WOLLO UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTEMENT OF MANAGEMENT
ASSESSMENT OF ORGANIZATIONAL CULTURE ON EMPLOYEE
COMMITMENT

A RESERCH PROJECT SUBMITTED DEPARTMENT OF MANAGEMENT

IN PARTICLE FULL FILAMENT OF THE REQUIREMENT OF DEGREE
OF ART (B.A) IN MAMAGEMENT

By:-
SELAMAWIT KIFLE
Advisor:-
YIMER AYALEW (MBA)

MAY, 2014
DESSIE, ETHIOPIA

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 ACKNOWLEDGEMENT

First and for most I would like to thanks Almightily God he has helped me in every aspect of my
life. Next to that I would like to express my sincere gratitude to my Advisor Ato Yimer Ayalew
for his Advise and comment in all of my paper. .
It’s also fact that I would like to thanks my families for their contribution to the success of these
studies to providing me financially and morally support.

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 ABSTRACT

The objectives of this study were to identify the main organizational culture of Dashen bank
and its relation to employee’s commitment, to assess the organizational culture and cheek
their suitability to the employees and to examine the contribution of the existing
organizational culture on the employee’s commitment. In this study the researcher used
collect primary data questionnaire used. Whereas secondary data collected written materials
about the organization. Census used to collect data from employees because of they were few
in numbers. The collected data effectively processed, analyzed and presented by using
percentage and tabulating. The major findings of the study was employee’s to ward doing
their job, conflict tolerance behavior among employees, and the degree of employee’s
commitment to their organization were identified and the possible conclusion and
recommendation was given.

Table of Contents

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ACKNOWLEDGEMENT...............................................................................................................2
ACKNOWLEDGEMENT
ABSTRACT....................................................................................................................................3
ABSTRACT
LIST OF TABLES...........................................................................................................................6
CHAPTER ONE..............................................................................................................................7
ONE
1. INTRODUCTION....................................................................................................................7
1.1 BACKGROUND OF THE STUDY...................................................................................7
1.2 STATEMENT OF THE PROBLEM...................................................................................8
1.3 Research question..................................................................................................................8
1.3 OBJECTIVE OF THE STUDY.............................................................................................8
1.3.1 General objective of the study........................................................................................8
1.3.2 Specific objective of the study.........................................................................................9
1.4 SCOPE OF THE STUDY.................................................................................................9
1.5 LIMITATION OF THE STUDY...........................................................................................9
1.6 SIGNIFICANCE OF THE STUDY......................................................................................9
CHAPTER TWO...........................................................................................................................11
2. REVIEW OF RELATED LITERATURE.............................................................................11
2.1 Definition of Organizational Culture..................................................................................11
2.2 COMPONENTS OF ORGANIZATIONS CULTURE.......................................................12
2.2 .1 Artifacts and Creations (level one)..............................................................................12
2.2.2 Values (level two).........................................................................................................13
2.2.3 Basic Underlying Assumptions or Norms (level three)................................................13
2.3 DIMENSIONS (CHARACTERISTICS) OF ORGANIZATION CULTURE....................13
2.3.1 The Role of Culture in the Organization......................................................................13
2.4 TYPES OF ORGANIZATION CULTURES......................................................................14
2.4.1 The Bureaucratic or Role Culture.................................................................................14
2.4.2 The Power Culture........................................................................................................14
2.4.3 Task or Matrix or Achievement Culture.......................................................................14
2.4.4 Person or Support Culture............................................................................................14
2.5 EMPLOYEE COMMITMENT...........................................................................................15
2.5.1 Commitment Typologies..............................................................................................15

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 2.5.2 Affective Commitment.................................................................................................16
2.5.3. Continuance Commitment...........................................................................................16
2.5.4 Normative Commitment or Obligation.........................................................................16
CHAPTER THEREE.....................................................................................................................17
THEREE
3. RESEARCH METHODOLOGY..........................................................................................17
3.1 Data type and sours..............................................................................................................17
3.2 Research design...................................................................................................................17
3.3 sample size and sampling....................................................................................................17
3.4 Data collection tools............................................................................................................17
3.5 method of data analysis.......................................................................................................17
CHAPTER FOUR.........................................................................................................................18
FOUR
DATA ANALYSIS OF AND INTERPRETATION.....................................................................18
INTERPRETATION
CHAPTER FIVE...........................................................................................................................28
5. CONCLUSIONS AND RECOMMENDATIONS....................................................................28
5.1 CONCLUSIONS.................................................................................................................28
5.2 RECOMMENDATION.......................................................................................................29
REFERENCE................................................................................................................................30
REFERENCE
APPENDIX....................................................................................................................................31

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 LIST OF TABLES
TABLE NO PAGE

1. Characteristics of respondents………………………………………………20

2. Response regarding employees’ autonomy toward doing their job….21

3. Conflict tolerance behavior among employees …………………………..22

4. Response regarding the existence of clear objective sand performance

expectation……………………………………………………………………….22

5. Response regarding communication pattern in the organization…...23

6. Response regarding degree of employees’ behavior control through

rules and

regulation…………………………………………………………………..24

7. Response regarding attitude of employees’ toward promotion and

reward system.........................................................................……25

