INTERPLAY OF ORGANIZATIONAL COMMITMENT AND ORGANIZATIONAL CHANGE CAPACITY: THE CASE OF THE NUEVA VIZCAYA STATE UNIVERSITY FACULTY AND STAFF

Abstract

This study was focused mainly in the description and analysis of the organizational commitment and organizational change capacity of faculty and staff of the Nueva Vizcaya State University by utilizing both quantitative and qualitative research design.

Questionnaires were adapted in the collection of salient data and results were verified through interview or triangulation method.  Using appropriate statistical tools, it also looked into the significant difference in the perceived organizational commitment and organizational change capacity of the respondents when they are grouped according to campus geographical location, and the established significant correlations between the two main research-constructs as perceived by 115 faculty and staff serving as respondents of this study. Review of related studies conducted revealed that there are few researches conducted along the variables in this study among higher education institutions in the country. Using both quantitative and qualitative research design, results of the study revealed that there is a strong organizational commitment and organizational change capacity as perceived by the respondents. Moreover, there is no significant difference in the perceived organizational commitment and organizational change capacity of the respondents when they are grouped according to campus geographical location. The researcher also found out that there is a significant correlation between the perceived organizational commitment and organizational change capacity of the respondents. A training design was developed to enhance or sustain the respondents’ manifestation of their organizational commitment and organizational change capacity.