Retrospective Theses and Dissertations

1996

Organizational culture, subcultures, and organizational commitment Taysir M. Khatib Iowa State University

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Organizational culture, subcultures, and organizational commitment

by

Taysir M. Khatib

A dissertation submitted to the graduate faculty in partial fulfillment of the requirements for the degree of DOCTOR OF PHILOSOPHY

Major: Education (Adult and Extension Education) Major Professor; John P. Wilson

Iowa State University Ames, Iowa 1996

Copyright © Taysir M.Khatib, 1996. All rights reserved.

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ill TABLE OF CONTENTS

LIST OF TABLES ABSTRACT CHAPTER I. INTRODUCTION Background Statement of the Problem Purpose of the Study Research Questions Significance of the Study Assumptions of the Study Limitations of the Study Operational Definitions

v viii 1 1 2 3 3 4 5 5 5

CHAPTER 2. LITERATURE REVIEW Culture Organizational Culture Values Norms Types of Culture Subcultures Strong Cultures Culture and Change Organizational Commitment Stages of commitment Summary

7 7 8 13 16 17 19 22 25 27 31 31

CHAPTER 3. METHODOLOGY Research Design Sample Selection Survey Instrument Demographic information Norms of behavior Shared values Organizational commitment Data Collection Data Analysis

34 34 35 35 35 35 37 39 40 41

CHAPTER 4. RESEARCH RESULTS AND FINDINGS General Characteristics of the Sample Demographic characteristics

43 43 43

iv

Research Questions and Findings CHAPTER 5. SUMMARY, DISCUSSION, CONCLUSIONS, IMPLICATIONS, AND RECOMMENDATIONS Summary of the Study Behavioral norms Shared values Organizational commitment Correlations Discussion of the Findings Conclusions and discussion related to behavioral norms Conclusions and discussion related to shared values Conclusions and discussion related to organizational commitment Conclusions and discussion related to some demographic differences Implications Limitations and Recommendations for Future Research

45

86 86 87 87 88 89 90 91 93 95 96 96 99

APPENDIX A

SURVEY INSTRUMENT AND COVER LETTER

101

APPENDIX B.

MEANS, STANDARD DEVIATIONS, AND PERCENTAGES RELATED TO ORGANIZATIONAL CULTURE AND ORGANIZATIONAL COMMITMENT

114

ANALYSIS OF VARIANCE RELATED TO ORGANIZATIONAL TENURE

140

ANALYSIS OF VARIANCE RELATED TO EDUCATIONAL LEVEL

144

APPENDIX C.

APPENDIX D.

BIBLIOGRAPHY

148

ACKNOWLEDGMENTS

155

V

LIST OF TABLES

Table 1.

Statistical tests conducted for the research questions of the study

42

Table 2.

Demographic characteristics of the three custodial groups

44

Table 3.

Analysis of variance for "Task Support" behavioral norms among the three custodial groups

49

Analysis of variance for "Task Innovation" behavioral norms among the three custodial groups

49

Analysis of variance for "Social Relationship" behavioral norms among the three custodial groups

50

Analysis of variance for "Personal Freedom" behavioral norms among the three custodial groups

50

Analysis of variance for "Organizational Climate" among the three custodial groups

54

Analysis of variance for "Organization of Work" subfactor among the three custodial groups

54

Analysis of variance for "Job Design" among the three custodial groups

55

Table 4.

Table 5.

Table 6.

Table 7.

Table 8.

Table 9.