8. Response regarding degree of employees commitment……………..…26

9.the relationship and effect of organization culture on employee commitment………….27

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 CHAPTER ONE
1. INTRODUCTION

1.1 BACKGROUND OF THE STUDY

It is widely accepted that, organizations and their employees do not live in a vacuum separated
from their cultural surroundings. To start with national culture asset of values, attitudes and
behaviors, includes also those which one relevant to work and the organization. These are carried
in to the work place, as part of the employees’ cultural baggage (Robbins, 2004).
Organization culture represents a common perception held by the organization members. This
was made explicit when we defined culture as a system of shared meaning we should expect,
therefore, that individuals with different backgrounds or at different levels in the organizations
(Robbins, 2005). Moreover, the human aspect of an individual is the primary and most valuable
asset that provides integrity and cohesion to other financial, martial and information resources.
Success and prospering of an organization can be achieved through the efficient and effective
contribution and each individual employee to the smooth running of organizational operation.
It is probable that, no element of organization dimensions received more attention in recent that
organizations culture which relates to all the element of the dimensions directing or indirectly.
Supervisors and managers need to achieve coordinated behaviors. To achieve coordinated
behavior, managers engage in activate intended to plan organize, lead and control behavior.
Too often, organization culture of most organization and is faced with three basic problems that
is the existence of culture that doesn’t match with the changed strategies and environment of the
organization, weakness of this types of culture to more employees affectively committed to their
organization and the difficulty to change these strangely held culture by the management and old
members of the organization. In many cases, critical appraisal of organization culture will
discloses serious deficiencies. That is why the study is needed to be conduct in order to solve this
problem.

This study tries to address important issues about organization culture, which is part of
organizations dimension. It investigates what the culture and dashen bank dessie branch) is

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which is important to the development of employees’ commitment in the organization and the
impact of it on the existing level of employee’s commitment.

1.2 STATEMENT OF THE PROBLEM

Organization culture can act as a boundary that differentiates one organization from the other.
This may encourage employee’s sense of identity. But ensuring the smooth and good functioning
of any organization in a competitive environment is highly challenging task. This task requires
good knowledge the existing values, norms, beliefs, practices and method that makes the core of
organization culture, most of employees as well as managers doesn’t give enough attention to it.
Also most of organization culture is not a written rules and regulation; rather it is mind rules,
beliefs that enforce people to behave (Robbins, 1996). Without good employee commitment, the
success of any bank may be challenged by a lot of problems.
Dashen bank is one of the biggest private bank which is the leading bank in profits from the
existed private bank in Ethiopia. It has many branches in Ethiopia. One of them is Dessie branch.
The branch has aplenty of customers. As we compare it with other private banks it proceeded
them in number of customers and this motivate the researcher to conduct a study on assessment
of its organizational culture, in addition to this there is also no prior studies which are conducted
in this area. Finally the study attempted to answer the following basic question.

1.3 Research question

The study attempted to answer the following basic question
 Is organization culture having effects on employee behavior?
 Is organization culture having relationship with employee’s commitment?
 What is the existing culture of dashen (dessie branch)?
 Is the existing culture suitable to employee?
 What are the effects of organization culture on employee’s commitment

1.3 OBJECTIVE OF THE STUDY

1.3.1 General objective of the study
The general objective of the study was to assessment organization’s culture on employees’
commitment.

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1.3.2 Specific objective of the study
 To show how organization cultures affects the behavior of employees.
 To identify the main organizational culture of Dashen bank and its relation to employee’s
commitment.
 To assess the organizational culture and cheek there suitability to the employees
 To examine the contribution of the existing organizational culture on the employees
commitment.
1.4 SCOPE OF THE STUDY

Even though, there are many banks in dessie town, this study was focuses only Dashen bank

since it was difficult t asses many organizations due to time and financial constraints. Moreover,

This study concern only organization culture on employee commitment as it is time consuming
and difficult to assess other different issues in on study area.

1.5 LIMITATION OF THE STUDY

The following were some of the limitations of the study
 Some respondents were not willing to fill out the questioner, so, the researcher cannot
collect the entire questioner, but most of the respondents were fill the questioner.
 Also this study lacks internet based information because of there is no good internet
service in the college but, the researcher to overcome this problem, use different books.

1.6 SIGNIFICANCE OF THE STUDY

The researcher was try to investigate organizational culture and its relation with employee
commitment to their organization. The significance of the study.
 The study was create awareness among lower level employees, higher level employees
and other member of the bank about the need of effective and strong organization culture.
 This study expected to be used as a tool for taking some measure of the Dashen if there is
bad culture.
 The investigators also hope that, the findings of this study will provide a support to other
researcher who is interested to conduct further study in the area.
 The study was Provide information for Dashen bank Dessie branch about what are the
assessments of organizational culture on employee commitment.

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 It was used for the researcher, to get experience.

