The decision of how many factors to retain is a critical component of exploratory factor analysis. Evidence is presented that parallel analysis is one of the most accurate factor retention methods while also being one of the most underutilized in management and organizational research. Therefore, a step-by-step guide to performing parallel analysis is described, and an example is provided using data from the Minnesota Satisfaction Questionnaire. Recommendations for making factor retention decisions are discussed.

Factor Retention Decisions in Exploratory Factor Analysis: a Tutorial on Parallel Analysis

This study reports results of a meta-analysis linking traits from the 5-factor model of personality to overall job satisfaction. Using the model as an organizing framework, 334 correlations from 163 independent samples were classified according to the model. The estimated true score correlations with job satisfaction were .29 for Neuroticism, .25 for Extraversion, .02 for Openness to Experience, .17 for Agreeableness, and .26 for Conscientiousness. Results further indicated that only the relations of Neuroticism and Extraversion with job satisfaction generalized across studies. As a set, the Big Five traits had a multiple correlation of .41 with job satisfaction, indicating support for the validity of the dispositional source of job satisfaction when traits are organized according to the 5-factor model. Research on the dispositional source of job satisfaction has had a spotty history in job satisfaction research. The personological basis of job satisfaction was considered in the earliest treatments of job satisfaction. Hoppock (1935), for example, noted a strong correlation between workers’ emotional adjustment and their levels of job satisfaction. Similarly, Fisher and Hanna (1931) concluded that a large part of dissatisfaction resulted from emotional maladjustment. With some noteworthy exceptions (P. C. Smith, 1955; Weitz, 1952), these early considerations of the dispositional source of job satisfaction lay dormant until the 1980s, when a series of provocative studies (Arvey, Bouchard, Segal, & Abra

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Five-factor model of personality and job satisfaction: a meta-analysis.

A comprehensive review of the outcomes associated with work-to-family conflict was conducted and effect sizes were estimated. Atypology was presented that grouped outcomes into 3 categories: work related, nonwork related, and stress related. Issues concerning the measurement of work-family conflict were also discussed. The results demonstrate the widespread and serious consequences associated with work-to-family conflict. On the basis of the results of the review, an agenda for future research was provided.

Consequences associated with work-to-family conflict: a review and agenda for future research.

The development of the Job Satisfaction Survey (JSS), a nine-subscale measure of employee job satisfaction applicable specifically to human service, public, and nonprofit sector organizations, is described. The item selection, item analysis, and determination of the final 36-item scale are also described, and data on reliability and validity and the instrument's norms are summarized. Included are a multitrait-multimethod analysis of the JSS and the Job Descriptive Index (JDI), factor analysis of the JSS, and scale intercorrelations. Correlation of JSS scores with criteria of employee perceptions and behaviors for multiple samples were consistent with findings involving other satisfaction scales and with findings from the private sector. The strongest correlations were with perceptions of the job and supervisor, intention of quitting, and organizational commitment. More modest correlations were found with salary, age, level, absenteeism, and turnover.

Measurement of human service staff satisfaction: Development of the Job Satisfaction Survey

Transformational Leader Behaviors and Substitutes for Leadership as Determinants of Employee Satisfaction, Commitment, Trust, and Organizational Citizenship Behaviors

Manual for the Minnesota Satisfaction Questionnaire.

The personal value systems of 1072 American managers are studied for their contribution to the understanding of managers and their behavior. A theoretical model for analyzing the impact of values o...

Personal Value Systems of American Managers

The relationships between managerial values and managerial success were investigated for a diverse sample of American managers (n = 878), Australian managers (» = 301), Indian managers (« = 500), and Japanese managers (n = 312). Cross-validated results showed that values patterns were significantly predictive of managerial success and could be used as a basis for selection and placement decisions. Results also indicated that managers from the four countries were rather similar in terms of the personal values that were related to success. More successful managers have pragmatic, dynamic, and achievement-oriented values, while less successful managers have more static and passive values. Arguments for and against using value assessment results in selection and placement decisions are discussed. In recent years considerable effort has been expended in attempts to predict managerial effectiveness by using maximum performance measures and typical behavior measures. Most of this effort has focused on tests of (a) intellectual abilities, (b) spatial and mechanical aptitudes, (c) perceptual accuracy, (d) motor abilities, and (e) personality and interest. According to Ghiselli's (1966) review, each measure shows average rs in the range of .25 to .30. Another area of potential importance, but receiving less emphasis, has been the notion of predicting managerial success from managers' personal values. The significance of investigating the value systems of managers is seen when one considers the following assertions and their implications: 1. Personal value systems influence a manager's perception of situations and problems he faces. 2. Personal value systems influence a manager's decisions and solutions to problems. 3. Personal value systems influence the way in which a manager looks at other individuals and groups of individuals; thus they influence interpersonal relationships.

The relationship between managerial values and managerial success in the United States, Japan, India, and Australia.

The manager and his values

Theory of work adjustment has been proposed, which might contribute to the development of a “science of the psychology of occupational behavior.” It builds on the basic psychological concepts of stimulus, response, and reinforcement, and provides a research paradigm for the generation of testable hypotheses. The proper subject matter for vocational psychology, as well as general psychology, is the individual as a responding organism. The individual as a responding organism is assumed to have a set of response potentials, the upper limits of which, with respect to range and quality, are determined by heredity. The individual would respond when his response potentials make responding possible, and when the environment permits and/or stimulates responding. As the individual responds, his responding becomes associated with reinforcers in his environment. Reinforcers are environmental conditions that maintain responding, that is, which are associated with the continuance of responding. Specific reinforcers in the environment become associated with specific responses of the individual.

George W. England

Papers

Manual for the Minnesota Satisfaction Questionnaire.

Personal Value Systems of American Managers

The relationship between managerial values and managerial success in the United States, Japan, India, and Australia.

The manager and his values

A Theory of Work Adjustment