Different Minds, Same Profiles: A Comparative Study on the Organizational Commitment Profiles of Growth and Fixed Mindset Call Center Agents

Abstract

The focus of the study was the comparison of the organizational commitment profiles of selected call center agents with different mindsets as defined by Dweck (2006). The design for this study called for the identification of the type of mindsets and the commitment profile of the selected respondents. Random sampling was the scheme employed in this study. Only 94% or 99 out of 105 questionnaires came back with complete answers in the mindset and commitment portion. The instrument for determining the mindset was adapted from a study by Mangels, Butterfield, Lamb, Good and Dweck (2006) while the measurement for organizational commitment was revised version of Meyer and Allen’s (1991) 24-item Three Component Model (TCM) of Organizational Commitment Questionnaire. Data collection was done through the distribution and collection of a three-part questionnaire. The procedure for determining the commitment profile of each of the respondents was lifted from the study of Irving, Cruikshank and Cawsey (2002). Differences observed were noted. After classifying the strength of the commitment profile, a MINITAB software was used to run the values in the computer. The computed value of the chi-square is 3.737 which is less than the critical value or less than 9.21. Growth mindset was found to be dominant in most of the respondents. Commitment profiles from both mindsets resulted in HHH profile or the profile where all the components, affective, normative and continuance respectively were high. While the study of pattern of means of the components suggests that there is a difference in some of the type of commitment profile, there was not enough evidence to suggest a statistically significant difference between the commitment profiles of the two groups.