CHAPTER TWO
2. REVIEW OF RELATED LITERATURE

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 2.1 Definition of Organizational Culture
Organizational culture is a term that is used to refer to a system of shared meaning held by
members that distinguishes the organization from other organization” It is concerned with “how
employees perceive the characteristics of an organization’s culture” and it” represents a common
perception held by the organization’s members” .The excitation is” that individuals with
different background or at different levels in the organization will tend to describe the
Organization’s culture in similar term. This does not mean that “there can’t be subculture with in
any given culture. Most large organizations have and numerous sets of subculture”. (Robbins,
2005).
It is elusive, intangible, implicit, and taken for granted but every organization develops a core set
of assumptions, and implicit rules that govern day- today behavior in the workplace”. They
explain it impact this way:” until new comer learn the rules, they are not accepted as fully
fledged members of the organization” and high light the fact that the punishment is
psychological, in that, transactions of the rules on the part of high-level executives or front line
employees result in universal disapproval and power full penalties, while conformity to the rules
becomes the primary basis for reward and upward mobility (Robbins, 2005).
Organizations are characterized by their goal oriented behavior, and they pursue goals and
objective that can be achieved more efficiency and effectively by the concerted action of
individual and groups. Organizations are more than means for providing goods and services.
They creates the setting in which most us spend our lives. In this respect, they have profound
influence on our behavior (Ivacevich and Matteson, 1990).
Even though organizations are more than means for providing goods and services, but we cannot
conclude that all behavior exist in the organization are not goal oriented.
It is difficult to define organizations culture, because of its close interdependence with other
dimension. There are many definition of organizational culture that is given by different
individuals.
Organizational culture is the set of shared assumption, values and norms that identifies what the
organization considers important and how employees in judge manager should behave….(noe
etal,1996)

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2.2 COMPONENTS OF ORGANIZATIONS CULTURE
Many definitions of organizational culture have been proposed. Almost all of them consent that
there are different ingredients that constitute as the organization culture. Artifacts, values, and
basic assumption are major elements these levels are differs each other in terms of their visibility
and their ability to cheeped. The levels range farm visible artifacts and creation to testable values
to invisible and preconscious basic assumptions (Nelson and Quick; 1997)

2.2 .1 Artifacts and Creations (level one)

“Artifacts are the organizations visible structure and process, they are what the observer can see,
hear and feel about organization.” (Noe.et.at, 1996) this includes organization’s physical
environment, its technology and products,
The ways employees dress and are having toward one another and stories they tell about the
organization and its leader (Nelson and Quick, 1997) defines artifacts as….” Symbols of culture
in the physical and social work environment, they are the most visible and accessible level of
culture”. They emphasize personal enactment, ceremonies and rites, rituals, stories and symbols
as artifacts of culture.
 Personal enactment: - is the behavior that reflects the organizations culture through the
examination of the behavior of organization’s members. It is behaviors that reflect the
organization’s value.
 Ceremonies & rites: - are relatively elaborate set of activates that are enacted time and
again on important occasions.
 Stories: - “ they are accounts of post events that illustrate and transmit deeper cultural
norm” (Singh and Chhabara, 2002).
 Rituals: - is “actions that are repeated regularly to enforce culture norms and values”
(Singh and Chhabara, 2002).

2.2.2 Values (level two)

These are the second level of culture and reflect underling beliefs in the organization about the
things that are important to people. Values are conscious, affective desires or wants. “Values are
the things that the members of an organization collectively see as important and which
consequently tend to guide their behavior”. (Sadler, 1995)

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When we say value, there may have a difference between a company’s exposed values (what the
members say they value) and its enacted values (values reflected is the way the members actually
behave. (Nelson & Quick, 1997).

2.2.3 Basic Underlying Assumptions or Norms (level three)

These are at the core and deepest level of an organization culture. According to (Noe. Et.AL,
1996) basic underlying assumptions defined as “shared view that are taken for granted and
considered as a negotiable”.
These are the deeply beliefs that guide the member behavior and tell how to think and see things.
As the depots and fundamental week of an organization’s culture it is the indispensable element
of culture. Even if, employees can disagree with other values they wouldn’t violate these
assumption. (nelson and quick, 1997).

2.3 DIMENSIONS (CHARACTERISTICS) OF ORGANIZATION CULTURE.

Organization culture has its characteristics or dimensions that are interdependent each other. The
presence of these dimensions used to understand the organization’s culture. There are about ten
dimensions that enable us to differentiate and measure culture.
- Individual - Management contact
- Risk tolerance - Identity
- Conflict tolerance - Communication pattern
- Performance reward - Integration
- Structure(control) - Direction

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2.3.1 The Role of Culture in the Organization
Culture can serve two critical functions in the organization. The first role is it creates internal
integration in the organization. This means that the guides the day-today work relationship in the
organization and determine how people communicate in the organization. The second role is
external adaptation this means how the organization meet is goals and response to outside. If
employees perform their work cooperatively, they can meet the goal of their organization. (Singh
and Chhabara, 2002).

2.4 TYPES OF ORGANIZATION CULTURES

According to (Sadler, 1995) there are about four type of culture

2.4.1 The Bureaucratic or Role Culture

These organizations have a formal structure, and operate by well- established rules and
procedures. Job dos creation establishes definite tasks for each person’s job, and procedures are
established for many work routines, communication between individuals and departments, and
the settlement, disputes and appeals. Members of the organization culture are “to do things right,
but not necessarily in during the right things”. The organization structure defines authority and
responsibility to individual mangers, which enact the role of expected their position.

