Work Psychology - Science topic

Wishing you Veysel Kaplan success !

Hi not sure were you are, Bradford university in West Yorkshire have a very good social work phd running, they are teamed up with Bradford childrens trust and CAMHS.

good luck

Jaroslaw Grobelny My first thought was in recruitment within Entreprenology we talk sometimes about the teachability index. But here I think you should look within the Big five theory. The attached article might give you some tips, General mental ability, personality, and job performance

Thank you! More than 300 responses received so far. The survey will be open until midnight (London, UK Time) today. Thank you for helping.

The one that achieves a vision of the subject, in the studied sample, more detailed, epicritical and reliable; but, on the other hand, the usual thing is to OFFER THEM LIKE THIS: Trait to Trait or Factor to Factor, among the three that it measures; in fact, I do not know the scales that offer ONE SINGLE SCORE that, on the other hand, WOULD NOT MEAN ANYTHING! (How to unite, for example, in a single score Personal Achievement and Depersonalization?)

THERE IS HIGHLY DETAILED INFORMATION THAT YOU CAN USE

Some results are acceptable, while others are not. CMIN/df and RMSEA are acceptable., while CFI and others are less than .90 or .95. I wonder what the variable which was in the rectangle. I would suggest to try to increase the sample.

Well done! That is a good idea.

Can I have a copy of Williams and Anderson job performance scale?

Thanks to you and: Merry Christmas and a prosperous New Year and free from Covid-19!!

Yes: Of course!

I would like to advise some of my contributions on the subject: - "The role of the" good soldier "in overcoming the first great economic crisis of the 21st century: The Psychological Contract and Organizational Citizenship Behaviors" ("El Protagonismo del" buen soldado "en la superación de la primera gran crisis económica del siglo XXI: El contrato psicológico y los comportamientos de ciudadanía organizacional") - which you can find among my contributions as "Articles" here in "RG" and in the same way, a Doctoral Thesis on the subject, directed by me; In both contributions -in addition- there is a lot of bibliography on the subject

I would like to advise some of my contributions on the subject: - "The role of the" good soldier "in overcoming the first great economic crisis of the 21st century: The Psychological Contract and Organizational Citizenship Behaviors" (" El Protagonismo del" buen soldado "en la superación de la primera gran crisis económica del siglo XXI: El contrato psicológico y los comportamientos de ciudadanía organizacional") - which you can find among my contributions as "Articles" here in "RG" and in the same way, a Doctoral Thesis on the subject, directed by me; In both contributions -in addition- there is a lot of bibliography on the subject

Mary C R Wilson - Thank you! These are perfect.

Mohamad-Hani Temsah - I'm looking specifically for information about health professionals who also experience interpersonal violence in their private lives.

"quality of management" is quite broad... what specific dimensions of quality are you focused on?

Grazie Simone, will have a look

May be our paper gives you some ideas:

Here:

A short scale by Caplan et al. that we have used measures anxiety, depression, and irritation. The anxiety items are:

I feel nervous

I feel jittery

I feel calm (reversed)

I feel fidgety

They used a 4-point scale:

1 = never or a little of the time

2 = some of the time

3 = a good part of the time

4 = most of the time

We changed to a 5-point scale for use in a specific time frame (e.g., past month) for Spector et al.:

1 = not at all

2 = once or twice in total

3 = once or twice per week

4 = almost every day

5 = every day

Caplan, R. D., Cobb, S., French, J. R. P., Van Harrison, R., & Penneau, S. R. (1980). Job demands and worker health. An Arbor: University of Michigan, Institute for Social Research.

Spector, P. E., Yang, L.-Q., & Zhou, Z. E. (2015). A longitudinal investigation of the role of violence prevention climate in exposure to workplace physical violence and verbal abuse. Work & Stress, 29(4), 325-340. doi:10.1080/02678373.2015.1076537

The Family Environment Scale  gives counselors and researchers a way of examining each family member’s perceptions of the family in three ways, as it would be in a perfect situation and as it will probably be in new situations.

Hello Adam,

Are these helpful?

