Improving Commitment with Democratization at Workplaces: Empirical Evidence from Pakistan

Abstract

During the last two decades, an interesting phenomenon of alternatively managing the organizations is under great debate. Scholars are arguing and expecting similar kind of success from democratization at the workplace which it had proved in political arenas and systems. The present study focuses on the importance of adopting democratization in organizations and their attitudinal and behavioral impacts. More specifically it adds to limited empirical literature countering the democratic ideas by arguing and providing evidence for the impact of organizational democracy on affective, normative and continuance commitment. A sample of 209 employees working in 26 different bank’s branches of Gujrat and Mandi Bahauddin districts of Punjab, Pakistan was obtained through a survey questionnaire. The hypotheses testing was done using various tools including structural equation modelling (SEM). The results show the significant direct impact of organizational democracy on all three dimensions of organizational commitment with insignificant effects of perception of politics used as a mediator. The study overcomes the gaps of empirical evidence on organizational democracy which was only theoretically supported.