Untitled

EULOGIO “AMANG” RODRIGUEZ
INSTITUTE OF SCIENCE AND TECHNOLOGY 1

COLLEGE OF BUSINESS ADMINISTRATION
CHAPTER 1
Problem and its Background
This chapter presents a brief background of the study, the
theoretical and conceptual frameworks, the statement of the
problem, the hypothesis, scope and limitations, the
significance of the study, and the definition of terms.
Introduction
From the sociological and anthropological standpoint,
culture is essential to a nation, society, community. It is
considered as the core of everyday life. It implies a way of
doing things as well as a basis for existence in a manner that
it gives both meaning and purpose of living.
Even in organization, culture plays a big role. It is a
usual expectation that, upon entry to a formal business
organization, employees are oriented to certain standards and
eventually learn to adjust to them. They have to know its
structure, history and founder, comply with roles, be oriented
to its beliefs, follow its practice or rituals, and adopt its
values. Employees, especially newcomers, strived to adapt and
to familiarize themselves with the culture of the organization.


From time to time, during interactions, limits are set of the
behaviors to get things done well.
Culture also serves as the personality of the organization
that sets each organization apart from others. It usually gives
distinction and image to the company making each organization
unique. This is what and where the philosophy and values of the
company takes place wherein its products, services, market
range, mission, and all others aspects of their enterprise, are
reflected. Because culture also created out socialization,
culture tends to become embedded within the employees
themselves making it a part of their system as it is passed
from generation to generation and practiced in everyday work
situations.
If culture gives essence to the existence of the
organization, it could surely bring impact on the lives of its
employees. Industrial/ organizational psychologists and human
resources professionals recognized the role of culture of the
organization in a way that it could immensely influence
employee, attitudes, morale, and behaviors. It is widely
recognized that the employees need to set the environment,
systems, norms, and procedures of the firm prior to successful
coping. Otherwise, a culture shock or disintegration would be


expected to take place that may lead to more serious problems
like stress, inefficiency, and resignation among the employees.
The success of any organization is future business
strategy which depends on a great deal of employees’ commitment
level, and commitment of employees plays a key role in helping
an organization achieve excellence (Khan 2007) Today,
increasingly competitive business environment requires the
companies find new and improved strategies for achieving
superior financial returns. In a world where technology has
driven down production costs and made new goods and services
easier to imitate, firms must look for less traditional ways of
staying ahead of competition.
Background of the Study
Accenture is a global and professional services company
net revenues of $34.9 billion, with more than 425,000
employees serving clients in more than 200 cities in 120
countries. In 2015, the company had about 130,000 employees
in India, about 48, that provide a strategy, consulting,
digital, technology and operations services. A Fortune Global
500 companies, it has been incorporated in Dublin, Ireland,
since September 1, 2009. In 2017, the company reported 48,000


in the US, and about 50,000 in the Philippines. On August 29,
2017, Apple Inc. announced a partnership with Accenture to
create IOS business solutions. Accenture's current clients
include 94 of the Fortune Global 100 and more than three-
quarters of the Fortune Global 500.
igure 1. Map of Accenture Company in Cubao
Accenture Company is a leading global professional
services company, providing a board range of services and
solution in strategy, consulting, digital, technology and
operation. As researchers, we want to know how the Accenture
Company solves problems, innovate, lead, and perform in their
clients and employees toughest challenge. At Accenture, they
take an innovation-led approach to help clients and employees
to imagine and invent their future.


Moncrief (1986) observed that using sales presentation

skills
is broadly relevant and uniform across industries, products,
and sales situations, while both salespeople (Chonko et al.,
1993) and sales managers (Peterson and Smith, 1995) report
that sales presentation skills are necessary for sales
success.
The particular skills widely held to comprise the sales
process
includes prospecting for new customers, arranging to meet
with the potential customers identiﬁed, uncovering and
understanding customer needs through proper questioning,
developing a product solution based upon customer needs,
presenting the solution back to the customer, handling
customer objections and questions regarding the proposed
solution, closing the sale, and negotiating the transaction.
skills
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Theoretical Fra
Theoretical Framework
Meyer and Allen's (1991) three-component model of
commitment was created to argue that commitment has three
different components that correspond with different
psychological states. Meyer and Allen created this model for
two reasons: first "aid in the interpretation of existing
research" and second "to serve as a framework for future
research". Their study was based mainly around previous studies
of organizational commitment. Meyer and Allen's research
indicated that there are three "mind sets" which can
characterize an employee's commitment to the organization.
Mercurio (2015) extended this model by reviewing the
empirical and theoretical studies on organizational commitment.
Mercurio posits that emotional, or affective commitment is the
core essence of organizational commitment.


Figure 2. Meyer and Allen Three Component Model of Commitment

(Meyer and Allen 1991)

Affective commitment is defined as the employee's positive
emotional attachment to the organization. Meyer and Allen
pegged AC as the desire component of organizational commitment.
An employee who is affectively committed strongly identifies
with the goals of the organization and desires to remain a part
of the organization. This employee commits to the organization
because he/she wants to. This commitment can be influenced by
many different demographic characteristics: age, tenure, sex,
and education but these influences are neither strong nor
consistent. The problem with these characteristics is that
while they can be seen, they cannot be clearly defined. Meyer
and Allen gave this example that positive relationships between
tenure and commitment may be due to tenure-related differences
in job status and quality.
Continuance commitment is the need component or the gains
versus losses of working in an organization. Side bets, or
investments, are the gains and losses that may occur should an
individual stay or leave an organization. An individual may
commit to the organization because he/she perceives a high cost
of losing organizational membership.
Normative commitment is when the individual commits to and
remains with an organization because of feelings of obligation,


the last component of organizational commitment. These feelings
may derive from a strain on an individual before and after
joining an organization.
Conceptual Framework
The research paradigm that served as a guide to the study
of the systems approach or otherwise known as the Input-
Process-Output model.
INPUT PROCESS OUTPUT
Profile
 Gender
 Position  Distribution
 Years of
service of survey
Organizational culture
 Innovation and Questionnair
risk-taking
 Enhanced
 Attention to e
detail Training
 Outcome  Analysis and
orientation Programs for
 People interpretati
orientation newly hired
 Team on of
orientation Employees
 Aggressiveness gathered
 Stability
Organizational data
commitment
 Affective
 Statistical
commitment
 Continuance
Treatment
commitment
 Normative
commitment
Feedback

Figure 3. Conceptual Framework of the Study

The input includes the profile of respondents and the
organizational culture and commitment of the employees in
Accenture Company.
The process involves the distribution of the
questionnaires, analysis and interpretation of data gathered
and statistical treatment.
The output is to enhance training programs for newly
hired employees in Accenture Company.
Statement of the Problem
The study sought to determine the relationship of
organizational culture and organizational commitment of
Accenture Company.
Specifically, it sought to answer the following
questions:
1. What is the profile of the respondents in terms of:
1.1 Gender;
1.2 Position; and
1.3 Years of service?
2. What is the organizational culture of the respondents in
terms of:

2.1 Innovation and risk-taking;
2.2 Attention to detail;
2.3 Outcome orientation;
2.4 People orientation;
2.5 Team orientation;
2.6 Aggressiveness; and
2.7 Stability?
3. What is the organizational commitment of respondents in
terms of:
3.1 Affective commitment;
3.2 Continue commitment; and
3.3 Normative commitment?
4. Is there a significant relationship between the
organizational culture and organizational commitment when
grouped according to their profile?
Hypothesis
There is no significant relationship between the
organizational culture and commitment when grouped according to
their profile.
10

Scope and Limitation
The study is limited to the following scope:
1. The Subject. The organizational culture and organizational
commitment, how people behave in organization and employees who
are committed to their organization generally feel a connection
with their organization, feel that they fit in and, feel they
understand the goals of the organization.
2. The Setting. The study is located in LGF Gateway mall,
Cubao, Quezon City. Accenture is a leading global professional
services company, providing a broad range of services and
solution in strategy, consulting, digital, technology and
operation.
3. The Respondents. This study was limited only to the
employees of Accenture Company in the department of customer
services and finance department on how they, act and perform
their jobs.
4. The Time Frame. This study was conducted on the second
semester.

Significance of the Study
The results of this study could provide new information and
insight on the possible influence of organizational culture to
employees’ attitudes specially, work commitment, more
especially to the following groups of people.
Dean and Chairpersons. They would serve us an inspiration
to come up with an efficient and effective research study. They
provide leadership conduct and implement strategic planning
that reach out student needs. They advocate his/her department
from a perspective of the best overall interest of the State
Universities through effective communication. They also inspire
for a responsible achievement of highest possible level of
excellence in research.
Instructors and Professors. The result of the study would
not give benefits to the students only but to other
professionals as well. It would, indeed, help professionals
specifically professors and instructors. They may integrate and
apply all the skills and knowledge that this study would
provide in his lessons. They provide guidance and assistance in
developing their capacity for research. They introduce research
student to useful networks (source) inside and outside the


State Universities. They have the special responsibility in
providing leadership and in fostering excellence in research,
teaching, professional activities and policy development in the
academic discipline within the school, faculty and University-
wide both scholarly and general.
BPO Employees. The result will enlighten the staff
employees in having in-depth understanding of their
organization’s commitment and culture to their own work
attitudes, behaviors, adaptation, and interactions so as to
achieve successful coping and fulfillment in work life.
Students. The study could act as their reference and
source of secondary information.
Future Researchers. This research undertaking would
serve as baseline information and additional reference to those
who would also become interested in noteworthy problems related
to organizational culture and organizational commitment.
Definition of Terms
The following were defined operationally and
conceptually to provide common frame of reference:


Organizational Commitment is the employee’s emotional
fondness, dedication and devotion to the company’s goal, and
objectives.
Affective Commitment refers to employees' perceptions
of their emotional attachment to or identification with their
organization. (Williams, 2004).
Continuance Commitment is the person’s level of
commitment to stay in the organization not because he/she wants
to but he/she perceived a higher cost if he/she leaves his
present work. (Ramos, 2009).
Normative Commitment is the person’s commitment to work
and stay in the organization because he/she has an obligation
to work on.
Aggressiveness is the degree by which management allows
employees to offer constructive criticism, express ideas and
feelings as well as stimulate healthy competition among them.
(Dictionary).
Attention to detail is the degree to which employees
are expected to exhibit precision, efficiency, and careful
analysis of task at hand. (Heradura, 2002).


Demographic profile is the brief, vital, and personal
information about the researchers’ respondents.
Innovation and risk taking is the degree to which
employees are encouraged to think of new ideas and to take
chances for greater efficiency on the job.
Organizational Culture includes an organizations
expectation, experiences, philosophy, and values that hold it
together, and is expressed in its self-image, inner workings,
interactions with the outside world, and future expectation.
(Business Dictionary).
Outcome orientation is the measure of the degree to
which management focuses on results and output of employees
using quality and coordinated efforts as standards to work and
having provision for reward systems and performance appraisal.
(Heradura, 2002).
People orientation is the degree to which management
decisions take into consideration the effect of outcomes and
processes on people within and outside of the organization.


Team orientation is the measure of the degree to which
work activities are organized around group participation rather
than doing them alone.
Stability is the term which implies the degree to which
organizational activities emphasize on maintaining the status
quo of the company, allowing little change, in contrast to
growth. (Heradura, 2002)


CHAPTER II
Review of Related Literature and Studies
This chapter presents readings from both local and foreign
articles, reports, and studies that helped the researchers in
adopting the appropriate theoretical framework, in drafting the
conceptual framework, and in analyzing and interpreting the
findings of this study.
Local Literature
Hechanova, Calleja, and Villaluz (2017) stated that the
organizational culture or corporate culture as having three (3)
general characteristics. Firstly, organizational culture has
intangible, non-material, and cognitive components. These
components are the beliefs, values, perceptions and underlying
assumptions shared by individuals in an organization. These
intangible aspects can be observed in symbols, slogans, and


stories about the organization that are understand by employees
and create a sense of pride for the organization and a feeling
of community. Tangible components of culture consist of tools
for dealing with communication, problem-solving and decision-
making. Examples of these are codified rules and technology
driven tools for exchange of information. Thirdly,
organizational culture plays a supportive rule in the
organization. It (a) enables the organization to adapt to its
environment, (b) supports the organizations strategic goal, (c)
guides its members in problem solving and decision-making,
expresses the way we do things around here, and (d) shares with
its members characteristics unique the company’s successes.
Organizational culture fosters company-wide integration and
serves as unifying force within the organization.
The impact of organizational culture depends on the
level of commitment the employees have towards the
organizations and beliefs. This impact can be positive or
negative, depending on the degree with which employees support
and defend the corporate culture. Several sub cultures could
also excess the organization stemming from functional and
hierarchical level differences as well as professional or
geographic differences. At times, there are pockets of negative


subcultures within the assumed culture. Beyond this seemingly
simple characterizations of corporate culture, research on this
concept has shown evidence of its multidimensionality and this
has resulted to varied approaches to categorization. The
researchers who developed typologies of organizational culture
can be divided into two (2) groups. The first group consists of
those who based their typology on the structure and strategic
focus (orientation) of an organization’s culture. Second group
consists of those who based their typology on the dominant
attributes of an organizational culture as shown by the
organization’s members.
Peter and Olson (2009) stated the usual approach in
marketing to analyze culture in terms of its major attributes
or its content. Marketer typically focus on identifying the
dominant values of a society, but culture is more than values.
The content of culture includes the beliefs, attitudes, goals,
and values held by most people in a society, as well as the
meaning of characteristics behaviors, roles, customs, and norms
that most people follow. The content of culture also include
meanings of the significance aspect of a social and physical
environment, including the major social institutions in a
society (political parties religions, chambers of comers)in the


typical physical objects (products tools, buildings) used by
people in that society.
Edralin (2013) mentioned organizational commitment as the
degree to which employees prefer to be with the company and
resolve to be part of it actively for a long time. Oftentimes,
this is called organizational loyalty. It is the employees
felling that they are proud to be associated with the company,
strongly believe in its vision-mission, and in product/s or
services their company provides to the society. She added that
her studies revealed that the employee relations human resource
management practices such as the company focused on the team
oriented culture; the leaders utilize every communication
channel possible to help employees understand the company’s
direction; the company creates a feel-good atmosphere in a
workplace; and the company creates fun atmosphere in the
workplace is the most significant predictor have employee job
involvement and organizational commitment.
Alvino (2014) observed that behaviors such as working
long hours and productivity are enacted first by an emotional
attachment, or commitment, to an organization’s mission or
story. In addition, the Association for Talent Development