Vratskikh, I., Al-Lozi, M., & Maqableh, M. (2016). The Impact of Emotional Intelligence on Job Performance via the Mediating Role of Job Satisfaction. International Journal of Business and Management, 11(2), 69.

doi:10.5539/ijbm.v11n2p69

Yoke, L. B., & Panatik, S. A. (2015). Emotional intelligence and job performance among school teachers. Asian Social Science, 11(13), 227.

doi:10.5539/ass.v11n13p227

Yao, Y. H., Wang, R. T., & Wang, K. Y. (2009, September). The influence of emotional intelligence on job performance: Moderating effects of leadership. In 2009 International Conference on Management Science and Engineering (pp. 1155-1160). IEEE.

DOI: 10.1109/ICMSE.2009.5318156

Rosete, D., & Ciarrochi, J. (2005). Emotional intelligence and its relationship to workplace performance outcomes of leadership effectiveness. Leadership & Organization Development Journal, 26(5), 388-399.

DOI: 10.1108/01437730510607871

O'Boyle, E. H., Humphrey, R. H., Pollack, J. M., Hawver, T. H., & Story, P. A. (2011). The relation between emotional intelligence and job performance: A meta‐analysis. Journal of Organizational Behavior, 32(5), 788-818.

DOI: 10.1002/job.714

Bhaskar, P. (2015) EMOTIONAL INTELLIGENCE AND JOB PERFORMANCE IN SERVICE INDUSTRY

I cannot locate the DOI.

I have not seen the full text to this paper:

Law, K. S., Wong, C. S., Huang, G. H., & Li, X. (2008). The effects of emotional intelligence on job performance and life satisfaction for the research and development scientists in China. Asia Pacific Journal of Management, 25(1), 51-69.

DOI: 10.1007/s10490-007-9062-3

Very best wishes,

Mary

In Australia testing for court reports often evaluate cognitive ability (eg IQ tests) and possibly functional ability (eg adaptive tests) in order to determine fitness to plead.

Also see Gillespie et al. (2016) Normative measurement of job

satisfaction in the US. J Mgrl Psych, Vol. 31 No. 2, 2016

pp. 516-536.  DOI 10.1108/JMP-07-2014-0223

Dear Krishnan, I have been studying gamification and the effects, it is interesting to me to see that the extrinsic motivator for the teacher adds an intrinsic motivation for the student. The approaches the teachers take must have been creative. In reality I can see how this is possible, and a great idea that has been used for retail management positions to maintain quotas and performance. I am going to read the article, thank you for adding it.

Hi,

Maybe this paper could help ?

Understanding individual responses to failure by the organisation to fulfill its obligations: examining the influence of psychological capital and psychological contract type

By: O'Donohue, Wayne; Martin, Angela; Torugsa, Nuttaneeya (Ann)

Human Resource Management Journal Volume: 25 Issue: 1 Pages: 131-147 Published: JAN 2015

 Abstract

This study advances both psychological contract (PC) and psychological capital (PsyCap) research by testing a novel theoretical model predicting likely worker response, as a joint function of an individual's level of PsyCap and PC type, to perceived failure by the organisation to meet its obligations to the worker-organisation relationship. With a large emergency services organisation using volunteer workers as the research context, the study presents the first empirical evidence from a sample of 592 volunteers that the integrated application of PC and PsyCap theory can contribute to a better understanding of individual responses to an organisation's failure to affirm ongoing support for the volunteer-organisation relationship.

Thank you so much for your contribution !

All this is the part of LIFE now. This is the world of  selfcentered people. What else you expect in this TIME PERIOD. In our (Hindu) scriptures it is written that such a time will come when  man will do this, behave like this, .......... It is 100 percent true. 

Just relax and try to live  a happy LIFE

Here's a link to my JSS as well as a number of other scales and sources for scales. I allow free use for educational and research purposes in return for sharing of data.

 http://shell.cas.usf.edu/~pspector/scalepage.html

Dear,

The link given below can be useful for the Scale:

in the Page No. 288, you can find the Scale of Udai Pareek and Surabhi Purohit.

