Relationship Between Organizational

Culture, Employee Satisfaction, and

Organizational Commitment

Gaurvi Singh, Naveen Kumar Gupta, Rakshita Singh, Shayon

Burman
Department of Commerce, Delhi School of Economics

Abstract:
This research paper investigates the intricate relationship between organizational
culture, employee satisfaction, and organizational commitment in the context of the
modern workplace, characterized by constant change and challenges. Through an
extensive literature review, it highlights the pivotal role of nurturing a positive
organizational culture in enhancing both employee satisfaction and commitment,
while also addressing the importance of employee engagement and adaptability to
change. Additionally, the study discusses the impact of employee experience and
cynicism on employee attitudes and introduces new research findings that provide
fresh insights into this complex relationship. Overall, it offers practical implications for
managing and enhancing organizational culture in contemporary organizations.

Introduction:
Organizational culture, similar to a firm's personality, impacts the collective behaviors
and actions of both the company as a whole and its individual employees in pursuit
of strategic and personal goals (Stachová, 2013). It influences the conscious and
subconscious parts of individuals, enhancing their connection to work and regulating
interpersonal dynamics among employees (Kachaáková, 2010). This intangible force
includes important beliefs, values, and standards and is reflected in symbols and
artifacts resulting from successful problem-solving inside a company (Ambál &
Hoghová, 2008). Organizations, which are fundamental to society, gradually evolve
unique organizational cultures over time. The main goal of this culture is to foster
harmony and cohesiveness and ignite employee excitement and innovation,
ultimately improving the business's economic efficiency (Tianya, 2015). Each
business has a distinctive personality that defines its neighborhood. Once the
organizational structure is established, this invisible but powerful force impacts how
people behave within the organization, making appropriate behavior second nature
for all of its participants (Citeman, 2008).
In an environment marked by economic instability and social change, global
competitiveness necessitates the prudent use of people-oriented resources
(Rugman et al., 2012). According to Albert et al. (2000), structural and institutional
approaches to organizations are becoming increasingly dependent on the
commitment and conviction of their members. The discussion of organizational
culture has been characterized in a variety of ways. According to Kilman et al.
(1985), it has "something to do with the people and unique quality and style of the
organization" or it is the "expressive non-rational qualities of an organization."
Pettigrew (1979), who presented anthropological concepts and illustrated how they
could be used in organizational analysis, marked the beginning of the formal study of
organizational culture. The idea has been improved upon by later scholars, such as
Denison and Mishra (1995), Schein (1985a, b), Siehl and Martin (1988, 1990), and
Wallach (1983). Chatman and Jehn (1994), Denison and Mishra (1995), and Kotter
and Heskett (1992) have all explicitly used culture as a variable for research
purposes, contributing to the discipline of culture-performance studies.

Using rigorous methods, Denison and Mishra (1995) established a substantial

relationship between cultural strength and short-term financial performance, while
Kotter and Heskett (1992) refined the culture-performance paradigm. Culture acts as
the glue that holds varied people together (Smircich and Morgan, 1982; Smircich,
1983; Wilkins and Ouchi, 1980). Culture, according to Vygotski (1978), operates as a
bridge between individual and communal behavior, emphasizing that organizational
culture is embodied in people but shared collectively (Leonte v. 1978; Vygotski,
1978; Valler, 2003; Miettinen and Virkunnen, 2005). Established organizational
cultures are supposed to generate inertia, support social structures, and foster unity
(Schein, 1985; Young, 1989; Borum and Pedersen, 1992). However, not all
organizational cultures demonstrate the expected amount of coherence. Harris and
Ogbonna (1998) have linked cultural influences to an aversion to change while also
acknowledging the function of subcultures in translating culture into changing values.
Elwing (2005) found that a communicative culture and a sense of belonging to a
group influence preparedness for change.
Although organizational culture has been the subject of much discussion, there is still
much opportunity for improvement in this area, particularly in relation to how it
interacts with organizational networks.

Literature Review:
Many researchers have conducted research works on different aspects of
Relationship Between Organisational Culture, Employee Satisfaction, and
Organisational Commitment . Several important empirical research findings
have been taken into consideration.
Importance of Organisation’s culture

An organization's emphasis on the group culture domain will positively correlate with
organizational effectiveness. Organizations that value teamwork, cohesion, and
employee involvement will tend to outperform organizations that do not focus on
these values. (Brian T. Gregory, Stanley G. Harris, Achilles A. Armenakis,
Christopher L. Shook 2008). The findings suggest that culture impacts employee
attitudes and that those attitudes have an influence on organizational outcomes
(Brian T. Gregory, Stanley G. Harris, Achilles A. Armenakis, Christopher L. Shook
2008). Organizational culture has been identified as a major driver behind employee
longevity (Desselle, Raja, Andrews, & Lui, 2018).