(ATD) released a bulletin titled Four Ways to Gain Employees
Commitment.
Medina (2011) mentioned that culture differences in job
performance and behavior are sometimes caused by differences in
culture. If, for instance, a Filipino employee is confronted by
a superior for a perceived error committed by the employee at
the workplace, it is not surprising if the employee keeps quiet
even if he believes he is not at fault. It may take some effort
for someone to make him respond. This is so because Filipinos
consider it impolite and discourteous to talk back to superiors
or elders. This behavior is common to Filipinos and we cannot
expect people from other cultures to behave in the same manner.
Aptitude and abilities are very important considerations when
people are considered for employment in an organization. The
managers of business firms will be much concerned with the cost
of training new employees before they become productive. Medina
also stated that Organizational commitment is the degree to
which an employee identifies with particular organization and
its goals and wishes to maintain membership in the
organization. Organizational commitment often reflects the
employee’s belief in the mission and goals of the organization,
willingness to expend effort in accomplishing them, and


intentions to continue working in the organization. Employees
who are organizationally committed have good attendance
records, show willingness to adhere to the firm’s policies, and
lower turnover rates.
Foreign literature
Culture is the thinking, values and beliefs of the
organization. Organization culture is the process things are
done in the organization-working environment with its perfect
way the organization culture wants to be . Matthew (2010),
stated that Organizational culture is a way for the
organization towards organization future goals, which gives
strengths to its managers to reduce weaknesses and threats.
Organization culture is the cause of the way things get done.
Robbins (2005) stated that organizational commitment
was a state in which an employee identified with a particular
organization and its goals, and wished to maintain his
membership in the organization.
Lockwood and Walton (2008) stated that one way through
which employee can retain the workforce is through offering a


good compensation package. An organization can only be
successful in its retention strategy if it offers competitive,
market-related pay and benefits because this motivates
employees to become committed to the organization.
Krietner and kinichi (2008) stated that organizational
commitment manifests the extent to which an individual
identifies with an organization and is committed to its goals.
They mentioned that it is an important work attitude because
committed individuals are expected to display willingness to
work harder to achieve organizational goals and a greater
desire to stay employed at an organization. They added that
organizational commitment attitude is determined by a number of
personal (age, tenure in the organization, and dispositions
such as positive or negative affectivity or internal or
external control attributions) and organizational (the job
design, values, and the leadership style or one’s supervisor)
variables.
Cohen (2003) stated that the commitment is a force that
binds an individual to a course of action of relevance to one
or more targets. Organizational commitment is therefore, the
degree in which an employee is willing to maintain membership
due to interest and association with the organization goals and


values. Cohen also mentioned that the lack of organizational
commitment loyalty is cited as an explanation of employee
absenteeism, turnover, reduced effort expenditure, theft, and
job dissatisfaction and unwilling to relocate. Organization
whose member have higher level of commitment show higher degree
of performance and productivity and lower level of commitment
of absenteeism and tardiness. This implies that employees with
a high level of commitment tend to take greater efforts to
perform and invest their resources in the organization.
Ayeni and Phopoola (2007) found a strong relationship
between job satisfaction and organizational commitment.
According to them, job satisfaction is mostly determined how
well the organization meets employee’s expectation. They
mentioned as well that all the three components namely
Affective Commitment that is psychological attachment to
organizational; Continuance Commitment cost associated with
leaving the organization; and Normative Commitment- perceived
obligation to remain with the organization have implication for
the continuing participation of the individual in the
organization.
Pangarkar and Kirkwood (2013) stated that employee
engagement is the holy grail for every business leader. It’s


described in a variety of ways but generally defined as when
employees fully invest emotionally, mentally, and physically so
they focus on achieving the organization’s objectives”. To
further underscore the need for an exploration into what
commitment is and how it develops, in 2014, Gallup released a
poll that found just three out of every 10 employees felt
engaged in their jobs and committed to their organizations
Clifton (2014).
Lyons (2017) mentioned that there are three common
reasons why culture efforts go astray and examples of how
research on change management can help to avoid these problems;
First, Leaders lack commitment- serious efforts to change
company culture can take five or more years to make stick, yet
the median CEO tenure for the S&P 500 is only six years. As a
result, employees can feel that a culture initiative is only a
phase to endure. Researchers Devon Proudfoot of Cornell
University and Aaron Kay of Duke’s Fuqua School of Business
suggest that organizations tend toward inertia in part because
people are biased toward perceiving the status quo in a
positive light. Senior leaders can make this tendency worse by
positioning culture change as an emergency response to a


company crisis. When employees feel psychologically threatened,
they only dig in further to resist change. Proudfoot explained
that when leaders present change as non-negotiable and
permanent, employees become less resistant. Second, culture
change never translates to performance. For people to embrace
difficult organizational change, they need to understand how
they, the company and society will benefit. Too often, leaders
present culture change in broad terms that never get developed
into measurable goals. Without these, it is hard for many
people to see the “benefit statement” of culture change.
Lastly, culture change lacks distinction and flexibility-a
bumper-sticker slogan is not a corporate culture. If employees
hear the articulation of the changed culture as just another
example of unobjectionable but vapid words and phrases, they
will never be inspired. Take a phrase like “mutual respect” —
hard to argue with that. But if, for example, this is a company
where senior people regularly talk over others, everyone gets
the true message.
Cancailosi (2017) stated that no matter your
organization’s size or industry, however, a culture of
innovation may be necessary to evolve and succeed in today’s


constantly changing business environment. Innovation is not
only possible for your organization, it may be necessary if you
hope to keep a competitive edge. But innovation only happens
when organizations foster a culture where people feel safe to
challenge the status quo, dialogue is encouraged, and leaders
embrace the challenge.
Gemmit (2008) mentioned that organizational commitment
and organizational identification influence directly
organizational behavior. The positive linkage of organizational
citizenship behavior components to affective and normative
commitment is supported. It also reveals the validity of the
relationship over time and the applicability on the team level.
Furthermore, the indirect influence of organizational
identification on organizational criteria mediated through
organizational citizenship behavior is proven.
Daft (2000) mentioned that an organization’s mission is
an overall goal of the organization that provides a sense of
direction and guide to decision making for all level of
management. It tells what the organization is providing to
society and describes the organization’s values, aspirations,
and reason for being. A well-defined mission is the basis for


development of all subsequent goals and objectives. Mission
statement are mechanisms for communicating corporate policy to
an organizations internal and external stakeholders; these
promote a sense of shared expectation in employee and
communicate a public image to important stakeholders.
McKenna and Beech (2000) stated that organizational
culture is divided into several components forming, namely: (a)
the philosopher, which guide the determination organizational
policies with regard to the employees and clients; (b) Core
values held by the organization; (c) norms applied in the work;
(d) rules to relate well in organizations that must be learned
in order to be able to welcome new members of the organization;
(e) certain typical behavior in a routine interaction between
members of the organization, feeling or atmosphere created
within the organization.
Darmawan (2013) stated that every employee who works in
an organization would want to be successful in his career, and
one of the steps that can be taken if it is to succeed, it
needed a high commitment to the organization. Commitment means
the employee wishes to remain retain their membership in the
organization and are willing to do business for the high
achievement of organizational goals. If the phenomenon has been


seen in the attitudes and behavior of employees, it can be said
that the employee has had organizational commitment.
Organizational commitment means employees' desire to maintain
membership in the organization and are willing to do business
for the high achievement of organizational goals.
Djokosantoso (2003) stated that every organization built
is expected to grow and develop in line with the changing
dynamics of the business environment. Organizations that want
to have a competitive advantage, it is necessary to create and
implement a system of values or norms that can be used as
guidelines for all parties involved in the organization. If the
system of values that are applied by the organization can be
run well by all employees, it means that the organization has
had a cultural value. Culture is a pattern of all the good
atmosphere all material or behavior that traditionally has been
adopted by the community as members of problem-solving.
Robbins and Judge (2007) mentioned that, organizational
culture as a system of shared meaning held by the members of
the organization that distinguishes the organization with other
organizations. Based on some of the views of the organizational
culture in this study were all systems of values, norms and
rules that have been established by the organization so that it


can serve as a reference adhesive and employees in carrying out
their duties and responsibilities as a member of the
organization, particularly with regard to innovation and
decision risks, attention to detail, outcome orientation,
people orientation, team orientation and aggressiveness and
stability.
Uha (2013) stated that the organization can be viewed
as containers of various activities and as a process of
interaction between people who are in it. In connection with
the above description, the organizational culture is an
integral part of the internal environment of the organization.
Cultural organizations have the same meaning as the definition
of plant culture, corporate culture, business culture and
organizational culture.
Rival (2004) argued that employee performance is the
outcome or success of a person’s during a certain period in
conducting duties as compared with the standard of the work,
the targets or criteria that have been determined in advance
and have been agreed. Based on these descriptions, it can be
concluded that employee’s performance is the result of the
quality and quantity of work and can be reached by employees in
specific period of time. Thus, the performance appraisal is a


very influential tool for evaluating employee and it can even
be used as a basis to provide compensation and develop
employees.
Schein (2004) stated that organizational culture is a
pattern of basic assumptions that are found, created or
developed by a certain group with the intention that
organization could learn to solve its problems arising from
external adaptation and internal integration. Robbins (2009)
stated that members of an organization hold shared values—
meaning that members form a system of shared values as
differentiator from other organizations. This shared values
system is a set of key characteristics of the organization’s
values. An organizational culture is not a diversity of race,
ethnicity, and background of the individual, but as a way of
life in an organization, such as climate or atmosphere of
emotional and psychological that include employee morale,
attitude, level of productivity, the symbol (action, routine,
conversation, and others) and the meanings attached to the
symbols that include verbal and nonverbal communication in the
organization.
Subagyo (2007) argued that knowledge sharing is one
method or step in knowledge management used to provide


opportunities for members of a group, organization,
institution, or company to share technical knowledge,
experience, ideas they have to other members. Adequate
knowledge sharing within an organization causes the member to
accumulate knowledge more conveniently and faster; members of
organization create and use knowledge with knowledge sharing to
improve the performance of knowledge management. Knowledge
sharing can facilitate innovation, the core capabilities.
Local Studies
Heradura (2002) stated that the human resources are the
heart of the organization. If their morale and attitudes are
affected and not aligned with the philosophy and practices of
the organization, these would likely affect customer
satisfaction and productivity, and overall success of any
enterprise. Giving emphasis on organizational culture should
indeed be a priority across industry sectors equally in the
same manner of giving emphasis to its profit, performance, or
policies. Culture also created out of socialization, culture
tends to become embedded within the employees themselves making
it apart of their system as it is passed from generation to
generation and practiced in everyday work situation.


Domingo (2000) stated that in every organization,
success in business may be due to certain factors like clarity
of its vision, organizational structure, service quality to
customer, clarity of job responsibilities, well planned company
programs and activities, financial performance and the way
resources are managed to work towards organizational
effectiveness. All of those weight heavily in success; however,
there is one more significant factor that strongly contributes
to achieve total success and this is the employees commitment
to the organization. Employee’s commitment to one’s
organization, in its deeper meaning can be prove, usually,
during time of advertise, difficulties, and even financial
losses. Commitment of employees can be seen in such events like
“ retrenchment”. Retrenchment, indeed, is a very timely way of
testing retained employee’s values are, specifically, their
commitment to the organization.
Pascasio (2000) revealed that productivity-based
motivators tend to raise both labor and total firm
productivity. Higher pay exhorts higher individual worker
productivity, while employee participated in problem solving
and decision making raises total productivity of the company.