Thanks for your help Mr. Arif and Mr. Dhani.

it means a lot for me :)

Godspeed

Seminal article on Quality of Management from Prof Sumantra Ghoshal and Prof Christopher Bartlett 1994

Hi Charlie,

I'm not sure if this will suit you but check-out WHO-5 Well Being index. It has only 5 items. Here is the link: https://www.psykiatri-regionh.dk/who-5/Pages/default.aspx 

Are you looking at discrimination by your respondents or as experienced by your respondents?  If the latter - this recent report by my colleagues may be helpful

best wishes

Libby Drury

Patricia, authors on occasion will make their articles available to the public. This is what I found based on a quick Google search. https://core.ac.uk/download/pdf/12182789.pdf

How to measure alignment of an employee with their company's culture using the Quinn and Cameron model of competing value framework

The Quinn Model: A model of personality in the Competing Values Framework

Robert Quinn is a professor and researcher who is well known as an authority in the realm of change management.

Quinn’s research and work is directed toward change and creating effective organizations. His is known chiefly for his groundbreaking work on the Competing Values Framework (Quinn Model), recognized as the most effective way to describe a company’s culture.

Quinn model

The Quinn model is based on four different managment models that form the basis of organizational effectiveness. The models stand in opposition to each other, but each of them is important in a well functioning organization.

Roles of a Manager

Quinn translated the tasks of a manager into the quadrants of the Competing Values Framework and created 8 roles. In the Competing Values Framework, it is clear that roles next to each other are similar to each other and that roles on the other side of the graph stand in direct opposition (they compete with each other). According to Quinn, effective leaders must be able to move fluidly between these roles based on what the situation requires.

The tests of Online Talent Manager are all tied together using this model. By relating such things as career values (motivations), personality, communication style, and culture preferences, it is possible to see the patterns and (possible) conflicts within a candidate’s behavior and personality.

OTM provides the results of some of our other personality tests directly translated into the Quinn Model:

Work and Leadership Styles (Octogram)

Management Styles

Organizational Culture (current and desired)

Communication Styles

Career Values (available in the Expert report)

Personality in the Big 5 model (available in the Expert report)

Competencies and Competency development reports.

 The Cameron helps uncover the simple structure of value

creation. It helps explain why companies such as Toyota have enjoyed such

dramatic success. It  helps clarify how, by utilizing the

Competing Values Framework, leaders can enhance their own and their

organization’s effectiveness and increase value. Considering paradoxical

tensions simultaneously, aligning multiple levels of analysis, and thinking in

expanded ways about synchronizing opposites are examples of ways in leaders

can improve their effectiveness by utilizing this framework.

In applying this model to the question been discussed,we can see that we can 

recognizing Organizational Culture in Managing Change and 

Structural changes can serve as the initial intervention for shifting culture.

The dramatic increase in products, markets, enhanced technology, and robust competition has led to a dynamic global business environment. Companies that have flourished in the 21st century are those that have learned to respond to turbulence by managing change effectively.[1] Most organizations are aware of the need for change; however, the challenge lies in implementing strategies that stick. For a number of reasons, including a lack of understanding of deeper organizational issues or a failure to recognize the cross-functional implications of change, system-wide change often goes awry. 

 Evidence suggests that organization members are more inclined to embrace change when the organization’s culture is aligned with the mission and goals of the company. Although senior management may espouse a set of values that they assume defines the organizational culture, the reality is that the way members perceive what is rewarded and what they believe to be the underlying messagewill constitute the “real,” in-use culture of how things are accomplished.Therefore, we suggest that a cultural analysis be undertaken to facilitate the planning and implementation of organizational change.

Understanding culture can be useful in two ways. First, cultural insight provides awareness of the extent to which organization members are willing to accept change; and second, a cultural assessment is likely to determine the root cause of the problems that impede stronger performance.

Measurement of Organizational Culture

By investigating two disparate organizations a  family-owned business and a global manufacturing company this article describes ways that management can utilize cultural assessments to increase the likelihood of success in managing change. The Goodwin Company, an organization specializing in contract packaging of household and automotive cleaning products, and Patagonia, a global brand supplying high-quality outdoor clothing and equipment, provide examples of this phenomenon. In both cases, the instrument used to assess culture was the Integrated Cultural Framework (ICF), which was adapted by the authors from the work of Hofstede  and Kluckhohn and Strodtbeck .The ICF has been used to analyze culture across a number of companies and industries and stands up to reliability and validity testing.

The dimensions of measurement include:

Ability to Influence: The extent to which organization members have an opportunity to influence decision making.

Comfort with Ambiguity: The extent to which members are comfortable with uncertainty and risk taking.

Achievement Orientation: The extent to which members are assertive, goal-directed, and achievement-oriented.