A positive organizational culture plays a crucial role in fostering employee

engagement. Positive workplace relationships, employee involvement in
decision-making, and opportunities for growth and development all contribute to
increased engagement (Sirisetti, 2012). Additionally, job resources and
organizational support are associated with higher levels of both job and
organizational engagement (Schaufeli & Bakker, 2004; Saks, 2006).Positive
Organizational Behaviour (Positive OB) applies principles from positive psychology
to the workplace (Luthans, 2002). Organizations with a positive culture focus on
rewarding employees and creating an environment for their growth and development
(Robbins and Judge, 2012). Supportive organizational cultures reduce negative
work-life spillover, attract valuable employees, and buffer the impact of negative
news, especially during change processes (Sok et al., 2014; French and Holden,
2012).

Kachaňáková and Stachová's research in 2014, focusing on Slovak organizations,

reveals that while organizations acknowledge the significance of organizational
culture, a minority have a documented strategy for it. This suggests that many
organizations may not fully harness the potential of culture in promoting employee
satisfaction and commitment. A well-defined and supportive culture can contribute to
higher levels of employee satisfaction and commitment (Kachaňáková & Stachová,
2014). Lee & Yu (2004), investigates the link between culture and performance in
Singaporean companies, highlights the adaptability of culture and its potential role as
a competitive advantage source. It emphasises that specific cultural elements may
have a more significant impact on performance than overall cultural strength. This
suggests that organizations can strategically shape their culture to enhance
employee satisfaction and commitment, aligning it with performance goals
Rasak Bamidele (2020), underscores the evolving nature of organizational culture,
shaped by internal and external challenges. It emphasises the importance of
understanding and considering organizational culture when improving organizations
and HR policies, as it influences behavior and fosters unity. The paper notes that
organizational culture acts as the "social glue" and highlights that its suitability
depends on alignment with the organization's needs, rather than one culture being
inherently better than another.

In a study by Miller and Xiao (2007), culture played a central role in building
resilience during high-trauma patient cases, simplifying workflows, and aiding
decision-making. New technology, such as printed graphs and whiteboards,
supported social interaction among staff. Gauthereau (2004) demonstrated how
cultures in hospital wards can enhance patient safety by fostering flexibility and
adapting care processes to local situations. Cultural variables also play a role in
organizational development and the adoption of new behaviors. They are
strategically important during periods of change (Pfeffer, 1981).

Carlström and Ekman (2004) ,discusses the complexity of organizational culture and
its contested nature, emphasizing the challenges in defining and understanding it.
While some scholars view culture as a tool for comprehending organizational life, the
paper argues for recognizing culture as a variable influencing organizational
behavior. It reveals diverse organizational cultures in security networks, with
interviewees acknowledging the gradual nature of intentional cultural change. The
study emphasises the significance of structural and relational properties in shaping
culture

Change in organisation culture:

Today's work environment is marked by constant large-scale change, driven by

factors like international competition, workforce diversity, complex work
environments, and shareholder demands (Lawler, 1986; Pettigrew, Woodman, &
Cameron, 2001; Robinson and Griffiths, 2005). However, these changes often face
resistance from individuals within organizations (Marks, 2006). Managing these
transitions effectively is crucial for organizations to achieve their strategic and
financial goals (Robinson and Griffiths, 2005). Individual adaptability plays a pivotal
role in the success of organizational change initiatives (Bartunek, Rousseau,
Rudolph, & DePalma, 2006; Parent, Sullivan, Hardway & Butterfield, 2012).
Research has consistently shown that change can be emotionally challenging for
employees (Amiot, Terry, Jimmieson, & Callan, 2006; Ashford, 1988; Burke, 1988;
Callan, Terry & Schweitzer, 1994; Kanter, 1983). Understanding and promoting
individual adaptability is essential for managers.

Additionally, the existence of subcultures within organizations has gained attention.

Rather than assuming a single, unitary culture, contemporary theorists recognize the
presence of multiple subcultures within an organization (Pettigrew, 1979; Morgan,
1986; Sackmann, 1992). Subcultures can be orthogonal (accepting dominant values
but holding individual values), enhancing (different and often stronger than the
dominant culture), or counter-cultures (conflicting with the dominant culture) (Siehl
and Martin, 1984).
In their study, "The Negative Consequences of Culture Change Management," the
authors delve into the challenges encountered by the UK ambulance service as it
sought to integrate into the broader healthcare system, primarily due to confusion
surrounding core values and mission alignment. Their key policy and practice
implications revolve around the need for a comprehensive evaluation of culture
change initiatives, extending beyond just measuring intended objectives to
encompass documenting unintended consequences throughout all stages of change
programs. Additionally, the authors stress the importance of fostering realistic
expectations concerning cultural change outcomes, including the recognition of
potential negative effects, as this is crucial for informed decision-making and
effective change management. Furthermore, the study's findings offer valuable
insights into performance measurement challenges within complex environments like
the NHS by highlighting the significance of understanding and addressing
sub-cultures with varying perceptions, values, and practices, a consideration that is
pivotal for successful culture change initiatives not only within the English ambulance
service but also in other ambulance trusts and healthcare organizations within the
UK and internationally.

