Year of Publication



Martin School of Public Policy and Administration

Executive Summary

In public organizations, organizational commitment plays a significant role in determining both efficiency and efficacy of the organization. Organizational commitment is just like an invisible hand affecting the performance of staff. The degree of organizational commitment can also be a double-edged sword, by which performance outcomes can either be promoted dramatically or impaired greatly. The purpose of the paper is to examine the determinants of organizational commitment, especially the relationship between organizational commitment and organizational democracy.

From the literature review, I build a model including several variables. The dependent variable in my model is organizational commitment. Independent variables in my model are organizational democracy, perceived personal competence, leader communication, role conflicts. I control for a series of variables related to personal characteristics. I classify, merge and put data into a linear regression model in order to examine the relationship between these variables. Outcomes of the model show six characteristics of organizational democracy that have statistically significant effects on organizational commitment. They are individual autonomy at work, a responsible system, the organization’s effort to give meaningful work to employees, respect and tolerance to minorities and differences within organization, encouragement of team work and the distance between management and employees.