Individualism versus Collectivism: The extent to which individual versus group loyalty exists.

Egalitarianism: The extent to which equal opportunity exists for advancement.

Time Orientation: The extent to which the organizational goal/mission is focused on values from the past, present, or future.

Space Orientation: The extent to which the physical layout of the organization is public, private, or a mix of both.

The 35-item ICF survey was initially used to collect responses from organization members. Following the collection of survey data, an extensive number of interviews were carried out to provide more substantive information concerning organizational culture.

Goodwin Company

For several years, Goodwin Company, founded in 1922 by Thomas A. Goodwin, manufactured and sold its own line of household cleaning products. However, due to the competitiveness of the retail market, its focus shifted to contract packaging and distribution in the household, industrial, and automotive cleaning markets. Only the original product, Goodwin’s Ammonia, maintains the Goodwin label. Still a family enterprise, Goodwin Company currently has approximately 300 employees and manufacturing and distribution facilities in Los Angeles, California, and Atlanta, Georgia.

In response to concerns about increased labor costs and stagnant revenues, an organizational culture study was launched to determine the appropriate change strategy. Forty-three members of the organization, including managerial and clerical staff, completed the ICF survey and 13 one-on-one interviews were conducted.

The results revealed the following key findings:

Ability to Influence: The data indicated that the ability of employees to propose and implement change in the company was low. The interviews suggested that marginal regard for input had caused the staff to become discouraged and had reduced motivation for process improvements.

Individualism/Collectivism: Although Goodwin Company espoused teamwork as a core value, feedback from the management teams in California and Georgia indicated a low level of trust among management, which resulted in a lack of collaboration among the managers.

Time Orientation: The data showed that employees viewed the company as focused on the past and present while lacking a strategic plan for the future.

Proposed Structural Changes

Given the results of the study, three recommendations were presented to the management team:

Establish a strategic management group that meets weekly to address business challenges, coordinate travel between facilities, and find common ground to build trust.

Give employees, customers, and suppliers a voice and increase their ability to influence policy and procedures. Initiate an electronic comment box for employees, and implement surveys on customer service and supplier satisfaction.

Establish a company vision and mission statement to encourage a sense of ownership, and incorporate management teams from Atlanta and Los Angeles to spearhead this effort. Relocate artifacts, such as company photos from the early years and bottles from the product lines of the 1930s and 1940s, to both facilities in order to acknowledge the company’s history and longevity and encourage teamwork between members of the two offices.

Outcomes

The establishment of the strategic management team proved to be very beneficial. By having the management team travel between facilities, the group developed a better understanding of the challenges at both locations, and they began to build a baseline of trust. The resulting collaborative effort of the team yielded two new contracts. In addition, Goodwin Company was certified by a major chemical manufacturer as a top facility in the nation, which resulted in requests for manufacturing proposals that would not have been possible without improvements in cooperation among regional managers.

Challenges

Goodwin Company was able to correlate changes that emerged in response to the organizational culture study; however, not all of the recommendations produced the desired results. For example, the customer service surveys did not yield the expected outcomes due to a lack of customer response. Additional customer contact will likely be necessary for future surveys to be effective. And although the recommendation to create a vision, mission, and values statement was originally well received, the management team eventually backed off the project, deciding that the company vision should come from its CEO.

Patagonia

Patagonia’s corporate headquarters are located in southern California and the company has overseas offices in Japan and France. Revenues in 2007 totaled $275 million and the firm currently has 1,300 employees worldwide, with 382 located in the corporate office. In 1966, founder Yvon Chouinard was dissatisfied with the conventional equipment used in adventure climbing and so he redesigned and manufactured almost every climbing tool to make each stronger, simpler, more functional, and environmentally friendly. From that operational base, Chouinard Equipment, which later became Patagonia, expanded to include outdoor and casual clothing and a line of underwear. The unique mission and focus of the organization was to make the best products, cause no unnecessary harm, and rely on the business model to inspire and implement solutions to the environmental crisis. Chouinard’s management principles were captured in a self-published book, Let My People Go Surfing: The Education of a Reluctant Businessman.[9]

Although the essence of Patagonia’s initial philosophy has survived, increased growth and operational complexity have created challenges for the organization in its quest to remain committed to the mission. To better understand the underlying issues and develop a strategic direction, an organizational culture study was initiated. Using the ICF, 27 surveys were completed at the corporate office along with 15 one-on-one interviews with 4 senior managers and 11 mid-level managers from 8 departments.

