James R. Van Scotter

Bio: James R. Van Scotter is an academic researcher from Louisiana State University. The author has contributed to research in topics: Job performance & Wrongdoing. The author has an hindex of 18, co-authored 34 publications receiving 4456 citations. Previous affiliations of James R. Van Scotter include Air Force Institute of Technology & University of Colorado Boulder.

Linking Perceived Quality and Customer Satisfaction to Store Traffic and Revenue Growth

Abstract: Effects of perceived merchandise and service quality, relative to competition, on retail store performance are investigated using store traffic and revenue growth as outcome variables. A model is proposed and tested using aggregate customer data and store performance outcomes from a group of stores owned by a national retail organization. Results suggest that both service and merchandise quality exert significant influence on store performance, measured by sales growth and customer growth, and their impact is mediated by customer satisfaction. Implications of the results and future research directions are discussed.

Recruitment communication media: impact on prehire outcomes

Abstract: An unanswered question in recruitment research is whether and how the media used to communicate recruitment messages influence important outcomes. Drawing from research and theory on persuasive communication and media richness and features, we propose and test a model of the effects of media and media features (amount of information, opportunities for 2-way communication, personal focus, social presence, symbolism) on communication outcomes (credibility and satisfaction), attitudes, intentions, and behavior associated with joining the organization. Results of an experiment with 989 undergraduate students show that a constant recruitment message delivered via different media (face-to-face, video, audio, text) influenced perceptions of featares, and perceptions of features were related to important pre-hire outcomes.

Predicting employee reactions to perceived organizational wrongdoing: Demoralization, justice, proactive personality, and whistle-blowing

Abstract: News reports of organizational wrongdoing often pique interest in the question of how to encourage employees to report it. We used data from a survey of more than 3000 organizational members in the US to test a model of whistle-blowing. As predicted, observation of wrongdoing generally was associated with lower perceived organizational support and lower perceived justice of reporting channels (both procedural justice and distributive justice), suggesting that tolerating wrongdoing has negative effects for the organization itself, but there was also evidence that correcting wrongdoing may be nearly as positive as preventing it. Three previously untested variables – proactive personality, less co-worker invalidation, and leverage in the specific situation – predicted whistle-blowing, as did strength of evidence, a variable for which prior findings were inconsistent. Gender also was related to whistle-blowing. Finally, the predictors of blowing the whistle exclusively to one’s supervisor were similar to thos...

The job satisfaction-job performance relationship: a qualitative and quantitative review.

Abstract: A qualitative and quantitative review of the relationship between job satisfaction and job performance is provided. The qualitative review is organized around 7 models that characterize past research on the relationship between job satisfaction and job performance. Although some models have received more support than have others, research has not provided conclusive confirmation or disconfirmation of any model, partly because of a lack of assimilation and integration in the literature. Research devoted to testing these models waned following 2 meta-analyses of the job satisfaction-job performance relationship. Because of limitations in these prior analyses and the misinterpretation of their findings, a new meta-analysis was conducted on 312 samples with a combined N of 54,417. The mean true correlation between overall job satisfaction and job performance was estimated to be .30. In light of these results and the qualitative review, an agenda for future research on the satisfaction-performance relationship is provided.

A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior

Abstract: A quantitative review of 55 studies supports the conclusion that job attitudes are robust predictors of organizational citizenship behavior (OCB). The relationship between job satisfaction and OCB is stronger than that between satisfaction and in-role performance, at least among nonmanagerial and nonprofessional groups. Other attitudinal measures (perceived fairness, organizational commitment, leader supportiveness) correlate with OCB at roughly the same level as satisfaction. Dispositional measures do not correlate nearly as well with OCB (with the exception of conscientiousness). The most notable moderator of these correlations appears to be the use of self- versus other-rating of OCB; self-ratings are associated with higher correlations, suggesting spurious inflation due to common method variance, and much greater variance in correlation. Differences in subject groups and work settings do not account for much variance in the relationships. Implications are noted for theory, practice, and strategies for future research on OCB.