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Developing the relationship Corporate

cultural
between corporate cultural factors factors and
self-efficacy
and employees’ organizational
commitment via self-efficacy
Bahadur Ali Soomro Received 11 February 2022
Revised 9 June 2022
Department of Economics, Federal Urdu University of Arts, Sciences and Technology, 27 September 2022
Karachi, Pakistan 4 December 2022
31 December 2022
Abdul Wahid Zehri Accepted 13 January 2023
Institute of Management Sciences (IMS), University of Balochistan, Quetta, Pakistan
Sadia Anwar
Institute of Commerce and Management, University of Sindh, Jamshoro, Pakistan
Nadia A. Abdelmegeed Abdelwahed
Department of Business Administration, College of Business Management,
King Faisal University, Al-Ahsa, Saudi Arabia, and
Naimatullah Shah
Department of Public Administration, University of Sindh, Jamshoro, Pakistan

Abstract
Purpose – In this study, the researchers explored the predictive powers of corporate cultural factors and self-
efficacy on Pakistan’s public sector bank employees’ organizational commitment.
Design/methodology/approach – The researchers designed a co-relational study based on cross-sectional
data using a questionnaire to collect the data from the Pakistan public sector banks’ managers, assistant
managers and operational managers. Consequently, the researchers based this study’s findings on the 270
valid responses to the questionnaire.
Findings – This study’s findings reveal that, except for teamwork, together with self-efficacy, the corporate
cultural factors comprising organizational communication, training and development and reward and
recognition have positive and significant impacts on organizational commitment. More specifically,
self-efficacy plays a mediating role in terms of the relationships between organizational commitment and
organizational communication, training and development and reward and recognition.
Practical implications – From establishing the most relevant corporate cultural factors, the researchers
consider that this study’s findings are helpful to policymakers and organizations in developing organizational
commitment among employees. More practically in the case of Pakistan’s public sector banks, the employees
can improve employees’ performance by recognizing the significance of the corporate cultural factors on
employees’ organizational commitment. In addition, the researchers consider that this study’s findings can
improve managerial efficiency which, in turn, can lead to the organizations becoming more successful.
Originality/value – In the context of Pakistan’s public sector banks, this study’s findings provide empirical
insights to the relationships between the corporate cultural factors and organizational commitment.
In addition, the findings provide insights to the role played by self-efficacy in mediating these relationships.
Keywords Pakistan’s public sector banks, Corporate cultural factors, Organizational commitment,
Self-efficacy, Organizational success
Paper type Research paper

1. Introduction
In the current era of organizational development, employees’ organizational commitment has
become the key factor for organizations in improving their performance. Therefore, their South Asian Journal of Business
Studies
employees’ attitudes and behaviors are vital to organizational commitment and, more © Emerald Publishing Limited
2398-628X
especially, among Pakistan’s public sector bank employees (Soomro and Shah, 2019; DOI 10.1108/SAJBS-12-2021-0459
SAJBS Van Waeyenberg et al., 2022; Goetz and Wald, 2022; Ha and Lee, 2022). To pursue a robust
approach towards organizational commitment, organizations can use corporate cultural
factors as a means to achieving more success in their business dealings and in helping their
employees to increase their organizational commitment so that they realize the organization’s
goals and targets (Sarpong et al., 2021; Wang and Huang, 2022). Corporate cultural factors are
key to changing the managers’ actions and, thereby, to creating greater control within the
organization (Jiao et al., 2022). Although organizational commitment is the key element to a
modern organization becoming successful and being able to protect their employees’ welfare,
it is apparent that many organizations lack the necessary tools to change their employees’
behaviors and attitudes and, ultimately, their organizational commitment. Therefore, most
organizations recognize that employees’ organizational commitment remains a major
challenge (D’ Silva et al., 2020). In this regard, previous studies’ findings highlight that there
are strong connections between the employees’ organizational commitment and their job
satisfaction (Khan et al., 2021); between the employees’ organizational commitment
and organizational citizenship (Thiruvenkadam and Durairaj, 2017); between the
employees’ organizational commitment and job performance (Elias, 2009); between the
employees’ organizational commitment and self-efficacy (Agarwal and Mishra, 2016) and
between organizational commitment and the organization’s retention of its employees (Khan
et al., 2021).
According to Mahesar et al. (2021), organizational commitment represents a psychological
bond that helps employees to achieve their organizations’ goals, leads them to improve their
positions and offers them the possibility of staying with their organizations. Moreover, the
corporate cultural factors are an essential part of organizational life and have positive effects
on the employees’ attitudes, behaviors and efficiency. Also, each of these factors has the
power to affect the organization’s administration. This is because the consequences are
reflected in their employees’ loyalty and desire to stay with the organization and their job
satisfaction (Boon et al., 2006; Karia and Saleh, 2022). The corporate cultural factors develop
the employees’ trust in their organization’s values, aims and objectives and encourage them
to become its agents and remain loyal to their organization (Hackett et al., 2001). Accordingly,
Pakistan’s public sector banks’ managers, assistant managers and operational managers
always pursue strategies to improve the employees’ organizational commitment. Likewise,
self-efficacy reflects employees’ attitudes to complete work tasks to the best of their abilities
(Memon et al., 2019). Therefore, when developing organizational commitment among its
employees, it is imperative that the organization addresses the corporate cultural factors and
the mediating role played by self-efficacy.
Consequently, organizational commitment plays an active role in Pakistan’s public sector
banks where their employees’ overall performance depends upon them completing their tasks
both effectively and efficiently. Presently, the banks’ main concerns are the development of
their employees’ skills and motivating them to sustain their organizational commitment.
However, current changes to circumstances, such as improving profitability, productivity,
customer satisfaction and business per employee, have increased stress levels among the
banks’ employees (Velnampy and Aravinthan, 2013). Organizational commitment is of prime
importance to the banks’ owners and management since it has a direct influence on the
employees’ performance. Globally, due to their inefficient use of technology and long working
hours, banks are one of the sectors whose employees are most stressed, Therefore, such
circumstances have resulted in the employees having less job satisfaction and, in turn, has led
them to reduce their organizational commitment (Abdullah and Ramay, 2012). Banks are one
of the highest profile sectors and it is recognized that Pakistan’s public sector banks have
grown rapidly in recent years. However, they have experienced problems such as employee
absenteeism, staff turnover poor performance. Despite many previous studies investigating
organizational commitment, none has focused on bank managers’ organizational
commitment (Abdullah and Ramay, 2012; Mahesar et al., 2021). It is recognized that the bank Corporate
managers possess the dynamic abilities and communication styles that enable them to adapt cultural
to changes and to reallocate existing assets to allow their banks to grow (Choudhury et al.,
2019). Nevertheless, there continues to be a gap in the existing literature that needs to be filled.
factors and
Consequently, this begs the following question: self-efficacy
RQ1. What factors affect Pakistan’s public sector bank employees’ organizational
commitment?
Therefore, in this study, the researchers aim to investigate the corporate cultural factors and
role played by self-efficacy in terms of Pakistan’s public sector bank employees’
organizational commitment. To this end, the researchers targeted the bank managers,
assistant managers and operational managers since their behaviors and the corporate
cultural factors have a strong influence on the employees’ performance (Jamali et al., 2022).
By conducting this study, the researchers aim to provide the banks’ top management and
policymakers with valuable guidelines that can improve the employees’ organizational
commitment and enable them to achieve the banks’ goals. This study’s originality aims to
provide empirical insights that confirm in the context of Pakistan’s public sector bank
employees the relationships between the corporate cultural factors and organizational
commitment and the role played by self-efficacy. Finally, since Pakistan is a developing Asian
country, this study’s findings aim to contribute to the literature on management, business
and corporate behavioral issues.