Key Findings

Ability to influence: The data showed that organization members felt they had a moderately high degree of opportunity to influence, but the inclusion of their input also led to a prolonged decision-making process.

Comfort with ambiguity: Although the climate seemed to foster innovation and encourage risk taking, the lack of a systematic feedback process minimized the flow of ideas. In addition, the dilemma of attending to what appear to be dichotomous goalsattaining a profitable return while maintaining a commitment to environmentally safe productscreated a challenge.

Individualism/Collectivism: Patagonia attempted to build community by establishing an on-site childcare center, comprehensive health insurance, and a family setting. However, the company employs a large number of unique and creative independent-minded people, and in supporting innovation, it created a sense of individualism, as well as a limited incentive for teamwork.

Although Patagonia has been successful, the study indicated that to remain competitive, the organization needed to address the duality of encouraging individual creativity and promoting a collaborative work environment, particularly as this duality related to the corporate mission. In addition, it appeared that information flow and decision-making efficiency needed to be addressed.

Outcomes

The organizational culture study was presented to the Board of Directors, who recognized the need to enhance productivity by reinforcing the organization’s mission and emphasizing the importance of a collaborative environment. The following structural changes emerged:

The human resources director was appointed to the senior management steering team to assist in the development of a strategic training initiative. Training courses were developed to provide skills directed toward facilitating performance management feedback, improving communication skills, and enhancing negotiation capability in dealing with suppliers.

A new employee training manual was created to better educate new hires regarding the organizational structure and the flow of product lines from development to sales. The purpose was to build teamwork and collaboration and to emphasize the company’s core values related to quality, integrity, environmentalism, and the desire to not be bound by convention. In addition, Yvon Chouinard’s book[10] was presented to each hire with the hope of inculcating new members to the principles associated with the organization’s mission.

All employees are now encouraged to participate in the Patagonia National Park protection program in Chile and Argentina to reinforce the importance of the mission statement and its meaning in their work. Employees receive a salary and all related expenses are paid by the organization during the three-week program.

The selection process for hiring new members was reviewed with a focus on measuring candidates’ knowledge and skills, particularly their ability to work in a team.

Challenges

Shifting a culture that has to some extent moved away from the values established by its founder is always a challenge. A number of Patagonia’s high performers have been successful because of their innovative talents. However, unless these individuals are also able to recognize the importance of collaboration, in the long term, the organization may not be able to respond in a timely manner to competitive pressure.

Image: Andrew Johnson

Lessons Learned

The article examined two distinct organizations, a family-owned operation and a global manufacturer, which utilized a cultural framework to determine underlying organizational issues. In both cases, the plans of action were system-wide and strategic. Although each company experienced favorable outcomes, considerable follow-up strategies must still be implemented before significant change is realized.

Cameron and Quinn[11] claim that organizational improvements are unlikely without culture change as an initial step in the process. But culture change is illusive, requires lengthy interventions, and, for many organizations, is either too costly or too time-consuming, making successful transformation problematic. This study offers another perspective. Although culture change is necessary in creating and reinforcing organizational transformation, our position is that making necessary structural changes may serve as the initial intervention for shifting culture. At Patagonia, changes in how new members are socialized may bring about a commitment to organizational values and encourage a team-oriented mindset. The impact of these initiatives is likely to result in norms that reflect organizational objectives. Goodwin Company’s focus on enhancing collaboration, particularly among the management team, may result in continued dialogue between members, which will hopefully become embedded in their working relationships. In conclusion, the creation of structural initiatives that incentivize the desired ways of accomplishing goals may be more effective in responding to inefficiencies than a commitment to changing culture, which, over time, may naturally occur as shifts in behavior emerge.

[1] John Kotter, The Heart of Change: Real Life Stories of How People Change Their Organizations, (Harvard Business School Press, 2002).

[2] Janet Parish, Susan Cadwallader, and Paul Busch, “Want to, Need to, Ought to: Employee Commitment to Organizational Change,” Journal of Organizational Change Management, 21, no. 1 (2008).