2.4.2 The Power Culture

A powerful individual at the centers who control all resources and makes all decision dominates
the members of this culture. Organization with such culture can achieve outstanding performance
for a time, as long as the source of power has a strong sense of direction, exercise sound
judgment, makes the right decisions, behaves with integrity and wins loyalty from others.

2.4.3 Task or Matrix or Achievement Culture

In this culture there is no dominant or clear leader. The particular concern in this culture is to get
the job done; therefore the individual who are paramount are the experts with ability to
accomplish a particular aspect of the task organizational power is distributed to employees based
up on competence and expertise rather than charisma or the holding of a particular office so,
there will be high job satisfaction. The values will include achievement, teamwork, openness and
trust, autonomy, personal growth and development organizations with culture are flexible and
constantly changing

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 2.4.4 Person or Support Culture
This types of culture is formed in the organization whose purpose is to save the interest of the
person or the individual within it. The individual is very important and the organization structure
and system are designed to facilitate and support the work of the key individual wealth earners.
Such types of culture exist in partnership of a few individuals who do all the work of the
organization themselves.

2.5 EMPLOYEE COMMITMENT

The approach that organization theories frequently employed to understand employee behavior
in their or organization is to study “employee commitment” (organizational commitment). It is
the relative strength of an individual’s identification and involvement in a particular
organization. Also it can be defined by the following three factors.
 An acceptance of the organizations goods and value.
 A willingness to work hard for the organization
 The desire to stay with the organization.
Again as an attitude, commitment is distinctly different from the concept of job satisfaction is
commitment reflect a general affective response to the organization as a whole and the other
hand, job satisfaction reflects “ a pleasure or positive emotional state resulting from the appraisal
of one’s job or job experience” commitment is more stable than job satisfaction. Commitment
attitudes develop slowly over time, were as job satisfaction attitudes are viewed immediate
reaction to work, pay promotion opportunities, supervision and ex-workers same employees
strongly identify with the organization and feel attached to it attitude of an employee
commitment is linked to overlooking minor sources of dissatisfaction and effecting to be a
member o the organization. Strongly commitment employees also are likely to view themselves
as truly member of the organization. In contrast: low employee
commitment is associated with dissatisfaction and an expectation to leave the organization.
People who lack commitment to their organization are likely to be absent from work and quit
their job they want to view the organization as same thing apart from themselves (Specters;
2000) an the other hand, employee commitment is not only the function of the above things that
described by the specters, but also employee comment is a function of employee beliefs in future

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payoffs, fulfillments of a debt to the organization, strong identification with the employees., and
lack of job alternatives resulting in a limited mobility.

2.5.1 Commitment Typologies

Although several conceptualization of employee commitment have appeared in organizational
literature they can be categorized under any one of the three categories.

2.5.2 Affective Commitment

It occurs when the employees’’ wishes to remain with the organization because of an emotional
attachment. Employees who are committed affectively accept organizations goals and values,
willingness to work hard, desire to stay with the organization. It encompass locality, but it is also
a deep concern for the organization welfare. Also if viewed as a three component on emotion
comprising identification with the goals an devalues of organization, high involvement in work
activities, and loyal attachment to the organization (Nelson & Quick, 1997)., but better definition
is given by another, affective commitment is defined as in terms of internalization of the
organization’s values, willingness to put in strong effort towards helping the organization to
achieve its goals and a strong desire to keep membership of organization (Spector, 2000). It is
better definition in terms of broad coverage.

2.5.3. Continuance Commitment

It is employees’ tendency to remain in an organization because of the person cannot afford to
leave. That means same employees stay in the organization, if they leave; they will lose a great
of their investment in time, effort, and benefits. And they cannot replace this investment. The
individual believes that he has invested as a great deal of effort or time and to remain in the
organization.

2.5.4 Normative Commitment or Obligation

These types of commitment come from the value of the employee. The person believes that he or
she owes it to the organization to remain out of a sense that this is the right things to do. Because
of the obligation he or she has. Example of an organization is layout to the employee or has
supported his/her educational efforts the employee may report higher digress of normative
Commitment. Affective commitment tends to be most highly related to these outcomes. A
review of the research supports that researchers have typically focused on organizational

16
outcomes and correlated of commitment. However, more recently, researchers are beginning to
examine more individual level correctives of affective commitment like steers, week beings &
work formally conflict. (Meyer etal. 2000)

CHAPTER THEREE
3. RESEARCH METHODOLOGY

3.1 Data type and sours

The study was used both primary and secondary data. The researcher was used primary data in
order to obtain to data information from employees. The researcher also was been used
secondary data from books and internet.

3.2 Research design

This type of research was descriptive type of the research because, the study was conducted
by data collection, organization and analysis of data.

3.3 sample size and sampling

The research selected censes method because of Dashen bank dessie main branch. it have 38
employee was been used because the researcher easily manageable and the best for these
research.