2. Literature review and conceptualization

Organizational commitment is the dominant factor in predicting employees’ attitudes and
behaviors whenever their expectations and work tools are not used effectively. Employees, who
display organizational commitment, are more productive due to their strong willingness,
displays of loyalty and sense of responsibility. However, a lack of organizational commitment
creates employee absenteeism and results in staff turnover (Rehman, 2017). While
organizational fluctuations do not significantly reduce employees’ organizational commitment
(Briscoe and Finkelstein, 2009), they hinder the organization from becoming more successful.
Previous studies’ findings, which are concerned with China’s bank managers, have shown that
service quality is a significant precursor of effective organizational commitment. In turn, this
develops greater cooperation among the employees and increases their desires to remain part of
the organization (Bhatti et al., 2022). The findings of previous studies about South Korea have
shown that organizations’ Human Resource Management (HRM) practices and employee
performance do not have a significant impact on organizational commitment. However, the
employees’ work efforts have a positive and significant effect on the relationship between their
performance, their organizational commitment and their adherence to the firm’s HRM practices
(Chang, 2006). Luthans et al.’s (2006) cross-cultural study investigated the efficacy and work
attitudes among samples of employees in America and Southeast Asian countries (Thailand,
Malaysia and Indonesia). This study’s findings demonstrate that there is a positive and
significant association between general efficacy and organizational commitment and,
simultaneously, there is a negative and significant association between general efficacy and
employees’ intentions to leave their organizations. Moreover, in relation to the American sample,
the findings show that job satisfaction mediates such an association (Zhou et al., 2021). Among
one of Pakistan’s public university’s academic staff, the study findings show that there is a
significant association between employability and effective organizational commitment and
that self-efficacy and job satisfaction mediate this association (Yousaf and Sanders, 2012). Weng
et al.’s (2010) findings show that effective organizational commitment is the best predictor of the
organization achieving its goals in terms of employee professional development and
remuneration growth. According to Jigjiddorj et al. (2021), employees are inclined to be
SAJBS involved in organizations with corporate cultural factors that value their work and that
concentrate on organizational well-being. Also, job satisfaction and corporate cultural factors
can predict organizational commitment. Ashraf (2020) findings show that, along with job
satisfaction and a mediated compensation structure, demographic factors have an indirect effect
on organizational commitment. Most of the United Kingdom’s (UK) export sales managers
consider that there is a positive association between job satisfaction and organizational
commitment (Katsikea et al., 2011). Li et al. (2010) Chinese findings indicate that there is a
correlation between organizational commitment and certain emotions about an organization’s
structure. Furthermore, there is a significant association between organizational commitment
and the organization’s determination and feelings of guilt. George et al.’s (2020) empirical study
findings highlight that Corporates Social Responsibility (CSR) has a significant and indirect
effect on employees’ organizational commitment. According to Liu et al.’s (2014) findings,
corporate cultural factors are the significant antecedents which predict organizational
commitment within the business environment. In this respect, the level of employee training
has a positive and moderating effect on these associations. Among Taiwanese farmers, the
notion of self-efficacy plays an assertive mediating role in terms of their entrepreneurial
attitudes and intentions (Liang and Chen, 2021).
Teamwork competencies are the best means of interpreting employee performance (Tang,
2021). Reward and recognition are the significant forecasters of normative organizational
commitment and employee engagement has, also, a significant effect on improving employee
performance (Ghosh et al., 2016; Rai et al., 2018). Bao and Shang’s (2021) findings demonstrate
that self-efficacy has a positive impact on the retention of employees. According to Sarpong et al.
(2021), organizational commitment is a significant factor that mediates the association between
leadership and the workplace environment and the employees’ intentions to stay with the
organization. Similarly, organizational commitment and career satisfaction can predict
employees’ performance in achieving the organization’s goals (Joo and Park, 2010). The
development of attitudes is possible only through the organizational learning culture. According
to Lamba and Choudhary (2013), HRM practices influence employees’ organizational
commitment. Loomba and Karsten’s (2019) findings show that quality training programs are
very important in increasing the employees’ self-efficacy. Saleem et al.’s (2012) findings show
that self-efficacy is a significant means of interpreting organizational commitment and optimism
within the organization. Ghina’s (2012) findings indicate that, in terms of its relationship with the
corporate cultural factors, organizational commitment has a positive influence on training and
development and reward and recognition. Glazer et al.’s (2019) findings underline that job
satisfaction and turnover are the best solutions to employee professional development since,
ultimately, these improve organizational commitment. Belias et al.’s (2015) findings highlight
that corporate cultural factors are a moderate forecaster of employees’ job satisfaction. Mitic
et al.’s (2016) findings demonstrate that there is a statistically significant correlation between
organizational commitment and dimensions of marketing and organizational culture.
From the above mentioned studies, it is clear that organizational commitment is
influenced meaningfully by absenteeism, optimism, self-efficacy, job satisfaction, HRM
practices, job status and involvement, turnover intentions, organizational learning culture,
career satisfaction and personal growth, remuneration growth and a preference for corporate
mobility (Briscoe and Finkelstein, 2009; Weng et al., 2010; Joo and Park, 2010; Saleem et al.,
2012; Lamba and Choudhary, 2013; Mitic et al., 2016; Rehman, 2017). Also, organizational
culture plays a dynamic role in improving the organization’s performance (Yiing and Zaman,
2009). According to Ghina’s (2012), there is a positive and significant correlation between
organizational commitment and the corporate cultural factors of organizational
communication, training and development and reward and recognition. Qureshi’s (2019)
findings demonstrate that employee organizational commitment is a significant predictor of
employee self-efficacy.
 Consequently, there are a few gaps in the existing literature that remain to be filled. First, Corporate
despite there being a substantial and constructive correlation between organizational cultural
commitment and self-efficacy (Zeb and Nawaz, 2016; Agarwal and Mishra, 2016) due to self-
efficacy’s association with employees’ feelings and capabilities, the existing literature makes
factors and
no reference to self-efficacy. This represents the employees’ confidence in their abilities to self-efficacy
achieve the organization’s goals when faced with challenging and ambiguous situations
(Memon et al., 2019). Second, although many studies have investigated organizational
commitment in the context of developed countries, no similar studies have investigated
organizational commitment in developing countries (Yiing and Zaman, 2009; Ghina, 2012;
Kim and Jang, 2018). Third and, more specifically, there have been no previous studies of
Pakistan’s public sector banks (Mahesar et al., 2021).
Therefore, in terms of Pakistan’s public sector bank employees’ organizational
commitment, this study explores the relationship between the corporate cultural factors
and self-efficacy. Currently, the foremost challenges for organizations are employees’
organizational commitment, performance, training and development and employees’
intentions to change jobs. In addition, organizational commitment is the most important
factor associated with employees’ attitudes and behaviors.
Managers always look for strategies to increase their employees’ organizational
commitment and are eager to adopt approaches that have the most significant impact on
the employees’ respect for the organization’s values and aspirations. As predicted by the
corporate cultural factors of organizational communication, training and development,
teamwork, reward and recognition and self-efficacy, the organization’s culture plays an
important role in developing the employees’ organizational commitment and, in turn,
improving their performance. Based on these factors, the researchers developed the
conceptual model (see Figure 1) to investigate the position of Pakistan’s public sector bank
employees.