Alma Whiteley( 2013), study leveraged a corporate culture change initiative to gain
insights into analysing corporate culture change and recognizing employees' agency
in workplace learning. It offers theoretical implications and highlights the active role
employees play in interpreting and reconstituting managerial messages. The concept
of "adaptive culture structuration" emerges as a potential area for future research
and practice, emphasizing the need for negotiated practice within a negotiated
learning space for sustainable cultural change(Bertelsen, 2000).

Martin (1992) presents three perspectives on how organizational cultures can

support change. The integration perspective aligns with the conventional view of
culture promoting strong consensus and maintaining social structures. On the other
hand, the differentiation and fragmentation perspectives depict culture as a collection
of subcultures with contradictions and ambiguity. Such diverse cultures can
contribute to conflicts but also enhance communication and collaboration (Hatch,
1993). Public healthcare settings often exhibit a variety of organizational cultures,
which can either foster conservatism and inertia or improve communication and
coordination (Berlin and Carlström, 2008). Cultural artifacts have been shown to play
a role in enhancing safety and promoting change. For example, integrative cultural
components have facilitated collaboration in hospital teams (Xiao et al., 2001, 2004).
Firth-Cozens (2001) suggests that a supportive team culture is a potent factor in
facilitating change among different professions.
Sinclair (1991) underscores that while there may not be a perfect model for
managing organizational change, cultures can have various, sometimes positive,
influences on organizations. For instance, a study on the implementation of an
electronic medical record system found that a cooperative culture, when coupled
with consensus-building leadership, led to effective decisions (Scott et al., 2005).
Erez and Gati (2004) also highlight that different levels of cultures interact
dynamically during change processes.

In "Organizational Culture and Change: Implementing Person-Centered Care" by

Carlström and Ekman, the study underscores the role of organizational culture in
healthcare change. A human resource-focused culture with a tolerance for mistakes
and flat hierarchies reduces resistance to change. Cooperative and supportive
cultures are crucial for successful change, and understanding ward-specific cultures
informs project planning. The study highlights the potential for transformative
healthcare change by aligning culture with patient-centered care goals.

Many models for managing organizational culture emphasize organizational change

and behavioral modification. These models suggest that by changing behavior and
visible manifestations, changes in values and basic assumptions can be achieved
(Silverzweig and Allen, 1976; Kilmann, 1982). However, critics argue that such
models only focus on managing behavior, not culture itself (Ogbonna, 1993).

A study examines how employee experience influences reactions to organizational

change, revealing that while some experienced employees develop effective change
coping capabilities, others react passively. It contributes by emphasizing the
significance of experience in understanding change reactions and distinguishing
between the level and type of experience. Additionally, it identifies employee-level
change capabilities and suggests that change managers should tailor their
approaches based on employees' experiences, particularly in organizations with a
history of change, while considering the general applicability of these capabilities
across various change initiatives and contexts for future research. (Pettigrew, 1979;
Morgan, 1986; Sackmann, 1992).

Adapting to Organization culture

The literature on managing organizational culture has evolved in various traditions.

Some scholars question the assumption that organizational culture can be managed,
raising doubts about the success of attempts to control culture, which they argue is
deeply ingrained in human cognition (Krefting and Frost, 1985; Gagliardi,
1986).cAnother group of researchers believed that culture can be managed, with two
streams of research emerging. The first accepts culture management as a feasible
activity that can be manipulated by executives, while the second argues that culture
can only be manipulated under certain organizational conditions (Lloyd C. Harris and
Emmanuel Ogbonna, Cardiff Business School).

Managers can frame employees' reactions to change in adaptability terms to

facilitate positive change. While some adaptability factors are related to stable
personality characteristics, many are influenced by the organization (Parent, et al.,
2012). Studies have shown that participation, role clarity, and optimism are strong
predictors of adaptability (Parent, et al., 2012), and organizations can influence these
factors.

