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Organizational Commitment

Organizational Commitment

1. I would be very happy to spend the rest of my career with this organization.

2. I really feel as if this organization’s problems are my own.

3. I do not feel like part of the family at my organization. (r)

4. I do not feel emotionally attached to this organization. (r)

5. This organization has a great deal of personal meaning for me.

6. I do not feel a strong sense of belonging to my organization. (r)

Organizational Commitment Instrument (OCI) developed by Meyer and Allen (1997). The response format for this instrument was also a 7-point Likert-type scale‚ with responses ranging from 1 (Strongly Disagree) to 7 (Strongly Agree).

Meyer‚ J. P.‚ & Allen‚ N. J. (1997). Commitment in the workplace. Thousand Oaks‚ CA: Sage.

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Organizational citizenship behavior

Organizational citizenship behavior.

To measure employees' OCB‚ we used the five-dimension scale developed by Podsakoff and MacKenzie (1989). Each of five constructs—altruism‚ courtesy‚ sportsmanship‚ conscientiousness‚ and civic virtue—included items describing specific behaviors‚

and managers indicated their agreement on each item for each employee working for them using a seven-point format.

The psychometric properties of this scale have been reported in Podsakoff‚ MacKenzie‚ Moorman‚ and Fetter (1990) and in Moorman (1991). Both studies found support for a five-dimension model of citizenship and reported reliabilities over .70 for each dimension.

Altruism

1. Helps others who have heavy work loads.

2. Helps others who have been absent.

3. Willingly gives of his/her time to help others who have work related problems.

4. Helps orient new people even though it is not required.

Courtesy

5. Consults with me or other individuals who might be affected by his/her

6. actions or decisions.

7. Does not abuse the rights of others.

8. Takes steps to prevent problems with other workers.

9. Informs me before taking any important actions.

Sportsmanship

10. Consumes a lot of time complaining about trivial matters. (R)

11. Tends to make "mountains out of molehills" (makes problems bigger than they are). (R)

12. Constantly talks about wanting to quit his/her job. (R)

13. Always focuses on what's wrong with his/her situation‚ rather than the positive side of it. (R)

Conscientiousness

14. Is always punctual.

15. Never takes long lunches or breaks.

16. Does not take extra breaks.

17. Obeys company rules‚ regulations and procedures even when no one is watching.

Civic virtue

18. Keeps abreast of changes in the organization.

19. Attends functions that are not required‚ but that help the company image.

20. Attends and participates in meetings regarding the organization.

21. "Keeps up" with developments in the company.

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JUSTICE AS A MEDIATOR OE THE

RELATIONSHIP BETWEEN METHODS OF

MONITORING AND ORGANIZATIONAL

CITIZENSHIP BEHAVIOR

BRIAN P. NIEHOFF

Kansas State University

ROBERT H. MOORMAN

West Virginia University

Academy of Management journal

1993. VoL 36. No. 3. 527-556. June

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Service quality

Service quality

1. When my head coach promises to do something by a certain time‚ he/she will do so.

2. When a student athlete has a problem‚ my coaching staff shows a sincere interest in solving it.

3. My head coach performs a right the first time.

4. My head coach provides services to student athletes at the time promised.

5. My head coach tells student athletes exactly when services are performed.

6. My head coach gives prompt attention to student athletes on team.

7. My head coach is always willing to help student athletes on team.

8. My head coach is never too busy to respond to student athletes.

9. The behavior of my head coach instills confidence in student athletes on team.

10. My head coach is consistently courteous with student athletes on team.

11. My head coach has the knowledge to answer student athletes’ questions.

12. My head coach gives student athletes individual attention.

13. My head coach has student athletes’ best interests at heart.

14. My head coach understands the specific needs of student athletes.

According to Parasuraman et al. (1991)‚ this questionnaire has been the most widely used to assess the perception of service quality. The SERVQUAL includes the five subscales: Tangibles described as the concepts of “physical facilities‚ equipment‚ and appearance of personnel‚” Reliability described as “ability to performance the promised service dependably‚” Responsiveness described as “willingness to help ustomers and provide prompt service‚” Assurance described as “knowledge and courtesy of employees and their ability to inspire trust and confidence‚” and Empathy‚ which has been defined as “caring‚ individualized attention the firm provides its customers”.

the response format for this instrument was a 7-point Likert-type scale‚ with responses ranging from 1 (Strongly Disagree) to 7 (Strongly Agree).

