Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.

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Common method biases in behavioral research: a critical review of the literature and recommended remedies.

The capacity to exercise control over the nature and quality of one's life is the essence of humanness. Human agency is characterized by a number of core features that operate through phenomenal and functional consciousness. These include the temporal extension of agency through intentionality and forethought, self-regulation by self-reactive influence, and self-reflectiveness about one's capabilities, quality of functioning, and the meaning and purpose of one's life pursuits. Personal agency operates within a broad network of sociostructural influences. In these agentic transactions, people are producers as well as products of social systems. Social cognitive theory distinguishes among three modes of agency: direct personal agency, proxy agency that relies on others to act on one's behest to secure desired outcomes, and collective agency exercised through socially coordinative and interdependent effort. Growing transnational embeddedness and interdependence are placing a premium on collective efficacy to exercise control over personal destinies and national life.

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Social cognitive theory: An agentic perspective

According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

Despite the concern that has been expressed about potential method biases, and the pervasiveness of research settings with the potential to produce them, there is disagreement about whether they really are a problem for researchers in the behavioral sciences. Therefore, the purpose of this review is to explore the current state of knowledge about method biases. First, we explore the meaning of the terms “method” and “method bias” and then we examine whether method biases influence all measures equally. Next, we review the evidence of the effects that method biases have on individual measures and on the covariation between different constructs. Following this, we evaluate the procedural and statistical remedies that have been used to control method biases and provide recommendations for minimizing method bias.

Sources of Method Bias in Social Science Research and Recommendations on How to Control It

The field of organizationa l justice continues to be marked by several important research questions, including the size of relationships among justice dimensions, the relative importance of different justice criteria, and the unique effects of justice dimensions on key outcomes. To address such questions, the authors conducted a meta-analytic review of 183 justice studies. The results suggest that although different justice dimensions are moderately to highly related, they contribute incremental variance explained in fairness perceptions. The results also illustrate the overall and unique relationships among distributive, procedural, interpersonal, and informational justice and several organizational outcomes (e.g., job satisfaction, organizational commitment, evaluation of authority, organizational citizenship behavior, withdrawal, performance). These findings are reviewed in terms of their implications for future research on organizationa l justice.

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Justice at the millennium: a meta-analytic review of 25 years of organizational justice research

The effect of leniency on leader behavior descriptions

This study integrates literature on performance management and organizational behavior with input from managers to develop a 27-item measure of performance management behavior. We used 8 samples, including multisource data, to develop a reliable multidimensional scale that replicated across samples. The scale demonstrated content validity, both convergent and discriminant validity, and incremental validity, and criterion-related validity was established through the scale's relation with measures of management effectiveness and job attitudes. Overall, this study suggests that the Performance Management Behavior Questionnaire (PMBQ) is a reliable and valid measure and that performance management behaviors have important implications for both employees and organizations.

Development and Validation of the Performance Management Behavior Questionnaire

After the merger: dealing with people's uncertainty

The interview process: An examination of factors recruiters use in evaluating job applicants.

Rosenthal (1979, 1984) proposed that a fail-safe N statistic be calculated for all meta-analytic studies to aid researchers in detecting instability in meta-analytic results. However, few meta-analysts seem to have calculated fail-safe N's, despite the ease of doing so. As research exploring the practical utility of this statistic is nonexistent, this study evaluated the utility of fail-safe N's by computing them for studies in three research domains in which discrepant conclusions were reached by initial meta-analyses (with limited samples) and by subsequent follow-ups (with more inclusive samples). The current results suggest that calculation of a fail-safe N may have led to more cautious and circumspect interpretations of previous meta-analytic results. Implications of these findings for future meta-analytic research are discussed

Angelo J. Kinicki

Papers

The effect of leniency on leader behavior descriptions

Development and Validation of the Performance Management Behavior Questionnaire

After the merger: dealing with people's uncertainty

The interview process: An examination of factors recruiters use in evaluating job applicants.

The Usefulness of the "Fail-Safe" Statistic in Meta-Analysis: