Topic: Organizational Commitment

Author(s), Title and Publication

Guzley, R. M. (1992). Organizational Climate and Communication Climate: Predictors of Commitment to the Organization. Management Communication Quarterly, 5(4), 379-402.


This study examined the impact of organizational climate (OC) and communication climate (CC) on employees’ organizational commitment (EOC). OC is a complex mix communication flow, decision-making effectiveness, motivation, upward influence, human resource primacy (employees are seen as valuable resources), and technological readiness (materials and equipment are up-to-date). CC focuses on communicative phenomena, such as supervisor-subordinate communication, opportunities for upward communication, information quality, and information reliability. EOC is characterized as a strong belief in the organization’s goals and values, willingness to exert effort, and desire to stay in the organization.

A survey of 250 employees of a large southwest service organization revealed that employees were more likely to commit to their organization when they perceived a favorable OC and CC.  Specifically, organizational information clarity (e.g., clear goals) and employees’ participation in the organization (e.g., voice and two-way communication) were significant predictors of employees’ commitment levels. Employee tenure moderated the relationships OC, CC and EOC. For respondents during their first year of employment, clarity of information influenced OC significantly. For employees who had been working 2-4 years, their commitment levels depended more on their involvement level in the organization. Employees with 5 or more years of working experience in the organization had higher commitment level when they perceived that management shared accurate information with them, and had opportunities to participate in decision-making processes.

Implications for Practice

Employees’ level of commitment to their organization might be improved if managers 1) share accurate information with employees about what is going on in the organization, 2) set clear-cut goals and objectives, 3) consider employees’ viewpoints and recommendations seriously, and 4) allow employees to participate in decision-making processes and plan their own work.

Location of Article

The article is available online at: (abstract free, purchase full article)

Heidy Modarelli handles Growth & Marketing for IPR. She has previously written for Entrepreneur, TechCrunch, The Next Web, and VentureBeat.
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