Organizational Size: Perceived number of employees in only one’s branch or location of an organization. It does not include total number of employees in the total organization when an organization has multiple branches in multiple locations. Size was collected as ratio data but transformed into six ordinal ranks due to extreme variability which produced high standard deviation (SD = 1063513), skewness (46.98) and kurtosis (2208.4). Post conversion skewness = −.056 and Kurtosis = −1.35. The conversion to ordinal ranks produced 6 levels of fairly even sizes by percentage: 1 (size = 1 - 6 organizational members, 17% of sample), 2 (size = 7 - 14 members, 17% of sample), 3 (size = 15 - 25 members, 17% of sample), 4 (size = 26 - 49 members, 11% of sample), 5 (size = 50 - 150 members, 22% of sample) and 6 (size ≥ 151 members, 16% of sample).

FILM Perquisite: Perception of the advantage of being able to know about new job openings inside one’s organization before the public with, the benefit that the organization prefers to fill positions from within. Author-designed 2 items measured in ordinal ranks, 6 = Perceived high FILM perquisite, 1 = Perceived low FILM perquisite.

FILM Internal Upward Mobility: Perceptions of the extent to which one believes one can move up one’s organizational hierarchy or ladder through timely promotions. Author-designed 9 items measured in ordinal ranks, 6 = Perceived high internal upward mobility, 1 = Perceived low internal upward mobility.

Voluntary Organizational Involvement: Perception of extent of voluntary participation in nonjob related social activities in one’s organization. Author-designed 4 items measured in ordinal ranks, 6 = high organizational involvement, 1 = Low organizational involvement.

Employee Investment in Organization: Perception of the extent to which one has given of oneself and made sacrifices to one’s organization beyond organizationally expected task requirements. Author-designed 7 items measured in ordinal ranks, 6 = high worker investment, 1 = low worker investment.

Organizational Investment in Employee: Perception of the extent to which one believes one’s organization has made financial investments for one’s professional development beyond one’s regular income or bonuses. Author-designed 3 items measured in ordinal ranks, 6 = high organizational investments, 1 = low organizational investments.

Affective Organizational Commitment (AOC): The likelihood that one would remain with an organization for one’s love and general positive feeling for current organization. Measured in ordinal ranks, 6 = high affective commitment, 1 = Low affective commitment [Adapted from Meyer and Allen (1997) in Fields (2002), pages 51-53. Meyer and Allen’s scale had 8 items, reported alphas ranged from .77 to .88. The adaptation for this study used 7 of the eight items based on poor factor loading of one item]. See Table 2 for adapted items and factor statistics.

Normative Organizational Commitment (NOC): Persistence with an organization due to a feeling of obligation or indebtedness to current organization. Measured in ordinal ranks, 6 = high normative commitment, 1 = Low normative commitment. [Adapted from Meyer and Allen (1997) in Fields (2002), pages 51-53. Meyer and Allen’s scale had 8 items, reported alphas ranged from .69 to .84. The adaptation for this study used 6 of the eight items based on poor factor loading of one item]. See Table 2 for adapted items and factor statistics.

Continuance Organizational Commitment (COC): Persistence (i.e. commitment) to remain with current organization because of fear of not being able to get into a better organization or the high cost one may bear for leaving. Measured in ordinal ranks, 6 = high continuance commitment, 1 = Low continuance commitment. [Adapted from Meyer and Allen (1997) in Fields (2002), pages 51-53. Meyer and Allen’s scale had 8 items, reported alphas ranged from .69 to .84. The adaptation for this study used 6 of the eight items based on poor factor loading of one item]. See Table 2 for adapted items and factor statistics.