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Organizational Commitment among Employees in Mashhad Private Companies Basis for Enhancing Policy

Hamid Reza ShamsPour1, Dr. Leonora T. Malibiran2
Maryam Dolat Abadi3
shamspour@outlook.com1, noramalibiran@yahoo.com2, Maryamdolatabadi54@gmail.com3
1-2 AMA University and Colleges, Quezon City, Philippines
2 University of Payame Noor, Iran



Despite its phenomenal success, Iran and Khorasan industries face numerous challenges, including low employee commitment and productivity, sub-par social compliance, and low worker commitment, compared to competitors such as China, India, and Turkey. The primary goal of this study was the relationship between organizational culture and organizational commitment, as well as two leadership styles (despotic and transactional) identified as moderating roles. The study was conducted using a quantitative explanatory research design. 138 samples were collected from the target population using a questionnaire survey and systematic probability sampling. The study’s findings were used to develop an organizational culture relationship model and the role of leadership. These results will aid Mashhad-based private companies, factory owners, managers, and others in developing policies and practices to increase productivity and employee commitment.

Keywords: Organizational Culture, Despotic leadership, transactional leadership, organizational commitment

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