Quality of work life approaches to solving work issues help
increase employee commitment to organizational goals and give
them a sense of belonging, hence higher performance level.
Mission statements can be used in a multiplicity of
ways, such as motivating employee through improved
understanding about the purpose and goals of organization
(Lasen, Tonge & Ito, (2000). The distillation of a company’s
strategy into memorable and perspective phase is important
because a brilliant business strategy is of little use unless
people understand it well enough to apply it. Vision indicates
what is organization is aiming at in the future. It serves as a
long-term road map for the company. As Davies (2000), posits,
vision provide a conceptual precursor to the creation of
corporate policy, which is, seeing the desired future
situation.
Ganu (2004) stated that goals help to develop commitment
of individuals and groups to the activities of the
organization. They focus attention on purposeful behavior and
provide a basis for motivation and reward system. In addition,
goals should be measurable so that all employees know when they
have achieved goals-strategic goals have meaning only when


organizational member can mark their progress toward meeting
those goals. More so, since top management alone cannot achieve
strategic goals, an organization’s success also depends on the
acceptance and commitment of the employees.
Foreign Studies
Organizational culture is reflected on the way people
perform tasks, set objectives, and administer the necessary
resources to achieve objectives. Culture affects the way
individuals make decisions, feel, and act in response to the
opportunities and threats affecting the organization. Adkins
and Caldwell (2004) found that job satisfaction was positively
associated with the degree to which employees fit into both the
overall culture and subculture in which they worked. A
perceived mismatch of the organization's culture and what
employees felt the culture should be is related to a number of
negative consequences including lower job satisfaction, higher
job strain, general stress, and turnover intent.
Denison, Haaland, and Goelzer (2004) found that culture
contributes to the success of the organization, but not all
dimensions contribute the same. It was found that the effects
of these dimensions differ by global regions, which suggests


that organizational culture is affected by national culture.
Additionally, Clarke (2006) found that a safety climate is
related to an organization's safety record.
Ravasi and Schultz (2006) mentioned that organizational
culture is a set of shared assumptions that guide what happens
in organization by defining appropriate behavior for various
situations. It is also the pattern of such collective behaviors
and assumptions that are taught to new organizational members
as a way of perceiving and, even, thinking and feeling. Thus,
organizational culture affects the way people and groups
interact with each other, with clients, and with stakeholders.
In addition, organizational culture may affect how much
employees identify with an organization.
Kruglans, Arie, Pierro, Antonio, Higgins, Tory and Noel
(2007) mentioned that acceptance of organizational change is
positively related to, among other factors, perceived control
and negatively related to risk aversion. Moreover, they found a
negative relationship between need for closure and coping with
change. From these findings, it may be expected that a high
need for closure results in a low commitment to change.


Therefore, a negative relationship between need for closure and
affective commitment to change is hypothesized.
Kaya and Ceylan (2014) stated that if an organization
has an effective career development program in accordance with
the employees’ personal expectations, the employees’ will
eventually wish to stay at the organization. This consistency
will be reflected in the employees’ performance through time.
Brown (2003) stated that thus, career motivation may
positively correlate with organizational commitment. Although
affective, continuance, and normative commitment are used to
capture the multidimensional nature of organizational
commitment, affective commitment is considered a more effective
measurement of organizational commitment. Employees with strong
affective commitment would be motivated to higher levels of
performance and make more meaningful contributions than
employees who expressed continuance or normative commitment.
Luthans (2006) stated that organizational commitment is
1) strong desire to be member of certain organization 2) desire
to try hardly suitable with the organization will 3) certain
belief, and accepting value and goals of organization. It is an
attitude that reflects the employee loyalty to organization and


continuous process where organization member expressing their
attention to organization and its success and continuity.
Basically, the employee commitment is needed to support the
work achievement, because commitment is relative power from
individual identification to organization.
Parker (2000) suggested that many of the assumptions of
those putting forward theories of organizational culture are
not new. They reflect a long-standing tension between cultural
and structural (or informal and formal) versions of what
organizations are. Further, it is reasonable to suggest that
complex organizations might have many cultures, and that such
sub-cultures might overlap and contradict each other. The neat
typologies of cultural forms found in textbooks rarely
acknowledge such complexities, or the various economic
contradictions that exist in capitalist organizations
Kitchard and Strawser (2001) proposed that satisfied
employees develop high affective commitment for their firm.
Marthis and Jackson (2000) defined employee commitment as the
extent to which employees stay with organizations and considers
about organizational objectives seriously. Luthans (2006),
explored organizational commitment as the desire to be a member
of an organization and not to complain about their


organization. Organizational commitment is clear as the measure
of authority of employee empathy by the objectives and morale
of organization and remains involved in it, organization
commitment as well be an improved indicator for employees who
wish to stay.
Miller & Lee (2001) stated that organizational commitment
from this point of view is characterized by employee's
acceptance of organizational goals and their willingness to
exert effort on behalf of the organization. Cohen (2003) stated
that commitment is a force that binds an individual to a course
of action of relevance to one or more targets. This general
description of commitment relates to the definition of
organizational commitment by Arnold (2005) namely that it is
the relative strength of an individual’s identification with
and involvement in organization.
Miller (2003) also stated that organizational
commitment is a state in which an employee identifies with a
particular organization and its goals, and wishes to maintain
membership in the organization. Organizational commitment is
therefore, the degree in which an employee is willing to
maintain membership due to interest and association with the
organization’s goals and values.


Spacapan and Bastic (2007) mentioned that
organizational cultures (competitive and entrepreneurial),
strongly oriented to the market and innovativeness, have a
positive effect on performance. Chandler (2000) revealed that
an innovation culture is the one where employees perceive that
workloads are not excessive and that the support of management
and reward systems of the organization are consistent with a
commitment to innovation. And excessive work pressure inhibits
creativity.
The aim of this study was to research employees’
organizational commitment within the case organization. A big
part of commitment is how employees see the company and the
differences what sets it apart from all the other possible
employers. Having committed employees is crucial for a
successful company. If the company uses a lot of resources to
find the correct persons for the job, it is extremely important
to be able to keep them in the long run. Commitment comes into
play in this process. On the other hand, it is important to
study commitment and know the factors affecting it because it
has potential to influence organizational effectiveness and
employees’ well-being (Meyer and Herscovitch 2001).


Çakar and Erturk (2010), at both personal and
organizational level, they believed that organizational culture
provides a competitive advantage and has a considerable effect
on the development of the relationship between employee and
manager. It is suggested that organizational culture provides a
basis for the system of management of the organization that is,
management behavior reinforces the principles of culture. Thus,
managerial strategies and processes are derived from the
organizational culture.
Kanter (2000) suggested, it is important that executives
learn to use the culture of their organization to mobilize and
motivate members to be creative and innovative when the
objective is to create new products, concepts and services.
Successful innovation depends on cultural adaptation. Thus,
companies that consider innovation a strategic priority should
cultivate and nurture a culture of innovation inducing a
priority because the lack of alignment reduces the probability
of success.
Wang, Guidice and Tansky (2010) also emphasized the
critical role that a culture of innovation can play in
improving the ability of a firm to innovate.


Meyer and Parfyonova (2010) noted that there is an
interesting paradox in the modern workforce. Now it is even
more important than before for the organizations to have
committed workforce to gain competitive advantage but still
they conduct many process, like downsizing and mergers, which
have the possibility to decrease commitment.
Needle (2004) stated that organizational culture
encompasses values and behaviors that "contribute to the unique
social and psychological environment of an organization".
organizational culture represents the collective values,
beliefs and principles of organizational members and is a
product of such factors as history, product, market,
technology, strategy, type of employees, management style, and
national culture; culture includes the organization's vision,
values, norms, systems, symbols, language, assumptions,
environment, location, beliefs, and habits.
Moshabaki and Rahmani, (2009) stated that a strong
organizational culture forms the staff’s behavior, coordinates
their treatment, creates shared beliefs, work commitment,
organizational identity for the staff, specifies the way the
individuals look, prevents disorder in an organization, reduces


the external control (creates self-control) and reduces
contradiction, costs and job dissatisfaction.
Pouramen (2001) stated that organizational theoreticians
believe that culture firstly determines the organizational
border, secondly, injects a type of feeling of identity into
the body of the members of the organization and thirdly,
creates a kind of commitment in the people toward something
which is more than the personal interests of an individual. In
other words, culture is considered as a control factor which
causes formation of the views and behavior of the staff through
presentation of suitable criteria that might either push the
organization forward or stop it from moving.
Vipul, Benyoucef and Deshmukh (2007) stated that the
organizational culture of each set is the product of the
structure, social, political and economic relations of every
society. However, in the current era, the culture of
educational organizations face major challenges and most of
these challenges lead to restructuring, re-engineering and
minimizing their size. The current environment of the
organizations has become complicated and difficult and this has
caused some problems in this regard for their leaders. This


issue requires the high flexibility of the leaders to remove
the problems and confront the fluctuating environment around
the organizations. It is noticed in some organizations that the
infra-structural beliefs, values and hypotheses of the members
of the organization and its leaders are not in the same
direction which causes problems in the staff’s commitments
toward the organization and subsequently leads to its low
performance and absence and departure of the staff.
Taormina (2008), examined the theories on leadership,
employee enthusiasm, and lack of cooperation in organization
culture. Significant positive correlation between leadership
and organization culture shows and bureaucratic culture is more
important than flexible culture; bureaucratic culture is highly
significant correlation with socialization. Recommendation for
the leadership should be flexible, attitudes of leader are good
for the organization and their employees and socialization need
management attention in organization culture.
Ahmad (2009), examined the impact of organizational
culture on leadership style, employee commitment and its
relation with job satisfaction, commitment and performance.
Result shows that leadership significantly related with


employee commitment and culture play important role to build
this relationship, as far as organizational commitment has
significant relation with job satisfaction but not with the
performance. Recommendation regarding this research is
supportive leadership culture in organization can built strong
relationship between organizational commitment, employee
performance and job satisfaction.
Xenikou and Simosi (2006), examined relationship between
leadership and organizational culture on employee performance.
Result showed that culture had direct and positive effect on
employee performance and leadership had indirect negative
effect on employee performance; recommendations regarding
result are if organization wants high relationship between
organization culture and employee performance they had to
maintain and control organization culture and leadership style.
Robbins (2005) stated that organizational commitment was
a state in which an employee identified with a particular
organization and its goals, and wished to maintain his
membership in the organization.
Kwon and Banks (2004) showed strong relationships between
organizational commitment and job meaningfulness; task identity
was found to have a strong positive relationship with


professional commitment while gender and organization size had
a positive (negative) influence on organizational commitment.
Connell, Ferres and Travaglione (2003) found perceived
organizational support, procedural justice, and
transformational leadership to be the significant predictors of
trust in managers which in turn influenced turnover intent and
commitment.
Ahmad (2012) stated that organizational culture
influence positively to the performance. Other research by Raka
(2003), stated that no direct influence by organizational
culture to organizational performance. The influence of both
variable will occur if mediated by employee behavior. And also
Ghani (2006) concluded that organizational culture did not
influence significantly to the employee performance.
Wawan and Nugroho (2001) explained that a healthy company
but does not have good culture, the company would not have a
long life. Someday, there will be demonstration, strike or the
like that make the organization not healthy or bankrupt. So, it
is clear that the company goals will not be reached without
approach through organizational culture. Furthermore, Moeljono
(2003) stated to improve the organizational performance, it
needs professional human resources and strong culture.


The social exchange theory suggests that employees’
commitment will be based on their perception of the value and
benefit they receive from the organizational membership
(Collier and Esteban, 2007). Organizational commitment, more
specifically the affective component that is employees’
emotional bond with their organization, has been found to
reduce absenteeism and turnover and to improve performance. A
research based on organizational support theory shows that
affective commitment is a result of perceived organizational
support (POS), or employees’ perceptions of how they are valued
and treated at work (Rhoades 2001).
Cohen (2007) stated that four component commitment model
is one of these. Regardless of similarities in the name with
previously introduced Allen and Meyer’s model, this one sees
commitment in a different way. One of the biggest differences
is that this model includes time frame. It makes distinction
between organizational commitment that develops before entering
the organization and commitment developed after the entry. The
other two dimensions are bases of commitment, whether it is
instrumental or psychological attachment. Accordingly, after
entering the organization employee develops instrumental
commitment and affective commitment. Instrumental commitment is


a reflection of the instrumental commitment propensity, and
therefore person reflects how well one’s expectations about the
benefits and rewards are met. While affective commitment is a
psychological attachment to the organization, which can be seen
as identification with it, emotional involvement and a sense of
belonging.
According to Cameron and Quinn (2006), organizational
culture creates a collective identity, so that employees know
how they do things and how to get the job done. Identified four
different cultural types. With this framework, the authors
focus on whether the organization is externally or internally-
oriented and how stable or flexible is it. The two dimensions
of the framework represent a continuum described as internal
focus and Integration and External Focus and Differentiation as
the first dimension, and Stability and Control and Flexibility
and Discretion as the second dimension. From this framework,
four culture types are identified which represents the basis of
organizational core values. The authors stated that,
organizations develop a dominant culture while they adapt and
react to their environment. Cameron and Quinn (2006) described
internally focused and stable organization as hierarchy, and
internally focused and flexible organization as clan. On the