Organizational scholars have long recognized the importance of culture in shaping

individual, group, and organizational success. By contrast, we propose that people
can exhibit increases or decreases in cultural fit throughout their tenures in an
organization. The study analyses 10.24 million internal emails from a midsized
technology firm to trace employees' enculturation trajectories. The findings reveal
that rapid early cultural adaptation reduces the risk of involuntary exit, while a decline
in cultural fit for previously enculturated individuals predicts voluntary departure. The
study highlights the significance of continuous cultivation of cultural compatibility
within organizations and emphasises the importance of enculturation trajectories in
understanding integration and attainment. The research suggests that variability in
cultural adaptability significantly impacts individual outcomes and organizational
effectiveness. (Sameer B. Srivastava, Amir Goldberg, V. Govind Manian, Christopher
Potts 2017) This is a critical, yet often neglected aspect especially in case of the
adaptation of new employees. The paper underscores the significance of this
process and the roles of those responsible. Despite its importance, new employee
adaptation receives less attention compared to other HR areas. However, a
structured adaptation contributes to quicker performance attainment and fosters
positive attitudes, ultimately enhancing employee satisfaction and engagement. (
Jaroslav NEKORANEC, Lenka NAGYOVÁ 2014). Thus, we can expect that the
relationship between employees and the adaptation of organizational culture
positively influences employee performance (Ngo & Loi, 2008). Empirically, research
by Ngo and Loi (2008) and Ben-Roy et al. (2016) revealed that simultaneously the
dimension of human resource flexibility has a positive and significant relationship to
cultural adaptation.

Carver and Scheier's model of adaptive responses to trauma, although initially

developed for health-related situations, can be applied to organizational change
(Carver, 1998; Scheier and Carver, 1992). They suggest four potential responses to
change: succumb, survive with impairment, be resilient, or thrive. Organizations aim
to foster thriving individuals who emerge from change events with new skills and
abilities (Carver, 1998; O’Leary and Ickovics, 1995).

Some scholars, sceptical of culture's manageability, contend that organizational

culture is deeply embedded in the subconscious and not susceptible to conscious
manipulation by management. They argue that values, which constitute culture, are
intertwined at the deepest level of human cognition and are resistant to change
(Gagliardi, 1986). Attempts to manage culture may even lead to unintended
consequences (Alvesson and Melin, 1987; Ackroyd and Crowdy, 1990).

However, a middle ground exists between these extreme views. Some researchers
argue that culture can be manipulated, but only under specific environmental
conditions such as crisis, leadership turnover, and organizational formation. During
these periods of transformation, organizations have opportunities to manipulate
culture (Martin, 1985; Robbins, 1987). Nevertheless, even under these conditions,
the existence of a strong culture and subcultures can make culture management
more challenging (Robbins, 1987). The concept of cultural strength is also essential
in understanding organizational culture. Cultural strength refers to the extent to
which values are consistent and cohesive across an organization. Stronger cultures
are more resistant to change (Deal and Kennedy, 1982; Sathe, 1983; Schall, 1983;
Weick, 1985; DiTomaso, 1987).

In summary, the literature on managing culture presents three main viewpoints:

culture can be managed, culture cannot be managed, or culture can be manipulated
under specific conditions. The relative strength of cultures and the existence of
subcultures are key factors in understanding and managing organizational culture.
These concepts are vital for analysing how employees respond to efforts to change
organizational culture

Employee cynicism and organizational culture, employee

satisfaction, and organizational commitment:

David J. Stanley (2005) discusses the concept of cynicism and its potential
relevance to the relationship between organizational culture, employee satisfaction,
and organizational commitment. Cynicism, as defined in the study, is characterized
by disbelief in the motives of others, including management. This finding suggests
that cynicism could be a factor influencing employee satisfaction and organizational
commitment within an organization.

The study distinguishes between cynicism and skepticism, emphasizing that

skepticism relates to doubts about the viability of change, while cynicism pertains to
doubts about motives. These distinctions can be valuable when assessing how
organizational culture affects employee attitudes. A culture that fosters cynicism,
particularly toward management, may lead to lower employee satisfaction and
weaker organizational commitment.

Furthermore, the study addresses the relationship between cynicism and resistance
to organizational change. Cynicism, especially change-specific cynicism, is found to
be related to employees' intention to resist or their actual resistance to change
initiatives. This suggests that a negative organizational culture or perceived insincere
motives within the organization can contribute to cynicism, which in turn can hinder
employee commitment and satisfaction.

This research underscores the importance of addressing cynicism as a potential

negative influence. Organizations should aim to cultivate a positive culture, build
trust, and communicate transparently to minimize cynicism, enhance employee
satisfaction, and foster stronger organizational commitment. Further research in this
area can provide insights into how specific aspects of organizational culture
influence these employee attitudes.

