Models-based organizational effectiveness scale

Experiment no: Experimenter Initial:

Date: Subject Initial:

Aim
To assess the organizational effectiveness of the participant using Models-based
Organizational Effectiveness Scale by Dr. Chiyem L. Nwanzu and Dr. Anayo C. Uhiara.
Materials required
1. Models-based Organisational Effectiveness Scale
2. Manual for Models-Based Organisational Effectiveness scale
3. Response sheet
4. Writing materials
Description of the tool
The Models-based Organizational Effectiveness Scale was developed by Dr. Chiyem L.
Nwanzu and Dr. Anayo C. Uhiara in 2018. The scale consists of 40 items and is a 5- point likert
scale ranging from strongly approve (5) to strongly disapprove (1). The scale is based on four
models of organizational effectiveness, with each model represented by 10 items. They are Goal
Attainment Model - measuring items 1,5,9,13,17,21,25,29,33,37, System Resource Model -
measuring items 2,6,10,14,18,22,26,30,34,38, Internal Processes Model - measuring items
3,7,11,15,19,23,27,31,35,39 and the Stakeholder Model - measuring items
4,8,12,16,20,24,28,32,36,40. The scale demonstrated strong reliability and validity. Test-retest
reliability was .73, and alternate-form reliability was .94. Internal consistency was high, with
Cronbach’s Alpha at .96 and split-half reliability coefficients of .78 (Spearman-Brown) and .88
(Guttman Split-Half). Construct validity was supported by a convergent validity coefficient
of .89 and discriminant validity coefficients of -.13, .31, and -.23. Additionally, the observed
correlations among the OE models confirmed their strong interrelation and suitability for use
both collectively and independently.
Procedure
The subject was seated comfortably in a quiet and well- lit environment. A good rapport
was built and they were instructed to complete the questionnaire. The following instructions
were given: “Keeping in mind the organization you are working in, please select the appropriate
answer for each statement. It is necessary to answer all the questions. There are no right or
wrong answers. It is only an exercise to get an idea of your perception about your workplace.
The results will be kept confidential so please answer all the questions truthfully.” The subject
was instructed to rate each item based on their perception of their organization’s effectiveness.
Clear instructions are provided to ensure consistent responses, and precautions are taken to
maintain anonymity and reduce response bias. Once completed the scale was completed and
collected to ensure all items were answered.
Scoring and interpretation
Responses are scored based on the Likert scale, and scores for each of the four models
are calculated by summing the responses to the respective items. Higher scores indicate greater
perceived effectiveness in the corresponding dimension. Scores can be interpreted to determine
the level of organizational effectiveness: Low Effectiveness, Moderate Effectiveness and High
Effectiveness. The score of each statement is as follows: Strongly Disapprove=1, disapprove=2,
Undecided=3, Approve=4, Strongly Approve=5. Sum the scores from each of the four models to
get an overall effectiveness score and score of the particular model of effectiveness. High scores
indicate that the organization is performing well in that particular model, suggesting strong
organisational effectiveness in that model and low score indicates that the organization is
performing low in that particular model, suggesting low organisational effectiveness in that
model.
The lowest possible score per model is 10 and the highest possible score per model is 50.
The overall lowest possible score is 40 and the overall highest possible score is 200. 40 -79
indicates low organisational effectiveness, 80-119 Moderate organisational effectiveness and
120-200 High organisational effectiveness
General discussion
According to Merriam-Webster, effectiveness is ‘the power to produce a desired result’.
In an organizational context, however, effectiveness is harder to define. The effectiveness of an
organization depends on its mission & goals, internal efficiency, strategic positioning, and many
more factors. Organizational effectiveness has no one definition and depends on the
organizational context. It can revolve around the degree to which an organization accomplishes
its goals, satisfies its stakeholders, has the resources it needs to operate, or creates societal or
environmental impact.
Organisational effectiveness refers to an organisation's ability to achieve its goals
efficiently while maintaining stability, adaptability, and stakeholder satisfaction. Various models
have been proposed to assess organisational effectiveness, considering different dimensions such
as goal achievement, resource utilisation, internal processes, and stakeholder engagement. The
Models-Based Organizational Effectiveness Scale (MBOES), developed by Dr. Chiyem L.
Nwanzu and Dr. Anayo C. Uhiara (2018), is one such tool that provides a structured approach
to evaluating organisational effectiveness across different dimensions.