[3] Edgar Schein, The Corporate Culture Survival Guide, (California: Jossey-Bass, 1999); Sally Riad, “Of Mergers and Cultures: What Happened to Shared Values and Joint Assumptions,” Journal of Organizational Change Management, 20, no. 1 (2007).

[4] Chris Argyris, “Teaching Smart People How to Learn,” Harvard Business Review, 14 (1991).

[5] Celeste Wilderom, Ursula Glunk, and Ralf Maslowski, “Organizational Culture as a Predictor of Organizational Performance,” in the Handbook of Organizational Culture and Climate, Eds. Neal Ashkanasy, Celeste Wilderom, and Mark Peterson, (California: Sage Publications, 2000).

[6] Geret Hofstede, Culture’s Consequences: International Differences in Work-Related Values, (London: Sage Publications, 2001).

[7] F. Kluchhohn and F.Strodtbeck, Variations in Value Orientation, (Illinois: Row, Peterson, 1961).

[8] Mark Mallinger and Gerard Rossy, “Film as a Lens for Studying Culture and its Implications for Management,” lecture, presented at the Western Academy of Management, (Redondo Beach, CA: 1999); Mark Mallinger and Gerard Rossy, “The Trader Joe’s Experience: The Impact of Corporate Culture on Business Strategy,” Graziadio Business Report, 10, no. 2 (2007); Mark Mallinger and Lindsley Boiney, “An Interdisciplinary Approach to Teaching Organizational Culture,” presented at the Western Academy of Management, (2002).

[9] Yvon Chouinard, Let My People Go Surfing: The Education of a Reluctant Businessman, (Penguin Press HC, 2005).

[10] Ibid.

[11] Kim Cameron and Robert Quinn, Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, (California: Jossey-Bass, 2006).

Can you be a little more specific? work adjusment in terms of well being at work?  satisfaction? with competence? There are a lot of instruments related, perhaps if you decide the underlying model I could help. I send an organizational model related to the work adjustment construct

Since other respondents have already provided the details of some publications, I would like to provide my views on the topic. Organizational management decides about the job engagement as per the specific requirement, whereas the job involvement is the commitment of the self towards job. Burnout is a symptom of mental / physical fatigue. The interrelationship lies in the role of organizational leadership to create a culture of empowerment, engagement and involvement through  employee job satisfaction developed out of corporate work culture, communication, transparency, ethics, and recognition of human values.

Contact Dr. Amy Kristoff at the University if Iowa. E.L.

You can go for correlation after testing your data for assumptions. If you know which variable is dependent and independent than go for regression analysis.

 Dear Pridhivraj

Prepare your own tool, test it and apply for a very novel research. You can take education, experience and efficiency and design a program where if these 3 Es increases salary increases.

Hello Mohamed

These are old now, but might be of some relevance:

Kuhlmann, J. L. (1988). The socialization of CPEP teachers: implications for administration.

Socialization, I. O. (1977). Toward a Theory of Organizational Socialization John Van Maanen and Edgar H. Schein Massachusetts Institute of Technology.

This might be relevant but I have not seen the full text:

King, R. C., & Sethi, V. (1998). The impact of socialization on the role adjustment of information systems professionals. Journal of Management Information Systems, 14(4), 195-217.

In this paper, the aim is to build theory of occupational socialization rather than use previous theory (the word 'innovative' is used rather than innovation):

Leonardi, P. M., Jackson, M. H., & Diwan, A. (2009). The Enactment-Externalization Dialectic: Rationalization and the Persistence of Counterproductive Technology Design Practices in Student Engineering. Academy of Management Journal, 52(2), 400-420.

Very best wishes,

Mary

Contact Bergen bullying research group. they have patent of NAQ-R

I think there are many factors s to why we cannot and do not work the same way always.

Personal Factors: Age, fatigue, disease, mental state of mind, physical state of being, family problems, responsibilities and so on....

Organisational Factors: conditions of service, nature of the job, stress, fatigue level in the organisation,  internal and external environment in the organisation, inter-personal relations, development of the personnel, leadership ..... 

I quite like that perspective David,

The Basic Psychological Needs Sub-theory of Deci & Ryan's SDT does  include Autonomy and Relatedness in addition to Competence. 

Your point that to the extent that one is high on Autonomy and Relatedness but  low on Competence, then one could still enjoy high Intrinsic Motivation is insightful.

Essentially, one could exhibit high levels of  self-motivation without being high in achievement nor goal orientation.

