Employee Commitment in Relationship to Organizational Culture: The Case of Lithuanian Companies

The study examines the literature on affective, continuance, and normative forms of employee commitment in relation to clan, adhocracy, market, and hierarchy types of organizational culture, according to Competing Values Framework. The assumptions of how employee commitment develops in different organizational cultures because of their unique characteristics are drawn. The quantitative research was conducted to reveal the level and the prevailing forms of employee commitment to Lithuanian companies, as well as existing and preferred types of organizational culture, employees are willing to be committed. The results show the insufficient level of employees’ commitment to Lithuanian companies and high discrepancies among existing and preferred organizational culture types. Organizations seeking to increase employee commitment are offered to move to the preferred clan type of organizational culture, which would lead to enhancing of affective and normative commitment instead of prevailing market and hierarchy types, because market and hierarchy cultural types generate a low level of employees’ commitment according to this research results. To implement the change, the model of improving the organizational culture to increase employee commitment is offered to implement in the companies. The form of continuance commitment was found having the weakest relations with all types of organizational culture, therefore the further research of its variables is offered.