3.4 Data collection tools

The data was employed to undertake the research was been gathered from primary sources, by
using questioner method. In Addition to this primary data, secondary data was collected from
some written material such as books, and internet etc.

3.5 method of data analysis

Once data collected from different source, it was been analyzed according to the objectives
of the study. The data was been analyzed and presented by using descriptive statics, such as
tables, frequencies, percentage

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 CHAPTER FOUR

DATA ANALYSIS OF AND INTERPRETATION

This part deals with the analysis of the data collected during the process of the research. Thirty
eight (38) copies of questionnaires were distributed to employees of Dashen bank.
Out of 38 questionnaires distributed to participants 35(92.10%) were filled and returned while
the remaining 3(7.89%) were not returned due to certain problem, respondents’ inability (refusal)
to return some of the question. Thus, the response rate for the questionnaire distributed is 92.10%
and a total of 35 responses were used in the data analysis procedures.

Table 4.1 Characteristics of respondents

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No Items Respons
es Respondents
Number %
1 Sex Male 26 74.29
Female 9 25.71
T 35 100
otal
2 Age(in 18-25 3 8.57
years) 26-33 10 28.57
34-41 12 34.29
42-50 7 20
Above50 3 8.57
T 35 100
otal
3 Education 10-12 8 22.86
al completed 9 25.71
Qualificati Diploma 18 51.43
on Degree - -
MBA
To 35 100
tal
4 Marital Married 27 77.14
status Single 8 22.86
Divorced - -
Windowed - -

To 35 100
tal
5 Work experience 1-3 5 14.29
3-6 7 20
6-9 3 8.57
Above 9 20 57.14
Total 35 100
Source: questionnaire, 2006
As depict in the table-4.1 the distribution of participants based on their sex 26(74.29%) were
male while the remaining 9(25.71%) were female. This implies that majority of the respondents
were male.

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In the same table item number 2 shows on respondent’s age, 3(8.57%) of respondents were aged
18-25 year, 10(28.57%) of respondent were aged 26-33 year, 12(34.29%) of respondents aged
34-41 years, 7(20%) of respondent were age 42-50 year, 3(8.57%) of respondents were age
above 50 year. This implies that majority of the respondents were in between age 34-41.
In the same table, item number 3 shows on respondent’s education qualification, Accordingly
8(22.86%) of respondents were 10-12 completed, 9(25.71%) were diploma holders, while the
remaining 18(51.45%) were first-degree holders, This implies that majority of the respondents
were first-degree holders.
In the same table, item number 4 shows respondents marital status. Accordingly 27(77.14%) of
respondents were married, and 8(22.86%) of respondents were single. This implies that majority
of the respondents were married
Regarding the distribution of the respondents with respect to work experience, accordingly
5(14.29%) of the respondents have 1-3 year work experience, 7(20%) of respondents have 3-
6year work experience, 3(8.57%) of respondents have 6-9 year work experience, and 20(57%) of
respondents have above 9years work experience. This implies that majority of the respondents
served the organization above 9 years

Table-4.2 Employee’s Autonomy toward doing their job

No Items Responses
Respondents
Number %
1 My initiative to do Strongly disagree 6 17.14
the work in my own Disagree 13 37.14
are no accepted on Neutral 6 17.14
employer Agree 3 8.57
commitment Strongly agree 7 20

Total 35 100

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 2 Here every body Strongly disagree 13 37.14
works his or her own Disagree 12 34.29
job, no Body cares Neutral - -
about other job Agree 4 11.43
Strongly agree 6 17.14
Total 35 100
Source: questionnaire, 2006E.C
Table 4.2 shows on employee’s autonomy toward doing their job, the research wear asked
respondents whether the initiative to do the work in their own responded no accepted on
employee’s commitment. Accordingly, 6(17.14%) of the respondents were responded strongly
disagree, 13(37.14%) of the respondents were responded disagree, 6(17.14%) of the respondents
were responded neutral, 3(8.57%) of the respondents responded Agree, and the remaining
7(20%) of the respondents were responded strongly agree.
The second item of table 4.2 indicates accordingly every body works his or her own job nobody
cares about other job. 13(37.14%) of the respondents were responded strongly disagree,
12(34.29%) of the respondents were responded disagree, 4(11.43%) of the respondents were
responded agree, and the remaining 6(17.14%) of the respondents were responded strongly
agree. this indicate that the majority of respondents were responded response, 13(37.14%) were
strongly disagree with the existence of here every body works his or her own job nobody cares
about others work.

