Benjamin E. Baran

Abstract: Polynomial regression with response surface analysis is a sophisticated statistical approach that has become increasingly popular in multisource feedback research (eg, self-observer rating discrepancy) The approach allows researchers to examine the extent to which combinations of two predictor variables relate to an outcome variable, particularly in the case when the discrepancy (difference) between the two predictor variables is a central consideration We believe this approach has potential for application to a wide variety of research questions To enhance interest and use of this technique, we provide ideas for future research directions that might benefit from the application of this analytic tool We also walk through a step-by-step example of how to conduct polynomial regression and response surface analysis and provide all the tools you will need to do the analyses and graph the results (including SPSS syntax, formulas, and a downloadable Excel spreadsheet) Our example involves how discrepancies in perceived supervisor and organizational support relate to affective commitment Finally, we discuss how this approach is a better, more informative alternative to difference scores and can be applied to the examination of two-way interactions in moderated regression

TL;DR: A review of organizational support theory can be found in this article, which explains relationships between employers and employees based on social exchange, and the degree to which employees believe their work organization values their contributions and cares about their well-being.

TL;DR: Leaders in high-reliability organizational contexts such as firefighting, emergency medicine, and law enforcement often face the challenge of making sense of environments that are dangerous, highly unreliable.

TL;DR: In this article, the authors hypothesize and present quantitative evidence from 499 animal-shelter workers, demonstrating that dirty work involves tasks that are stigmatized owing to characteristics that the public finds disgusting, degrading, or objectionable.

TL;DR: Findings suggest that after-action reviews constitute a specific venue through which managers can promote safety climate in high-risk environments.