LAMPIRAN 2 Organizational Commitment Questionnaire

The Organizational Commitment Questionnaire(ORQ) is a measure that was initially developed by Porter and Smith in 1970 to measure commitment within an organization. The measure was created with commitment being a generally affective reaction to the organization rather than specifically to the work.1 This relates directly to organizational diagnosis, in that it measures employees commitment to the organization oppose to their particular jobs. In this context, organizational commitment is defined as the strength of an individuals identification with and involvement in a particular organization, and is said to be characterized by three factors: a strong belief in, and acceptance of, the organizations goals and values; a readiness to exert considerable effort on behalf of the organization; and a strong desire to remain a member of the organization.1 This organizational commitment measure was and still is being utilized by many. In the 1970s, people such as Kerr and Jermeir used this measure to analyze a group of 113 police officers. Ivancevich employed the OCQ in a study of 154 engineers and OReilly and Roberts diagnosed 562 members of a high technology naval aviation unit.1 Today organizations are still relying on this measure to diagnose organizational commitment. I found several articles that entailed studies on commitment using the OCQ. As noted in the Journal of Psychology(1998), a study was done on 150 employees of a mid-Atlantic insurance company. They used the short form of the OCQ to measure commitment, which resulted in a coefficient alpha of 0.91.2 According to the Academy of Management Journal(1995), a study was performed by a large multinational firm in the southeastern United States examining 231 managers and 339 subordinates. In their research, they also used the OCQ to measure employees commitment to the organization (coefficient alpha 0.87).3 In addition, the Journal of International Business Studies indicated that this measurement was even being used internationally. According to this article, the Japanese used the OCQ to measure commitment in a study that involved Japanese firms and firms from eleven other countries where business is conducted primarily in English.4 Their sample identified a population of 880 with a coefficient alpha of 0.87.4 This measure has proven to be reliable and valid over and over. The Organizational Commitment Questionnaire has been used successfully with high reliability in over thirty-five studies in organizational behavior.4 Individuals such as, Dubin, Champoux and Porter(1975), Mowday, Porter, and Dubin(1974), Porter,

Crampon, and Smith(1976), Porter, Steers, Mowday, and Boulian(1974), Steers(1977), Steers and Spencer(1977), and Stone and Porter(1975)1, has proven this measure to be a competent tool to measure organizational commitment. The OCQ coefficient alpha is evidenced to remain consistently high in the studies done by the aforementioned names in addition to other people who used the questionnaire years later and concluded a coefficient between the confirmed ranges, 0.82 to 0.93 with a median of 0.90.1 The Organizational Commitment Questionnaire has 15 items, six of which are negatively phrased and reversed scored with a seven-point response dimension.1 The questionnaire is as follows: 1. I am willing to put in a great deal of effort beyond that normally expected in order to help this organization be successful 2. I talk up this organization to my friends as a great organization to work for 3. I feel very little loyalty to this organization(R) 4. I would accept almost any type of job assignment in order to keep working for this organization 5. I find that my values and the organizations values are very similar 6. I am proud to tell others that I am part of this organization 7. I could just as well be working for a different organization as long as the type of work were similar(R) 8. This organization really inspires the very best in me in the way of job performance 9. It would take very little change in my present circumstances to cause me to leave this organization(R) 10. I am extremely glad that I chose this organization to work for, over others I was considering at the time I joined 11. Theres not too much to be gained by sticking with this organization indefinitely(R) 12. Often, I find it difficult to agree with this organizations policies on important matters relating to its employees(R) 13. I really care about the fate of this organization 14. For me this is the best of all possible organizations for which to work 15. Deciding to work for this organization was a definite mistake on my part(R)1

The responses included Strongly disagree; Moderately disagree; Slightly disagree; Neither disagree nor agree; Slightly agree; Moderately agree; Strongly agree; scored 1 to 7 respectively.1 The OCQ could be used to measure employees commitment to an organization. For example the OCQ could be used to measure the salesforces commitment to HFP, in the HFP case. The organization could have given this questionnaire to several or all departments within the company and compared them to the salesforce. If the salesforces commitment rated low on the measurements scale, then the regional sales managers would know that commitment within their department was nonexistent; therefore, causing problems to emerge. The measurement would also alert the managers, that if commitment were down, then other areas such as job satisfaction and the acceptance of the organizations goals would also be minimal. After determining the problem, managers would be able to go into their departments and make provisions. The Organizational Commitment Measure was located in The Experience of Work: A Compendium and Review of 249 Measures and their Use, written by John D Cook, Sue J. Hepworth, Toby D. Wall, and Peter B. Warr. Endnotes 1. Cook, John D., Hepworth, Sue J., Wall, Toby D., and Warr, Peter B. The Experience of Work: A Compendium and review of 249 Measures and their Use. London: Academic Press Inc. 2. Schappe, Stephen P. The Influence of job satisfaction, organizational commitment, and fairness perceptions on organizational citizenship behavior. Vol. 132, The Journal of Psychology, 05-01-1998, pp. 227(14). 3. Shore, Lynn McFarlane, Barksdale, Kevin, Shore, Ted H. Managerial perceptions of employee commitment to the organization. Vol. 38, Academy of Management Journal, 12-01-1995, pp. 1593(23). 4. Cullen, John B., Johnson, Jean L., Sakano, Tomoaki. Japanese and local partner commitment to IJVs: psychological consequences of outcomes and investments in the IJV relationship (international joint ventures). Vol. 26, Journal of International Business Studies, 03-01-1995, pp. 91(25).