Organizational Culture and Commitment: Bases for Management Transition for Urdaneta City University

AUTHOR(S)

Noel C. Ramirez, DBA

ABSTRACT

The transition management is employed for an effective control on this stage. It has been defined by MBA Brief (2022) as the process of effectively managing the transition of certain things from one position/place/phase to another. In 1975, the concept of transition management was formulated by Mary M. Rydesky, MLA, MBA. An information management expert in healthcare, Ms. Rydesky achieved her MBA in marketing & organizational behavior at Southern Methodist University. She has worked in academic, non-profit, & start-up organizations as well as publicly traded, global firms. She has experienced first-hand the impact of the IPO process, downsizing, & merger on employee productivity & morale (Transition Management, 2022). While the change may appear to have been implemented flawlessly, transition happens much slower. People undergo several phases as they transition: letting go of the past ways, a neutral zone where everything seems uncertain, and a new beginning with new ways (Office of Faculty Affairs & Faculty Development – University of Michigan, ND). In the case of Urdaneta City University, transition has always been part of its history. The institution started as a concept of Dr. Pedro T. Orata, world renowned educator and a Ramon Magsaysay awardee, to establish a community college. It started maximizing available resources to provide education to knowledge-hungry youth and young adults, believing on the principle of education for all. Indeed, its humble beginning contrasts with its current status as a fast growing and pioneer local university in the province of Pangasinan (Urdaneta City University, ND). This study is founded on the theory of the three-component model developed by John Meyer and Natalie Allen, which explains that commitment to an organization is a psychological state and that it has three distinct components that affect how employees feel about the organization that they work.
This study focused on the organizational culture and organizational commitment at Urdaneta City University. The primary respondents of this study are the teaching employees of Urdaneta City University. The scope of a study explains the extent to which the research area will be explored in the study and specifies the parameters within which the study will be operating. Thus, the scope of a study will define the purpose of the study, the population size and characteristics, geographical location, the time period within which the study will be conducted, the theories that the study will focus on, etc.
Included are the Teaching staff of the University while the other employees such as the administrative, utility and security staff are not included in this study. Based on the gathered data from the respondents, the following are the salient findings: (1)As to sex, the majority of the respondents representing 108 or 50.5% are male; 54 or 25.2% belong to the age bracket of 25-29 years old; a great majority have a bachelor’s degree representing 41 or 42.5% as well as master’s degree which received the same figures; more than half representing 115 ore 53.7% have been with the institution for 1 – 3 years; in terms of the status of employment, more than half which represents 110 or 51.4% are permanent; and lastly, the majority has an academic rank of part-time representing 87 or 40.7% of the respondents. (2) The employees’ extent of practice of the organizational culture of Urdaneta City University in the different areas are as follows: The grand overall weighted mean of “4.18” which has a descriptive equivalent of “Often Practiced”. Supportive culture, innovative culture, and bureaucratic culture received a descriptive equivalent of “Often Practiced” which has an average weighted mean of 4.25, 4.23, and 4.07 respectively. (3) On the level of organizational commitment of the employees of Urdaneta City University, the grand overall weighted mean is “4.33” which has a descriptive equivalent of “Agree. In terms of Normative Commitment and continuance commitment, both have a descriptive equivalent of “Agree” which is 4.42 and 3.98 as an average weighted mean respectively while affective commitment has a descriptive equivalent of “4.59” and “Strongly Agree” as its average weighted mean. (4) There is a significant difference in the levels of perception and the respondent’s profile according to their status of employment and academic rank. (5) There is a significant difference in the levels of commitment among the respondent’s profile status of employment and academic rank. (6) There is a significant relationship between the organizational culture specifically on the variable supportive culture and the respondent’s profile variable sex as well as the innovative culture and respondent profile variable educational attainment. There is also a significant relationship between the organizational commitment variable normative commitment and the respondent profile variable sex. (7) There is a significant relationship across all the variables in the respondent’s extent of practice of organizational culture and organizational commitment.