Effects of privatization on organizational effectiveness

The study tested “Effects of Privatization on Organizational Effectiveness”, using 7 null hypotheses at P<.05. Cluster sampling of 372 participants from the Utility industry of 73,526 population were used. Fully privately-owned, commercialized, and fully State-owned organizations were studied, using “Organizational Effectiveness Inventory”, and “Organizational Effectiveness Model Inventory” that measured organizational effectiveness, and efficiency of the models of pursuing organizational effectiveness respectively. They attained interval scale on 5-points rating. The “Organizational Effectiveness Inventory” validations were concurrent Cosine Absolute Proximity .96; convergent Rescale Cosine Proximity .63; Image Factoring Extraction 1.137 of Oblimin with Kaiser Normalization Rotation Method .482. The Parallel Model Reliability for Reliability of Scale was .97, and Unbiased Reliability of Scale was .97. The Guttman-Lambda Model Reliability had strongly agree .96, agree .99, may be .97, disagree .98, and strongly disagree .96. The “Organizational Effectiveness Model Inventory” had convergent .89, and discriminant .31 validations; with test-retest .73, alternate-form .94, Cronbach Alpha .96, and split-half .78 reliabilities. There were randomization, quality control, and statistical control measures; as well as 3x4-control-group survey design, and multivariate analyses. Privatization affects organizational effectiveness, and models of organizational effectiveness. Sensitivity to organizations’ environment could have caused the outcomes. More psychological studies are needed on organizational effectiveness paradigms of privatization.