regard to preventing the loss of employees to its competitors, this study focused on the influence of selected organisational culture factors on the organisational commitment of banking employees. Against this background, the primary objective of this study was to identify and empirically test the influence of selected organisational culture factors on Organisational commitment of employees in the banking industry in the Eastern Cape. An overview of the literature was provided whereby the nature and importance of organisational commitment and organisational culture were described in the context of the banking industry. From the literature it was evident that the organisational culture of a bank has an influence on the organisational commitment of employees. The literature highlighted Involvement of employees (Empowerment of employees, Team orientation and Capacity development of employees), Adaptability (Creating change, Customer focus and Organisational learning), Consistency (Core values, Coordination and integration and Agreement) and Mission (Vision, Goals and objectives and Strategic direction and intent) as the major factors of organisational culture which influence the organisational culture of a business, in this case a commercial bank. These factors of organisational culture formed the main focus of this study. A positivistic research paradigm and quantitative research methodology were adopted for this study and a descriptive research approach was used. The primary data collection procedures involved selecting the population, the sample, sampling techniques, as well as the sample size. For the purpose of this study, the population consisted of all banking employees of the selected commercial bank within the borders of the Eastern Cape province. The sample size in this study consisted of 700 banking employees. A survey was undertaken and a structured, self-administered questionnaire was used in order to gather the necessary data. The measuring instrument used was based on an existing questionnaire used in previous research. Where necessary the items were reworded to suit this study. A total of 700 questionnaires were distributed, which resulted in 336 usable questionnaires. Thus, an effective response rate of 49.43% was achieved. The reliability of the ordinal scales of the measuring instrument was confirmed by means of the calculation of Cronbach‟s alpha coefficients, whereby coefficients greater than 0.6 were deemed to be reliable. Cronbach‟s alpha coefficients of greater than 0.6 were returned for all the factors measured using ordinal scales, thus satisfactory evidence of reliability were provided. The validity of the ordinal scales of the measuring instrument was confirmed by means of a Confirmatory Factor Analysis (CFA). Items originally intended to measure the constructs under investigation did not all load as expected. One item measuring each of the factors, namely, Empowerment of employees, Creating change, Organisational learning, Agreement, and Coordination and integration, did not load as expected and was thus excluded from further statistical analyses. The operationalisation for these factors was amended accordingly. The items measuring each of the remaining constructs, namely, Organisational commitment, Team orientation, Capacity development of employees, Customer focus, Core values, Vision, Goals and objectives, and Strategic direction and intent, all loaded as expected. The sample data was summarised using descriptive statistics. In addition, t-tests were used to determine whether the differences in mean scores returned by the demographic variable Gender and the independent and dependent variables under investigation, were significantly different from each other. Pearson‟s Product Moment Correlations coefficients were used to assess the associations between the variables under investigation. A Multiple Regression Analysis (MRA) was undertaken to measure the relationships between the independent variable and the dependent variables investigated in this study. Lastly, the relationships between the demographic variables and the dependent and independent variables were tested by means of an Analysis of Variance (ANOVA). The dependent variable Organisational commitment returned a mean score of 6.11, with the majority of banking employees agreeing that they are highly committed to the bank and feel a strong personal connection towards the bank, would recommend working at this bank to others, would find it difficult to leave and would continue to work for the bank out of choice rather than necessity. The independent variables investigated returned mean scores of between 6.05 (Coordination and integration) and 6.32 (Strategic direction and intent) with most respondents agreeing that the conditions or relationships investigated existed within the bank in which they worked. The results of the MRA reported significant positive linear relationships between Empowerment of employees, Capacity development of employees, Coordination and integration and Strategic direction and intent, and the dependent variable Organisational commitment. Furthermore, a significant negative linear relationship between Core values and the dependent variable Organisational commitment were reported. No significant linear relationships emerged between the remaining independent variables, namely, Team orientation, Creating change, Customer focus, Organisational learning, Agreement, Vision and Goals objectives, and the dependent variable Organisational commitment. The results of the ANOVA reported various significant relationships between the demographic variables and the dependent and independent variables investigated in the study. Based on the findings of this study, numerous recommendations were proposed to assist managers of banks to ultimately improve the organisational commitment of employees by adopting and encouraging certain behaviours in terms of the organisational culture of the bank. The findings of this study showed that by focusing on Empowerment of employees, Capacity development of employees, Coordination and integration and Strategic direction and intent, banks can enhance the organisational commitment of their employees. It is hoped that the findings of this study will provide bank managers with practical suggestions on how to use these organisational culture factors to improve organisational commitment among employees, and that the suggestions for future research will inspire future researchers to continue investigating the organisational culture factors in banks.
- Format
- xxi, 273 leaves
- Format
- Publisher
- Nelson Mandela University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela University
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NMU School of Industrial Psychology and Human Resources
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