The Models-Based Organisational Effectiveness Scale helps organizations:

● Identify Strengths and Weaknesses: Understanding which aspects of effectiveness are

well-developed and which need improvement.
● Guide Organisational Development: Assisting leadership in making strategic decisions
to enhance performance.
● Improve Employee Satisfaction: Addressing internal process inefficiencies and
stakeholder concerns.
● Monitor Changes Over Time: Tracking effectiveness through repeated assessments to
measure the impact of interventions.

The Goal Attainment Model evaluates organisational effectiveness based on how well
an organization sets and achieves its objectives. It focuses on defining clear, measurable goals
and assessing performance against these targets. Organizations that score high in this model
demonstrate strong strategic planning and execution, ensuring that their efforts align with their
mission and vision. Success in this model is often seen in profit-driven businesses, educational
institutions, and government agencies, where goal achievement directly reflects effectiveness.
However, challenges arise when goals are unrealistic or external factors impact their
attainability.
 The System Resource Model assesses an organization’s effectiveness by examining its
ability to acquire, manage, and utilize essential resources such as finances, human capital,
technology, and infrastructure. Organizations that excel in this model efficiently secure and
allocate resources to sustain operations and drive growth. This model is particularly relevant for
startups, NGOs, and public institutions that rely on funding and workforce planning. A high
score indicates strong financial stability and resource optimization, while a low score suggests
inefficiencies, poor resource management, or dependency on external factors that could limit
organisational performance.

The Internal Processes Model focuses on the efficiency of internal workflows, decision-
making structures, and communication channels within an organization. It emphasizes the
importance of a well-structured internal system for maintaining productivity, employee
satisfaction, and operational effectiveness. Organizations performing well in this model have
strong leadership, teamwork, and clearly defined processes that enable smooth functioning. In
contrast, inefficiencies such as communication gaps, bureaucratic delays, and low employee
morale can negatively impact performance. This model is especially critical for large
corporations and service industries where internal coordination is key to success.

The Stakeholder Model evaluates organisational effectiveness based on how well it

meets the expectations of key stakeholders, including employees, customers, investors, and the
broader community. It emphasizes corporate social responsibility, ethical business practices, and
stakeholder engagement. A high-performing organization in this model maintains strong
relationships with its stakeholders, ensuring trust, transparency, and long-term success.
Companies with low scores may struggle with customer dissatisfaction, employee
disengagement, or reputational risks. This model is particularly relevant for businesses, non-
profits, and government organizations that must balance multiple stakeholder interests while
maintaining operational effectiveness.

An effective organization is one that operates smoothly, remains competitive, and creates
value for both internal and external stakeholders.

1. Strategic Clarity and Goal Alignment

 For an organization to be effective, it must have a clear vision, mission, and objectives.
Strategic clarity ensures that all efforts and resources are directed toward meaningful and
achievable goals. An organization with well-defined objectives and aligned strategies can
maintain focus, track progress, and adapt to challenges without losing direction.

2. Optimization of Resources

Resources—including financial, human, technological, and informational assets—are the

backbone of organisational effectiveness. A well-managed organization ensures that its resources
are allocated efficiently, reducing waste and maximizing productivity. Effective resource
management also involves investing in employee development, technological advancements, and
operational improvements to maintain long-term sustainability.

3. Strength of Internal Processes

Internal processes define how work gets done within an organization. Clear workflows,
efficient communication, and streamlined decision-making contribute to operational excellence.
Organizations with strong internal processes reduce inefficiencies, avoid redundancy, and create
an environment where employees can perform at their best. Without well-defined processes,
even the most resourceful organizations can struggle with coordination and productivity.