Organizational
communication

Training and H1
development
H2
Organizational
commitment
H3
Teamwork
H4 H9

H8
Reward and
recognition 7
H
H5
H6

Self-efficacy
Figure 1.
Conceptual model of
Note(s): Direct paths = the study
Indirect effects/mediating paths =
SAJBS 2.1 Organizational communication and organizational commitment
Organizational communication points to the procedures, performed by groups and
individuals in a variety of ways and to various extents, to accomplish an organization’s
objectives (Brunetto and Farr-Wharton, 2004). By promoting corporate values,
organizational communication reduces the chances of negative or uncontrolled
communication between employees. Therefore, there is an interdependent correlation
between employees’ organizational commitment and organizational communication.
According to Robbins (2001), there is a positive bond between employee motivation,
employee communication and employee organizational commitment. Vokola and Bouradas
(2005) findings indicate that organizational commitment is a robust predictor of
communication opportunities. Walker et al. (2009) findings demonstrate that there is a
positive association between organizational communication and effective organizational
commitment. In the context of Pakistan’s banking sector, Majeed et al.’s (2012) findings show
that there is a strong correlation between organizational commitment and the four corporate
cultural factors comprising teamwork, organizational communication, training and
development and reward and recognition. Zain et al.’s (2009) and Johari and Nazir’s (2015)
similar findings, which relate to government agencies’ public servants employed in
Peninsular Malaysia’s Northern Region highlight the predictive power of these corporate
cultural factors. More recently in Indonesia, organizational corporate cultural factors have
been used as a meaningful indicator of employees’ organizational commitment. Permana’s
(2021) empirical study findings suggest that among banking employees all the above
mentioned corporate cultural factors have positive and significant effects on employees’
organizational commitment.
Consequently, the researchers have identified some previous studies’ findings relating to
public sector areas (Ghina, 2012) that confirm the association between organizational
communication and organizational commitment. However, since these associations needed to
be investigated in the context of Pakistan’s public sector banks, the researchers formulated
the following hypothesis:
H1. Organizational communication has a positive and significant impact on employees’
organizational commitment.