Table-4.3 conflict tolerance behavior among employees

No
Items Responses Respondents
Number %
1 People bring out the Strongly disagree 3 8.57
conflict issue in the Disagree 3 8.57
open without fear of Neutral 10 28.57
punishment Agree 19 54.29
Strongly agree - -

Total 35 100

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Source: questionnaire, 2006E.C
Table 4.3 indicated that 3(8.57%) of the respondents were responded strongly agree, 3(8.57%) of
the respondents were responded disagree, 10(28.57%) of the respondents were responded
neutral, and the remaining 19(54.29%) of the respondents were responded agree. This indicated
that the majority of respondents were responded agree with the existence of people bring out the
Conflict issue in the open without fear of punishment
Table 4.4 the existence of clear objectives and performance expectation

No Items Respondents
Responses Number %
1 The duties andStrongly disagree 13 37.14
responsibilities attachedDisagree 9 25.71
to our job are not clearly
Neutral 10 28.57
informed to us Agree - -
Strongly agree 3 8.57
Total 35 100
2 I try my best to make a Strongly disagree - -
meaningful contribution Disagree 6 17.14
to my organization Neutral - -
throughout my job. Agree 7 20
Strongly agree 22 62.86

Total 35 100
Source: questionnaire, 2006E.C
The first item of table 4.4 indicate that 13(37.14%) of the respondents were responded strongly
disagree, 9(25.71%) of the respondents were responded disagree, 10(25.71%) of the respondents
were responded neutral, and the remaining 3(8.57%) of the respondents were responded strongly
agree. This indicated that the majority of respondents responds 13(37.14%) were strongly
disagree with the existence of the duties and responsibilities attached to their job are not clearly
informed to them.
The second items of table 4.4 indicate that 6(17.14%) of the respondents were responded
disagree, 7(20%) of the respondents were responded agree, and the remaining 22(62.85%) of the

22
 respondents were responded strongly agree. this indicated that the majority of respondents
responds 22(62.86%) were strongly agree with the existence of they try their best to make a
meaningful contribution to their organization throughout their job
Table 4.5 pattern Communication in the organization.
N Items Respondents
o Number %
1 We must communicate in Strongly disagree - -
the organization according Disagree - -
to specified formal Neutral 6 17.14
hierarchy Agree 16 45.71
Strongly agree 13 37.14
Total 35 100
2 We can go to our Strongly disagree - -
supervisors or any Disagree 6 17.14
colleagues at any time Neutral - -
Agree 19 54.29
Strongly agree 10 28.57
Total 35 100
Source: questionnaire, 2006E.C
The first items of table 4.5 indicate that on communication hierarchy, 6(17.14%) of the
respondents were responded neutral, 16(45.71%) of the respondents were responded agree, and
the remaining 13(37.14%) of the respondents were responded strongly agree. This indicated that
the majority of respondents response 16(45.71%) were agree with the existence of they must
communicate in the organization according to specified formal hierarchy.
The second items of table 4.5 indicate that 6(17.14%) of the respondents were responded
disagree, 19(54.25%) of the respondents were responded agree, and the remaining 10(28.57%)
were strongly agree. This indicated that the majority of respondents response 19(54.29%) were
agree with the existence of they are can go to their supervisors or any colleagues at any time. So
this implies that employees of dashen bank have freedom to raise their idea to the

23
 supervisors/leaders of the organization. This increases employee commitment to organizational
tasks.
Table 4.6 Degree of employees’ behavior control through rules and

regulations.

No Items Respondents
Number %
1 Many rules and Strongly disagree - -
regulation are there to Disagree 3 8.57
guide our activities (what Neutral 3 8.57
are have to dress, talk Agree 19 54.29
etc) Strongly agree 10 28.57
Total 35 100
2 We are told in what way Strongly disagree 4 11.43
we have to behave in the Disagree 3 8.57
organization Neutral 9 25.71
Agree 10 28.57
Strongly agree 9 25.71
Total 35 100
Source: questionnaire, 2006E.C
The first items of the table 4.6 indicate that 3(8.57%) of the respondents were responded
disagree, 3(8.57%) of the respondents were responded neutral, 19(54.29%) of the respondents
were responded agree, and the remaining 10(28.57%) of the respondents were responded
strongly agree. This indicated that the majority of respondents response 19(57.28%) were agree
with the existence of many rules and regulation are there to guide their activities (what are have
to dress, talk etc).
The second items of tables 4.6 indicate that 4(11.43%) of the respondents were responded
strongly agree, 3(8.57%) of the respondents were responded disagree, 9(25.71%) of the
respondents were responded neutral, 10(28.57%) of the respondents were responded agree, and
the remaining 9(25.71%) of the respondents were responded strongly agree. This indicated that

24
 the majority of respondents response 10(28.57%) were agree with the existence of they were told
in what way they have to behave in the organization.
Table 4.7 Attitude of employees toward promotion and reward system of
Dashen.
N Items Respondents
o Number %
1 In this organization Strongly disagree 3 8.57
promotion are given Disagree 3 8.57
according to seniority Neutral - -
rather than merit and Agree 19 54.29
ability of employees. Strongly agree 10 28.57
Total 35 100
2 Sometimes we do not Strongly disagree 1o 28.57
know why we have been Disagree 7 20
rewarded. Neutral 25.71
9
Agree 6 17.14
3
Strongly agree 8.57
Total 35 100
Source: questionnaire, 2006E.C
The first items of table 4.7 indicate that 3(8.57%) of the respondents were responded strongly
agree, 3(8.75%) of the respondents were responded disagree, 19(54.28%) of the respondents
were responded agree, and the remaining 10(28.57%) of the respondents were responded
strongly agree .this indicated that the majority of respondents response 19(54.28%) were agree
with the existence of in this organization promotion were given according to seniority rather than
merit and ability of employees.
The second items of table 4.7 indicate that 10(28.57%) of the respondents were responded
strongly disagree, 7(20%) of the respondents were responded disagree, 9(25.71%) of the
respondents were responded neutral, 6(17.14%) of the respondent were responded agree, and the
remaining 3(8.57%) of the respondents were responded strongly agree. this indicated that the

