Assignment: Methods Section (Part 2)
Assignment: Methods Section (Part 2) This week, you complete the second part of the Methods Section for your Project. This Methods Section will serve as a road map for measuring job satisfaction, organizational commitment, and job involvement. In your role as a consultant for Walden Sports, it is important to select appropriate variables and items to assess and to understand the psychometric properties of the instrument you select to measure those variables.Submit Part 2 of your Methods section. From the Job Attitudes Survey Codebook document located in this week’s Learning Resources, select three variables that you think will best predict job attitudes at Walden Sports. Explain why you selected the variables you did and provide evidence showing the relationships between these variables and job attitudes (i.e., justify your selections). Select an instrument to measure each of the three variables you selected. Explain why the instrument you selected is appropriate for measuring the antecedent variables you selected. Provide an example item from the scale you selected and describe the scale anchors used to score the instrument. Describe the psychometric properties (reliability and validity) of the instrument.Reading References Aselage, J., & Eisenberger, R. (2003). Perceived organizational support and psychological contracts: A theoretical integration. Journal of Organizational Behavior, 24(5), 491–509. Clay-Warner, J., Reynolds, J., & Roman, P. (2005). Organizational justice and job satisfaction: A test of three competing models. Social Justice Research, 18(4),391–409. Eisenberger, R., Karagonlar, G., Stinglhamber, F., Neves, P., Becker, T. E., Gonzalez-Morales, M. G., & Steiger-Mueller, M. (2010). Leader-member exchange and affective organizational commitment: The contribution of supervisor’s organizational embodiment. Journal of Applied Psychology, 95(6), 1085–1103. Erdogan, B., & Bauer, T. N. (2010). Differentiated leader-member exchanges: The buffering role of justice climate. Journal of Applied Psychology, 95(6), 1104–1120. Erdogan, B., & Enders, J. (2007). Support from the top: Supervisors’ perceived organizational support as a moderator of leader-member exchange to satisfaction and performance relationships. Journal of Applied Psychology, 92(2), 321–330. Judge, T. A., Piccolo, R. F., Podsakoff, N. P., Shaw, J. C., & Rich, B. L. (2010). The relationship between pay and job satisfaction: A meta-analysis of the literature. Journal of Vocational Behavior, 77(2), 157–167. Retrieved from the Walden Library databases. Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698–714. Stoner, J. S., & Gallagher, V. C. (2010). Who cares? The role of job involvement in psychological contract violation. Journal of Applied Social Psychology, 40(6), 1490–1514. Document: Job Attitudes Survey Codebook (Word document) THIS IS ATTACHED Further References Armeli, S., Eisenberger, R., Fasolo, P., & Lynch, P. (1998). Perceived organizational support: The moderating influence of socioemotional needs. Journal of Applied Psychology, 83(2), 288–297. Barling, J. B., Weber, T., & Kelloway, E. K. (1996). Effects of transformational leadership training on attitudinal and financial outcomes: A field experiment. Journal of Applied Psychology, 81(6), 827–832. Berger, C. J., & Cummings, L. L. (1979). Organizational structure, attitudes, and behaviors. In B. M. Staw (Ed.), Research in organizational behavior (Vol. 1, pp. 169–208). Greenwich, CT: JAI Press. Bernerth, J. R., Armenakis, A. A., Field, H. S., Giles, W. F., & Walker, H. J. (2007). Leader-member social exchange (LMSX): development and validation of a scale. Journal of Organizational Behavior, 28(8), 979–1003. Bishop, J. W., Dow, S. K., & Burroughs, S. M. (2000). Support, commitment, and employee outcomes in a team environment. Journal of Management, 26(6), 1113–1132. Brockner, J., & Wiesenfeld, B. (1996). The interactive impact of procedural fairness and outcome favorability: The effects of what you do depend on how you do it. Psychological Bulletin, 120, 189–208. Brown, S. P., & Leigh, T. W. (1996). A new look at psychological climate and its relationship to job involvement, effort, and performance. Journal of Applied Psychology, 81(4), 358–368. Coyle-Shapiro, J. A-M., & Conway, N. (2005). Exchange relationships: Examining psychological contracts and perceived organizational support. Journal of Applied Psychology, 90(4), 774–781. Edwards, M. R., & Peccei, R. (2010). Perceived organizational support, organizational identification, and employee outcomes: Testing a simultaneous multifocal model. Journal of Personnel Psychology, 9(1), 17–26. Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P. D., & Rhoades, L. (2001). Reciprocation of perceived organizational support. Journal of Applied Psychology, 86(1), 42–51. Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507. Epitropaki, O., & Martin, R. (2005). From ideal to real: A longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes. Journal of Applied Psychology, 90(4), 659–676. Erdogan, B., Kraimer, M. L., & Liden, R. C. (2004). Work value congruence and intrinsic career success: The compensatory roles of leader-member exchange and perceived organizational support. Personnel Psychology, 57(2), 305–332. Folger, R. (1993). Reactions to mistreatment at work. In J. K. Murnighan (Ed.), Social psychology in organizations (pp. 161–183). Englewood Cliffs, NJ: Prentice Hall. Gerstner, C. R., & Day, D. V. (1997). Meta-analytic review of leader-member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82(6), 827–844. Green, S. G., Anderson, S. E., & Shivers, S. L. (1996). Demographic and organizational influences on leader-member exchange and related work attitudes. Organizational Behavior and Human Decision Processes, 66(2), 203–214. Greenburg, J. (1990). Looking fair vs. being fair: Managing impressions of organizational justice. Research in Organizational Behavior, 12, 111–157. Hutchison, S. (1997). A path model of perceived organizational support. Journal of Social Behavior and Personality, 12(1), 159–174. James, L. A., & James, L. R. (1989). Integrating work environment perceptions: Explorations into the measurement of meaning. Journal of Applied Psychology, 74(5), 739–751. James, L. R., & James, L. A. (1992). Psychological climate and affect: Test of a hierarchical dynamic model. In C. J. Cranny, P. C. Smith, & E. F. Stone (Eds.), Job satisfaction: How people feel about their jobs and how it affects their performance (pp. 89–117). New York, NY: Lexington Books. James, L. R., James, L. A., & Ashe, D. K. (1990). The meaning of organizations: The role of cognition and values. In B. Schneider (Ed.), Organizational climate and culture (pp. 41–84). San Francisco, CA: Jossey-Bass. James, L. R., & Jones, A. P. (1974). Organizational climate: A review of theory and research. Psychological Bulletin, 81(12), 1096–1112. Kirkpatrick, S. A., & Locke, E. A. (1996). Direct and indirect effects of three core charismatic leadership components on performance and attitudes. Journal of Applied Psychology, 81(1), 36–51. Liden, R. C., Wayne, S. J., & Sparrowe, R. T. (2000). An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes. Journal of Applied Psychology, 85(3), 407–416. Loi, R., Hang-yue, N., & Foley, S. (2006). Linking employees’ justice perceptions to organizational commitment and intention to leave: The mediating role of perceived organizational support. Journal of Occupational and Organizational Psychology, 79(1), 101–120. Masterson, S. S., Lewis, K., Goldman, B. M., & Taylor, S. M. (2000). Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships. Academy of Management Journal, 43(4), 738–748. Maertz, C. P., Jr., Griffeth, R. W., Campbell, N. S., & Allen, D. G. (2007). The effects of perceived organizational support and perceived supervisor support on employee turnover. Journal of Organizational Behavior, 28(8), 1059–1075. O’Driscoll, M. P., & Randall, D. M. (1999). Perceived organizational support, satisfaction with rewards, and employee job involvement and organizational commitment. Applied Psychology: An International Review, 48(2), 197–209. Randall, M. L., Cropanzano, R., Bormann, C. A., & Birjulin, A. (1999). Organizational politics and organizational support as predictors of work attitudes, job performance, and organizational citizenship behavior. Journal of Organizational Behavior, 20(2), 159–174. Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Affective commitment to the organization: The contribution of perceived organizational support. Journal of Applied Psychology, 86(5), 825–836. Scandura, T. A. (1999). Rethinking leader-member exchange: An organizational justice perspective. Leadership Quarterly, 10(1), 25–40. Schappe, S. P. (1998). Understanding employee job satisfaction: The importance of procedural and distributive justice. Journal of Business and Psychology, 12(4), 493–503. Schulte, M., Ostroff, C., & Kinicki, A. J. (2006). Organizational climate systems and psychological climate perceptions: A cross-level study of climate-satisfaction relationships. Journal of Occupational and Organizational Psychology, 79(4), 645–671. Settoon, R. P., Bennett, N., & Liden, R. C. (1996). Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity. Journal of Applied Psychology, 81(3), 219–227. Shanock, L. R., & Eisenberger, R. (2006). When supervisors feel supported: Relationships with subordinates’ perceived supervisor support, perceived organizational support, and performance, Journal of Applied Psychology, 91(3), 689–695. Sherony, K. M., & Green, S. G. (2002). Coworker exchange: Relationships between coworkers, leader-member exchange, and work attitudes. Journal of Applied Psychology, 87(3), 542–548. Shore, L. M., & Tetrick, L. E. (1991). A construct validity study of the Survey of Perceived Organizational Support. Journal of Applied Psychology, 76(5), 637–643. Shore, L. M., & Wayne, S. J. (1993). Commitment and employee behavior: Comparison of affective commitment and continuance commitment with perceived organizational support. Journal of Applied Psychology, 78(5), 774–780. Wayne, S. J., Shore, L. M., & Liden, R. C. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40(1), 82–111.