other hand, the authors described externally focused and stable
organization as market, whereas externally focused and flexible
organization is defined as adhocracy. Hierarchy culture is
defined as very formalized and structured place to work, clan
culture on the other hand is defined as very pleasant place to
work, where people share a lot of personal information, much
like an extended family.
Simpson (2009) and Andrew and Sofian (2012) stated
that employee engagement and employee-organizational
commitments are critical organizational requirements as
organizations face globalization and recovering from the global
recession. Engagements at work, employee and organizational
commitment have been areas of interest among many researchers
and they have received huge recognitions among scholars and
studies. Many researchers in their studies support the
relationship between organizational performance and employees'
engagement.
Bergman (2006), stated that the three-component
commitment scale was viewed as the prevailing conceptualization
of organizational commitment. The affective commitment scale
consists of eight items. Each subject was asked to indicate the
extent to which he/she agree with statements, such as ‘I would


be very happy to spend the rest of my career with this
organization' and ‘I enjoy discussing my organization with
people outside of it’. The continuance commitment scale
consists of eight items. Each subject was asked to indicate the
extent to which he/she agree with statements such as ‘It would
not be too costly for me to leave my organization now’ and ‘I
feel that I have too few options to consider leaving this
organization’. The normative commitment scale consists of eight
items. Each subject was asked to indicate the extent to which
he/she agree with statements such as ‘One of the major reasons
I continue to work for this organizations that I believe that
loyalty is important and therefore, feel a sense of moral
obligation to remain.
According to Zammuto, Raymond, Blair and Eric (2000),
orientation towards change can be the result of the
organizational culture. They proposed that internal process
model cultures are marked by a relatively high level of
resistance to change, whereas open system model cultures are
associated with a focus on change.
Lok and Crawford (2004) in Abdulkadir (2005) stated
that, organizational culture can influence how people set
personal and professional goals, carrying out tasks and use of


resources in its achievement. This means that the value system
adopted by the organization may affect the way work is done and
how employees behave. In addition to organizational cultural
factors that can determine the success of the organization,
then the factor of employee commitment to the organization
occupies a strategic position in improving employee performance
and organizational performance.
Kelloway and Barling (2000) revealed that affective
commitment is a predictor for performance and is based on a
reciprocal relationship in which individuals offer their
talents to the organization and the organization rewarded them
as a member of the organization. Some researchers argue that
organizational commitment relates to outcomes in the workplace.
Naicker (2008) stated that organizational culture is
pervasive and powerful. For business, it is either a force for
change or a definite barrier to it. For employees, it is either
the glue that bonds people to an organization or what drives
them away. Managers, today, are increasingly challenged with
changing an organization is culture to support new ways of
accomplishing work
Synthesis of Reviewed Literature and Studies


Hechanova, Calleja and Vinaluz (2017); Peter and Olson
(2009); Djokosanto (2013), mentioned that organizational
culture has intangible, non-material, and cognitive components.
Robbins (2005); Krietner and kinichi (2008); Cohen (2003);
medina (2011); Darmawan (2013), employee is willing to maintain
membership due to interest and association with the
organization goals and values.
Edralin (2013) mentioned that company strongly believe in
its vision-mission; Alvino (2014) observed that behaviors such
as working long hours and productivity; Matthew (2010) said
that organizational culture is the cause of the way things get
done. Lockwood and Walton (2008) noted one way through which
employee can retain the workforce; Ayeni and Phopoola (2007)
relationship between job satisfaction and organizational
commitment; Pangarkar and Kirkwood (2013) employee engagement
is the holy grail for every business leader. Lyons (2017) three
common reasons why culture efforts go astray; Cancailosi (2017)
culture of innovation; Gemmit (2008) mentioned that
organizational commitment and organizational identification
influence directly organizational behavior; Daft (2000)
organizational mission is an overall goal of the organization.
Mackenna and Beech (2000) organizational culture have several


components; Robbins and Judge (2007) organizational culture as
a system of shared meaning held by the member of the
organization.
Raka (2003) and Ghani (2006) stated that organizational
culture did not influence directly to the employee performance.
Ahmad (2012) and Lok and Crawford (2004) stated that
organizational culture can influence to the employee
performance.
Davies (2000) noted that vision provide a conceptual
precursor to the creation of corporate; Ravasi and Schultz
(2006) organizational culture is a set of shared assumption
that guide what happens in organization by defining appropriate
behavior for various situations; Ganu (2004) stated that
employees should know when they have achieved goals-strategic
goals have meaning only when organizational member can make
their progress towards meeting those goals. Miller and Lee
(2001) stated that organizational commitment from this point of
view is characterized by employee’s acceptance of
organizational goals and their willingness to exert effort on
behalf of the organization; Miller (2003) stated that
organizational commitment is the degree in which an employee is


willing to maintain membership due to interest and association
with organization goals and values.
CHAPTER III
Methods of Research and Procedure
This chapter deals with the methods and procedures of the
study. It presents the research design, the population and
sampling instrumentation and data gathering procedure.
Research Design

The study applied the descriptive method of research,
Locklear (2012) said that descriptive research involves
descriptions, recording, analysis and interpretation of the
status and condition that are obtained in a particular research
situation. The process involved descriptive statistics which
techniques and measures numerically. In addition, the process
went beyond gathering and tabulation of data that will also
involves the elements and interpretation of the significance of
what is needed to be described.
Population and Sampling
Purposive sampling is a non-probability sample that is
selected based on characteristics of a population and the
objective of the study. Purposive sampling is also known as
judgmental, selective, or subjective sampling. Starts with a
purpose in mind and the sample is, thus, selected the people of
interest and exclude those who do not suit the purpose which is
the Accenture Company in LGF, Gateway Mall, Cubao, City.
Research Instrumentation Used
The main instrument used in the study was the structured
questionnaire in the form of the checklist, which was made by


the researchers. Using some other related questionnaires found
in the theses of Heradura (2002) and Ramos (2009) as their
pattern and guide. It was composed of Part 1 pertains to the
demographic profile of the respondents, Part 2 consists of
organizational cultures of the respondents and Part 3 is the
organizational commitment of the respondents.
Data Gathering Procedures
The research instruments were distributed to selected
groups of respondents to serve as a notice of the researchers’
intention and in various ways such as the personal approach and
identifying the appropriate person who could help the
researcher in the distribution and retrieval of the
questionnaires. The following steps were undertaken:
1. Preliminary data gathering were done initially by the
researchers. A research was made in the libraries and
online source to obtain background information about the
study.
2. Permission was secured from the dean of CBA before
questionnaires were administered to the groups of
respondents.

3. The distributed questionnaire were retrieved. After
retrieving all the accomplished questionnaires, the
researchers tabulated, organized, analyzed, and
interpreted the data.
Statistical Treatment of Data
Once the data were generated, they were computed, tallied
and summarized and subjected to the computation using the
following formulas:
1. Frequency and Percentage. It is the actual response to a
specific item/question in the questionnaire where the
respondent ticks his choice. To determine the relations of
a part to a whole. This formula will be used to present
the profile of respondents such as gender, position and
years in service.
Formula P = fx100
n
Where:
f = frequency
n = number of cases
p = percentage

2. Weighted Mean. It is the sum of the item values divided by
the total number of items. It is computed average and its
magnitude is influenced by every one of the item values in
the set, and used to describe as set of quantitative data
provided the item values that constitute the set are
considerably concentrated. It is computed by adding and
dividing the sum by the total number of scores. This
formula will be determine the organizational culture and
WM = ∑ (w1f1+w2f2+wnfn)
N
Where:
WM = weighted mean
f1 = frequency of first cell
w1 = weight of first cell
w2 = frequency of second cell
n = number of case

3. Likert Scale. The data used the five (5) Likert Scale
method, as the criterion which serves as the basis for the
interpretation of the data. The concept of the boundary of
the numerals was used as follows:
1.1. Organizational Culture and Organizational Commitment
Scale Range Verbal Interpretation
5 4.20-5.00 Strongly Agree
4 3.40-4.19 Agree
3 2.60-3.39 Average
2 1.80-2.59 Disagree
1 1.00-1.79 Strongly Agree
4. Pearson Correlation Ratio. This was used to determine the
significant relationship of organizational culture and



CHAPTER IV
Presentation, Interpretation and Analysis of Data
This chapter presents the interpretation, analysis of
data gathered in this study.
Sub Problem No. 1. What is the profile of the respondents
in terms of:
Table 1
Profile of the Respondents

As to Gender
___________________________________________________________
Gender f %
___________________________________________________________
Female 27 54%
Male 23 46%
Total 50 100
___________________________________________________________
As reflected in the table, the female respondents are
27 or 54% and 23 or 46% are male respondents, the overall
total of respondents are 50 or 100%.


Table 2

As to Position
___________________________________________________________
Position f %
___________________________________________________________
Manager 2 4%
Team Leader 8 16%
CSR 23 46%
Others 17 34%
Total 50 100
___________________________________________________________
As reflected in the table, the position of respondents
range from 2 or 4% are Manager, 8 or 16% are Team Leader, 23
or 46% are Customer Service Representative, and 17 or 34%
are Others position. The overall total of respondents are 50
or 100%.
Table 3

As to Years in Service
___________________________________________________________
Years in Service f %
___________________________________________________________
Less than 5 18 36%

5-10 26 52%
11-15 6 12%
Total 50 100
___________________________________________________________
As reflected in the table, the years of service of the
respondents range from 18 or 36% are less than 5 years in
service, 26 or 52% are 5-10 years in service and 6 or 12%
are 11-15 years in service. The overall total of respondents
are 50 or 100%.
Sub Problem No 2. What is the organizational culture of
the respondents in terms of:
Table 4
Organizational Culture of Respondents

As to Innovation and Risk-taking
___________________________________________________________
Manager Team CSR Others Composite
Criteria Leader WM
WM VI WM VI WM VI WM VI WM VI
___________________________________________________________
1. Management provides 4.5 SA 4.5 SA 4.43 SA 4.0 A 4.36 SA
opportunities for
employees’ innovation
thinking and creative
work style.
2. Management gives 4.5 SA 4.25 SA 4.04 A 3.94 A 4.18 A
employees the
opportunity to make

important decisions.
3. Management is always 4.5 SA 4.38 SA 4.13 A 4.0 A 4.25 SA
willing to consider
employees’ proposed
innovation to increase
company effectiveness.
4. I am encouraged to 4.5 SA 4.5 SA 4.48 SA 4.1 A 4.40 SA
develop new ideas to
improve my job.
5. I am given a free 4.0 A 4.5 SA 4.0 A 3.88 A 4.10 A
hand to try out new
ways for the
betterment of my job.
Composite Weighted Mean 4.4 SA 4.43 SA 4.22 SA 3.98 A 4.26 SA
_______________________________________________________________________
Legend:
Scale Range Verbal Interpretation Symbol

5 5.00-4.20 Strongly Agree SA
4 4.19-3.40 Agree A
3 3.39-2.60 Average AV
2 2.59-1.80 Disagree D
1 1.79-1.00 Strongly Disagree SD
As presented in table 4, the organizational culture of
respondents as assessed by Manager in terms of Innovation
and Risk-taking rated as strongly agree with composite
weighted mean of 4.4. Four (4) items were rated as agree,
namely; Management provides opportunities for employees’
innovation thinking and creative work style, Management
gives employees the opportunity to make important decisions,
Management is always willing to consider employees’
proposed innovation to increase company effectiveness and I


am encouraged to develop new ideas to improve my job with
the same weighted mean of 4.5. I am given a free hand to try
out new ways for the betterment of my job rated as agree
with weighted mean of 4.0.
In the same way, the organizational culture of
respondents as assessed by Team Leader in terms of
Innovation and Risk-taking rated as strongly agree with
weighted mean of 4.43. All items were rated as strongly
agree, namely; Management provides opportunities for
employees’ innovation thinking and creative work style , I
am encouraged to develop new ideas to improve my job and I
am given a free hand to try out new ways for the betterment
of my job with the same weighted mean of 4.5. Management
gives employees the opportunity to make important decisions
with weighted mean of 4.25 and Management is always willing
to consider employees’ proposed innovation to increase
company effectiveness with weighted mean of 4.38.
The organizational culture of respondents as assessed
by Customer Service Representative in terms of Innovation
and Risk-taking rated as strongly agree with composite
weighted mean of 4.22. Three (3) items were rated as agree,
namely; Management gives employees the opportunity to make


important decisions. and I am given a free hand to try out
new ways for the betterment of my job with the same weighted
mean of 4.0, Management is always willing to consider
employees’ proposed innovation to increase company
effectiveness with weighted mean of 4.13. Two (2) items were
rated as strongly agree, namely; Management provides
opportunities for employees’ innovation thinking and
creative work style with weighted mean of 4.43 and I am
encouraged to develop new ideas to improve my job with
weighted mean of 4.48.
by others position in terms of Innovation and Risk-taking
rated as agree with composite weighted mean of 3.98. All
item were rated as agree, namely; Management provides
opportunities for employees’ innovation thinking and
creative work style and Management is always willing to
consider employees’ proposed innovation to increase company
effectiveness with the same weighted mean of 4.0, Management
gives employees the opportunity to make important decisions
with weighted mean of 3.94, I am encouraged to develop new
ideas to improve my job with weighted mean of 4.1 and I am


given a free hand to try out new ways for the betterment of
my job with weighted mean of 3.88.
Overall, the organizational culture as assessed by
respondents in terms of Innovation and Risk-taking rated as
strongly agree with composite weighted mean of 4.26. Three
(3) items rated as strongly agree, namely; Management
provides opportunities for employees’ innovation thinking
and creative work style with weighted mean of 4.36,
Management is always willing to consider employees’ proposed
innovation to increase company effectiveness with weighted
mean of 4.25 and I am encouraged to develop new ideas to
improve my job with weighted mean of 4.4. Two (2) items were
rated as rated agree, namely; Management gives
employees the opportunity to make important decisions with
weighted mean of 4.18 and I am given a free hand to try out
new ways for the betterment of my job with weighted mean of
4.10.
Table 5