25
 majority of respondents response 10(28.57%) were strongly disagree with the existence of
sometimes they do not know why they have been rewarded.
Table 4.8 Degree of employee’s commitment to their organization.
No Items Respondents
Number %
1 I would be very happy to Strongly disagree - -
speed the rest of my life Disagree - -
career with this Neutral 6 17.14
organization Agree 16 45.71
Strongly agree 13 37.14
Total 35 100
2 I really feel that this Strongly disagree 3 8.57
organizations’ problems Disagree - -
are my own Neutral 7 20
Agree 13 37.14
Strongly agree 12 34.29
Total 35 100
3 One of the causes of Strongly disagree 7 20
living in this organization Disagree 10 28.57
is not scarcity of other Neutral - -
job alternatives Agree 9 25.71
elsewhere. Strongly agree 9 25.71
Total 35 100
Source: questionnaire, 2006E.C
The first items of table 4.8 indicate that 6(17.14%) of the respondents were responded neutral,
16(45.71%) of the respondents were responded agree, and the remaining 13(37.14%) of the
respondents were responded strongly agree. this indicated that the majority of respondents
response 16(45.71%) were agree with the existence of they would be very happy to spend the
rest of their life career with this organization.

26
The second items of table 4.8 indicate that 3(8.57%) of the respondents were responded strongly
disagree, 7(20%) of the respondents were responded neutral, 13(37.14%) of the respondents
were responded agree, and the remaining 12(34.29%) of the respondents were responded
strongly agree. this indicated that the majority of respondents response 13(37.14%) were agree
with the existence of they really feel that this organizations’ problems are their own.
The third items of table 4.8 indicate that 7(28.57%) of the respondents were responded strongly
disagree, 10(28.57%) of the respondents were responded disagree, 9(25.71%) of the respondents
were responded agree, and the remaining 9(25.71%) of the respondents were responded strongly
agree. This indicated that the majority of respondents response 10(28.57%) were disagree with
the existence of one of the causes of living in this organization was not scarcity of other job
alternatives where.
Table 4.9 Shows relationship and effect of organization culture on employee
commitment
Respondents
No Items Number Percent (%)

1 Organizational culture is directly Strongly disagree - -

related with employee commitment Disagree 1 2.86
Neutral 3 8.57
Agree 7 20
Strongly agree 24 68.57
Total 35 100
2 Organizational culture have an effect Strongly disagree 2 5.71
on employee commitment Disagree 2 5.71
Neutral 3 8.57
Agree 7 20
Strongly agree 21 60
Total 35 100
Source: questionnaire, 2006E.C
In this table item-1, respondents were asked whether organization culture have a relation with
employee commitment. Accordingly,1(2.86%) of the respondents were responded
disagree,3(8.57%) of the respondents were responded neutral,7(20%) of the respondents were
responded agree and the remaining 24(68.57%) of the respondents were responded strongly
agree. Majority of respondents were strongly agree with the idea of organization culture is

27
related is employee commitment. This implies that organization culture have strong relation with
employee commitment in the organization.
In the same table item-2, respondents were asked whether organization culture have an effect on
employee commitment. Accordingly 2(5.71%) of the respondents were responded strongly
disagree,2(5.71%)of the respondents were responded disagree,3(8.57%) of the respondents were
responded neutral, 7(20%)of the respondents were responded agree, and the remaining
21(60%)of the respondents were responded strongly agree. Majority of respondents were
responded strongly agree with the idea that organization culture have an effect on employee
commitment.

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 CHAPTER FIVE

5. CONCLUSIONS AND RECOMMENDATIONS

5.1 CONCLUSIONS
On the basis of the major findings, the following conclusions were made.
 Employees in Dashen bank have autonomy in the work area.

 Conflicts are highly discouraged in Dashen bank. This resulted from fear of
disciplinary measure taken on the participants. This increase stress and moral
disasters among employees.
 Dashen bank has a highly bureaucratic structure and employees have to follow
and communicate according to the specified line of hierarchy even if form
communication is used to control problems easy for the management
 There are problems in promotion and reward system of Dashen bank.

 norms that exist in Dashen bank about what do dress, talk and in what way to act
in the organization surrounding has own its problems what the reality is that, not
all rule and regulation or norms are correct
 Employees were communicated about organization’s mission, vision goals and
objectives. The knowledge about why the company exists, what needs to achieve
in the future, the duties and responsibilities of each specific position will have
effect on employees feeling of belongingness to the organization but, the main
problem is that the time of communicating these thing, because communicating
organization’s mission, objective and goals are not one time task rather
continuous task until all members of Dashen bank understand the reason why
Dashen bank exist.
 Most of the employees in Dashen bank are not effectively committed. Because
effectively committed employees will stay in their organization irrespective of
anything they get in response for their organization. Also most of employees

29
 disclosed that, they have stayed in this organization because of absence of other
better job alternatives else were.

