Organisational Culture and Employee Commitment in University of Cape Coast: The Moderating Effect of Organisational Justice

Abstract

The aim of this study is to examine the influence of organisational culture on employee commitment in University of Cape Coast: the moderating effect of organisational justice. There were five main specific objectives, among them were to examine the influence of organisational culture on affective commitment; normative commitment; and continuance commitment. Also, to determine the extent to which the combined effect of the types of organisational culture influence employee commitment and finally, to analyse the moderating effect of organisational justice on organisational culture and employee commitment. The study was based on the views of 300 staff from the study area. It was a quantitative study with self-administered and an online-administered questionnaire as the main research instrument. The results from the survey was analysed with the help of the Statistical Package for the Social Sciences (SPSS v26.0) and the Smart PLS 3 (v 3.3.8) software. The Structural Equation Model (SEM) was the main multivariate statistical analysis technique used in the study. The independent constructs were: Clan, Adhocracy, Hierarchical and Market Cultures. The dependent constructs were: Affective; Normative, and Continuance Commitments and organisational justice as a moderating factor. In a nutshell, the study results indicate that all the independent constructs had positive influence on employee commitment except Clan culture which had negative influence. Also, Organisational Justice had a negative moderating effect between the two variables. The study therefore recommended that there should much focus on combining all the organisational culture types to produce a higher level of effect on employee commitment.