As to Attention to Detail
___________________________________________________________
Criteria Manager Team CSR Others Composite
Leader WM

___________________________________________________________
1. Management always 4.5 SA 4.13 A 4.43 SA 4.23 SA 4.32 SA
values precision and
accuracy in work.
2. Management regularly 4.5 SA 4.5 SA 4.17 A 3.94 A 4.28 SA
reviews the assignment
of role and responsibi-
lities of employees.
3. Our company has 4.0 A 4.5 SA 4.56 SA 4.0 A 4.27 SA
mechanism for periodic
evaluation of
achievements of goals
and objectives.
4. I am expected not 4.0 A 4.5 SA 4.0 A 4.0 A 4.13 A
to commit mistakes
in my work.
5. I am expected to pay 4.5 SA 4.38 SA 4.43 SA 4.12 A 4.36 SA
details in my work.
_______________________________________________________________________
Legend:
4 4.19-3.40 Agree A
The organizational culture of respondents in terms of
Attention to Detail assessed by Manager rated as strongly
agree with composite weighted mean of 4.3. Three (3) items
rated as strongly agree, namely; Management always values
precision and accuracy in work, Management regularly reviews
the assignment of role and responsibilities of employees and


I am expected to pay details in my work with the same
weighted mean of 4.5. Two (2) items were rated as agree,
namely; Our company has mechanism for periodic evaluation of
achievements of goals and objectives, I am expected not to
commit mistakes in my work with the same weighted mean of
4.0.
respondents in terms of Attention to Detail as assessed by
Team Leader rated as strongly agree with composite weighted
mean of 4.4. Four (4) items were rated as strongly agree,
namely; Management regularly reviews the assignment of role
and responsibilities of employees, Our company has
mechanism for periodic evaluation of achievements of goals
and objectives, I am expected not to commit mistakes in
my work with the same weighted mean of 4.5 and I am expected
to pay details in my work with weighted mean of 4.38. One
item was rated as agree, this was; Management always values
precision and accuracy in work with weighted mean of 4.13.
Attention to Detail as assessed by Customer Service
Representative rated as strongly agree with composite


namely; Management regularly reviews the assignment of role
and responsibilities of employees with weighted mean of
4.17, I am expected not to commit mistakes in my work with
weighted mean of 4.0. Three (3) items were rated as strongly
agree, namely; Management always values precision and
accuracy in work and I am expected to pay details in my work
with the same weighted mean of 4.43, Our company has
and objectives with weighted mean of 4.56.
The organization culture of respondents in terms of
Attention to Detail as assessed by Others position rated as
agree with composite weighted mean of 4.06. One item was
rated as strongly agree, this was; Management always values
precision and accuracy in work with weighted mean of 4.23.
Four (4) items were rated as agree, namely; Our company has
and objectives and I am expected not to commit mistakes in
my work with the same weighted mean of 4.0, Management
regularly reviews the assignment of role and
responsibilities of employees with weighted mean of 3.94 and


I am expected to pay details in my work with weighted mean
of 4.12.
Overall, the organization culture of assessed by
respondents in terms of Attention to Detail rated as
strongly agree with composite weighted mean of 4.27. Four
(4) items were rated as strongly agree, namely; Management
always values precision and accuracy in work with weighted
mean of 4.32, Management regularly reviews the assignment of
role and responsibilities of employees with weighted mean of
4.28, Our company has mechanism for periodic evaluation of
achievements of goals and objectives with weighted mean of
4.27 and I am expected to pay details in my work with
weighted mean of 4.36. One item was rated as agree, this
was; I am expected not to commit mistakes in my work with
Table 6

As to Outcome Orientation
___________________________________________________________
Criteria Leader WM
WM VIWM VI WM VI WM VI
WM VI
___________________________________________________________
1. Management bases 4.5 SA 4.5 SA 4.39 SA 4.06 A 4.36 SA
employees’ promotions

on productivity level.
2. Management has an 4.5 SA 4.38 SA 3.96 A 3.94 A 4.20 SA
adequate system for
regular performance
of employees.
3. Rewards and recog- 4.5 SA 4.25 SA 4.13 A 4.0 A 4.22 SA
nition for employees
revolve around team
outputs.
4. My manager’s primary 4.5 SA 3.88 A 4.17 A 4.0 A 4.14 A
emphasis is the result
of my work.
5. My manager’s primary 4.0 A 4.0 A 4.04 A 4.23 SA 4.07 A
emphasis is the manner
of achieving the result.
Composite Weighted Mean 4.5 SA 4.2 SA 4.04 A 4.04 A 4.20 SA
_______________________________________________________________________
Legend:
4 4.19-3.40 Agree A
Outcome Orientation as assessed by Manager rated as strongly
rated as agree, this was; My manager’s primary emphasis is
the manner of achieving the result with weighted mean of
4.0. Four (4) items were rated as strongly agree, namely;
Management bases employees’ promotions on productivity
level, Management has an adequate system for regular


performance of employees, rewards and recognition for
employees revolve around team outputs and my manager’s
primary emphasis is the result of my work with the same
Outcome Orientation as assessed by Team Leader rated as
bases employees’ promotions on productivity level with
weighted mean of 4.5, Management has an adequate system for
regular performance of employees with weighted mean of 4.38
and rewards and recognition for employees revolve around
team outputs with weighted mean of 4.25. Two (2) items were
rated as agree, namely; My manager’s primary emphasis is the
result of my work with weighted mean of 3.88, my manager’s
primary emphasis is the manner of achieving the result with
respondents in terms of Outcome Orientation as assessed by
Customer Service Representative rated as agree with
composite weighted mean of 4.04. Four (4) items were rated
as agree, namely; Management has an adequate system for


regular performance of employees with weighted mean of 3.96,
rewards and recognition for employees revolve around team
outputs with weighted mean of 4.13, my manager’s primary
emphasis is the result of my work with weighted mean of 4.17
and my manager’s primary emphasis is the manner of achieving
the result with weighted mean of 4.04.
Outcome Orientation as assessed by Other’s position rated as
rated as strongly agree, this was; My manager’s primary
emphasis is the manner of achieving the result with weighted
mean of 4.23. Four (4) items were rated as agree, namely;
Management bases employees’ promotions on productivity level
with weighted mean of 4.06, Management has an adequate
system for regular performance of employee’s with weighted
mean of 3.94, rewards and recognition for employees revolve
around team outputs and my manager’s primary emphasis is the
result of my work with the same weighted mean of 4.0.
Overall, the organizational culture assessed by
respondents in terms of Outcome Orientation rated as


bases employees’ promotions on productivity level with
weighted mean of 4.36, Management has an adequate system for
regular performance of employees with weighted mean of 4.20
and rewards and recognition for employees revolve around
team outputs with weighted mean of 4.22. Two (2) items were
rated as agree, namely; My manager’s primary emphasis is the
result of my work with weighted mean of 4.14 and my
manager’s primary emphasis is the manner of achieving the
result with weighted mean of 4.07.
Table 7

As to People Orientation
__________________________________________________________
Criteria Leader WM
___________________________________________________________
1. I am confident that 4.5 SA 4.38 SA 4.39 SA 4.29 SA 4.39 SA
my welfare taken care
of by management.
2. Management considers 4.5 SA 4.38 SA 4.35 SA 4.24 SA 4.37 SA
not only profit, but
also the welfare of
the employees
3. Management considers 4.5 SA 4.0 A 4.0 A 3.88 A 4.10 A
that person factor in
any decision.
4. Working conditions 4.5 SA 4.38 SA 4.48 SA 3.94 A 4.21 SA
are conducive to smooth

workflow.
5. Our company is 4.0 A 4.5 SA 4.65 SA 4.18 A 4.33 SA
Committed to provide
satisfactory service
to clients.
_______________________________________________________________________
Legend:
4 4.19-3.40 Agree A
by Managers in terms of People Orientation rated as strongly
rated as agree, this was; Our company is committed to
provide satisfactory service to clients with the weighted
mean of 4.0. Four (4) items were rated as strongly agree,
namely; I am confident that my welfare taken care of by
management, Management considers not only profit, but also
the welfare of the employees, management considers that
person factor in any decision and working conditions are
conducive to smooth workflow with the same weighted mean of
4.5.

respondents in terms of People Orientation as assessed by
Team Leader rated as strongly agree with the composite
weighted mean of 4.33. One item was rated as agree, this
was; Management considers that person factor in any decision
with weighted mean of 4.0. Four (4) items were rated as
strongly agree, namely; I am confident that my welfare taken
care of by management, management considers not only profit,
but also the welfare of the employees and working conditions
are conducive to smooth workflow with the same weighted mean
of 4.38, our company is committed to provide satisfactory
service to clients with weighted mean of 4.5.
People Orientation as assessed by Customer Service
representative rated as strongly agree with composite
weighted mean of 4.37. Four (4) items were rated as strongly
agree, namely; I am confident that my welfare taken care of
by management with weighted mean of 4.39, management
considers not only profit, but also the welfare of the
employees with weighted mean of 4.35, working conditions are
conducive to smooth workflow with weighted mean of 4.48 and
our company is committed to provide satisfactory service to


clients with weighted mean of 4.65. One item was rated as
agree, this was; Management considers that person factor in
any decision with weighted mean of 4.0.
People Orientation as assessed by Others position rated as
agree with composite weighted mean of 4.11. Two (2) items
were rated as strongly agree, namely; I am confident that my
welfare taken care of by management with weighted mean of
4.29, management considers not only profit, but also the
welfare of the employees with weighted mean of 4.24. Three
(3) items were rated as agree, namely; Management considers
that person factor in any decision with weighted mean of
3.88, working conditions are conducive to smooth workflow
with weighted mean of 3.94 and our company is committed to
provide satisfactory service to clients with weighted mean
of 4.18.
respondents in terms of People Orientation rated as strongly
rated as agree, this was; Management considers that person
factor in any decision with weighted mean of 4.10. Four (4)
items were rated as strongly agree, namely; I am confident


that my welfare taken care of by management with weighted
mean of 4.39, management considers not only profit, but also
the welfare of the employees with weighted mean of 4.37,
working conditions are conducive to smooth workflow with
weighted mean of 4.21 and our company is committed to
provide satisfactory service to clients with weighted mean
of 4.33.
Table 8

As to Team Orientation
___________________________________________________________
Managers Team CSR Others Composite
Criteria Leader WM
___________________________________________________________
1. Management puts 4.5 SA 4.5 SA 4.35 SA 4.12 A 4.37 SA
premium on group
effort/activities.
2. Management 4.5 SA 3.88 A 3.78 A 4.0 A 4.04 A
Discourages self-
centered efforts.
3. Employees are 4.0 A 3.5 A 3.78 A 3.71 A 3.75 A
Willing to entrust
information with each
other.
4. Employees value 4.0 A 3.38 AV 4.17 A 4.0 A 3.89 A
each other’s ideas
by seeking and asking
them.
5. Everybody feels a 4.5 SA 4.5 SA 4.39 SA 3.94 A 4.33 SA

sense of belonging-
ness and acceptance
in the group.
Composite Weighted Mean 4.3 SA 3.95 A 4.10 A 3.95 A 4.08 A
_______________________________________________________________________
Legend:
4 4.19-3.40 Agree A
Team Orientation as assessed by Managers rated as strongly
agree with composite weighted mean of 4.3. Two (2) items
were rated as agree, this was, Employees are willing to
entrust information with each other and employees value each
other’s ides by seeking and asking them with the same
weighted mean of 4.0. Three (3) items were rated as strongly
agree, namely; management puts premium on group effort/
activities, management discourages self-centered efforts,
and everybody feels a serve of belongingness and acceptance
in the group with the same weighted mean of 4.5.
Team Orientation as assessed by Team Leader rated as agree
with composite weighted mean of 3.95. One item was rated as
average, this was; employees value each other’s ideas by


seeking and asking them with weighted mean of 3.38. Two (2)
items were rated as strongly agree, namely; management puts
premium on group effort/activities and everybody feels a
sense of belongingness and acceptance to the group with the
same weighted mean of 4.5. Two (2) items were rated as
agree, namely; management discourages self-centered efforts
with weighted mean of 3.88, employees are willing to entrust
information with each other with weighted mean of 3.5.
Team Orientation as assessed by Customer Service
Representative rated as agree with composite weighted mean
of 4.10. Two (2) items were rated as strongly agree, namely;
management puts premium on group effort/activities with
weighted mean of 4.35 and everybody feels a serve of
belongingness and acceptance in the group with weighted mean
of 4.39. Three (3) items were rated as agree, namely;
management discourages self-centered efforts with weighted
mean of 3.78, employees are willing to entrust information
with each other with weighted mean of 3.78 and employees
value each other’s ideas by seeking and asking them with


