The Impact of Organizational Culture on the Organizational Commitment of Lecturers at Private Universities in Ghana

This study explores the intricate relationship between organizational culture and the organizational commitment of lecturers at private universities in Ghana, offering a comprehensive analysis that bridges significant gaps in existing literature. Utilizing a robust quantitative research design, data were collected from 120 lecturers across eight private universities through a meticulously structured, self-administered questionnaire. The research examines four dimensions of organizational culture: clan, hierarchical, market, and adhocracy, as well as their respective impacts on organizational commitment. Findings reveal that clan culture, characterized by its emphasis on a supportive and collaborative environment, and hierarchical culture, with its structured processes and clear lines of authority, significantly enhance lecturers' commitment. Conversely, market culture, driven by competitiveness and results orientation, demonstrates a negative correlation with commitment unless mitigated by performance-based rewards and supportive leadership. Adhocracy culture, promoting flexibility and innovation, positively influences commitment through the mediating role of psychological empowerment. The study concludes that the balanced integration of these cultural dimensions is crucial for fostering a committed and motivated academic workforce. Recommendations emphasize the need for private universities to cultivate a clan culture, ensure fairness in hierarchical structures, incorporate performance-based incentives in market cultures, and foster flexibility in adhocracy environments. This nuanced approach to organizational culture management is pivotal in enhancing lecturers' commitment, thereby improving institutional performance and satisfaction. The implications of this study extend beyond the academic sector, offering valuable insights for organizational leaders seeking to cultivate a dedicated and high-performing workforce in diverse contexts.

This study explores the intricate relationship between organizational culture and the organizational commitment of lecturers at private universities in Ghana, offering a comprehensive analysis that bridges significant gaps in existing literature. Utilizing a robust quantitative research design, data were collected from 120 lecturers across eight private universities through a meticulously structured, self-administered questionnaire. The research examines four dimensions of organizational culture: clan, hierarchical, market, and adhocracy, as well as their respective impacts on organizational commitment. Findings reveal that clan culture, characterized by its emphasis on a supportive and collaborative environment, and hierarchical culture, with its structured processes and clear lines of authority, significantly enhance lecturers' commitment. Conversely, market culture, driven by competitiveness and results orientation, demonstrates a negative correlation with commitment unless mitigated by performance-based rewards and supportive leadership. Adhocracy culture, promoting flexibility and innovation, positively influences commitment through the mediating role of psychological empowerment. The study concludes that the balanced integration of these cultural dimensions is crucial for fostering a committed and motivated academic workforce. Recommendations emphasize the need for private universities to cultivate a clan culture, ensure fairness in hierarchical structures, incorporate performance-based incentives in market cultures, and foster flexibility in adhocracy environments. This nuanced approach to organizational culture management is pivotal in enhancing lecturers' commitment, thereby improving institutional performance and satisfaction. The implications of this study extend beyond the academic sector, offering valuable insights for organizational leaders seeking to cultivate a dedicated and high-performing workforce in diverse contexts.