Parasuraman‚ A.‚ Berry‚ L. L.‚ & Zeithaml‚ V. A. (1991). Refinement and reassessment of the SERVQUAL Scale. Journal of Retailing‚ 67(4)‚ 420-450.

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Team leader effectiveness

Team leader effectiveness

Leader effectiveness was measured with ten items from Trent (2004). Respondents were asked to indicate which response best reflected their own team leader for each of the following items:

secures individual member involvement;
manages internal team conflict;
maintains team focus and direction;
secures resources as required;
prevents team domination by a member;
deals with obstacles confronting the team;
coordinates multiple tasks and manages the status of assignments;
helps members and the team establish specific goals;
clarifies and/or define each member's role; and
provides performance feedback to the team and/or individual members.

The scale used a seven-point Likert-type response format with anchors 1 = not applicable and 7 = very applicable on leader's behavior (alpha = 0.95)

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Organizational Citizenship Behavior Checklist (OCB-C) 42-Item

Organizational Citizenship Behavior Checklist (OCB-C) 42-Item

Copyright 2009 Suzy Fox and Paul E Spector‚ All rights reserved.

How often have you each of the following things on your present job?	Never Once or twice Once or twice per month Once or twice per week Every day
1. Helped co-worker with personal matter such as moving‚ childcare‚ car problems‚ etc.	1 2 3 4 5
2. Picked up meal for others at work	1 2 3 4 5
3. Picked up or dr‎opped off co-worker at airport‚ hotel‚ restaurant‚ etc.	1 2 3 4 5
4. Drove‚ escorted‚ or entertained company guests‚ clients‚ or out-of-town employees.	1 2 3 4 5
5. Took time to advise‚ coach‚ or mentor a co-worker.	1 2 3 4 5
6. Helped co-worker learn new skills or shared job knowledge.	1 2 3 4 5
7. Covered a co-worker’s mistake.	1 2 3 4 5
8. Helped new employees get oriented to the job.	1 2 3 4 5
9. Lent a compassionate ear when someone had a work problem.	1 2 3 4 5
10. Bought Girl Scout cookies or other fund raising items from a co-worker (or their child).	1 2 3 4 5
11. Used own vehicle‚ supplies or equipment for employer’s business.	1 2 3 4 5
12. Lent a compassionate ear when someone had a personal problem.	1 2 3 4 5
13. Lent money to a co-worker.	1 2 3 4 5
14. Contributed and/or sent cards/flowers for co-worker birthdays/special occasions.	1 2 3 4 5
15. Lent car or other personal property to co-worker.	1 2 3 4 5
16. Changed vacation schedule‚ work days‚ or shifts to accommodate co-worker’s needs.	1 2 3 4 5
17. Offered suggestions to improve how work is done.	1 2 3 4 5
18. Offered suggestions for improving the work environment.	1 2 3 4 5
19. Finished something for co-worker who had to leave early.	1 2 3 4 5
20. Helped a less capable co-worker lift a heavy box or other object.	1 2 3 4 5
21. Came in early or stayed late without pay to complete a project or task.	1 2 3 4 5
22. Helped a co-worker who had too much to do.	1 2 3 4 5
23. Volunteered for extra work assignments.	1 2 3 4 5
24. Took phone messages for absent or busy co-worker.	1 2 3 4 5
25. Tried to recruit a person to work for your employer	1 2 3 4 5
26. Worked weekends or other days off to complete a project or task.	1 2 3 4 5
27. Informed manager of co-worker's excellent performance.	1 2 3 4 5
28. Brought work home to prepare for next day.	1 2 3 4 5
29. Volunteered to attend meetings or work on committees on own time.	1 2 3 4 5
30. Developed extracurricular activities for co-workers (sport team‚ etc.)	1 2 3 4 5
31. Said good things about your employer in front of others.	1 2 3 4 5
32. Gave up meal and other breaks to complete work.	1 2 3 4 5
33. Brought candy‚ doughnuts‚ snacks‚ or drinks for co-workers.	1 2 3 4 5
34. Organized office celebrations for holidays and co-workers' birthdays‚ retirement‚ etc.	1 2 3 4 5
35. Volunteered to work at after-hours or out-of-town events.	1 2 3 4 5
36. Volunteered to help a co-worker deal with a difficult customer‚ vendor‚ or co-worker.	1 2 3 4 5
37. Gave a written or verbal recommendation for a co-worker.	1 2 3 4 5
38. Went out of the way to give co-worker encouragement or express appreciation.	1 2 3 4 5
39. Decorated‚ straightened up‚ or otherwise beautified common work space.	1 2 3 4 5
40. Spent extra time helping a co-worker prepare/edit/rehearse a presentation or paper.	1 2 3 4 5
41. Assisted a co-worker with device or equipment such as computers‚ copy machines‚ etc.	1 2 3 4 5
42. Defended a co-worker who was being "put-down" or spoken ill of by other co-workers or supervisor.	1 2 3 4 5

