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 individual’s
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 organization’s
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 1970’s, 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 O’Reilly 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 organization’s 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. There’s not too much to be gained by sticking with this
organization indefinitely(R)
12. Often, I find it difficult to agree with this organization’s
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 salesforce’s
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 salesforce’s commitment rated low on the measurement’s 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 organization’s 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).