Team Orientation as assessed by Other Position rated as
agree with composite weighted mean of 3.95. All items were
rated as agree, namely; management puts premium on group
effort/activities with weighted mean of 4.12, management
discourages self-centered efforts with weighted mean of 4.0,
employees are willing to entrust information with each other
with weighted mean of 3.71, employees value each other’s
ideas by seeking and asking them with weighted mean of 4.0
and everybody feels a sense of belongingness and acceptance
in the group with weighted mean of 3.94.
respondents in terms of Team Orientation rated as agree with
composite weighted mean of 4.08. Two (2) items were rated as
strongly agree, namely; management puts premium on group
effort/activities with weighted mean of 4.37 and everybody
feels a sense of belongingness and acceptance in the group
with weighted mean of 4.33. Three (3) items were rated as
agree, namely: management discourages self-centered efforts
with weighted mean of 4.04, employees are willing to entrust
information with each other with weighted mean of 3.75 and


employees value each other’s ideas by seeking and asking
them with weighted mean of 3.89.
Table 9

As to Aggressiveness
___________________________________________________________
Criteria Leader WM
___________________________________________________________
1. The environment 4.0 A 3.88 A 3.65 A 3.59 A 3.78 A
In the company allows
Me to question the
Policies of the
company.
2. The environment 4.5 SA 3.88 A 4.13 A 3.65 A 4.04 A
In the company
Provides venues to
ventilate my feelings
and suggestions.
3. Management is 4.5 SA 3.13 AV 3.35 AV 3.29 AV 3.57 A
Always open to cons-
Tructive 6criticism.
4. My co-employees 4.5 SA 3.13 AV 2.61 AV 3.35 AV 3.4 A
And I are always
giving criticism
each other.
5. My co-employees 3.5 A 3.0 AV 3.09 AV 3.0 AV 3.15 AV
and I are always
competing in our
work assignment.

Composite Weighted Mean 4.2 SA 3.4 A 3.37 AV 3.38 AV 3.59 A
_______________________________________________________________________
Legend:
4 4.19-3.40 Agree A
Aggressiveness as assessed by Managers rated as strongly
were rated strongly agree with the same weighted mean of
4.5, namely; the environment in the company provides venues
to ventilate my feelings and suggestions, management is
always open to constructive criticism and my co employees
and I are always giving criticism each other. Two (2) items
were rated as agree, namely; the environment in the company
allows me to question the policies of the company with
weighted mean of 4.0 and my co employees and I are always
competing in our work assignment with weighted mean of 3.5.
Aggressiveness as assessed by Team Leader rated as agree
with composite weighted mean of 3.4. Three (3) items were
rated as average, namely; management is always open to
constructive criticism with weighted mean of 3.13, my co
employees and I are always giving criticism each other with


weighted mean of 3.13 and my co employees and I are always
competing in our work assignment with weighted mean of 3.0.
Two (2) items were rated as agree with the same weighted
mean of 3.88, namely; the environment in the company
provides venues to ventilate my feelings and suggestions and
the environment in the company allows me to question the
policies of the company.
Aggressiveness as assessed by Customer Service
Representative rated as average with composite weighted mean
of 3.37. Three (3) items were rated as average, namely;
management is always open to constructive criticism with
weighted mean of 3.35, my co employees and I are always
giving criticism each other with weighted mean of 2.61 and
my co employees and I are always competing in our work
assignment with weighted mean of 3.09. Two (2) items were
rated as agree, namely; the environment in the company
provides venues to ventilate my feelings and suggestions
with weighted mean of 4.13 and the environment in the
company allows me to question the policies of the company


Aggressiveness as assessed by Other Position rated as
average with composite weighted mean of 3.38. Three (3)
items were rated as average, namely; management is always
open to constructive criticism with weighted mean of 3.29,
my co employees and I are always giving criticism each other
with weighted mean of 3.35 and my co employees and I are
always competing in our work assignment with weighted mean
of 3.0. Two (2) items were rated as agree, namely; the
environment in the company provides venues to ventilate my
feelings and suggestions with weighted mean of 3.65 and the
environment in the company allows me to question the
policies of the company with weighted mean of 3.59.
respondents in terms of Aggressiveness rated as agree with
composite weighted mean of 3.59. Four (4) items were rated
as agree, namely; the environment in the company provides
venues to ventilate my feelings and suggestions with
weighted mean of 4.04, the environment in the company allows
me to question the policies of the company with weighted
mean of 3.78, management is always open to constructive
criticism with weighted mean of 3.57 and my co employees and


I are always giving criticism each other with weighted mean
of 3.4. One item was rated as average, this was; my co
employees and I are always competing in our work assignment
Table 10

As to Stability
___________________________________________________________
Manager Team CSR Other Composite
Criteria Leader WM
___________________________________________________________
1. Management gives 4.5 SA 4.38 SA 4.35 SA 4.18 A 4.35 SA
attention to procedures
and policies to
ensure smooth operation.
2. Management strictly 4.5 SA 3.88 A 4.39 SA 4.18 A 4.24 SA
enforces observance/
adherence to policies.
3. Management considers 4.5 SA 4.13 SA 4.17 A 4.18 A 4.25 SA
personal needs of
employees as long as
company policies are
not compromised.
4. Management has not 3.5 A 3.63 A 3.65 A 3.65 A 3.61 A
introduced anything
new in the way things
are to be done in the
past year.
5. I notice that the 3.5 A 3.75 A 4.0 A 3.53 A 3.7 A
company is still the

same from the time I
started working here.
Composite Weighted Mean 4.1 A 3.95 A 4.11 A 3.94 A 4.03 A
_______________________________________________________________________
Legend:
4 4.19-3.40 Agree A
Stability as assessed by Managers rated as agree with
composite weighted mean of 4.1. Three (3) items were rated
as strongly agree with the same weighted mean of 4.5,
namely; management gives attention to procedures and
policies to ensure smooth operation, management strictly
enforces observance/ adherence to policies and management
considers personal needs of employees as long as company
policies are not compromised. Two (2) items were rated as
agree with the same weighted mean of 3.5, namely; management
has not introduced anything new in the way things are to be
done in the past year and I notice that the company is still
the same from the time I started working here.
Stability as assessed by Team Leader rated as agree with
composite weighted mean of 3.95. Two (2) items were rated as


strongly agree, namely; management gives attention to
procedures and policies to ensure smooth operation with the
weighted mean of 4.38 and management considers personal
needs of employees as long as company policies are not
compromised with the weighted mean of 4.13. Three (3) items
were rated as agree, namely; management strictly enforces
observance/ adherence to policies with the weighted mean of
3.88, management has not introduced anything new in the way
things are to be done in the past year with the weighted
mean of 3.63 and I notice that the company is still the same
from the time I started working here with the weighted mean
of 3.75.
Stability as assessed by Customer Service Representative
rated as agree with composite weighted mean of 4.11. Two (2)
items were rated as strongly agree, namely; management gives
attention to procedures and policies to ensure smooth
operation with the weighted mean of 4.35 and management
strictly enforces observance/ adherence to policies with the
weighted mean of 4.39. Three (3) items were rated as agree,
namely; management considers personal needs of employees as
long as company policies are not compromised with the


weighted mean of 4.17, management has not introduced
anything new in the way things are to be done in the past
year with the weighted mean of 3.65 and I notice that the
company is still the same from the time I started working
here with the weighted mean of 4.0.
Stability as assessed by Other Position rated as agree with
composite weighted mean of 3.94. All items were rated as
agree but the three (3) items has the same weighted mean
which is 4.18, namely; management gives attention to
procedures and policies to ensure smooth operation,
management strictly enforces observance/ adherence to
policies and management considers personal needs of
employees as long as company policies are not compromised.
And the two items are, management has not introduced
anything new in the way things are to be done in the past
year with the weighted mean of 3.65 and I notice that the
company is still the same from the time I started working
here with the weighted mean of 3.53.
Overall, the organizational culture as assessed by
respondents in terms of Stability rated as agree with
composite weighted mean of 4.03. Three (3) items were rated


as strongly agree, namely; management gives attention to
procedures and policies to ensure smooth operation with the
weighted mean of 4.35, management strictly enforces
observance/ adherence to policies with the weighted mean of
4.24 and management considers personal needs of employees as
long as company policies are not compromised with the
namely; management has not introduced anything new in the
way things are to be done in the past year with the weighted
mean of 3.61 and I notice that the company is still the same
from the time I started working here with the weighted mean
of 3.7.
Sub Problem No. 3 What is the organizational commitment
of respondents in terms of:
Table 11
Organizational Commitment of Respondents

As to Affective Commitment
___________________________________________________________
Manager Team CSR Other Composite
Criteria Leader WM
___________________________________________________________
1. I feel a sense of 4.5 SA 4.63 SA 4.69 SA 4.0 A 4.46 SA
belonging in this
organization.
2. I am part of this 4.0 A 4.5 SA 4.48 SA 4.12 A 4.28 SA

organization.
3. I am happy in 3.5 SA 4.13 A 4.09 A 4.12 A 3.96 A
discussing my organi-
zation with people
outside of it.
4. This organization 4.0 A 4.38 SA 4.17 A 4.06 A 4.15 A
has a great deal of
personal meaning to me.
5. I feel as if this 3.5 A 3.5 A 3.26 AV 3.35 AV 3.4 A
organization’s
problems are my own.
6. I feel I could not 4.0 A 3.63 A 3.65 A 3.53 A 3.7 A
easily become
attached to another
organization as I am
in my company.
7. I am emotionally 4.0 A 3.75 A 4.04 A 3.88 A 3.92 A
attached to this
organization.
8. I would be very 3.5 A 4.0 A 4.04 A 3.94 A 3.87 A
Happy to spend the
rest of my career
with this organization.
_______________________________________________________________________
Legend:
4 4.19-3.40 Agree A
The organizational commitment of respondents in terms of
Affective Commitment as assessed by Managers rated as agree


with composite weighted mean of 3.88. Two (2) items were
rated as strongly agree, namely; I feel a sense of belonging
in this Organization with the weighted mean of 4.5 and I am
happy discussing my organization with people outside of it
with the weighted mean of 3.5. Six (6) items were rated as
agree, were the four (4) items has the same weighted mean of
4.0, namely; I am part of this organization, this
organization has a great deal of personal meaning to me, I
feel I could not easily become attached to another
organization as I am in my company and I am emotionally
attached to this organization. And Two (2) items are also
has the same weighted mean of 3.5, namely; I feel as if
organization’s problems are my own and I would be very Happy
to spend the rest of my career with this organization.
The organizational commitment of respondents in terms
of Affective Commitment as assessed by Team Leaders rated as
were rated as strongly agree, namely; I feel a sense of
belonging in this Organization with the weighted mean of
4.63, I am part of this organization with the weighted mean
of 4.5 and this organization has a great deal of personal
meaning to me with the weighted mean of 4.38. Five (5) items


were rated as agree, namely; I am happy discussing my
organization with people outside of it with the weighted
mean of 4.13, I feel as if organization’s problems are my
own with the weighted mean of 3.5, I feel I could not easily
become attached to another organization as I am in my
company with the weighted mean of 3.63, I am emotionally
attached to this organization with the weighted mean of 3.75
and I would be very Happy to spend the rest of my career
with this organization with the weighted mean of 4.0.
of Affective Commitment as assessed by Customer Service
of 4.05. One item was rated as average this was; I feel as
if this organization’s problems are my own with the weighted
mean of 3.26. Two (2) items were rated as strongly agree,
namely; I feel a sense of belonging in this Organization
with the weighted mean of 4.69, I am part of this
organization with the weighted mean of 4.48. Five (5) items
were rated as agree, were the two (2) items has the same
weighted mean of 4.04, namely; I am emotionally attached to
this organization and I would be very Happy to spend the
rest of my career with this organization. And the other


three items, namely; I am happy discussing my organization
with people outside of it with the weighted mean of 4.09,
this organization has a great deal of personal meaning to me
with the weighted mean of 4.17 and I feel I could not easily
company with the weighted mean of 3.65.
of Affective Commitment as assessed by Other Position rated
as agree with composite weighted mean of 3.88. One item was
rated as average this was; I feel as if this organization’s
problems are my own with the weighted mean of 3.53. Seven
(7) items were rated as agree, namely; I feel a sense of
belonging in this Organization with the weighted mean of
4.0, I am part of this organization with the weighted mean
of 4.12, I am happy discussing my organization with people
outside of it with the weighted mean of 4.12, this
organization has a great deal of personal meaning to me with
the weighted mean of 4.06, I feel I could not easily become
attached to another organization as I am in my company with
the weighted mean of 3.53, I am emotionally attached to this
organization with the weighted mean of 3.88 and I would be


very Happy to spend the rest of my career with this
organization with the weighted mean of 3.94.
Overall, the organizational commitment assessed by
respondents in terms of Affective Commitment rated as agree
with composite weighted mean of 3.97. Two (2) items were
rated as strongly agree, namely; I feel a sense of belonging
in this Organization with the weighted mean of 4.46 and I am
part of this organization with the weighted mean of 4.28.
Six (6) items were rated as agree, namely; I am happy
discussing my organization with people outside of it with
the weighted mean of 3.96, this organization has a great
deal of personal meaning to me with the weighted mean of
4.15, I feel as if this organization’s problems are my own
with the weighted mean of 3.4, I feel I could not easily
company with the weighted mean of 3.7, I am emotionally
attached to this organization with the weighted mean of 3.92
and I would be very Happy to spend the rest of my career
with this organization with the weighted mean of 3.87.


