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| 組織コミットメント尺度× | 心理的安全性尺度× | |
|---|---|---|
| 分野 | 組織行動論 | 組織行動論 |
| 系統 | Process / pipeline | Process / pipeline |
| 提唱年≠ | 1991 | 1999 |
| 提唱者≠ | John P. Meyer and Natalie J. Allen | Amy C. Edmondson |
| 種類≠ | Self-report questionnaire | Team-level self-report questionnaire |
| 原典≠ | Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89. DOI ↗ | Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383. DOI ↗ |
| 別名 | OCS, Meyer & Allen Scale | PSS, Team Psychological Safety Scale |
| 関連 | 5 | 5 |
| 概要≠ | The Organizational Commitment Scale (OCS), developed by Meyer and Allen in 1991, measures three distinct dimensions of organizational commitment: affective commitment (emotional attachment), continuance commitment (perceived cost of leaving), and normative commitment (sense of obligation). This three-component model has become foundational in understanding employee retention, engagement, and organizational attachment. | The Psychological Safety Scale (PSS), developed by Amy Edmondson in 1999, measures team members' shared perception that they can take interpersonal risks—speaking up, asking questions, admitting mistakes, proposing new ideas—without fear of embarrassment, punishment, or rejection. The 7-item scale captures a team-level construct fundamental to learning, innovation, and psychological well-being. High psychological safety predicts team performance, learning from errors, information sharing, and adaptive responses to change. |
| ScholarGateデータセット ↗ |
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