The Influence of Corporate Culture on Employees

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

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, F_{1, 130} = 4.308, p < .05). As usual, the relationship between consistency and commitment was not significant (R² = .003, F_{1, 129} = .326, p > .05). While the relationship between adaptability and commitment was significant (R² = .054, F_{1, 124} = 7.084), the relationship between mission and commitment was not significant (R² = .003, F_{1, 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, F_{2, 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.