Dear Mashudu, I did a brief Google Scholar search with some of your key terms.  Further searches on some more freely available search engines may also yield useful information.

Employment is a contract between employer and employee.While employment is a physical contract, Psychological contract exists in the mind. Psychological contract is established through a sense of belonging and loyalty  to the organization, which leads to commitment. In psychological contract, employees view fulfillment of their personal aspirations through achievement of organizational goals. In an organizational structure, positional authority may extract compliance but not commitment. Progressive leadership which inspires, empowers, motivates and recognizes human potential can only receive employee commitment, which arises out of Psychological contract.

There's a whole field dedicated to this: Positive Organizational Behavior (or Positive Organizational Scholarship). Google it and you'll find plenty of books and articles.

As for a theoretical position, a good place to start is self-determination theory by Ryan and Deci:

Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American psychologist, 55(1), 68.

yes you can keep reverse items, while generating the scale items. you must mark them as reverse. further when you have collected the data and you want to check convergent validity all the negative items should be reversed.

Here you can find the instrument for Spirit at Work Scale. 

The problem of mobbing and reverse mobbing had been described by numerous authors under two main headings: class struggle and media campaigns. Class struggle is waged with ideological weapons - say, US media scapegoat the Mexican labor, and the "occupy Wall Street" activists vilify the US ruling elites Media campaigns are more multifaceted, but here again Fox is more likely to like Trump at the expense of single mothers and public broadcasting - Bernie S. at the expense of the Bush family. 

hello Renee Gs,

you can get the assessment of employees from chapters of HRM books and articles.

usually, the same dimensions and indicators of job analysis and dimenions of employees assessment are  useful for your study. Sometimes there are specific indicators related to the nature of the job practised. so if you design a questionnaire do not neglect the context of the sector or the jobs that are tergeted by your research.

best regards.

Cutting out all the BS, Org. Beh plus HRM is very much the same as IO Psychology

You can survey both the employees to assess their knowledge and their supervisors to assess their job performance.  The two would need to be linked.

You may also be able to survey the employees about their knowledge and use performance evaluations from their personnel records (if these exist).  Again the two need to be linked.

Thirdly you could survey the employees to assess knowledge and survey their patients to assess job performance.  In addition to patients or instead of patients you could also survey their support staff (nurses, medical assistants, receptionists) to assess their performance.

Lauren Rivera just published "Pedigree" which is an ethnographic look into elite professional service firms (law, consulting, finance). It is based on several articles she did, such as "Hiring as Culture Matching" in ASR. 

My colleague Amy Binder and I study the campus side of how students end up getting hired. We have an article called "Career Funneling" in Sociology of Education about how campus career centers funnel students into particular industries. And one coming out next month called "Selling Students" in Research in the Sociology of Organizations on the role of career centers making contracts with corporate hiring departments to give their firm first dibs on student talent.

I believe in the saying of Gautama Buddha, that "the root of suffering is attachment and the path to happiness is detachment". Similarly, psychological detachment that disengages the individual psychologically  from stressors makes the individual free from suffering. The question is how we disengage psychologically to restore and maintain balance to promote health and quality life. Your keywords to interpret and apply  theory related to psychological detachment during non-work time are learning, adaptation, stress, and coping,

Dear Roopa, 

There is a lot of research on this topic. Some examples: 

Dear Boris, 

Check these papers out: 

an interesting topic. think about the civilization and industrial paradigms that lead to consumers desires or parameters that in ultimate place retrofeed the materials science: sizes appereance expextation of functions, look for advanced diagnosis for imaging etc., 

we have done research in this area, the link is:http://www.globaluniversityalliance.net/research-areas/risk-research-analysis/

Let me know if you wat to be involved

As the question is one that the Human Relations school will certainly have dealt with at some point, I would search the journal of that name and expect to find something.

for a reason, I can't reach it! so i do not know what you exactly mean? 

Hi,

Try this one as well: Liñán & Chen (2009),  Development and Cross-Cultural Application of a Specific Instrument to Measure Entrepreneurial Intentions. 

There seems to be many more frameworks out there already.  I searched under these terms together: "interdisciplinary measurement of skills abilities"

Search Results

[PDF]Developing a Measure of Interdisciplinary Competence for ...

