How we do predict who will commit to change and who is most likely to stick around? AQ provides answers for a nonprofit organization.
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Nonprofit Organization
Overview
Given the magnitude, cost, and nature of change in organizations today, Ph.D. candidate Guy Langvardt decided to examine the relationship between AQ and an individual’s retention and commitment to change.
The study was conducted within a nonprofit that was experiencing turbulence. It used the AQ ProfileŽ, Herscovitch’s and Meyer’s Commitment to Change (CTC) survey, as well as some predictive questions. This is the first study of its kind.
Results
- AQ was found to predict both retention and commitment to change.
- Ownership proved the most robust in predicting commitment to change.
- Control, Ownership, and Endurance proved most predictive of some facet of commitment to change and/or retention.
- Overall, higher-AQ individuals take more ownership and they are more engaged and committed to change than their lower-AQ counterparts.
- The AQ Profile also correlated positively with affective commitment (r=.394) at the 0.01 level (2-tailed).
- The AQ Profile correlated positively with affective commitment (r=.394) at the 0.01 level (2-tailed) and with the Commitment Profile (r=.387) at the 0.01 (2-tailed) and (r=.150) 0.00 levels.
- Ownership correlated positively with the Commit ment Profile (r=.251) at the 0.00 level; endurance correlated positively with the Commit ment Profile (r=.094) at the 0.005 level.
| Dimension | Correlation (+) | Level |
|---|---|---|
| AQ Profile | r=.387 | 0.01 (2-tailed), (r=.150) 0.00 |
| Ownership | r=.251 | 0.00 |
| Endurance | r=.094 | 0.005 |
Reference
Resilience and Commitment to Change: A Case Study of a Nonprofit Organization by Guy D. Langvardt, Ph.D. Candidate, Capella University, March, 2007
