ORGANIZATIONAL STRUCTURE, ORGANIZATIONAL CULTURE, AND MOTIVATION TO PURSUE A MASTER’S DEGREE IN RELATION TO ORGANIZATIONAL COMMITMENT AMONG BRANCH MANAGERS OF THE BANK FOR AGRICULTURE AND AGRICULTURAL COOPERATIVES

Abstract

This study aimed to: 1) examine the levels of organizational structure, organizational culture, motivation for pursuing a master’s degree, and organizational commitment; 2) assess the effects of organizational structure, organizational culture, and motivation for pursuing a master’s degree on organizational commitment; and 3) propose guidelines for enhancing organizational commitment among branch managers of the Bank for Agriculture and Agricultural Cooperatives (BAAC). The population comprised 970 BAAC branch managers. Using Yamane’s formula, the minimum required sample size was 284. Participants were selected through simple random sampling, and 293 valid questionnaires were retained for analysis. Descriptive statistics and multiple regression analysis were employed to examine the effects of the independent variables on organizational commitment. The findings indicated that all four variables were rated at a high level, with mean (S.D.) scores of 4.05 (0.68), 4.22 (0.61), 4.15 (0.64), and 4.01 (0.56), respectively. Organizational culture exerted the strongest significant positive effect on organizational commitment (β = 0.225, p < .001), followed by motivation for pursuing a master’s degree (β = 0.205, p = .001). Organizational structure did not have a statistically significant effect when considered simultaneously with the other predictors (β = 0.034, p = .557). This finding may reflect the differing directions of the effects of individual structural components, including positive, negative, and nonsignificant effects, thereby reducing the overall effect of organizational structure in the combined model. It may also suggest that branch managers operate within a relatively standardized organizational structure, whereas differences in perceived organizational culture and motivation are more closely associated with organizational commitment. The overall regression model was statistically significant (F = 16.303, p < .001) and explained 14.5% of the variance in organizational commitment (R² = 0.145). Furthermore, Basic Underlying Assumptions and Autonomy emerged as important dimensions associated with organizational commitment. The findings suggest that BAAC should strengthen shared organizational values, support professional development, and promote appropriate decision - making autonomy to enhance organizational commitment and inform human resource management practices.