Organisational culture as a driver of employees’ commitment in labour offices
Organisational culture as a driver of employees’ commitment in labour offices

Summary/Abstract: Background. The issue of organisational culture and its impact on employees’ attitudes and behaviours have aroused the interest of practitioners and theorists of management for a long time. The study of the subject literature also points to the significance of organisational culture for the enhancement of employees’ commitment in public organisations. Research Aim. The paper tries to answer the following question: what orientation of organisational culture positively affects organisational commitment of labour office employees and what orientation of this culture negatively influences commitment of labour office employees? Methodology: The survey research was carried out from the end of 2013 to the beginning of 2014. The sample consisted of 140 employees of 14 labour offices operating in the south of Poland. Descriptive statistics, t-test for equality of means, Pearson’s correlation analysis, and hierarchical regression analysis were applied. Key Findings: The obtained results showed that there is a relationship between the orientation of organisational culture and employees’ organisational commitment in labour offices. The comparison of the level of employees’ commitment in the organisations with the clan culture and with the hierarchy culture showed that employees rated higher their commitment in the clan culture than in the hierarchy culture. Moreover, the hierarchical regression analyses showed that adhocracy orientation positively influences employees’ commitment and hierarchical orientation negatively affects employees’ organisational commitment.

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