4. Employee Engagement and Organisational Culture

Employees play a vital role in organisational effectiveness. A motivated and engaged

workforce drives innovation, enhances productivity, and contributes to a positive work culture.
Effective organizations prioritize employee well-being, encourage teamwork, and provide
opportunities for professional growth. A strong organisational culture fosters loyalty, reduces
turnover, and ensures that employees are aligned with the company’s mission.

5. Stakeholder Relationships and Social Responsibility

Beyond internal performance, an organization’s effectiveness is also measured by how

well it meets the expectations of stakeholders such as customers, investors, suppliers, and the
community. Transparent communication, ethical business practices, and corporate social
responsibility initiatives enhance reputation and long-term sustainability. Effective organizations
understand that stakeholder trust is essential for success in a competitive landscape.

6. Adaptability and Innovation

The ability to adapt to market trends, technological changes, and global challenges is a
key indicator of organisational effectiveness. Organizations that embrace innovation, invest in
research and development, and remain flexible in their strategies can navigate uncertainty and
seize new opportunities. In contrast, rigid structures and resistance to change can hinder long-
term growth.

7. Measuring and Improving Organisational Effectiveness

Regular assessment of performance through key performance indicators (KPIs),

employee feedback, and stakeholder surveys helps organizations identify areas for improvement.
Tools such as the Models-Based Organisational Effectiveness Scale provide a structured way
to evaluate effectiveness across different dimensions. By continuously monitoring progress and
making necessary adjustments, organizations can maintain high levels of performance and
sustainability.

Results
Table 1: Shows the individual data of the subject in Organisational Effectiveness Scale.
Table 2: Shows the group of data of the subjects in Organisational Effectiveness Scale.

Individual discussion:

Table 1 presents the individual data from the Models-Based Organizational Effectiveness
Scale for Subject AK. The subject's overall organizational effectiveness score is 150, which
indicates a high level of organizational effectiveness across multiple dimensions.

The subject demonstrated high scores in the Goal Attainment Model (38), System
Resource Model (38), and Stakeholder Model (38). This suggests that the subject is effective in
achieving organizational goals, efficiently acquiring and utilizing resources, and maintaining
positive relationships with stakeholders, including employees, customers, and partners. These
strengths contribute to a well-rounded and dynamic approach to organizational effectiveness.

In the Internal Process Model (36), the subject scored slightly lower compared to other
dimensions, suggesting a moderately high level of internal coordination, defined processes, and
operational efficiency. While still strong, there may be opportunities for refining internal
structures and improving overall workflow efficiency.

Group discussion

Table 2 shows the Models-based organisational effectiveness scores for the group,
consisting of five males and five females, demonstrate a balanced distribution across low,
moderate, and high effectiveness levels. Among the male participants, PA reported the highest
effectiveness level with a score of 155 (high), while AK scored 91, DA 109, and IS 113 all
indicating moderate effectiveness and GS scored 75, placing him in the low effectiveness
category. Similarly, the female participants displayed a comparable pattern, HC recorded the
highest score of 158 (high effectiveness), FS, AS, and SY obtained moderate scores of 132, 132,
and 138 respectively, and NN obtained a low effectiveness score of 71.

These findings underscore that while most individuals fall within the moderate range,
there is a distinct presence of both high and low stress levels across genders, suggesting the need
for targeted organization effectiveness management strategies.

Conclusion

Subject AK scored 150, indicating a high level of organizational effectiveness. Strengths

in goal attainment, resource utilization, and stakeholder engagement suggest a well-rounded and
competent approach to organizational management. While internal processes are also well-
developed, further improvements in workflow coordination and operational refinement may
enhance overall efficiency and effectiveness. In the group data, PA recorded the highest score
among males, while HC had the highest score among females. GS had the lowest score among
males, and NN had the lowest score among females, emphasizing the need for tailored
organizational effectiveness strategies to support employee well-being.
Reference
Nwanzu, C. L., & Uhiara, A. C. (2018). Models-Base Organisational Effectiveness Scale :
Development and Validation. International Journal of Science and Research,7(1), 21-29.
Cameron, K.S., & Whetten, D. A.(1983). Organisational Effectiveness: A Comparison of
Multiple Models. Academic Press.