The Influence of Corporate Culture on Employees
Results
The result of the Pearson correlation between independent variables (involvement, consistency, adaptability, and
mission) and the dependent variable (employee commitment) presented in table 1 shows a significant and
positive relationship between involvement and commitment (r = .179, p < .05). The relationship between
consistency and commitment was however not significant but positive (r = .050, p > .05). There was a significant
and positive relationship between adaptability and commitment (r = .233, p < .01), while the relationship
between mission and commitment was not significant and negative (r = - 050, p > .05).
Table 1. Correlation matrix
| Variables |
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 1 | Involvement |
||||||||||
| 2 | Consistency |
.065 | |||||||||
| 3 | Adaptability |
.152 | .193* |
||||||||
| 4 | Mission |
.320** | .180* | -.187* | |||||||
| 5 | Sex |
-.105 | .090 | -.030 |
.040 | ||||||
| 6 | Education |
.156 | -.036 |
-.032 | -.022 | -.180* | |||||
| 7 | Job Level |
-.139 | .234** | .077 |
.049 | .175* | -.635** | ||||
| 8 | Experience |
.103 | -.264** | -.062 | .008 | -.170 | .265** |
-.590** | |||
| 9 |
Marital Status |
-0.41 | -.015 | .049 |
.019 |
.045 |
.114 |
-.118 |
.275** | ||
| 10 | Age |
-.045 | -.003 | .068 | -0.48 | -.098 | .204* | -.227*** | .259** | .601** | |
| 11 | Commitment |
.179 | .050 | .232** | -0.50 | .040 |
-0.83 | .066 |
0.95 | .229** | .109 |
N = 134, *p < .05 (2-tailed), **p < .01 (2-tailed)
The regression analysis was used to further analyze the relationship between the variables. The result indicates a
significant relationship between involvement and commitment (R2 = .032, F1, 130 = 4.308, p < .05). As usual, the
relationship between consistency and commitment was not significant (R2 = .003, F1, 129 = .326, p > .05). While
the relationship between adaptability and commitment was significant (R2 = .054, F1, 124 = 7.084), the
relationship between mission and commitment was not significant (R2 = .003, F1, 124 = .315, p > .05).
The beta values for the corporate cultural variables predicting employee commitment indicate that adaptability
predicted commitment among the respondents studied more than any other corporate cultural variable (β = .305).
This was followed by involvement (β = .133), mission (β = .037), and consistency (β = - .022).
The influence of the demographic variables was not much on both the independent and dependent variables. There was a significant and positive relationship between marital status and commitment (r = .229, p < .01), with the married respondents demonstrating more commitment (Mean = 54.82, t = -2.635, p < .01). The relationship between job level and consistency was also significant and positive (r = .234, p < .01). The middle management employees rated higher for consistency (Mean = 31.94, F2, 127 = 4.336, p < .05). The relationship between experience and consistency was significant but negative (r = -.264, p < .01), with consistency negatively affected most by employees with 1-5 years of working experience (Mean = 35.28, F4, 125 = 2.616, p < .05). The other demographic characteristics of respondents did not influence the variables studied.