Table 10. Analysis of variance for "Job Reward" subfactor among the three custodial groups

56

Table 11. Analysis of variance for "Supervisory Leadership" among the three custodial groups

56

Table 12. Analysis of variance for 'Teer Leadership" among the three custodial groups

57

Table 13. Analysis of variance for "Intent to Stay" among the three custodial groups

59

Table 14. Analysis of variance for "Motive to Perform" among the three custodial groups

60

Table 15. Analysis of variance for "Value Agreement with the Organization" among the three custodial groups

61

vi

Table 16. Pearson correlation coeflScients for the relationships between behavioral norms and organizational commitment for all custodial groups 62 Table 17. T-test analysis of difference in "Task Support" between females and males

69

Table 18. T-test analysis of difference in "Task Innovation" between females and males

69

Table 19. T-test analysis of difference in "Social Relationship" between females and males

70

Table 20. T-test analysis of difference in "Personal Freedom" between females and males 70 Table 21. T-test analysis of difference in "Organizational Clunate" between females and males

71

Table 22. T-test analysis of difference in "Influence and Control" between females and males

72

Table 23. T-test analysis of difference in "Job Design" between females and males

72

Table 24. T-test analysis of difference in "Job Challenge" between females and males

73

Table 25. T-test analysis of difference in "Job Reward" between females and males

73

Table 26. T-test analysis of difference in "Supervisory Leadership" between females and males

74

Table 27. T-test analysis of difference in 'Teer Leadership" between females and males

74

Table 28. T-test analysis of difference in "Intent to Stay" between females and males

75

Table 29. T-test analysis of difference in "Motive to Perform" between females and males

75

Table 30. T-test analysis of difference in "Value Agreement with the Organization" between females and males

76

Table 31. Analysis of variance for "Task Support" among age groups

77

Table 32. Analysis of variance for "Task Innovation" among age groups

77

Table 33. Analysis of variance for "Social Relationship" among age groups

77

Table 34. Analysis of variance for "Personal Freedom" among age groups

78

vii

Table 35. Analysis of variance for "Organizational Climate" among age groups

78

Table 36. Analysis of variance for "Organization of Work" among age groups

79

Table 37. Analysis of variance for "Decision Making Practices" among age groups

80

Table 38. Analysis of variance for "Concern for People" among age groups

80

Table 39. Analysis of variance for "Job Design" among age groups

81

Table 40. Analysis of variance for "Job Clarity" among age groups

81

Table 41. Analysis of variance for "Supervisory Leadership" among age groups

82

Table 42. Analysis of variance for "Peer Leadership" among age groups

82

Table 43. Analysis of variance for "Value Agreement with the Organization" among age groups 83 Table 44. Analysis of variance for "Motive to Perform" among age groups

84

Table 45. Analysis of variance for "Intent to Stay" among age groups

84

viii

ABSTRACT

The purpose of this study was to examine whether three custodial groups in the same organization differ in their behavioral norms and shared values, and, if so, to what extent do these differences impact organizational commitment. Two major questions were of concern; (a) whether there were any differences in the perceptions of three custodial groups of their behavioral norms and shared values at the workplace; and (b) whether there were any relationships between these two components of organizational culture and organizational commitment of the custodians. A survey was administered to 63 custodians in the Residence department of a landgrant university. The custodians were located in three different workplaces and belonged to three different supervisory teams. The instrument used was a questionnaire developed using three different existing instruments to assess custodians' perceptions about behavioral norms using the Kilmann-Saxton Culture Gap Survey (KSCG, 1983); shared values using the Survey of Organizations (SOO) by Taylor and Bowers (1972); and organizational commitment using the Organizational Commitment Questionnaire (OCQ) by Mowday, Steers, and Porter (1979). Data were analyzed by means of oneway ANOVA to determine differences between the three custodial groups in their perceptions about behavioral norms, shared values, and organizational commitment. T-tests were performed to determine differences between custodial groups as it relates to different selected elements of demographics. Pearson correlation was used to determine relationships between behavioral norms and organizational commitment, and between shared values and organizational commitment.

ix Findings

are discussed based on the specific research questions. Among other

outcomes, it was concluded that all three groups reported similar perceptions about behavioral norms and shared values. It was also concluded that all three groups reported a strong commitment to their organization. Implications for the Residence department are also discussed.

