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Learning To Commit: Examining The Predictive Relationship Of Learning Culture Upon Employee Commitment, Timothy Russell Shives

Doctoral Dissertations and Projects

This quantitative, correlational study investigated if a predictive relationship exists between an organization’s learning culture and organizational commitment. The research design for this quantitative study was three bivariate linear regressions as the statistical tool to test three null hypotheses (p <0.017). The predictor variable for this study were the organization’s learning culture scores, as measured by the Dimensions of the Learning Organization Questionnaire-Abbreviated (DLOQ-A), and the criterion variables for this study was the organization’s employee commitment profile, comprising (1) affective commitment scores, (2) normative commitment scores, and (3) continuance commitment scores, as measured by the Revised Version of the Three Component Model (TCM) of the Employee Commitment Survey. The population for this study was a diverse, cross-functional employee workforce at a medium-sized, information technology-centered public-sector organization numbering 430 employees. Data collection occurred through asynchronous virtual interaction through web survey methodology during the Coronavirus/COVID-19 global pandemic. The results demonstrate a positive predictive relationship between learning culture scores and affective and normative commitment, respectively; and a negative predictive relationship between learning culture scores and continuance commitment. More research is needed to investigate other factors that may account for the remaining variability in predicting learning cultures and employee commitment. Furthermore, research needs to be done to explore how the learning organization impacts employee commitment.