2.2 Training and development and organizational commitment

Training and development is a leading factor in developing organizational commitment since
it improves the employees’ specific skills and, in turn, is the performance (Poh, 2001; Rosle
et al., 2022). Soltani and Liao’s (2010) findings reveal that “training is one of the several human
resources flows that all together lead to achieving the ‘four Cs’ of HR outcomes: commitment,
congruence, competencies and cost-effectiveness”. As a multifaceted idea connected to
quality and learning insights, organizational commitment has positive and significant
relationships with training and development and, more particularly, with the social effects of
training and its perceived benefits (Grund and Titz, 2022; Rosle et al., 2022). In the Malaysian
context, training and development plays a substantial role in improving public servants’
organizational commitment (Johari and Nazir, 2015). Zain et al.’s (2009) and Majeed et al.’s
(2012) findings show that training and development exerts a powerful influence in creating
organizational commitment among an organization’s employees. Similarly, Permana’s (2021)
findings show that training and development has a positive and significant effect on the
organizational commitment of Pakistan’s public sector bank employees. Therefore, the
researchers formulated the following hypothesis:
H2. Training and development have a positive and significant impact on employees’
organizational commitment.
2.3 Teamwork and organizational commitment Corporate
A team is a group of individuals who collectively complete tasks and resolve any issues. cultural
Team members possess essential task-related competencies and have adequate time to
contribute to their projects (Unger-Aviram et al., 2022). Teamwork enhances organizational
factors and
effectiveness by ensuring that the members follow specific corporate standards that provide self-efficacy
the customers with the quality of service to meet their needs. Teamwork enables the
completion of workplace requirements that are associated specifically with organizational
commitment (Karia and Saleh, 2022). Grund and Titz’s (2022) findings show that teamwork is
a significant predictor of organizational commitment and that it is a good indicator of trust
which, ultimately, may lead to greater organizational commitment. Teamwork, which has an
excellent reputation for developing organizational commitment and trust among an
organization’s employees, is an essential requirement if an organization is to provide its
customers with quality service (Zain et al., 2009; Majeed et al., 2012 and Ghina, 2012; Grund
and Titz, 2022). The findings show, also that, among public sector government employees,
there is a strong association between teamwork and organizational commitment (Johari and
Nazir, 2015). More specifically, Permana’s (2021) findings demonstrate that teamwork has a
positive and significant general influence on bank employees’ organizational commitment.
More importantly, from the managers’ perspectives, teamwork is a prominent factor in
increasing organizational commitment. Therefore, to confirm such a relationship, the
researchers formulated the following hypothesis:
H3. Teamwork has a positive and significant impact on employees’ organizational
commitment.

2.4 Reward and recognition and organizational commitment

Reward and recognition are the employee benefits such as salary increases, promotions and
bonuses. These constitute public acknowledgment of the employee’s strong performance in
achieving the organization’s goals (Boon and Arumugam, 2006). Also, the employees prefer to
receive significant rewards and recognition since this reinforces and develops their confidence
to commit to positive attitudes and their intentions to stay with the organization. Williamson
et al.’s (2009) findings show that there is a two-way correlation between reward and
recognition and the cultural collectivism aspects of employees’ organizational commitment
and. The organization’s management of rewards is fundamental to motivating and retaining
existing employees and attracting new ones (McWha-Hermann et al., 2022).
Consequently, organizational commitment is a common theme among both private sector
and public sector managers. To avoid such issues, the managers frequently seek ways to
boost their employees’ organizational commitment (Ghina, 2012) and, in turn, to create a
competitive advantage for the organization. Zain et al.’s (2009) and Johari and Nazir’s (2015)
findings document that reward and recognition make a considerable and significant
contribution to boosting public sector employees’ organizational commitment. More
specifically in the Indonesian banking sector, reward and recognition and other corporate
cultural factors have a tremendous record in improving employees’ organizational
commitment (Permana, 2021). In general terms, reward and recognition have positive and
significant effects on Pakistan’s public sector bank employees’ organizational commitment
(Majeed et al., 2012). However, when investigating Pakistan’s public sector bank managers,
assistant managers and operational managers, previous studies have not focused sufficiently
on the association between reward and recognition and organizational commitment (Ghina,
2012). Therefore, the researchers formulated the following hypothesis:
H4. Reward and recognition have a positive and significant impact on employees’
organizational commitment.
SAJBS 2.5 Self-efficacy and organizational commitment
Self-efficacy is the individual’s belief and confidence in their capacity to complete their
activities effectively (Bandura, 1997). Self-efficacy explains, also, “what I believed; I can do
with my skill under certain conditions” (Maddux, 2002, p. 278). Low self-efficacy creates
negative feelings about the individual’s capabilities and his/her accountability for their
performance (Memon et al., 2019). Demographically, there is a positive association between
self-efficacy and gender role orientation and organizational commitment (Arya et al., 2012).
Ghina’s (2012) findings show also, that there is a strong association between the corporate
cultural factors and organizational commitment.
Consequently, over different periods of time and in different contexts, the existing
literature illustrates self-efficacy’s association with organizational commitment (Ghina, 2012;
Saleem et al., 2012; Agarwal and Mishra, 2016). However, Mahesar et al. (2021) findings
demonstrate that, among Pakistan’s private sector bank officers, there is a positive and
significant association between their self-efficacy, the corporate cultural factors and
organizational commitment. In Sargodha (Pakistan), self-efficacy is a considerable
contributor to employees’ organizational commitment and their optimism about their
organizations (Saleem et al., 2012). Therefore, to confirm or otherwise self-efficacy’s effect on
Pakistan’s public sector banks employees’ organizational commitment, the researchers
formulated the following hypothesis:
H5. Self-efficacy has a positive and significant impact on employees’ organizational
commitment.

