leadership and motivation in hospitality

Accordingly, Items 4 (AC3), 5 (AC1), 6 (AC2) and 8 (AC4) remain and these are
described in Figure 5 - 9. In contrast to Allen and Meyer’s scale, for this research
only AC3 is reverse coded – this decision was taken based on the argument for
minimising the number of reverse-polarity items articulated above in Work
Meaning on the matter of reverse-polarity scale items. The factor is labelled as
AOC (Affective Organisational Commitment) for this research.

Construct name Affective Organisational Commitment (AOC)

Definition An individual’s emotional attachment to their organisation

Understanding of
concept

Greater levels of AOC are found in individuals who identify

more strongly with their organisation and organisational (team)

goals

Inclusion
rationale

Positive AOC has been associated with a number of positive

outcomes in the hospitality studies literature

Scale source/s Allen and Meyer (1990) and Meyer et al. (1993)

Scale semantic Agreement

Thinking about your current job, please tick a box to
indicate how much you agree or disagree with each of
the following statements

Level of agreement

Strongly

disagree

Strongly

agree

AC 1 I feel “part of the family” at my work / company 1 2 3 4 5

AC 2 I feel “emotionally attached” to this company 1 2 3 4 5

AC 3 I could easily become just as attached to another company (reverse coded) 1 2 3 4 5

AC 4 I feel a strong sense of belonging to my company 1 2 3 4 5

Figure 5-9 The Affective Organisational Commitment construct

organisational outcomes 5.4 Secondary organisational outcomes: individual, group and

organisational outcomes

The previous section described the development of the measures for the three
Employee Attitude factors (Job Satisfaction, Work Meaning and Affective
Organisational Commitment). Figure 4 - 5 describes Employee Attitudes as
primary-level outcomes which are also hypothesised to be antecedents of the
factors in the secondary outcome category. Three factors are proposed as
secondary outcomes and are essentially performance measures. Job Performance
reflects the ‘performance beyond expectations’ (see Section 2.4.3) concept in