Organisation culture and employee satisfaction

Employee attitudes will mediate the relationship between organizational culture and
effectiveness (Brian T. Gregory, Stanley G. Harris, Achilles A. Armenakis,
Christopher L. Shook 2008), and these attitudes are directly related to the
satisfaction he has from his job. Research, however, has revealed that job
satisfaction is a multidimensional phenomenon, influenced by several internal and
external factors, like the individual’s values, principles, personality and expectations
and the job’s nature, the opportunities provided etc. (Davies et al., 2006). In many
cases there is a significant difference between an organizations’ culture and the
culture preferred by its employees. This fact should be taken into consideration, as
many researches have revealed that it is likely to lead to decrease in job
performance and increase job dissatisfaction and job burnout (Dimitrios Belias,
Athanasios Koustelios 2014).

John E. Sheridan's research in 1992 highlights the profound influence of

organizational culture on employee behaviour and retention rates. It challenges the
conventional belief that person-organization fit and individual commitment are the
primary drivers of retention. Organizations that emphasise interpersonal
relationships within their cultural values tend to retain employees for longer periods.
This underscores the importance of a positive organizational culture in fostering
employee satisfaction and commitment (Sheridan, 1992).

Sarantuya Jigjiddorj's study in 2020 further confirms the positive link between
organizational culture and employee satisfaction and commitment. It emphasises the
role of organizational culture in effective human resources management and shaping
an organization's distinct identity and behaviour. A culture that promotes cooperation,
support, and a sense of belonging can significantly enhance employee satisfaction
and commitment (Jigjiddorj, 2020).

Employee engagement can be divided into two main areas: job engagement and
organizational engagement. Job engagement pertains to an individual's emotional
and cognitive focus on work-related goals, while organizational engagement is an
individual's involvement, satisfaction, and enthusiasm regarding their workplace
(Harter, Schmidt & Hayes, 2002).Employee engagement is a crucial aspect of
organizational success, benefiting both employees and the organization itself.
Engaged employees are proactive contributors who utilise their talents, build
productive relationships, and consistently perform at high levels. They play a
significant role in driving innovation and moving the organization forward (Van Allen,
2013).Furthermore, employee emotional competence, which involves recognizing
and regulating emotions in oneself and others, has a positive impact on customer
experiences and satisfaction. Studies have shown that emotionally competent
employees lead to more positive customer experiences and service (Giardini &
Frese, 2008; Menguc et al., 2013).

Odom et al. (1990) investigated the relationships between organizational culture and
three elements of employee behavior, namely, commitment, work-group cohesion,
and job satisfaction. He concluded that the bureaucratic culture, which dominated
their sample of transportation organizations, was not the culture most conducive to
the creation of employee commitment, job satisfaction, and work-group cohesion.
Nystrom (1993) investigating health care organizations, found that employees in
strong cultures tend to express greater organizational commitment as well as higher
job satisfaction. Social exchange theory suggests that when employees perceive that
the organization helps them in some way, such as by providing care and support for
their family life, they will reciprocate with positive attitudes and behaviors (Blau,
1964). Consistent with social exchange theory, research demonstrates that one way
employees reciprocate their belief that their organization is supportive of their family
is by forming a stronger attachment to the organization (Allen, 2001; Odle-Dusseau,
Britt, & Greene-Shortridge, 2012; Tang, Siu, & Cheung, 2014). Pool (2000) examined
the relationship between organisational culture and job stressors. He found that
executives working in a constructive culture reduced the role of stressors in their
working environment.

Soomro in his research results found a positive and significant impact of

organizational commitment, job satisfaction and organizational culture on employee’s
performance. His findings reflect the dedication of employees to making
organizations successful, and the high organizational commitment among the
respondents shows the creativity and steadiness makes an organization a profitable
and prosperous one. The satisfaction of the respondents enhances job performance
as well as the size of the company. Among such employees the chances of a high
turnover are reduced (Bahadur Ali Soomro & Naimatullah Shah 2019). leadership in
the form of leadership.

Employee Satisfaction and Commitment

According to Meyer and Allen (1997), a committed employee is the one who stays
with the organisation through thick and thin, attends work regularly, puts in a full day
(and maybe more), protects company’s assets, shares company goals and others.
Thus, having a committed workforce would be an added advantage to an
organisation. Bulent Aydin in his research in 2009 says there is significant correlation
between organizational culture and employee satisfaction Employee satisfaction has
positive significant correlations with organizational culture and spiritual leadership in
metalworking firms (Bulent Aydin & Adnan Ceylan 2009).