2.6 Self-efficacy as a mediator

Self-efficacy plays a significant mediating role and has both direct and indirect effects on
organizational commitment (Saleem et al., 2012; Memon et al., 2019; Orgambıdez et al., 2019;
Mahesar et al., 2021). According to Osei et al.’s (2017) findings, nurses’ organizational
commitment mediates the association between their professional mechanisms and the level of
self-efficacy in their work. Liu’s (2019) findings demonstrate that there is a positive relationship
between occupational self-efficacy and organizational commitment. Similarly, Orgambıdez
et al.’s (2019) empirical study findings argue that work engagement and self-efficacy are positive
forecasters of effective organizational commitment. Bogler and Somech’s (2004) findings
underline that both professional and organizational commitment have a positive and significant
effect on self-efficacy. Similarly, self-efficacy strengthens the relationship between corporate
communication and teamwork and organizational commitment (Koswara et al., 2021).
Consequently, the existing literature shows that there is a positive and significant
relationship between self-efficacy and the corporate cultural factors (Ghina, 2012; Saleem
et al., 2012; Agarwal and Mishra, 2016). In addition, there is confirmation, also, of self-
efficacy’s mediating effect, in developing the association between the corporate cultural
factors and organizational commitment (Orgambıdez et al., 2019; Koswara et al., 2021).
However, there remains a need to explore further self-efficacy’s contribution to the different
segments, such as education, psychology and business where there are diverse factors such
as leadership, service management, job performance and motivation (Lyons and Bandura,
2019; Kundu, 2020; Liu et al., 2022). In Pakistan, self-efficacy makes a significant contribution
to organizational commitment and employee optimism (Saleem et al., 2012). More specifically,
among Pakistan’s private sector bank officers, Mahesar et al.’s (2021) findings show that there
is a positive and significant association between self-efficacy, the corporate cultural factors
and organizational commitment.
Based on self-efficacy’s direct and indirect association with corporate cultural factors
and organizational commitment and, also, the need to identify the contextual effects of self-
efficacy, the researchers formulated the following hypotheses:
 H6. Self-efficacy has a positive and significant mediating effect on the relationship Corporate
between organizational communication and employees’ organizational commitment. cultural
H7. Self-efficacy has a positive and significant mediating effect on the relationship factors and
between training and development and employees’ organizational commitment. self-efficacy
H8. Self-efficacy has a positive and significant mediating effect on the relationship
between teamwork and employees’ organizational commitment.
H9. Self-efficacy has a positive and significant mediating effect on the relationship
between reward and recognition and employees’ organizational commitment.

3. Methods
3.1 Study approach, study participants and sample size
Since most previous researchers used data collection and analysis, the researchers employed
in this study a quantitative approach based on cross-sectional data (Ghina, 2012; Lamba and
Choudhary, 2013; Agarwal and Mishra, 2016; Mahesar et al., 2021). This study’s participants
comprised Pakistan’s public sector bankers (managers, assistant managers and operational
managers) employed in the country’s seven central public sector banks that are working
effectively for the betterment of the country’s citizens. The researchers selected bank
managers since they adopt quickly the innovative organizational culture and actively make
rational and successful corporate decisions (Jufrizen et al., 2021). According to Lau et al. (2002),
managers (senior and mid-level) are those individuals who meaningfully predict
organizational corporate cultural factors, employees’ organizational commitment and job
satisfaction. The researchers employed the random sampling technique that gave the
participants an equal chance to participate in this study. Initially, the researchers distributed
700 copies of the questionnaires and 290 questionnaires were returned; this represents a 41%
response rate. We personally visited the participants between June and December 2021 and by
this means they collected many completed questionnaires. In addition, the participants sent,
also, a few questionnaires to the researchers through the Pakistan postal service and the
country’s Tranzum Courier Service (TCS). After cleaning and screening the data (checking for
missing values and outliers), the researchers’ analyzed 270 valid cases. To ensure the required
sample size, the researchers applied G*Power (version 3); this is an outstanding freeware
program with high-precision power (Cunningham and McCrum-Gardner, 2007). When
analyzing the sample, this is the most commonly used statistical software package in social
and behavioral science (Erdfelder et al., 1996; Shah and Soomro, 2021). Accordingly, the
researchers applied five predictors to achieve an adequate sample size since G* power requires
138 samples to perform Structural Equation Modeling (SEM) analysis. Consequently, this
study’s 270 valid samples meet the G* power and SEM criteria for analysis.

3.2 Survey instrument and participants’ ethical values

The researchers used an English language questionnaire to obtain the participants’
responses. Before launching the full-scale survey, the researchers carried out a pilot study to
avoid the “wastage of time, money, and energy” (Blaxter et al., 1996, p. 122). The researchers
confirmed the reliability of the questionnaire (internal consistency) by using Cronbach’s
alpha (α) of the items which noted to be above the acceptable range of 0.60 (Hair et al., 2019).
Next, the researchers consulted experts (university professors) to verify the validity (the
language, design and items’ themes) of the questionnaire. Next, the researchers proceeded to
collect the data used in the main study. In following the proper ethical norms of good research,
the researchers distributed the questionnaire to the participants; it stated on the cover page
this study’s aim and objectives. Then, the researchers assured the participants about their
SAJBS voluntary participation and that they could withdraw at any time without giving a reason.
Also, the researchers assured the participants about the arrangements to maintain the
privacy and confidentiality of their responses’ and guaranteed that their answers would be
used only for the purposes of this study (Poon, 2007). Finally, before distributing the
questionnaire, the researchers asked the participants to sign a consent form.

3.3 Common method bias

Common Method Bias (CMB) or Common Method Variance (CMV) is the systematic error
variance shared among the variables when measured by the same method or source
(Richardson et al., 2009). This error variance may cause CMB and affect the projected
associations among the measurements of the variables (Jakobsen and Jensen, 2015).
Generally, error variance arises when self-report measures from the same sample are used in
a survey and lead to spurious correlations among the variables. Therefore, to avoid CMV
threats to the validity of this study’s conclusions and correlations (Reio, 2010), the researchers
conducted a Harman one-factor analysis. This is a post hoc procedure after data collection to
confirm if a single factor is accountable for variance in the data (Chang et al., 2010). We
applied Principal Component Analysis (PCA) through statistical package for social sciences
(SPSS) to examine the total extracted variance. For instance, CMB exists when the total
variance, extracted by one factor, exceeds 50% (Chang et al., 2010). It is noteworthy that in
this study the total variance, extracted by one factor, is 33.2895. This is less than the
suggested 50% threshold and, consequently, there is no CMB problem with this study’s data.

