Organizational Commitment measure


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).


In Marsden et al. (1993), coefficient alpha was .78.


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).


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.


Responses are obtained on a 4-point Likert-type scale where 1 = strongly disagree, 2 = disagree, 3 = agree, and 4 = strongly agree.

  1. I am willing to work harder than I have to in order to help this organization succeed
  2. I feel very little loyalty to this organization (R)
  3. I would take almost any job to keep working for this organization
  4. I find that my values and the organization’s are very similar
  5. I am proud to be working for this organization
  6. I would turn down another job for more pay in order to stay with this organization.

Items denoted with (R) are reverse scored.