A satisfaction-to-commitment model assumes that satisfaction is a cause of

commitment (Lincoln & Kalleberg, 1990). Job satisfaction positively relates to
organizational commitment (A K M Mominul Haque Talukder 2019). Organisational
commitment has been studied from various theoretical perspectives, particularly in
organisational behaviour. For example, organisational commitment was found to be
related to job performance, turnover (Mowday et al., 1982; Gregson, 1992), prosocial
behavior (O’Reilly and Chatman, 1986) and positively associated with motivation and
involvement (Farrell and Rusbult, 1981). Poznanski and Bline (1997) described
organisational commitment and job satisfaction as the antecedents of turnover
intentions. Dima H. Aranki 2019 through his research along with Taghrid S. Suifan
and Rateb J. Sweis, proves there is statistically significant relationship between
organizational culture and organizational commitment. Corporate culture is a
significant tool for improving organizational commitment, and the better the
adjustment between stated and perceived values, the better the organizational
commitment (Brewer & Clippard, 2002).

(Gallup, 2006; Dow Jones Business News, 2007; Singh, 2013). Brewer and Clippard
(2002) discussed that organizational culture is a significant tool for improving
organizational commitment. Previous research findings support that there is a
relationship between organizational culture and organisational commitment. In
addition, enough evidence has been provided by the research to support this
relationship.Therefore, organisations that attempt to improve their employees’
commitment need to make extra effort to build a strong organisational culture (Dima
H. Aranki 2013). For certain types of corporate culture, certain types of
organisational commitment models are appropriate in the organisational setting than
others. In other words, there is a match or compatibility between the type of
organisational culture and type of organisational commitment required to motivate
the employees in an organisation. Thus, in order to motivate the employees, it may
be necessary to determine the cultural type first, and then prescribe the appropriate
commitment type to be emphasised in an organisation. For example, in the
consensual culture, top managers need to emphasize the affective commitment in
developing their key personnel so that they could perform effectively in their
managerial work or organisational work setting (Md. Zabid Abdul Rashid, Murali
Sambasivan and Juliana Johari 2003). Abdul Rashid’s research also underscores
that corporate culture and organisational commitment significantly influence
performance, potentially leading to superior outcomes. Managers can benefit by first
assessing their organisation's prevailing culture, recognizing its strengths and
weaknesses. They should then aim to cultivate cultures that align better with both
employees and the organisational context. Additionally, managers should
strategically match individuals to the organisational culture and subsequently
motivate them with the suitable level of commitment to foster enhanced
performance. For instance, in cases of a bureaucratic culture, altering the culture
and aligning commitment appropriately becomes crucial for managerial success.

Maartje PAAIS says employees are valuable assets that must be maintained by
companies or organizations because they are the spearhead of the production
process. The composition of motivation as a driving factor in improving employee
performance and satisfaction is inseparable from the role of leadership to change the
organizational atmosphere to be more optimal and professional (Maartje PAAIS,
Jozef R. PATTIRUHU 2020)

Benefits of Commitment

Several studies highlight the benefits of employee commitment. For instance, a study
of nearly 50,000 businesses across 34 countries found that organizations with higher
employee engagement had significantly greater odds of success. Companies in the
99th percentile of engagement had four times the success rate compared to those in
the bottom half (Van Allen, 2013). Moreover, top-quartile units reported lower
absenteeism, turnover, shrinkage, safety incidents, and higher customer metrics,
productivity, and profitability. Examples from companies like Standard Chartered
Bank, Marks & Spencer, and JCPenney demonstrate that highly engaged employees
lead to higher returns, increased sales, and greater operating income. Research by
Gallup reported in the Harvard Business Review indicates that, on average, only
about 30 percent of employees in any company are actively engaged, while
approximately 20 percent are actively disengaged (Sanford, 2002). Imagine the
potential organizational outcomes if 100 percent of the workforce were actively
engaged. It has been estimated that low employee engagement costs the US
economy approximately $370 billion per year (Moreland, 2013). Shim et al. (2015)
showed that officers committed to group culture are more committed to their
organizations. Messner (2013) also suggested that there is a positive relationship
between organizational culture and organizational commitment, and it also
recommended designing a corporate culture change strategy in order to increase
organizational commitment.

Methodology:

Research Design

Data Collection

Inclusion Criteria

Exclusion Criteria

Data Screening and Selection

Literature Review

Conclusion
Research Design:This study employed a systematic literature review approach to
gather and analyze relevant research papers, journals, and articles.The systematic
review method allows for a comprehensive synthesis of existing literature on the
subject. The systematic literature review methodology ensures the validity and
reliability of the findings by following a structured and transparent process.
This approach minimizes bias and enhances the credibility of the research.

Data Collection: Extensive online searches were conducted using academic

databases and search engines such as Google Scholar, ResearchGate, and
specialized academic journals' websites. Keywords and search strings included
terms related to "organizational culture," "employee satisfaction," and "organizational
commitment."