3.4 Variables and measures

In this study, the researchers employed one dependent variable (organizational commitment)
and five independent variables, namely organizational communication, training and
development, teamwork, reward and recognition and self-efficacy. Immediately, the
researchers applied self-efficacy as a mediator. We measured all the items on a five-point
Likert scale where strongly disagree 5 1; disagree 5 2; neither disagree nor agree 5 3;
agree 5 4 and strongly agree 5 5.
3.4.1 Organizational commitment. Organizational commitment is an employee’s belief in
the organization’s values, goals and each employee showing a wish to continue to be a
member and exhibiting loyalty to the organization (Hackett et al., 2001). The researchers
adopted eight items from Mowday et al. (1979) to measure organizational commitment; these
were used, also, by Ghina (2012) and Mahesar et al. (2021). The researchers preferred Mowday
et al.’s (1979) Organizational Commitment Questionnaire (OCQ) scale rather than Allen and
Meyer (1991) three-dimension (affective, continuance and normative commitment) scale. The
main reason for doing so is that OCQ underlines the degree to which employees recognize the
organization, their wishes to stay in the organization and, in a single dimension, their
inclinations to make their best efforts on behalf of the organization (Edger and Geare, 2005).
The scale’s sample item is “I am extremely glad that I chose this organization to work for over
others I was considering at the time I joined.”
3.4.2 Organizational communication. Organizational communication points to the
procedure whereby groups and individuals perform in various ways and to different
extents to fulfill the organization’s goals (Smidts et al., 2001; Brunetto and Farr-Wharton,
2004). The researchers applied five items adopted from Lau and Idris (2001) and as revised by
Ghina (2012). The scale’s sample item is “Management regularly provides customer feedback
regarding the important things related to improving services for the citizen.”
3.4.3 Training and development. Training and development underline the specific skills,
required by employees, to improve their performance (Poh, 2001; Boon et al., 2006). The
researchers measured this factor by using four items developed by Lau and Idris (2001) and
revised by Ghina (2012). The scale’s sample item is “Employees are encouraged to accept Corporate
education and training within the bank.” cultural
3.4.4 Teamwork. Organizational effectiveness and the quality of service provided to
customers and citizens are possible through teamwork. The researchers measured teamwork
factors and
by using five items developed by Lau and Idris (2001) and revised by Ghina (2012). The scale’s self-efficacy
sample item is “I am more comfortable working in a team rather than individually.”
3.4.5 Reward and recognition. Reward and recognition relate to the benefits, such as
increased salary, promotion and bonuses, which constitute public acknowledgment of an
employee’s excellent performance to achieve the organization’s objectives (Boon et al., 2006).
The researchers measured reward and recognition by using seven items borrowed from
Ghina (2012) that originated from Lau and Idris (2001). The scale’s sample item is “Reward
and recognition system within the bank rewards relationship and task accomplishments based
on work quality.”
3.4.6 Self-efficacy. Self-efficacy explains people’s beliefs and confidence in their abilities to
produce the anticipated results from their activities (Bandura, 1997). The researchers used ten
items, developed by Rosenberg (1965), to measure self-efficacy. The scale’s sample item is
“I take a positive attitude toward myself.”

4. Data analysis and results

4.1 Respondents’ profiles
The profiles of the respondents to the questionnaire reveal that 72% (n 5 194) were men and
28% were women (n 5 76). Most respondents (78%; n 5 210) were between 21 and 40 years of
age, while 22% (N 5 60) were above 41 years of age. Further, 77% (n 5 206) were married and
22% (n 5 60) were unmarried. Turning to the highest education, 55% (n 5 150) had a
master’s degree while 44% (n 5 120) had a bachelor’s degree. The results show that most of
this study’s respondents were assistant managers (40.74% or n 5 110), 34.82% t (n 5 94)
were operation managers and 24.44% (n 5 66) were managers. In terms of time employed in
their respective banks, most respondents (48.15% or n 5 130) had 6–10 years 36.30% (n 5 98)
had 1–5 years and 15.55% (n 5 42) had ten or more years and above.

4.2 Measurement model

The researchers applied Analysis of Moment Structures (AMOS) The International Business
Machines Corporation (IBM) version 26.0 to interpret the questionnaire’s results. The
researchers consider that AMOS is ideal for this purpose because it estimates factor-based
models in conducting confirmatory research. Moreover, AMOS provides new insights from
data by either testing hypotheses of complex variables or mediating relationships (Sarstedt
et al., 2016). In addition, the researchers used SEM to test the relationships between the
constructs (Bentler and Huang, 2014) and to observe the fitness of the model (Dash and Paul,
2021). We used, also, Confirmatory Factor Analysis (CFA) to assess the items’ reliability and
the significant determinants of convergent validity. These are: loading, Average Variance
Extracted (AVE) and Composite Reliability (CR) (Hair et al., 2019). Therefore, the loading
scores of most items are above the suggested values of 0.70 (Hair et al., 2019) (see Table 1).
However, because some items, such as oct6, oct2, rar5, se8 and se10, do not have acceptable
scores (> 0.70) (Hair et al., 2019), the researchers excluded them from further analysis.
Similarly, as recommended by Hair et al. (2019), all AVE scores are above 0.5. This highlights
that, on average, all latent variables have more than half of the variance to their observable
measurement items (Fornell and Larcker, 1981). However, the researchers’ analysis shows,
also, the range of CR scores above the cut-off of 0.70 (Hair et al., 2019). Further, the Cronbach
alpha of all constructs is in acceptable ranges (see Table 1).
SAJBS Construct Item code Factor loadings AVE CR α
Organizational communication (OCN) ocn4 0.880 0.672 0.914 0.881
ocn3 0.875
ocn5 0.853
ocn1 0.841
Training and development (TAD) tad2 0.852 0.693 0.863 0.760
tad1 0.835
tad3 0.770
tad4 0.752
Teamwork (TW) tw3 0.873 0.613 0.821 0.866
tw2 0.868
tw1 0.843
tw5 0.840
tw4 0.793
Reward and recognition (RAR) rar6 0.832 0.663 0.845 0.803
rar2 0.825
rar3 0.805
rar1 0.769
rar4 0.753
rar7 0.742
Self-efficacy (SE) se6 0.801 0.705 0.821 0.789
se7 0.792
se1 0.770
se2 0.753
se4 0.742
se3 0.733
se5 0.720
se9 0.710
Organizational commitment (OCT) oct1 0.850 0.652 0.871 0.826
oct3 0.842
oct4 0.835
oct5 0.818
oct8 0.802
oct7 0.786
Note(s): CR 5 square of the summation of the factor loadings
Table 1. AVE 5 summation of the square of the factor loadings
Measurement model α 5 Cronbach’s alpha