American Society for Engineering Education

limitations; 5) interdisciplinary evaluation; 6) ability to find common ground; .... The interdisciplinary competence measure was developed as part of a study ...

Interdisciplinary Perspectives on Social Sciences

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This is a really interesting question I have found some of the research in China to be very intriguing take a look at this one. 

The Impact of Socioeconomic, Organizational and Individual Factors on Government Or...

Edit

The Impact of Socioeconomic, Organizational and Individual Factors on Government Organizational Performance: Evidence from China

Xiaohua Li, Jun Dong

The purpose of this study is to examine several key elements of organizational performance in the public sector empirically. By exploring the effects of socioeconomic, organizational as well as individual factors based on responses from a primary survey, the authors find that those governmental organizations with more public orientation, more employee orientation, clearer goals, less procedure constraints are more effective than their counterparts. Governmental organizations located in the area of higher new economic index usually have higher levels of performance than those lower. Those employees with higher levels of public service motivation tend to report higher organizational performance perception than those less. The study suggests that strengthening the culture of public interest, improving organizational management, and enhancing employees' public service motivation may be the efficient ways to improve the performance.

Conference: International Conference on Management and Service Science - MASS , 2010

DOI: 10.1109/ICMSS.2010.5578095

It is  very interesting to see organizational design that clarifies goals and has less organizational constraints is being studied as a way to increase  motivation public employees.

Your choice is suited only when...

If your questionnaire is robust and the participant size is more, and more variables, with some logical reasoning (because the work/life balance perception of women entrepreneurs is highly a vulnerable data).

If your questionnaire is of interview type or open ended then there are some chance to probe the perception.

very interesting topic. Congrats for choosing this relevant topic for research work. 

I might be interested. But would like to hear more about it. 

Please sendo e mail to fischer.frida@gmail.com

Thank all of you kindly for your big help

Thank you!

 I thought this idea had outlived its natural life.

Bear in mind that it puts much of the responsibility on the worker, so it has an ideological component.

I have encountered it a lot with respect to older workers, who are supposed to improve their employability.  Perhaps more useful is the term "workability".  This puts more emphasis on the role of the employer, who has the responsibility to make adaptations to workplaces and to reduce the elements of work that are deleterious to health and /or to make sure that employees continue to provide training.

It is very common to adapt well established scales to fit a specific context. A rigorous way of adapting these scales is pretty similar to developing a new scale, as you will need to examine the validity and reliability of your "new" scales. Unfortunately, many articles using adapted measures do not provide specific information of the procedure that they employed for adaptation. For example, we often read articles whose authors say they replace word "A" with word "B" to fit their contexts, or delete some adjectives or phrases, or reframe some instructional statements.... It appears that when the validity and reliability are shown to be acceptable, these ways of adaptation would not prevent these studies from being published or called good research. We could also see a number of such articles published in top-tier journals. But I believe a pilot study used to test the adapted measures would be very helpful (particularly if the original measure was developed in a different cultural context).

I agreed that methodology depends on what "good worker" means for you or, most precise, for your research. Nevertheless, I recommend you to take a look on BARS (Behaviorally Anchored Rating Scales) technique.

For selection purposes it is important to undertake a job analysis to establish what knowledge, skills and attitudes (KSAs) are required, and use assessment methods that measure those KSAs.  Meta-analyses exploring the predictive validity of selection methods have found that a combination of cognitive ability tests & structured interview offer the best predictive validity (Robertson & Smith, 2001; Schmidt & Hunter, 1998).

There is evidence to suggest that past performance predicts future performance (e.g. Branson & Shafran, 2015; Cassidy, 2011; McManus, I. C., Smithers, E., Partridge, P., Keeling, A., & Fleming, P. R, 2003; ) , however as mentioned in previous comments extraneous elements, such as motivation will exert an influence.  Also, do be aware of restriction of range.  As students move into higher academic levels (e.g. from secondary to tertiary education), the range of cognitive ability will reduce, which will impact the observed relationship.  

Good luck with your research :)

Hi Samia,

I also recommend OLBI, Eva Demerouti excluded third subscale (lack of professional efficacy), which rises many doubts in researchers, so you can use only items measuring exhaustion and cynicism. And that's what you want, isn't it? Authors also worded items positively and negatively (not only negatively as in MBI). In my opinion it is really a good alternative to measure burnout.