Inclusion Criteria: Initial search results were screened based on relevance to the
research topic. Only peer-reviewed articles, journals, and research papers written in
English were considered. Studies that provided insights into the relationship between
organizational culture, employee satisfaction, and organizational commitment were
included.

Exclusion Criteria: Articles that did not address the research topic or lacked
relevant data were excluded. Duplicate publications were removed to ensure the
uniqueness of the selected papers.

Data Screening and Selection: Approximately 70 papers were identified during the
initial search. After applying inclusion and exclusion criteria, approximately 60 papers
were shortlisted for the literature review.

Literature Review: The selected papers were thoroughly reviewed and analyzed to
extract key findings, methodologies, and conclusions.An emphasis was placed on
identifying trends, patterns, and inconsistencies in the literature. The findings from
the selected papers were synthesized to identify common themes, relationships, and
factors that emerged regarding the interplay between organizational culture,
employee satisfaction, and organizational commitment.

Conclusions: The findings from the literature review were used to draw relevant
conclusions about the relationship between organizational culture, employee
satisfaction, and organizational commitment.

Limitations:
Possible limitations of this study include the reliance on existing literature and the
potential for publication bias. The study's generalizability is also subject to the quality
and diversity of the selected papers.
Key Findings

Importance of Organizational Culture:

● Positive organizational culture is associated with higher levels of employee

engagement, satisfaction, and commitment. Organizations that value
teamwork, cohesion, and employee involvement tend to outperform those that
do not focus on these values.
● Organizational culture has a significant impact on employee attitudes and
influences organizational outcomes.
● Supportive organizational cultures reduce negative work-life spillover, attract
valuable employees, and buffer the impact of negative news during change
processes.
● Organizational culture can be influenced and manipulated under specific
conditions, such as during times of crisis, leadership turnover, and
organizational formation.

Change in Organizational Culture:

● Managing transitions and change effectively is crucial for organizations to
achieve their strategic goals. Individual adaptability plays a pivotal role in the
success of organizational change initiatives.
● Subcultures within organizations exist and can either enhance or conflict with
the dominant culture, affecting the change process.
● Cultural strength and subcultures are key factors in understanding and
managing organizational culture.

Employee Cynicism and Organizational Culture:

● Cynicism, characterized by disbelief in the motives of others, can influence
employee satisfaction and organizational commitment. A culture fostering
cynicism, particularly toward management, may lead to lower satisfaction and
commitment.

Employee Satisfaction and Commitment:

● Employee satisfaction is influenced by various internal and external factors,
including organizational culture. Mismatch between organizational and
employee culture preferences can lead to decreased job performance and
increased dissatisfaction.
● Organizational culture has a positive impact on employee satisfaction,
commitment, and retention rates. Cultures that emphasize interpersonal
relationships tend to retain employees for longer periods.

Employee Engagement:
 ● Employee engagement is crucial for organizational success, benefiting both
employees and the organization itself. Engaged employees contribute
proactively, build productive relationships, and consistently perform at high
levels.
● Organizations with higher employee engagement have significantly greater
odds of success, with lower absenteeism, turnover, and higher productivity
and profitability.

Benefits of Commitment:
● High levels of employee commitment lead to several benefits, including
increased organizational success, lower absenteeism and turnover, and
higher customer metrics, productivity, and profitability.
● Employee engagement and commitment are essential for achieving
organizational goals and economic success.

Recommendations
Based on the extensive literature review provided on the relationship between
organizational culture, employee satisfaction, and organizational commitment, here
are some recommendations for organizations and researchers:

Cultivate a Positive Organizational Culture: Organizations should strive to

develop and maintain a positive organizational culture that promotes values such as
teamwork, cooperation, employee involvement, and support. Such a culture has
been shown to lead to higher levels of employee satisfaction and commitment.

Align Organizational Culture with Goals: Recognize that specific cultural elements
can have a more significant impact on performance and employee satisfaction than
overall cultural strength. Therefore, organizations should strategically shape their
culture to align with their performance goals.

Understand the Evolving Nature of Organizational Culture: Organizational

culture is not static; it evolves over time due to internal and external challenges.
Organizations should continuously assess and adapt their culture to remain relevant
and supportive of employee satisfaction and commitment.

Manage Change Effectively: Given the constant changes in today's work

environment, organizations must effectively manage change initiatives. Recognize
that individual adaptability plays a crucial role in change success, and consider
tailoring change management approaches based on employees' experience levels.
Recognize Subcultures: Acknowledge the presence of subcultures within your
organization and understand their impact on overall culture and employee attitudes.
Subcultures can either enhance or hinder organizational goals, so it's essential to
manage them effectively.