Organizational Citizenship Behavior Checklist (OCB-C)

Suzy Fox‚ Loyola University Chicago

Paul E. Spector‚ University of South Florida

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Job Diagnostic Survey Oldham

Hackman and Oldham : Job Diagnostic Survey

Hackman and Oldham developed a self-report instrument for managers to use in diagnosing

their work environment. The first step in calculating the “motivating potential score” (MPS)

of your job is to complete the following questionnaire.

1. Use the scales below to indicate whether each statement is an accurate or inadequate description

of your present or most recent job. After completing the instrument‚ use the

scoring key to compute a total score for each of the core job ch‎aracteristics.

5 = Very descriptive 2 = Mostly nondescriptive

4 = Mostly descriptive 1 = Very nondescriptive

3 = Somewhat descriptive

______ 1. I have almost complete responsibility for deciding how and when the work is to

be done.

______ 2. I have a chance to do a number of different tasks‚ using a wide variety of different

skills and talents.

______ 3. I do a complete task from start to finish. The results of my efforts are clearly visible

and identifiable.

______ 4. What I do affects the well-being of other people in very important ways.

______ 5. My manager provides me with constant feedback about how I am doing.

______ 6. The work itself provides me with information about how well I am doing.

______ 7. I make insignificant contributions to the final product or service.

______ 8. I get to use a number of complex skills on this job.

______ 9. I have very little freedom in deciding how the work is to be done.

______ 10. Just doing the work provides me with opportunities to figure out how well I am

doing.

______ 11. The job is quite simple and repetitive.

______ 12. My supervisors or coworkers rarely give me feedback on how well I am doing the

job.

______ 13. What I do is of little consequence to anyone else.

______ 14. My job involves doing a number of different tasks.

______ 15. Supervisors let us know how well they think we are doing.

______ 16. My job is arranged so that I do not have a chance to do an entire piece of work

from beginning to end.

______ 17. My job does not allow me an opportunity to use discretion or participate in decision

making.

______ 18. The demands of my job are highly routine and predictable.

______ 19. My job provides few clues about whether I’m performing adequately.

______ 20. My job is not very important to the company’s survival.

______ 21. My job gives me considerable freedom in doing the work.

______ 22. My job provides me with the chance to finish completely any work I start.

______ 23. Many people are affected by the job I do.

2. Scoring Key:

Skill variety (SV) (items #2‚ 8‚ 11*‚ 14‚ 18*) = ___ /5 = ___

Task identity (TI) (items #3‚ 7*‚ 16*‚ 22) = ___ /4 = ___

Task significance (TS) (items #4‚ 13*‚ 20*‚ 23) = ___ /4 = ___

Autonomy (AU) (items #1‚ 9*‚ 17*‚ 21) = ___ /4 = ___

Feedback (FB) (items #5‚ 6‚ 10‚ 12*‚ 15‚ 19*) = ___ /6 = ___

(Note: For the items with asterisks‚ subtract your score from 6.)

Total the numbers for each ch‎aracteristic and divide by the number of items to get an average

score.

3. Now you are ready to calculate the MPS by using the following formula:

SV + TI + TS

Motivating Potential Score (MPS) = —————— × AU × FB

MPS scores range from 1 to 125.