4.3 Structural equation model (SEM)

Figure 2 and Table 2 show that organizational communication has a positive and significant
effect on organizational commitment (H1 5 β 5 0.266; t-value 5 6.110** at p < 0.01).
Therefore, hypothesis H1 is accepted. The findings show, also, that training and development
has a positive and significant influence on organizational commitment (β 5 0.288;
t-value 5 6.336**; p < 0.01). Therefore, these values mean that hypothesis H2 is accepted.
Contrary to our expectations, the results (β 5
0.032; t-value 5 0.749; p > 0.01) do not support
the path co-efficient between teamwork and organizational commitment. Therefore,
hypothesis H3 is rejected. Further, the results show that reward and recognition have a
positive and significant impact on organizational commitment (β 5 0.138; t-value 5 2.088**;
p < 0.01). Therefore, hypothesis H4 is accepted. The direct path co-efficient confirms that self-
efficacy has a positive and significant impact on organizational commitment (β 5 0.152;
t-value 5 3.569**; p < 0.01). Therefore, hypothesis H5 is accepted.
Turning to the indirect effects, self-efficacy plays a robust mediating role in developing
organizational commitment’s relationships with organizational communication, training
 Corporate
cultural
factors and
self-efficacy

Figure 2.
Structural equation
model [direct paths]

and development and reward and recognition (H6 5 β 5 0.166; t-value 5 3.009;
H7 5 β 5 0.189; t-value 5 3.177; H9 5 β 5 0.218; t-value 5 3.098**p < 0.01) (see Figure 3 and
Table 3). Therefore, hypotheses H6, H7 and H9 are accepted. On the other hand, the results
show that self-efficacy plays no mediating role in respect of organizational commitment’s
SAJBS relationship with teamwork (H8 5 β 5
0.010; t-value 5 0.513) (Figure 3 and Table 3).
Therefore, hypothesis H8 is rejected.

5. Discussion and conclusion

In this study, the researchers aimed to determine the impact of corporate cultural factors and
self-efficacy on Pakistan’s public sector bank employees’ organizational commitment. The
SEM’s scores show that their organizational communication has a positive and significant
effect on their organizational commitment. This study’s findings are consistent with those of
Robbins (2001), Walker et al. (2009) and Mahesar et al. (2021). This study’s findings reflect that
Pakistan’s public sector banks’ employees perform in various ways and to different extents
carry out their banks’ objectives. Solid communication and healthy corporate values reduce
the chances of negative or uncontrolled situations.
The managers have vigorous organizational control which, together with strong
communication styles and dynamic abilities to adopt changes, enable their respective
banks to grow (Choudhury et al., 2019; Jiao et al., 2022). This study’s findings confirm that
training and development has a positive and significant impact on organizational
commitment. These findings are consistent with those of several scholars such as Soltani
and Liao (2010), Mahesar et al. (2021), Rosle et al. (2022) and Grund and Titz (2022). This
study’s findings show, also, that teamwork has a negative and insignificant impact on
organizational commitment. This study’s findings are contrary to those of Grund and Titz
(2022) and Karia and Saleh (2022) which demonstrate that teamwork has a positive and
significant effect on organizational commitment.
According to this study’s findings, team members of Pakistan’s public sector banks do not
have the necessary essential task-related competencies and adequate time to bring positive
changes to their organizations (Ericksen and Dyer, 2004). Generally, teamwork activities are
valuable in improving the synergy and motivation between team members so that they are
more flexible and faster in making decisions and in focusing on the organization’s goals (Işık
and Timuro glu, 2015). However, this study’s findings show that teamwork does not play a
vital role in Pakistan’s public sector bank employees’ organizational commitment. In this
regard, this study’s negative findings may indicate that the banks’ goals and visions are not
obvious to their employees and that the team members’ responsibilities may be beyond their
competencies and knowledge. Consequently, they may be dissatisfied with their bank’s
promotion and rewards system (Işık and Timuro glu, 2015). This may be due to the top
management not showing sufficient trust in the team members. In addition, teamwork is
incompatible with organizational commitment because it is neither a financial nor a
technological nor strategic factor. Therefore, teamwork may not provide the bank with any
competitive advantage. Another reason for poor results is that teamwork may break down
because the team members do not work together in practical and productive ways to

Independent Dependent Std. Std.

Hypotheses variables Path variable beta error t-value Decision

H1 OCN → OCT 0.266 0.040 6.110** Supported

H2 TAD → OCT 0.288 0.044 6.336** Supported
H3 TW → OCT
0.032 0.042 0.749 Not supported
H4 RAR → OCT 0.138 0.068 2.088** Supported
H5 SE → OCT 0.152 0.041 3.569** Supported
Table 2. Note(s): OCT 5 organizational commitment, OCN 5 organizational communication, TAD 5 training and
Direct effect development TW 5 teamwork, RAR 5 reward and recognition and SE 5 self-efficacy
 Corporate
cultural
factors and
self-efficacy

