The Effect of Organizational Cultureon Employee Organizational Commitment: The Case of Kifiya Financial Technology
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Date
2025-11-25
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Addis Ababa University
Abstract
This study investigates the effect of organizational culture on employee organizational commitment at Kifiya Financial Technology. Using a quantitative research approach and an
explanatory survey design, data were collected from a sample of 210 employees selected through simple random sampling from a total population of 441. The study examined four cultural
dimensions—clan, adhocracy, market, and hierarchical—and their influence on employees’ commitment to the organization. Validity and reliability of the questionnaire were ensured through
expert review, pilot testing, and Cronbach’s alpha analysis. Data were analyzed using descriptive statistics, correlation, and multiple regression techniques with SPSS software. Findings reveal
that adhocracy culture is the most dominant and has the strongest positive effect on employee commitment, followed by market and clan cultures, while hierarchical culture showed no
significant impact. The study concludes that fostering innovative and market-driven cultures enhances employee commitment, offering practical implications for organizational management. Recommendations for improving organizational culture and suggestions for future research are
also discussed.
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Keywords
Organizational Culture, Organizational Commitment, Clan Culture, Adhocracy Culture, Market Culture, Hierarchical Culture, Katia Financial Technology