Employee organizational commitment

The influence of cultural and organizational factors

Kevin Michael Baird, William Thomas Blair, Xia Su

Research output: Contribution to conferenceAbstract

Abstract

This study examines the association between cultural, organizational, and demographic factors with the level of employee organizational commitment (EOC) in the Australian manufacturing industry. Data were collected by survey questionnaire from a random sample of 500 managers in Australian manufacturing organizations. The results indicate that two cultural factors (outcome orientation and stability) and three organizational factors (organizational size, perceived organizational support and job satisfaction) were found to be significantly associated with the level of EOC. Further analysis revealed that different cultural and organizational factors were associated with the EOC of managers at different levels in the organizational hierarchy. The findings provide guidance to Australian manufacturing organizations in how to improve their employees' level of EOC, thereby contributing to enhanced employee job performance, reduced absenteeism and turnover rates, and improvements in employees' adaptability to organizational change. The subsequent enhancements in the level of EOC should contribute to improvements in productivity and growth in the Australian manufacturing industry.
Original languageEnglish
Publication statusPublished - 2008
EventAsian-Pacific Conference on International Accounting Issues - Paris, France
Duration: 9 Nov 200812 Nov 2008

Conference

ConferenceAsian-Pacific Conference on International Accounting Issues
CityParis, France
Period9/11/0812/11/08

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