1

CHAPTER 1. INTRODUCTION

Background Many organizations are faced with a huge challenge to improve their effectiveness in order to compete in today's global economy. The desire to improve effectiveness has stimulated many studies in the field of organizational culture and particularly on the type of culture necessary for success. Organizational culture became a hot topic for research in the 1980s. The great interest in the concept was partly due to the notion that culture has a powerful impact on the organization's outcomes (Deal & Kennedy, 1982) and its success (Kilmann, 1984). Ouchi (1981) claims that organizational culture plays an important role in developing and maintaining high levels of dedication among employees that often characterize successful organizations. Many researchers claim that organizational culture could increase organizational effectiveness (Deal & Kermedy, 1982; Kotter & Heskett, 1992; Ouchi, 1981; Peters & Waterman, 1982; Schein, 1985a); motivation and involvement (Farrell & Rusbult, 1981; Stumpf & Hartman, 1984); loyalty (O'Reilly & Caldwell, 1980; Porter, Steers, Mowday, & Boulian 1974); and organizational conmiitment (Nystrom, 1990) especially when it is widely shared by its members and directs behavior in the right direction to achieve the organization's goals. An important organizational culture outcome is organizational commitment which also received equal attention fi^om researchers. Many researchers consider it an antecedent of work behaviors and outcomes (Mowday, Steers, & Porter 1979) and suggest a positive correlation exists between organizational commitment and motivation, loyalty, and prosocial behaviors (Nystrom, 1990; O'Reilly & Caldwell, 1980; O'Reilly & Chatman, 1986; Porter et al., 1974).

2

Statement of the Problem Research has shown that multiple subcultures exist in large organizations due to differences in physical proximity, working environment, and management styles (Brown, 1995; Kilmann, 1985, 1989; Trice, 1993); and that members of these subcultures may not share the same values and normative behaviors that guide their actions and attitudes. This might impact their organizational commitment at different levels which in turn will influence their organizational outcomes such as performance. However, no studies have been done examining organizational culture differences that might exist among the custodial groups at a land grant university. Examining the similarities and differences in their perceptions of the organization's values, expectations and norms of behavior and the impact it might have on their organizational commitment. Are work values widely shared by members across all locations? Research shows that widely shared work values are an indication of a strong culture that increases employee's organizational commitment (Robbins, 1987). Research also shows that employees' commitment affects how well the organization performs in various ways. Do members of these groups have similar or different organizational commitment? What is the relationship between the groups behavioral norms and its organizational commitment? And, what is the relationship between the groups' shared values and its organizational commitment? The lack of research studies and empirical data to explain the nature and degree of relationships between various elements of organizational culture on one hand and the components of organizational commitment on the other limits our understanding of these two important concepts in relation to this organizational setting. Research indicates that a better

3

understanding of these concepts enhances the ability of the organization to improve its outcomes by reinforcing the desired norms and values at the workplace.

Purpose of the Study The custodial workers of the Residence Department at a land-grant university were divided into three distinct groups, each with a different supervisory team, and located in a different physical proximity. All belonged to the same organization and had the same job description and compensation. The purpose of this study was to examine whether the three custodial groups in the same organization differ in their behavioral norms and shared values. And, if so, to what extent do these differences impact organizational conunitment?

Research Questions 1.

Are there significant differences (p < .05) among the three custodial groups in their perceptions of behavioral norms?

2.

a.

"Task support" norms

b.

"Task innovation" norms

c.

"The social relationship" norms

d.

"The personal freedom" norms

Are there significant differences (p < .05) among the three custodial groups in their perceptions of shared values? a.

"Organizational climate"

b.

"Job design"

4

3.

c.

"Supervisory leadership"

d.

"Peer leadership"

Are there significant differences (p < .05) among the three custodial groups in their organizational commitment?

4.

a.

"Intent to stay"

b.

"Motive to perform"

c.

"Value agreement with the organization"

Is there a significant relationship between behavioral norms and organizational commitment for each custodial group?

5.

Is there a significant relationship between shared values and organizational commitment for each custodial group?

6.

Are there significant differences (p