Address Cynicism: Be aware of cynicism within your organization, particularly

cynicism towards management. Take steps to build trust, communicate transparently,
and foster a positive culture to minimize cynicism and enhance employee
satisfaction and commitment.

Encourage Employee Engagement: Employee engagement is a critical factor in

organizational success. Create opportunities for employees to be actively engaged in
their work, involve them in decision-making, and provide support and growth
opportunities.

Consider Cultural Fit: Recognize that there may be a disconnect between the
organization's culture and employees' preferred culture. Address this misalignment
to prevent decreases in job performance and increases in job dissatisfaction.

Measure and Evaluate Culture Change: When implementing culture change

initiatives, conduct a comprehensive evaluation, including measuring unintended
consequences. Foster realistic expectations about the outcomes of cultural change
efforts.

Match Culture and Commitment: Consider the type of organizational culture and
its compatibility with the type of organizational commitment required. Match
individuals to the culture and commitment level that aligns best with both employees
and the organizational context.

Leadership's Role: Leadership plays a crucial role in shaping and maintaining

organizational culture. Ensure that leaders promote a positive culture, support
employees, and lead by example in embracing the desired cultural values.

Benefits of Commitment: Recognize the significant benefits of employee

commitment, including increased productivity, lower turnover, and higher customer
satisfaction. Invest in initiatives that enhance commitment, such as building a
positive culture and effective leadership.

Continuous Monitoring: Regularly monitor employee satisfaction and commitment

through surveys, feedback mechanisms, and performance metrics. Use this data to
make informed decisions and adjustments to improve workplace culture.

Research and Development: Encourage ongoing research on the relationship

between organizational culture, employee satisfaction, and organizational
commitment. This will help organizations stay informed about best practices and
emerging trends in this area.

Training and Development: Provide training and development programs to help

employees adapt to the organization's culture and changes effectively. Invest in
programs that enhance adaptability, communication, and interpersonal skills.

Conclusion :
The literature review delves into the intricate relationship between organizational
culture, employee satisfaction, and organizational commitment, offering valuable
insights into the dynamics that shape modern workplaces. It becomes evident that
organizational culture serves as a pivotal driver, with its influence extending far
beyond traditional boundaries. Research consistently underscores the significance of
a positive organizational culture that values teamwork, transparency, and employee
growth opportunities, as it correlates with higher levels of employee satisfaction and
commitment. This alignment between culture and employee attitudes underscores
the central role of leadership practices in fostering these desirable attributes.

Leadership emerges as a crucial determinant in shaping and maintaining the

organizational culture. Leaders who champion the values and principles of the
desired culture are more likely to create an environment where employee satisfaction
flourishes. Furthermore, the importance of clear communication and proactive
engagement during times of change cannot be overstated, as employee cynicism
and resistance often stem from perceived insincerity. Effectively managing change,
while considering the existence of subcultures within organizations, is imperative for
maintaining harmony and commitment.Employee engagement emerges as a potent
force driving organizational success, encompassing both job and organizational
engagement. Engaged employees exhibit greater enthusiasm, involvement, and
alignment with organizational objectives, fostering innovation and productivity.
Additionally, employee well-being takes center stage as an essential component of
job satisfaction and commitment. Organizations that prioritize their employees'
physical and mental health create a supportive environment that not only enhances
well-being but also bolsters commitment.

The concept of adaptation to organizational culture is dynamic, with significant

implications for performance and satisfaction. Recognizing and facilitating cultural
adaptability emerges as an important facet of organizational success, especially in
the context of employee integration and performance.Strategic culture management
plays a vital role, as the literature suggests that culture can be influenced,
particularly under specific environmental conditions. Understanding the strength of
cultures and acknowledging the presence of subcultures within organizations is
crucial when shaping and managing the overall culture. This recognition empowers
organizations to take a more nuanced approach to cultural management, catering to
the diverse needs and values of their employees.

Studies affirm the positive link between organizational culture, employee satisfaction,
and organizational commitment. A supportive and cooperative culture leads to higher
levels of commitment, job satisfaction, and engagement. Employee emotional
competence is identified as a contributor to positive customer experiences. The
review also addresses the potential benefits of organizational commitment, including
higher success rates, productivity, profitability, and lower turnover. The research
provides valuable insights into the practical implications of aligning organizational
culture with strategic goals, emphasizing the need for ongoing cultivation and
adaptation.

In conclusion, the literature review demonstrates that organizational culture,

employee satisfaction, and organizational commitment are deeply interlinked facets
of a thriving workplace. The findings underline the significance of aligning culture
with employee values, fostering effective leadership, and prioritizing well-being to
enhance satisfaction and commitment. By embracing these insights and
implementing tailored strategies, organizations can position themselves for sustained
success in an ever-evolving business landscape.

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