Table of Contents
Description
This measure, (Organizational Commitment) which was developed for and used in the 1991 General Social Survey, describes overall organizational commitment. It assesses commitment with only six items, meeting the needs oflarge-sample survey research where parsimony is essential. The items were derived from Lincoln and Kalleberg’s (1990) American-Japanese work commitment study (cited in Marsden et al., 1993).
Reliability
In Marsden et al. (1993), coefficient alpha was .78.
Validity
Organizational commitment correlated positively with higher position of authority, job autonomy, and higher-quality workplace relationships. Com mitment correlated negatively with the use of non-merit reward criteria, workplace size, and frequency of job-home conflict (Marsden et al., 1993).
Source
Marsden, P. V., Kalleberg, A. L., & Cook, C.R. (1993). Gender differences in organizational commitment: Influences of work positions and family roles. Work and Occupations, 20(3), 368-390. Copyright© 1993 by Sage Publications, Inc. Items were taken from Table 1, p. 376. Reprinted by per mission of Sage Publications, Inc.
Items
Responses are obtained on a 4-point Likert-type scale where 1 = strongly disagree, 2 = disagree, 3 = agree, and 4 = strongly agree.
- I am willing to work harder than I have to in order to help this organization succeed
- I feel very little loyalty to this organization (R)
- I would take almost any job to keep working for this organization
- I find that my values and the organization’s are very similar
- I am proud to be working for this organization
- I would turn down another job for more pay in order to stay with this organization.
Items denoted with (R) are reverse scored.