Figure 3.
Structural equation
model [indirect paths]

accomplish the tasks and to achieve the team’s goals. Similarly, this study’s findings indicate
that reward and recognition have a positive and significant effect on organizational
commitment and are consistent with those of Boon et al. (2006), Williamson et al. (2009) and
McWha-Hermann et al. (2022). Reward and recognition are associated with the benefits of
SAJBS increasing salaries, promotion and bonuses. These represent public acknowledgment of an
employee’s excellent performance in achieving their goals. This study’s findings show that
reward and recognition are the best indicators of organizational commitment.
This study’s findings show that self-efficacy makes a positive and significant impact on
organizational commitment and are consistent with those of Arya et al. (2012), Saleem et al.
(2012), Liang and Chen (2021) and Mahesar et al. (2021). This study’s findings demonstrate
that organizational commitment is impacted significantly by organizational communication,
training and development, reward and recognition and self-efficacy. Simply, Pakistan’s
public sector bank employees’ high degree of self-efficacy reveals their great beliefs and trust
in develop strong organizational commitment which, in turn, promotes their
respective banks.
Finally, this study’s findings demonstrate that, except for teamwork, self-efficacy has a
profound mediating role in developing the relationships between the corporate cultural
factors and organizational commitment. Consistent with the findings of previous studies,
there is a positive association between self-efficacy’s mediating role in terms of creativity and
in improving job performance (Kundu, 2020; Hur et al., 2021). Therefore, self-efficacy plays a
significant mediating role between the corporate cultural factors and organizational
commitment.
In conclusion, on the one hand, this study’s overall findings show that, except for
teamwork, the corporate cultural factors have a positive and significant effect on developing
Pakistan’s public sector banks employees’ organizational commitment. In addition, the
findings show that, except for teamwork, self-efficacy is crucial to developing the
relationships between the corporate cultural factors and organizational commitment.
Finally, this study’s findings may help authorities and policymakers to better understand
organizational commitment generally and, more particularly, in relation to that of Pakistan’s
public sector banks’ employees.

6. Strength of this study

In practical terms, this study’s findings are beneficial to Pakistan’s public sector banks’ top
banking managers to improving the corporate cultural factors and to developing strong
organizational commitment among their employees. Committed and satisfied employees
always make their organizations more successful. Therefore, this study’s findings are a
valuable tool to strengthening the banks’ overall performance through developing their
employees’ organizational commitment and job satisfaction. This study’s findings provide
valuable assistance to the bank managers to use the corporate cultural factors and
self-efficacy to motivate their employees to improve their performance and, in turn, make
Pakistan’s public sector banks more successful.

Independent Mediating Dependent Std. Std.

variables Path variable Path variable beta error t-value Decision

H6 OCN → SE → OCT 0.166 0.039 3.009** Supported

H7 TAD → SE → OCT 0.189 0.041 3.177** Supported
H8 TW → SE → OCT
0.010 0.032 0.513 Not Supported
H9 RAR → SE → OCT 0.218 0.030 3.098** Supported
Table 3. Note(s): ***p 5 significance level at <0.01
Indirect/mediating OCT 5 organizational commitment, OCN 5 organizational communication, TAD 5 training and development
effect TW 5 teamwork, RAR 5 reward and recognition and SE 5 self-efficacy
In addition, this study’s findings help policymakers and the top management in other public Corporate
institutions to improve organizational commitment among their employees. As shown by this cultural
study’s findings, it is essential that they address the organizational challenges through the
smooth development of corporate cultural factors and organizational commitment. By
factors and
implementing this study’s findings, these organizations would strengthen their employees’ self-efficacy
confidence and beliefs in their capabilities to complete their activities more effectively.
This study’s findings show the worth of using SEM for analysis purposes and, more
specifically, the help given by self-efficacy’s indirect effects in relation to the methodological
paradigms. Theoretically, in the context of Pakistan as a developing country, this study’s
conceptual model provides further empirical confirmation of the relationships between
organizational commitment and the corporate cultural factors and self-efficacy. Moreover, for
future studies, the inclusion of self-efficacy’s mediating role provides better theoretical
insights that open new avenues. Moreover, by including self-efficacy’s mediating role in the
current model concerned with Pakistan’s public sector bank employees, this study fills the
research gap and contributes to the existing literature. Finally, the study’s findings
contribute to the general and specific management literature.

7. Limitations and directions for future research studies

By adopting a quantitative approach which utilized cross-sectional data, the researchers
accepted that this study’s findings have certain limitations. The researchers restricted this
study to a sample of 270 responses from Pakistan public sector bank managers, assistant
managers and operational managers to a questionnaire and we used only a random sampling
technique to identify the recipients of the questionnaire. In addition, the researchers limited
this study’s conceptualization to corporate cultural factors, self-efficacy and organizational
commitment and did not use any theory. This study’s findings are based on.
Therefore, the researchers recommend that, in future, more longitudinal studies be
conducted to examine the corporate cultural factors, organizational commitment and
employee satisfaction. The researchers recommend that such studies be extended to
Pakistan’s public sector banks and other sectors. Also, we recommend that such studies
include more organizational factors such as personality traits, job satisfaction, turnover
intentions, talent management and styles of conflict management styles that contribute both
directly and in mediation terms to predicting organizational commitment, corporate cultural
factors and self-efficacy. Finally, in acknowledging that this study’s model lacked the
necessary theoretical support, the researchers recommend that future studies use models that
include the Theory of Planned Behavior (TPB), the Theory of Reasoned Action (TRA) and the
five most significant personality traits.

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Further reading
Kanar, A. and Bouckenooghe, D. (2021), “The role of extracurricular activities in shaping university
students’ employment self-efficacy perceptions”, Career Development International, Vol. 26
No. 2, pp. 158-173.
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Psychology, Vol. 19 No. 4, pp. 340-359.
Razzaq, S., Shujahat, M., Hussain, S., Nawaz, F., Wang, M., Ali, M. and Tehseen, S. (2019), “Knowledge
management, organizational commitment and knowledge-worker performance”, Business
Process Management Journal, Vol. 25 No. 5, pp. 923-947.

Corresponding author
Bahadur Ali Soomro can be contacted at: bahadur.ali@scholars.usindh.edu.pk

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