IOSR Journal Of Humanities And Social Science (IOSR-JHSS) Volume 22, Issue 3, Ver. III (March. 2017) PP 71-82 e-ISSN: 2279-0837, p-ISSN: 2279-0845. www.iosrjournals.org DOI: 10.9790/0837-2203037182 www.iosrjournals.org 71 | Page Effect Of Organizational Cultures On Lecturers Psychological Empowerment And Organizational Commitment: Structural Equation Modeling Approach Abubakar Abba Aji 1, Jamaliah Abdul Hamid 2, Aminuddin Hassan, 3 Roziah Mohd Rasdi 4 University of Maiduguri, Nigeria 1 Universiti Putra Malaysia, Malaysia 2, 3 & 4 Abstract:- Objective: The main objective of this paper is to determine the relationship between organizational cultures and psychological empowerment on organizational commitment among lecturers in Higher Education Institution (HEIs) of Borno State, Nigeria. Organizational culture in this study includes Adhocracy, Market, Hierarchy and Clan cultures. Methods: Correlational design was adopted using cross sectional approach in this study. Total samples of 417 lecturers were drawn through proportionate random sampling method from a total accessible population of 1287. Data was collected through administration of adapted and adopted instruments from previous researchers designed on 5 point Likert scale. The reliability of the instruments was determined through the pilot study data using Cronbach’s alpha reliability coefficients which stands at not less than .93 for all the instruments. The Data was analyzed using Structural Equation Modeling (SEM) with AMOS graphics. Preliminary and subsequent assessments of model fits were conducted from CFA to measurement model which fell within the acceptable threshold, and indicates the data at hand fits the model (   (4994) = 7873.606, p=0.00,   /df =1.577, GFI=0.702; TLI=0.901, CFI=0.906; IFI=0.907, RMSEA= 0.042). Results: Findings depict significant relationship exist between organizational commitment, psychological empowerment, hierarchy and clan cultures. Also there is significant relationship between adhocracy, market, hierarchy and clan cultures with psychological empowerment. Furthermore, psychological empowerment, hierarchy and clan cultures are predictors of organizational commitment in the HEIs examined. Conclusion: Enhancing organizational culture and psychological empowerment could be a potent mechanism for improving lecturers’ organizational commitment in HEIs in Nigeria. Higher educational institutions play critical roles in realizing national socio economic and political aspirations, hence due attention should be given to the types of cultures within organizations that encourage lecturer’ sense of psychological empowerment and subsequently their commitment to the organization in specific and education system in general. KEYWORDS: Higher Educational Institution, Lecturers, Organizational Culture, Organizational Commitment, Psychological Empowerment I. INTRODUCTION There has been growing attention among Higher Education Institutions (HEI) administrator’s in attracting and motivating lecturers within their system. In recent years, internal and external factors such as technological innovations, work conditions, and quality driven management systems have made much impact on human capital development and retention (Jariego, 2015). Organizations have no choice but to change their operational and managerial undertakings to retain their staff and to support and to motivate them to cope and adapt to the change. Many critical sectors such as education, health and management fields have come up with motivational paradigms to uphold employees’ organizational commitment as a central determinant to organizational survival (Allen & Meyer, 1996) and organizational development and growth (Sabella et al,(2016); Meyer and Allen,1997).Nevertheless, organizational commitment literature indicates that there exist a dearth in understanding how organizational factors behave as antecedents influencing commitment. Moreover, literatures of organizational commitment has practically relegated to the background that organizational commitment is essentially contextual (Cohen, 2007). Avolio, Zhu, Koh, & Bhatia, (2004) and Schneider,