4. You can compare your job ch‎aracteristics with those of a fellow classmate or with norms

that your instructor has. Is the MPS of your job high‚ average‚ or low?

5. What could be done to increase the motivating potential of your job?

Addison-Wesley Publishing Company‚ Inc. Reprinted by permission of Addison-Wesley Longman‚ Inc.

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Organizational Citizenship Behavior Checklist (OCB-C) 36-Item

دو مقیاس 36 و 20 ماده ای ارائه شده است.

Organizational Citizenship Behavior Checklist (OCB-C) 36-Item

Copyright 2009 Suzy Fox and Paul E Spector‚ All rights reserved

How often have you each of the following things on your present job?	Never Once or twice Once or twice per month Once or twice per week Every day
1. Picked up meal for others at work	1 2 3 4 5
2. Drove‚ escorted‚ or entertained company guests‚ clients‚ or out-of-town employees.	1 2 3 4 5
3. Took time to advise‚ coach‚ or mentor a co-worker.	1 2 3 4 5
4. Helped co-worker learn new skills or shared job knowledge.	1 2 3 4 5
5. Helped new employees get oriented to the job.	1 2 3 4 5
6. Lent a compassionate ear when someone had a work problem.	1 2 3 4 5
7. Used own vehicle‚ supplies or equipment for employer’s business.	1 2 3 4 5
8. Lent a compassionate ear when someone had a personal problem.	1 2 3 4 5
9. Contributed and/or sent cards/flowers for co-worker birthdays/special occasions.	1 2 3 4 5
10. Changed vacation schedule‚ work days‚ or shifts to accommodate co-worker’s needs.	1 2 3 4 5
11. Offered suggestions to improve how work is done.	1 2 3 4 5
12. Offered suggestions for improving the work environment.	1 2 3 4 5
13. Finished something for co-worker who had to leave early.	1 2 3 4 5
14. Helped a less capable co-worker lift a heavy box or other object.	1 2 3 4 5
15. Came in early or stayed late without pay to complete a project or task.	1 2 3 4 5
16. Helped a co-worker who had too much to do.	1 2 3 4 5
17. Volunteered for extra work assignments.	1 2 3 4 5
18. Took phone messages for absent or busy co-worker.	1 2 3 4 5
19. Tried to recruit a person to work for your employer	1 2 3 4 5
20. Worked weekends or other days off to complete a project or task.	1 2 3 4 5
21. Informed manager of co-worker's excellent performance.	1 2 3 4 5
22. Brought work home to prepare for next day.	1 2 3 4 5
23. Volunteered to attend meetings or work on committees on own time.	1 2 3 4 5
24. Developed extracurricular activities for co-workers (e.g.‚ sport team)	1 2 3 4 5
25. Said good things about your employer in front of others.	1 2 3 4 5
26. Gave up meal and other breaks to complete work.	1 2 3 4 5
27. Brought candy‚ doughnuts‚ snacks‚ or drinks for co-workers.	1 2 3 4 5
28. Organized office celebrations for holidays and co-workers' birthdays‚ retirement‚ etc.	1 2 3 4 5
29. Volunteered to work at after-hours or out-of-town events.	1 2 3 4 5
30. Volunteered to help a co-worker deal with a difficult customer‚ vendor‚ or co-worker.	1 2 3 4 5
31. Gave a written or verbal recommendation for a co-worker.	1 2 3 4 5
32. Went out of the way to give co-worker encouragement or express appreciation.	1 2 3 4 5
33. Decorated‚ straightened up‚ or otherwise beautified common work space.	1 2 3 4 5
34. Spent extra time helping a co-worker prepare/edit/rehearse a presentation or paper.	1 2 3 4 5
35. Assisted a co-worker with device or equipment such as computers‚ copy machines‚ etc.	1 2 3 4 5
36. Defended a co-worker who was being "put-down" or spoken ill of by other co-workers or supervisor.	1 2 3 4 5

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Leader-member exchange (LMX) 11 Items

(7 point scale)

Affect	I like my supervisor very much as a person. My supervisor is the kind of person one would like to have as a friend. My supervisor is a lot of fun to work with.
Loyalty	My supervisor defends my work actions to a superior‚ even without complete knowledge of the issue in question. My supcrvi.sor would come to my defense if I were "attacked" by others. My supervisor would defend me to others in the organization if I made an honest mistake.
Contribution	I do work for my supervisor that goes beyond what is specified in my job description. I am willing to apply extra efforts‚ beyond those normally required‚ to further the interests of my work group.
Professional Respect	I am impressed with my supervisor's knowledge of his/her job. I respect my supervisor's knowledge of and competence on the job. I admire my supervisor's professional skills.

