Measurement of Variables: CHAPTER 6

Operational Definition
Measurement
Measurement: the assignment of numbers or other symbols to
characteristics (or attributes) of objects according to a pre-
specified set of rules.
Measurement of the
Variables
Measurement of variables in the theoretical framework is an integral part of
research and an important aspect of research design.
Unless the variables are measured in some way, we will not be able to test our
hypotheses and find answers to complex research issues.
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Measurement of Variables
 There are two types of variables:
 Objective nature: could be easily
measured
 Subjective nature: hard to be measured
 Objects that can be physically measured:
 The length and width of an office table
 The office floor area

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Measurement of Variables

 The absenteeism of employees.

 The number of products produced.
 The number of products rejects during the
course of each month.

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Measurement of Variables
 Objects that can’t be physically measured:
 The perceptions of individuals.
 extent of authority given to the individual.
 how the supervisor treats the workers.
 promotional opportunities.
 The degree of understanding.

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 Measurement of Variables
 One technique to measure these variables, is
to reduce the abstract notion to observable
behavior and characteristics.
 For instance, the concept of thirst is
abstract; we cannot see thirst.
 We expect a thirsty person to drink water.
 We determine the thirst levels by the measure
of the quantity of water that a person drink.

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Operational Definition:
Dimensions and Elements
 Operational definition is a statement of the specific
dimensions and elements through which a concept will
become measurable.
 Operationalizing is done by looking at the behavioral
dimensions, or properties denoted by the concept. These
are then translated into observable and measurable
elements.
 Operationally defining a concept involves a series of
steps. An example will help to illustrate how this is done.

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Example: Operationalizing the
Concept of Achievement Motivation

 What behavioral dimensions or

characteristics would we expect to
find in people with high
achievement motivation?
 The people who have high
achievement motivation would
probably have the following five
typical broad characteristics,
which we will call dimensions:
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Example (Cont.)

1. They would be driven by work

2. No mood to relax
3. Prefer to work on their own
rather with others
4. They engage in challenging jobs
rather than easy ones.
5. They like to get feedback from
their superiors, colleagues, to know
how they are progressing.
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Example (Cont.)

 Although, breaking the concept of

Achievement Motivation into the
above five dimensions has reduced its
level of abstraction, we have still not
operationalized the concept into
measurable elements of behavior.
 This could be done by breaking each
dimension into its elements, in order
to distinguish those who have high
motivation from those with less.
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Example (Cont.)

 Elements of dimension 1: (They

would be driven by work)
(1) be at work all the time
(2) be reluctant to take time off from
work
(3) stick even in the face of some
setbacks
 All the above elements could be
counted by asking a direct questions to
the respondents through a questioners
or an interviews.
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Example (Cont.)

 Elements of Dimension 2: (No mood

to relax)
 The degree of unwillingness to relax
can be measured by asking persons
such questions as:
(1) how often do you think about work
while you are away from the
workplace?
(2) what are your hobbies?
(3) how do you spend your time when
you are away from workplace?
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Example (Cont.)

 Elements of Dimension 3: (Prefer to work on their own

rather with others)
 Individuals with high achievement motivation have no
patience with ineffective people and does not like to
work with others.

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Example (Cont.)

 Elements of Dimension 4: (They engage in challenging

jobs rather than easy ones)
 They don’t like routine jobs
 they like to take moderate, rather than overwhelming
challenges

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Example (Cont.)


Elements of Dimension 5: (They
like to get
feedback from their superiors,
colleagues, to know how they are
progressing)
 asks for feedback on how the job has been done, both
negative and positive.

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