Donald G. Gardner

Single-Item Versus Multiple-Item Measurement Scales: An Empirical Comparison

Common methods variance often is a problem with psychological measures that require respondent self-reports of attitudes, beliefs, perceptions, and the like. The present study examined this problem by comparing multiple-item, Likert-type measures of psychological constructs to single-item, non-Likert-type measures of the same constructs. Using confirmatory factor analysis, the alternative forms were compared on criteria of methods variance and construct validity. Neither method appeared to be empirically better than the other. Unusual situations in which well-developed single-item measures might be appropriate are discussed.

Self-Esteem Within the Work and Organizational Context: A Review of the Organization-Based Self-Esteem Literature

On numerous occasions it has been suggested that an individual’s self-esteem, formed around work and organizational experiences, plays a significant role in determining employee motivation, work-related attitudes and behaviors. We review more than a decade of research on an organization-based conceptualization of self-esteem. It is observed that sources of organization structure, signals about worth from the organization, as well as, success-building role conditions predict organization-based self-esteem. In addition, organization-based self-esteem is related to job satisfaction, organizational commitment, motivation, citizenship behavior, in-role performance, and turnover intentions, as well as, other important organization-related attitudes and behaviors. Explanations for these effects and directions for future research are discussed.

The effects of pay level on organization-based self-esteem and performance: A field study

Most compensation managers implicitly assume (or perhaps hope) that high pay levels will maintain and enhance future performance. To date, this assumption has been largely untested. Given the importance of pay level and the large expense that pay represents to most organizations, understanding how and why pay level influences the behaviour of employees in organizations is an important question. The purpose of this study is to examine the motivational effects of pay level on employee performance. To examine these issues, we collected field study data from a variety of sources, at three different times, and assessed the effects of employee pay level on subsequent self-esteem and performance. Specifically, we hypothesized that the effects of pay level on performance would be mediated by pay level effects on organization-based self-esteem. We base this hypothesis on the premise that level of pay within an organization communicates a sense of how much the organization values an employee and thus affects employee organization-based self-esteem which, in turn, enhances job performance. After controlling for organization tenure, and previous pay change, results supported a mediated model that suggests that pay level affects employee self-esteem, which in turn, affects employee performance.

The Measurement of Computer Attitudes: An Empirical Comparison of Available Scales

This study empirically compared four available measures of attitudes towards computers, including computer anxiety. One objective of the study was to determine which, if any, of the measures was superior to the others on the psychometric criteria of reliability and validity. A secondary objective of the study was to identify a smaller number of items from the four measures of computer attitudes that would take less time to complete, yet result in highly reliable scales of computer attitudes. Results showed that all measures tested were essentially equal in terms of reliability and validity. Attempts to empirically derive improved scales were unproductive. Two of the measures were superior on a number of other criteria. Intended use should be the main criterion for choice as any of the four measures will likely provide reliable, reasonably valid information.

Computer use, self-confidence, and attitudes: a causal analysis

Abstract Based on attitude—behavior theory, it was hypothesized that computer use would enhance beliefs about self-perceived computer confidence, which would in turn affect attitudes towards computers. Primary level students (N = 723) completed self-report surveys that measured these three constructs. Covariance structural analyses revealed that (a) computer use positively affected computer confidence, and (b) computer confidence positively affected computer attitudes. Unexpectedly, direct computer use had a negative effect on computer attitudes, when confidence was held constant. Results suggest how computer educational environments might be improved.

The Core Self-Evaluation Scale: Further Construct Validation Evidence.

The authors empirically examined two operationalizations of the core self-evaluation construct: (a) the Judge, Erez, Bono, and Thoresen 12-item scale and (b) a composite measure of self-esteem, self-efficacy, locus of control, and neuroticism.The study found that the composite scale relates more strongly than the shorter scale to performance, perceived job complexity, positive affectivity, personal trust, and belief in a just world. However, the short scale performed well and may be more practical in organizational research. The authors conclude that the 12-item measure is better used in research when participant time is limited and that a composite index is better when time is not a constraining factor in the data-collection process.

Task complexity effects on non-task-related movements: A test of activation theory☆

The present experiment tested the activation theory-based predictions that variation in task complexity affects experienced activation level, which in turn affects performance, satisfaction, and the number of non-task-related movements made by task performers. Subjects performed both a low-complexity and a moderate-complexity task. It was predicted that subjects would make more non-task-related movements on the low-complexity task than on the moderate-complexity task, to increase experienced activation levels that were depressed by performance of the low-complexity task. It was also hypothesized that there would be inverted-U relationships between experienced activation level and number of non-task-related movements. Finally, it was predicted that the number of non-task-related movements would be inversely related to performance. Results provided modest support for the hypotheses. Implications for theory and work design are discussed.

Performance Distributions: Measuring Employee Performance Using Total Quality Management Principles

Abstract There have been numerous criticisms of traditional performance appraisal systems made by Total Quality Management (TQM) advocates. This article describes a performance appraisal and management system that addresses many TQM concerns about appraisal systems. The Performance Distribution Assessment method (PDA) explicitly considers system versus person sources of performance variation and provides a means for developing “targeted” performance and quality improvement programs. The literature regarding the development and validity of the PDA method is reviewed, and the compatibility of this appraisal system with quality management principles is discussed.

Distributional Ratings of Performance Levels and Variability An Examination of Rating Validity in a Field Setting

The performance distribution assessment (PDA) method was purported to be a breakthrough in performance appraisal methodology; however, little research has been conducted to determine the usefulness of this method. This article describes some of the critical features of the PDA method and presents evidence supporting the validity of the PDA in an organizational setting. The performance and ability data of 397 sewing machine operators were analyzed to determine the validity of multiple performance measures derived from the PDA, the relative accuracy of the PDA compared with an evaluative rating method, and differential criterion-related validities for the multiple PDA performance measures. Results revealed significant correlations between the PDA-derived performance measures and objective measures of job performance, differential correlations between ability and the multiple PDA-derived performance measures, and equivalent levels of rating accuracy for the PDA and the evaluative measure of typical performance. Implications for research and practice are discussed.

Relationships Between Work Team Climate, Individual Motivation, and Creativity

Creativity of employees is a major focus of research in the organization sciences. In this study we examine the relationships between both micro (intrinsic and extrinsic motivation) and molar (team climate) variables with manager-rated creativity of R&D employees. Specifically, we hypothesize that (a) extrinsic motivation has a direct relationship with creativity, (b) intrinsic motivation is more strongly related to creativity when extrinsic motivation is low compared to when it is high, (c) team collaborative and competitive climates have direct effects on creativity as well as indirect effects through individual motivation, and (d) intrinsic motivation mediates relationships of the climate variables with creativity, which in turn is moderated by extrinsic motivation. Data were collected from R&D engineers and their managers at a large high-tech company headquartered in Taiwan. Results indicate that a collaborative team climate has a direct positive relationship with creativity as well as one that operates through intrinsic motivation, which in turn was moderated by employee’s extrinsic motivation level. A competitive team climate positively related to extrinsic motivation, but extrinsic motivation did not directly relate to creativity. However, extrinsic motivation did have strong relationships with creativity when intrinsic motivation was low. Results suggest that perhaps the different types of motivation relate to different types of creativity (incremental versus radical). Managerial and theoretical implications of results are discussed as are the study’s limitations.