Robett C. Liden‚ R. C.‚ & Maslyn‚ J. M. (1998). Multidimensionality of Leader-Member Exchange: An Empirical Assessment through Scale Development‚ Journal of Management. Vol. 2 4‚ No. 1‚ pp. 43-72.

سایت روان سنجی : نسخه 12 گویه ای این تست که در مالزی صورت گرفته به شرح زیر است . نکته قابل عنایت این که محققان ، دو عامل را گزارش می کنند . سه گویه "وظیفه شناسی" Loyalty"" یک عامل و بقیه در عامل اول هستند.

14026112Leader Member Exchange.pdf

1. I am impressed with his/her knowledge of his/her job.

2. She/he is willing to apply extra efforts beyond those normally required in order to meet my work goals.

3. I admire his/her professional skills.

4. She/he does work for me that goes beyond what is specified in the job descriptions.

5. She/he is a lot of fun to work with.

6. I respect his/her knowledge of and competence on the job.

7. She/he does not mind working the hardest for me.

8. She/he is the kind of person one would like to have as a friend.

9. I like him/her very much as a person.

10. I would go to his/her defense if he/she were “attacked” by others.

11. I would defend him/her to others in the organization if he/she makes an honest mistake.

12. I defend his/her work and actions to a superior even without complete knowledge of the issue.

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Organizational Commitment Questionnaire

The Organizational Commitment Questionnaire OCQ

Developed by Mowday et al (1982)

Items from the Organizational Commitment Scales*

Affective Organizational Commitment

1.* I do not feel like part of a family at (name of hospital).

2. I feel emotionally attached to (name of hospital).

3. Working at (name of hospital) has a great deal of personal meaning for me.

4. I feel a strong sense of belonging to (name of hospital).

5.* (Name of hospital) does not deserve my loyalty.

6. I am proud to tell others that I work at (name of hospital).

7. I would be happy to work at (name of hospital) until I retire.

8. I really feel that any problems faced by (name of hospital) are also my problems.

9. I enjoy discussing (name of hospital) with people outside of it.

Continuance Organizational Commitment

1. I am not concerned about what might happen if I left (name of hospital) without ha‎ving another position lined up.

2. It would be very hard for me to leave (name of hospital) right now‚ even if I wanted to.

3. Too much in my life would be disrupted if I decided I wanted to leave (name of hospital) now.

4. It wouldn’t be too costly for me to leave (name of hospital) now.

5.* Right now‚ staying with (name of hospital) is a matter of necessity as much as desire.

6. One of the few‚ serious consequences of leaving (name of hospital) would be the scarcity of available alternatives.

7. One of the reasons I continue to work for (name of hospital) is that leaving would require considerable sacrifice-another organization may not match the overall benefits I have here.

Normative Organizational Commitment

1.* I do not feel any obligation to remain with (name of hospital).

2. Even if it were to my advantage‚ I do not feel it would be right to leave (name of hospital) now.

3. I would feel guilty if I left (name of hospital) now.

4. (Name of hospital) deserves my loyalty.

5. It would be wrong to leave (name of hospital) right now because of my obligation to the people in it.

6. I owe a great deal to (name of hospital).

Responses to each item are measured on a 7-point scale with scale point anchors labeled: strongly disagree‚ moderately disagree‚ slightly disagree‚ either

disagree nor agree‚ slightly agree‚ moderately agree‚ and strongly agree. An asterisk (*) denotes a negatively phrased and reverse scored item.

Source: Questionnaire from “Commitment and perceived organizational support” by LaMastro.

Comparative Analysis of Organizational Commitment in Medical Professionals

Moriatsu Takada‚ MD‚ PhD‚ MBA

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