Table 12

As to Continuance Commitment
___________________________________________________________
Criteria Leader WM
___________________________________________________________
9. My life would not 3.5 A 3.13 AV 3.61 A 3.59 A 3.46 A
be saddened if I decide
to leave this
organization.
10. It would be a sacri- 4.0 A 3.5 A 3.13 AV 3.59 A 3.56 A
fice for me to leave
this organization.
11. I am not afraid of 4.0 A 3.38 AV 3.26 AV 3.59 A 3.56 A
what might happen if I
quit my job without
having another one
lined up.
12. I think staying with 4.0 A 4.0 A 3.56 A 3.47 A 3.76 A
this organization is a
matter of necessity as
much as a desire.
13. One of the serious 3.5 A 3.5 A 3.39 AV 3.65 A 3.51 A
consequences of leaving
this organization would
be the scarcity of
available alternatives.
14. It would be very 3.5 A 4.0 A 3.69 A 3.59 A 3.78 A
hard for me to leave
this organization right
now,even if I wanted to.
15. I cannot leave this 4.0 A 3.25 AV 4.0 A 3.94 A 3.72 A

organization because of
the benefits I received.
_______________________________________________________________________
Legend:
4 4.19-3.40 Agree A
Continuance Commitment as assessed by Managers rated as
agree with composite weighted mean of 3.88. Seven (7) items
were rated as agree, were the four items has the same
weighted mean of 4.0, namely; It would be a sacrifice for me
to leave this Organization, I am not afraid of what might
happen if I quit my job without having another one lined up,
I think staying with this organization is a matter of
necessity as much as a desire and I cannot leave this
organization because of the benefits I received. The other
Three (3) items also has the same weighted mean of 3.5,
namely; My life would not be saddened if I decide to
leave this organization, one of the serious consequences of
leaving this organization would be the scarcity of available
alternatives and it would be very hard for me to leave this
organization right now, even if I wanted to.


of Continuance Commitment as assessed by Team Leaders rated
as agree with composite weighted mean of 3.54. Three (3)
items were rated as average, namely; My life would not be
saddened if I decide to leave this organization with the
weighted mean of 3.13, I am not afraid of what might happen
if I quit my job without having another one lined up with
the weighted mean of 3.38 and I cannot leave this
organization because of the benefits I received with the
weighted mean of 3.25. Four (4) items were rated as agree,
were; It would be a sacrifice for me to leave this
Organization and one of the serious consequences of leaving
this organization would be the scarcity of available
alternatives has the same weighted mean of 3.5. And I think
staying with this organization is a matter of necessity as
much as a desire and it would be very hard for me to leave
this organization right now, even if I wanted to, has also
have the same weighted mean of 4.0.
of Continuance Commitment as assessed by Customer Service
of 3.52. Three (3) items were rated as average, namely; It


would be a sacrifice for me to leave this Organization with
the weighted mean of 3.13, I am not afraid of what might
happen if I quit my job without having another one lined up
with the weighted mean of 3.26 and one of the serious
consequences of leaving this organization would be the
scarcity of available alternatives with the weighted mean of
3.39. Four (4) items were rated as agree, namely; My life
would not be saddened if I decide to leave this organization
with the weighted mean of 3.61, I think staying with this
organization is a matter of necessity as much as a desire
with the weighted mean of 3.56, it would be very hard for me
to leave this organization right now, even if I wanted to
with the weighted mean of 3.69 and I cannot leave this
organization because of the benefits I received with the
of Continuance Commitment as assessed by Other Position
rated as agree with composite weighted mean of 3.63. All
Items were rated as agree, were Four items has the same
weighted mean of 3.59, namely; My life would not be saddened
if I decide to leave this organization, it would be a
sacrifice for me to leave this Organization, I am not afraid


of what might happen if I quit my job without having another
one lined up and it would be very hard for me to leave this
organization right now, even if I wanted to. I think staying
with this organization is a matter of necessity as much as a
desire with the weighted mean of 3.47, one of the serious
3.65 and I cannot leave this organization because of the
benefits I received with the weighted mean of 3.94.
Overall, the organizational commitment as assessed by
respondents in terms of Continuance Commitment rated as
agree with composite weighted mean of 3.62. All items were
rated as agree, namely; My life would not be saddened if I
decide to leave this organization with the weighted mean of
3.46, it would be a sacrifice for me to leave this
Organization with the weighted mean of 3.56, I am not afraid
of what might happen if I quit my job without having another
one lined up with the weighted mean of 3.56, I think staying
with this organization is a matter of necessity as much as a
desire with the weighted mean of 3.76, one of the serious


3.51, it would be very hard for me to leave this
organization right now, even if I wanted to with the
weighted mean of 3.78 and I cannot leave this organization
because of the benefits I received with the weighted mean of
3.72.
Table 13

As to Normative Commitment
___________________________________________________________
Criteria Leader WM
___________________________________________________________
16. I do believe loyalty 4.5 SA 4.5 SA 4.65 SA 4.41 SA 4.52 SA
is important.
17. Jumping from one 4.0 A 4.13 A 4.26 SA 3.65 A 4.01 A
organization to another
organization seems
unethical to me.
18. I think it is not 4.5 SA 4.25 SA 3.65 A 4.06 A 4.12 A
Right to leave this
Organization even if a
better job from another
company offered me.
19. I think that wanting 4.5 SA 4.25 SA 3.69 A 3.88 A 4.09 A
to be a company man/or
woman is sensible.
20. I feel sense of 4.5 SA 4.38 A 3.74 A 3.94 A 4.14 A
moral obligation to
remain.
Composite Weighted Mean 4.4 SA 4.3 SA 4.0 A 3.99 A 4.18 A
_______________________________________________________________________

Legend:
4 4.19-3.40 Agree A
Normative Commitment as assessed by Managers rated as
strongly agree with composite weighted mean of 4.4. One item
was rated as agree, this was; Jumping from one organization
to another organization seems unethical to me with the
weighted mean of 4.0. Four (4) items were rated as strongly
agree, with the same weighted mean of 4.5, namely; I do
believe loyalty is important, I think it is not Right to
leave this Organization even if a better job from another
company offered me, I think that wanting to be a company
man/or woman is sensible and I feel sense of moral
obligation to remain.
of Normative Commitment as assessed by Team Leaders rated as
strongly agree with composite weighted mean of 4.35. Two (2)
items were rated as agree, namely; Jumping from one


organization to another organization seems unethical to me
with the weighted mean of 4.13 and I feel sense of moral
obligation to remain with the weighted mean of 4.38. Three
(3) items were rated as strongly agree, namely; I do believe
loyalty is important with the weighted mean of 4.5, I think
it is not Right to leave this Organization even if a better
job from another company offered me with the weighted mean
of 4.25, and I think that wanting to be a company man/or
woman is sensible with the weighted mean of 4.25.
of Normative Commitment as assessed by Customer Service
of 4.0. Two (2) items were rated as strongly agree, namely;
I do believe loyalty is important with the weighted mean of
4.65 and Jumping from one organization to another
organization seems unethical to me with the weighted mean of
4.26. Three (3) items were rated as agree, namely; I think
it is not Right to leave this Organization even if a better
job from another company offered me with the weighted mean
of 3.65, I think that wanting to be a company man/or woman
is sensible with the weighted mean of 3.69 and I feel sense


of moral obligation to remain with the weighted mean of
3.74.
of Normative Commitment as assessed by Other Position rated
as agree with composite weighted mean of 3.99. One item was
rated as strongly agree, this was; I do believe loyalty is
important with the weighted mean of 4.41. Four (4) items
were rated as agree, namely; Jumping from one organization
to another organization seems unethical to me with the
weighted mean of 3.65, I think it is not Right to leave this
Organization even if a better job from another company
offered me with the weighted mean of 4.06, I think that
wanting to be a company man/or woman is sensible with the
weighted mean of 3.88 and I feel sense of moral obligation
to remain with the weighted mean of 3.94.
Overall, the organizational commitment as assessed by
respondents in terms of Normative Commitment rated as agree
with composite weighted mean of 4.18. One item was rated as
strongly agree, this was; I do believe loyalty is important
with the weighted mean of 4.52. Four (4) items were rated as
agree, namely; Jumping from one organization to another
organization seems unethical to me with the weighted mean of


4.01, I think it is not Right to leave this Organization
even if a better job from another company offered me with
the weighted mean of 4.12, I think that wanting to be a
company man/or woman is sensible with the weighted mean of
4.09 and I feel sense of moral obligation to remain with the
Sub Problem No. 4 Is there a significant relationship
between the organizational culture and commitment when
grouped according to the profile of the respondents?
Table 14
Organizational Culture and Commitment of Respondents

As to Gender
___________________________________________________________
Sex Org. Org. Org. Org. Critical Z-Value Interpre- Findings
Culture Commitment Culture Commitment Level tation
Mean Mean Variance Variance
_________________________________________________________________________________________
M 3.87 3.76 0.0560 0.0917 1.96 0.56 Signifi- He is
cant Accepted
F 4.16 4.01 0.1078 0.0518 1.96 1.09 Signifi- He is

cant Accepted
T 4.015 3.885 0.042 0.0312 1.96 1.02 Signifi- He is

cant Accepted
_________________________________________________________________________________________
The organizational culture mean of respondents in terms
of gender, male and female are 4.015 and the organizational
commitment mean is 3.885. Organizational culture variance is


0.042 and commitment variance is 0.0312, the critical level
is 1.96 with the Z- value of 1.02 and interpreted as
significant, so the findings he is accepted and there is no
significant difference between organizational culture and
commitment in terms of gender.
Table 15

As to Position
___________________________________________________________
Position Org. Org. Org. Org. Critical Z-Value Interpre- Findings
Culture Commitment Culture Commitment Level tation
_________________________________________________________________________________________
Manager 4.30 4.02 0.0133 0.1102 1.96 1.43 Signifi- He is
cant Accepted
CSR 4.09 3.86 0.0956 0.0857 1.96 1.12 Signifi- He is

cant Accepted
Team 4.09 3.98 0.1978 0.1552 1.96 0.39 Signifi- He is

Leader cant Accepted
Others 3.92 3.83 0.0611 0.0340 1.96 0.64 Signifi- He is

cant Accepted
Total 4.10 3.92 0.0242 0.0084 1.96 2.278 Significant

Relationship
_________________________________________________________________________________________
The organizational culture mean of position in manager
is 4.30, commitment mean is 4, and organizational culture
variance is 0.0133, commitment variance is 0.1122, critical
level 1.96 with the z-value of 1.43 interpreted as
significant with the findings of he is accepted. The


organizational culture mean of CSR is 4.09, commitment mean
is 3.86, and the organizational culture variance is 0.0956,
commitment variance is 0.0857, critical level 1.96 with the
z-value of 1.12 interpreted as significant with the findings
of he is accepted. The organizational culture mean of Team
Leader is 4.09, commitment mean is 3.98 and organizational
culture variance is 0.1978, commitment variance is 0.1552,
critical level 1.96 with the z-value of 0.39 interpreted as
significant with the findings of he is accepted. Others
position the organizational culture mean is 3.92, commitment
mean is 3.83 and organizational culture variance is 0.0611,
commitment variance is 0.0340, critical level 1.96 with the
z-value of 0.64 interpreted as significant with the finding
of he is accepted. The overall total in terms of position in
organizational culture mean is 4.1, commitment mean 3.92 and
organizational culture variance is 0.0242, commitment
variance is 0.0084, critical level 1.96 with the z-value of
2.278 interpreted as significant difference.
Table 16

As to Years in Service
___________________________________________________________
Years in Org. Org. Org. Org. Critical Z-Value Interpre- Findings

Service Culture Commitment Culture Commitment Level tation
_________________________________________________________________________________________
Less 5 3.88 3.79 0.171 0.099 1.96 0.3757 Signifi- He is
Years cant Accepted
5-10 4.08 3.96 0.1905 0.01186 1.96 0.6806 Signifi- He is

cant Accepted
11-15 4.07 3.98 0.04 0.03725 1.96 0.6686 Signifi- He is

cant Accepted
Total 4.01 3.91 0.0127 0.0109 1.96 0.1355

Signifi- He is
cant Accepted
_________________________________________________________________________________________
The years in service is less than 5 years the
organizational culture mean is 3.88, commitment mean 3.79
and organizational culture variance is 0.171, commitment
variance 0.099, critical level 1.96 with the z-value of
0.3757 interpreted as significant with the findings of he is
accepted. In 5-10 years in service the organizational
culture mean is 4.08, commitment mean 3.96 and
organizational culture variance is 0.1905, commitment
variance 0.01186, critical level 1.96 with the z-value of
0.6806 interpreted as significant with the finding of he is
accepted. In 11-15 years in service the organizational
culture mean is 4.07, commitment mean 3.98 and
organizational culture variance is 0.04, commitment variance
0.03725, critical level 1.96 with the Z-value of 0.6686
interpreted as significant with the findings of he is
accepted. The overall total of year in service the


organizational culture mean is 4.01, commitment mean 3.91
and organizational culture variance is 0.0127, commitment
variance 0.0109, critical level 1.96 with the Z-value of
0.1355 interpreted as significant with the finding of he is
accepted.

