Organizational culture factors influencing organizational commitment of professional nurses In community Hospitals, Surin Province

Abstract

Abstract

This descriptive research aimed to examine the level of organizational commitment, the relationship between organizational culture and organizational commitment, and the organizational culture factors predicting organizational commitment among professional nurses in community hospitals in Surin Province. The sample consisted of 202 professional nurses selected through stratified random sampling. The research instruments were questionnaires measuring organizational culture and organizational commitment. The instruments were validated by five experts, yielding content validity indices of 0.98 and 0.96, respectively. Reliability, assessed using Cronbach’s alpha coefficient, was 0.98 for both instruments. Data were analyzed using descriptive statistics, including frequency, percentage, mean, and standard deviation, as well as inferential statistics, including Pearson’s correlation coefficient and stepwise multiple regression analysis.

The findings revealed that the overall level of organizational culture was high ( = 3.62). Hierarchical culture had the highest mean score ( = 3.79), followed by adhocracy culture ( = 3.66), market culture ( = 3.53), and clan culture ( = 3.50). The overall level of organizational commitment was also high ( = 3.59). Affective commitment had the highest mean score ( = 3.89), followed by normative commitment ( = 3.62), while continuance commitment was at a moderate level ( = 3.24). All dimensions of organizational culture were positively correlated with organizational commitment at the .05 significance level, with adhocracy culture showing the strongest correlation (r = .703). The significant predictors of organizational commitment were adhocracy culture (β = .481) and market culture (β = .249), which together explained 50.7% of the variance in organizational commitment (R² = .507, F = 102.313).