Description

The Organizational Policies and Practices Scale (OPAP) is an assessment tool designed to examine the policies, procedures, and practices implemented within an organization. It focuses on how employees perceive the organizational environment and the extent to which existing policies contribute to the development of a fair, supportive, and effective workplace.

The assessment of organizational policies is particularly important because human resource management practices can influence job satisfaction, employee commitment, perceptions of organizational justice, and broader organizational effectiveness.

Aim

The primary aim of the OPAP is to systematically assess how employees perceive the policies and practices applied within their organization. More specifically, it can be used to evaluate issues related to equality, diversity, organizational justice, ethics, corporate responsibility, and employee support.

Through its application, the scale can help identify both effective organizational practices and areas that may require improvement. Its findings may therefore support the design of organizational interventions, the revision of human resource policies, and the development of a more inclusive and supportive organizational culture.

Scoring

The scale includes a series of statements rated by participants using a five-point Likert scale, ranging from 1 = Strongly Disagree to 5 = Strongly Agree. The items address areas such as diversity management, gender equality, organizational justice, and employee support.

Higher scores may reflect more positive perceptions of the organizational policies and practices being implemented, depending on the structure and scoring procedures of the specific version of the instrument.

Applications

The OPAP can be used in research in organizational psychology, human resource management, organizational behavior, and employment relations. It may contribute to the investigation of relationships between organizational policies and variables such as job satisfaction, organizational commitment, turnover intentions, perceived organizational justice, and employee well-being.

It can also be used by organizations to assess their internal workplace climate and support evidence-based decision-making regarding policies related to equality, diversity, inclusion, and employee support.

References

Meyers, M. C., van Woerkom, M., & Dries, N. (2013). Talent — Innate or acquired? Theoretical considerations and their implications for talent management. Human Resource Management Review, 23(4), 305–321.

Kossek, E. E., & Zonia, S. C. (1993). Assessing diversity climate: A field study of reactions to employer efforts to promote diversity. Journal of Organizational Behavior, 14(1), 61–81.

Ng, E. S., & Burke, R. J. (2005). Person–organization fit and the war for talent: Does diversity management make a difference? The International Journal of Human Resource Management, 16(7), 1195–1210.

Foley, S., Kidder, D. L., & Powell, G. N. (2002). The perceived glass ceiling and justice perceptions: An investigation of Hispanic law associates. Journal of Management, 28(4), 471–496.

Edelman, L. B., Fuller, S. R., & Mara-Drita, I. (2001). Diversity rhetoric and the managerialization of law. American Journal of Sociology, 106(6), 1589–1641.