CHAPTER V
Summary of Findings, Conclusions, Recommendation
This chapter presents the summary of findings,
conclusion and recommendation
The study was aimed to determine the organizational
culture and commitment of Accenture Company.
Specifically, the study answered the following
questions:
a. What is the profile of the respondents? b. What is the
organizational culture of the respondents? c. What is the
organizational commitment of the respondents? d. Is there a
significant relationship between the organizational culture
and commitment when grouped according to their profile of
the respondents?
The study hypothesized that there is no significant
relationship between organizational culture and commitment
of the Accenture Company.
Summary of findings

The salient findings of the study are as follows:
1. It can perceived that the profile of the respondents
has the overall total of 100%. The female has the
total of 27 or 54% and male has the total of 23 or
46%.
2. The overall organizational culture of respondents
rated as agree with the overall composite weighted
mean of 4.1.Four(4)items rated Strongly Agree such as;
Innovation and Risk-taking with composite weighted
mean of 4.26; Attention to detail with composite
weighted mean 4.27; Outcome orientation with composite
weighted mean 4.20;People Orientation with composite
weighted mean of 4.28.Three(3) items rated agree such
as: Team Orientation with composite weighted mean of
4.08;Agreesiveness with Composite weighted mean of
3.59 and Stability with composite weighted mean of
4.03.
3. The overall organizational commitment of respondents
rated as agree with overall composite weighted mean of
3.92.All items rated agree such as; affective
commitment with composite weighted mean of 3.97;
Continuance commitment with the composite weighted


mean of 3.62 and normative commitment with composite
4. The computed Z-values are lower than the critical
level of 1.96 at 1.1445 level of significance. Hence,
the hypothesis is accepted. This conveys that there is
no significant relationship of the organizational
culture and commitment of Accenture Company.
Conclusions
Based on the findings of the study, the following
conclusions were drawn:
1. The adaptation of a workplace, environment and co-
workers have a positive impact to the performance of
every employee.
2. Evaluation and proper training to those who are not
good in selling or those who are designated to the
chosen position.
3. Give time to those who are just starting in the field
to master all the information and services that the
company offered.
4. Management must encourage the employee to learn more
and create new ideas to improve the job.


5. The company should provide a satisfactory service to
the clients and monitor the negative and positive
result to give a proper action positively.
Recommendation
Based on the findings and conclusion, the following
recommendations are drawn:
1. Provide rich environment, workplace and motivation
for every employee to become productive and to learn
more in the sense of the culture and commitment of
the company.
2. Wider availability of every position to those who are
deserving in every higher position.
3. Continue to enhance and improve of one self based on
the proper training ad seminar to those who aim to
become a regular employee and those aiming for a
higher position
4. Explore different approaches in the business strategy
most specifically by speaking clearly to convince
more costumers.

5. Develop professional development programs to enhance
the knowledge more specifically by improving their
intellectual capacity.
QUESTIONNAIRES
Instruction: Please read each item carefully and fill

check the option that best applies to you.
PART I. Respondent’s Profile
1. Gender ( )Male ( )Female
2.Which of the following best describes your present

Position in the organization?
( ) Manager ( )Customer Service Representative
( )Team Leader ( )Other(pls. specify)
3. Years of service ___________
( )less than 5 years ( )5-10 years ( ) 11-15 years
PART II. ORGANIZATIONAL CULTURE CHARACTERISTICS

QUESTIONNAIRE
Instruction: In each of the following items, check the

number that best describes your answer.
5 (5.00-4.20) 5-strongly agree
4 (4.19-3.40) 4-agree
3 (3.39-2.60) 3-average
2 (2.59-1.80) 2-disagree
1 (1.79-1.00) 1-strongly disagree

2.1 Innovation and Risk-Taking 5 4 3 2 1
1. Management provides opportunities for

employees’ innovation thinking and
creative work style.
2. Management gives employees the

opportunity to make important decisions.
3. Management is always willing to

consider employees’ proposed innovation to
increase company effectiveness.
4. I am encouraged to develop new ideas to
improve my job.
5. I am given a free hand to try out new

ways for the betterment of my job.
2.2 Attention to Detail 5 4 3 2 1

1. Management always values precision and
accuracy in work.
2. Management regularly reviews the
assignment of role and responsibilities of
employees.
3. Our company has mechanism for periodic
evaluation of achievements of goals and
objectives.
4. I am expected not to commit mistakes in
my work.
5. I am expected to pay attention to
details of my work.
2.3 Outcome Orientation 5 4 3 2 1

1. Management bases employees’ promotions on
productivity level.
2. Management has an adequate system for
regular performance of employees.
3. Rewards and recognition for employees
revolve around team outputs.
4. My manager’s primary emphasis is the result
of my work.
5. My manager’s primary emphasis is the manner
of achieving the result.

2.4 People Orientation 5 4 3 2 1

1. I am confident that my welfare is taken
care of by management.
2. Management considers not only profit, but
also the welfare of the employees.
3. Management considers that person factor in
any decision.
4. Working conditions are conducive to smooth
workflow.
5. Our company is committed to provide
satisfactory service to clients
2.5 Team Orientation 5 4 3 2 1
1. Management puts premium on group

effort/activities.
2. Management discourages self-centered efforts.
3. Employees are willing to entrust information

with each other.
4. Employees value each other’s ideas by seeking
and asking them.
5. Everybody feels a sense of belongingness and
acceptance in the group.
2.6 Aggressiveness 5 4 3 2 1
1. The environment in the company allows me to
question the policies of the company.
2. The environment in the company provides
venues to ventilate my feelings and
suggestions.
3. Management is always open to constructive
criticism.
4. My co-employees and I are always giving
criticism to each other.
5. My co-employees and I are always competing
in our work assignments.
2.7 Stability 5 4 3 2 1
1. Management gives attention to procedures
and policies to ensure smooth operation.
2. Management strictly enforces
observance/adherence to policies.
3. Management considers personal needs of

employees as long as company policies are

not compromised.
4. Management has not introduced anything
new in the way things are to be done in the
past year.
5. I notice that the company is still the
same from the time I started working here.
Part III.ORGANIZATIONAL COMMITMENT QUESTIONNAIRE
Please indicate your response by checking the number

corresponding to how strongly you agree or disagree with
each of the following statement:

5 (5.00-4.20) 5-Strongly agree
4 (4.19-3.40) 4-Agree
3 (3.39-2.60) 3-Average
2 (2.59-1.80) 2-Disagree
1 (1.79-1.00) 1-Strongly disagree
3.1 Affective Commitment 5 4 3 2 1
1. I feel a sense of belonging in this
organization.
2. I am part of this organization.
3. I am happy in discussing my organization with
people outside of it.
4. This organization has a great deal of personal
meaning to me.
5. I feel as if this organization’s problems are
my own.
6. I feel I could not easily become attached to
another organization as I am in my company.
7. I am emotionally attached to this
organization.
8. I would be very happy to spend the rest of my
career with this organization.

3.2 Continuance Commitment 5 4 3 2 1

9. My life would not be saddened if I decide to
leave this organization.
10. It would be a sacrifice for me to leave
this organization.
11. I am not afraid of what might happen if I
quit my job without having another one lined
up.
12. I think staying with this organization is a
matter of necessity as much as a desire.
13. One of the serious consequences of leaving
this organization would be the scarcity of
available alternatives.
14. It would be very hard for me to leave this
organization right now, even if I wanted to.
15. I cannot leave this organization because of
the benefits I received.
3.3 Normative Commitment 5 4 3 2 1

16. I do believe loyalty is important.
17. Jumping from one organization to another

organization seems unethical to me.
18. I think it is not right to leave this
organization even if a better job from another
company offered to me.
19. I think that wanting to be a company man/or
woman is sensible.
20. I feel sense of moral obligation to remain.

ABSTRACT
Title : The Organizational Culture and Commitment

Of Accenture Company
Researchers : Jenelyn H. Azana, Mary Ann A. Decara,

Melani N. Dumalag, Jecelyn P. Gencianos
Shane M. Hizole
Degree : Bachelor of Science in Business

Administration Major in Management
Institution : Eulogio “Amang” Rodriguez Institute of

Science and Technology
Year : 2017-2018
Adviser : Dr. Cesar H. Garcia
The Problem
The study aimed to determine the Organizational

culture and commitment of Accenture Company. Specifically,
it sought to answer the following questions: (1) What is the
profile of the respondents? (2) What is the organizational
culture of the respondents? (3) What is the organizational
commitment of the respondents? (4) Is there significant
relationship between the organizational culture and
commitment when grouped according to their profile of the
respondents?

Research Methodology
The main instrument used in the study was the

structured questionnaire in the form of the checklist, which
was made by the researcher. Using some other related
questionnaires found in the thesis of Heradura (2002) and
Ramos (2009) as their pattern and guide.
Findings
The profile of 50 respondents categorized into several

variables yielded these result: gender ( 27 females and 23
males); position ( 2 manager, 23 customer service
representative, 8 team leader, and 17 others position);
years in service ( 18 less than 5 years, 26 5-10 years and 6
11-15 years in service); and organizational culture ( by
innovation and risk-taking [mean=4.26]; by attention to
detail [mean=4.27]; by outcome orientation [mean=4.20]; by
people orientation [mean=4.28]; by team orientation
[mean=4.08]; by aggressiveness [mean=3.59]; by stability
[mean=4.03]; and organizational commitment ( by affective
commitment [mean=3.97]; by continuance commitment
[mean=3.62]; and by normative commitment [mean=4.18].
Rationale of the Study
In the business world, many companies in different

countries realized the need to level up competitiveness
through innovation, reducing costs, improving the quality of
their product/service, investing in new technology but more
importantly investing in their human capital.
Furthermore, researches have shown the link between
organizational culture and commitment, and how the two
contribute to positive organizational outcomes such as
Innovation and risk-taking, Attention to detail, Outcome
orientation, People orientation, Team orientation,
Aggressiveness, Stability, Affective commitment, Continuance
commitment, and Normative commitment. It is therefore of
utmost importance that the industry, companies, and its

management know and understand this factor. It is in this

light that the researcher aimed to contribute by raising the
awareness and improving the level of organizational culture
and commitment through the aid of a proposed intervention
plan for the continued success of the company and of the BPO
industry in general.
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EULOGIO “AMANG” RODRIGUEZ

INSTITUTE OF SCIENCE AND TECHNOLOGY 1

Problem and its Background

This chapter presents a brief background of the study, the

theoretical and conceptual frameworks, the statement of the

problem, the hypothesis, scope and limitations, the

significance of the study, and the definition of terms.

From the sociological and anthropological standpoint,

culture is essential to a nation, society, community. It is

considered as the core of everyday life. It implies a way of

doing things as well as a basis for existence in a manner that

it gives both meaning and purpose of living.

Even in organization, culture plays a big role. It is a

usual expectation that, upon entry to a formal business

organization, employees are oriented to certain standards and

eventually learn to adjust to them. They have to know its

structure, history and founder, comply with roles, be oriented

to its beliefs, follow its practice or rituals, and adopt its

values. Employees, especially newcomers, strived to adapt and

to familiarize themselves with the culture of the organization.

INSTITUTE OF SCIENCE AND TECHNOLOGY 2

From time to time, during interactions, limits are set of the

behaviors to get things done well.

Culture also serves as the personality of the organization

that sets each organization apart from others. It usually gives

distinction and image to the company making each organization

company takes place wherein its products, services, market

range, mission, and all others aspects of their enterprise, are

reflected. Because culture also created out socialization,

culture tends to become embedded within the employees

themselves making it a part of their system as it is passed

from generation to generation and practiced in everyday work

If culture gives essence to the existence of the

organization, it could surely bring impact on the lives of its

employees. Industrial/ organizational psychologists and human

resources professionals recognized the role of culture of the

organization in a way that it could immensely influence

employee, attitudes, morale, and behaviors. It is widely

recognized that the employees need to set the environment,

systems, norms, and procedures of the firm prior to successful

coping. Otherwise, a culture shock or disintegration would be

INSTITUTE OF SCIENCE AND TECHNOLOGY 3

expected to take place that may lead to more serious problems

like stress, inefficiency, and resignation among the employees.

The success of any organization is future business

strategy which depends on a great deal of employees’ commitment

level, and commitment of employees plays a key role in helping

an organization achieve excellence (Khan 2007) Today,

increasingly competitive business environment requires the

companies find new and improved strategies for achieving

superior financial returns. In a world where technology has

easier to imitate, firms must look for less traditional ways of

staying ahead of competition.

Background of the Study

Accenture is a global and professional services company

net revenues of $34.9 billion, with more than 425,000

employees serving clients in more than 200 cities in 120

countries. In 2015, the company had about 130,000 employees