5.2 RECOMMENDATION
On the basis of the findings made and conclusions drawn with regard to organization culture on
employees’ commitment a case study of Dashen bank the following recommendations were
given.
 Conflicts were highly discouraged in Dashen bank. To overcome this problem, Dashen
bank has better to: encourage functional conflict among employees as well as the
management, of Dashen bank, better to follow participatory kind of decision-making,
providing continuous ethics course. When employees participate in decision making
process a must for rising conflicting idea and this pave for creativity and innovation.
 Dashen bank has problem on communication pattern. To overcome this problem the
researcher suggested that: Balancing formal and informal communication because formal
communication consume more time for decision making, Dashen bank, has to permits the
establishment of good labor association, by preparing get together program. Also Dashen
bank has problem on promotion and rewarding system. to overcome this problem by:
Balancing both seniority and ability as a base for rewarding employees based on the
situation, Rewarding employees who perform better than other, because, it lead to
encouraging creativity in the organization.

 Dashen bank has own effect with the general rule and regulation to overcome this
problem the researcher suggests that: Dashen bank should change its strict rule and
regulation about how to talk, dress by flexible rule according to interest of employees.

 Dashen bank has better to practice the following activities. Provide sound working
environment, give full responsibility to their own specific job, and create a sense of
belongingness by paying their salary match with their effort.
 Generally we tray to show the organizational culture on employees commitment
up to these. The other researcher next to these assess widely to the same
organization or other sector.

30
REFERENCE

1. Debral L. Nelson, James compnell Quick, (1997), Organizational Behavior,

Foundations, Realities and Challenges” 2nded, west publishing company.

2. John. M. Invancevich and Michael T. Matteson, (1990) Organizational Behavior and

Management, 2nd Ed.

3. Philip Sadler (1995), Managing Change, clays Ltd England.

4. Singh and T.N Chhabra, (2002), Organization Theory and Behavior, DHANPATRAS
and co. (p) LTD, Delhi.

5. Stephan P. Robbins, (2005), Fundamentals of Management Essential Concepts and

Application, 5th Ed, prentice hall, USA.

6. Wright Neo.et AL, (1996) Management of organizations, von Hoffman press, Inc, USA.

7. Stephan p, Robbins,(2004),Fundemental of organazational behavior, 2nd Canada ed.

8. Lioyd L. Byars and Leslie W. Rue (1997), Human Resource Management, 5th Ed USA.

9. Noe, Hollenbeck, Gerhrt wright (2004), fundamental of human resource, 2nd Ed, USA.

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 APPENDIX
WOLLO UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF MANAGEMENT
This is organization study conducting for supporting the researcher senior essay paper entitled as
assessment of organizational culture on employee commitment in dashen bank. Is an aim to get
information about your work life in the organization, The gathered information will be kept
secret and be used mainly for the researcher academic purpose not evaluating your commitment
and take same measure. I hope you will extract your kind cooperation lies with frankly
responding to this questionnaire.
Thank you for in advance
GENERAL INSTRUCTION
Please:-
 To maintain confidentiality, please do not write your name or sign anywhere in the
questionnaire
 Give your response to all the statement found in the questionnaire.
 Kindly do not consult others while responding
 Please choose among the alternative and make “x” sign on it. Like this, if you select B.
A B x C D

Part I: Background information

1. Sex: A. Male  B. Female 
2. Age A. 18-25 C. 34-41  E. above 50
B. 26-33  D. 42- 50
3. Education A. 10-12 completed  B. Diploma 
. C. Degree  D. MBA Degree E. PhD 

32
 4. Marital status A. Married  B. Unmarried 
C Divorced  D. Windowed 
5. What is your experience?
A. 1-3 C. 6-9 
B. 3-6  D. Above 9

Part II

Below are some statements, which describe the possible feelings and beliefs you may have about
your organization. Please indicate your response by ticking only one of the five alternatives.

Strongly Disagre Neutral Agree Strongly

disagree e agree
1. My initiative to do the work
in my own are not accepted
on employer commitment.
2. here everybody works his or
her own job, nobody care
about
Others work.
3. People bring out the conflict
issues in to the open
without fear of punishment.

4. The duties and responsibilities

attached to our job are not
informed to us.

5. I try my best to make a

meaningful contribution to my
organization throughout my job.

6. We must communicate in the

organization according to
specified formal hierarchy.

7. We can go to our supervisor or

any colleagues at any time.

33
8. Many rules and regulation to
what we have and to dress, talk,
etc.
9. We are told in what way we
have to behave in the
organization
10.In this organization promotions
are given according to seniority
Rather than merit and ability of
employees.

11. Sometimes we do not know

why we have been rewarded.
12. I would be very happy to
spend the rest of my life career
with this organization.

13. I really feel that this

organization’s problems are my
own.
14. One of the causes of living in
this organization is not scarcity of
other job alternative elsewhere.
15. Organization culture is directly
related with employee
commitment.
16. Organization culture have an
effect on employee commitment.

34