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Abstract

The purpose of this research is to look at the impact of organizational culture on the organizational commitment of lecturers in Ghanaian private universities. It sought to ascertain how the four components of organizational culture, namely clan, market, adhocracy, and hierarchical culture, influence organizational commitment. The data for this study was collected using a self-administered questionnaire and a survey research approach using a quantitative research design. This study's population included 120 lecturers from eight private universities in Ghana. The study discovered that organizational culture affects the organizational commitment of lecturers at Ghana's private universities. Clan culture and hierarchy culture, in particular, had a substantial impact on the organizational commitment of lecturers in Ghanaian private universities, whereas adhocracy culture and market cultures had no significant impact on organizational commitment. The study concludes that efforts to improve organizational commitment in private universities can only be accomplished by investigating the dimensions of organizational culture that will increase the level of commitment in the organization. Based on the findings, the study recommends that administrators of private universities establish frameworks in which all lecturers have equal influence and a family-like mentality. A culture that values collaboration, staff growth, and support produces a favorable work environment that increases lecturers' commitment to their institutions. 

Keywords

Organisational Culture Organisational Commitment Private Universities Organisation Development Job Satisfaction

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How to Cite
Clever Sutinga, P., Gbiel Benarkuu, G., Ifenkwe , A., Katere, E., & Teiko, J. (2024). The Impact of Organizational Culture on the Organizational Commitment of Lecturers at Private Universities in Ghana. International Journal of Multidisciplinary Studies and Innovative Research, 12(3), 23–32. https://doi.org/10.53075/Ijmsirq/0984687545454
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