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Using Multivariate Statistics

Basics of qualitative research: Grounded theory procedures and techniques

Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

This study examines the response rates for surveys used in organizational research. We analysed 1607 studies published in the years 2000 and 2005 in 17 refereed academic journals, and we identified 490 different studies that utilized surveys. We examined the response rates in these studies, which covered more than 100,000 organizations and 400,000 individual respondents. The average response rate for studies that utilized data collected from individuals was 52.7 percent with a standard deviation of 20.4, while the average response rate for studies that utilized data collected from organizations was 35.7 percent with a standard deviation of 18.8. Key insights from further analysis include relative stability in response rates in the past decade and higher response rates for journals published in the USA. The use of incentives was not found to be related to response rates and, for studies of organizations, the use of reminders was associated with lower response rates. Also, electronic data collection efforts (e.g. email, phone, web) resulted in response rates as high as or higher than traditional mail methodology. We discuss a number of implications and recommendations.

Survey response rate levels and trends in organizational research

Several methods for testing mediation hypotheses with 2-level nested data have been proposed by researchers using a multilevel modeling (MLM) paradigm. However, these MLM approaches do not accommodate mediation pathways with Level-2 outcomes and may produce conflated estimates of between- and within-level components of indirect effects. Moreover, these methods have each appeared in isolation, so a unified framework that integrates the existing methods, as well as new multilevel mediation models, is lacking. Here we show that a multilevel structural equation modeling (MSEM) paradigm can overcome these 2 limitations of mediation analysis with MLM. We present an integrative 2-level MSEM mathematical framework that subsumes new and existing multilevel mediation approaches as special cases. We use several applied examples and accompanying software code to illustrate the flexibility of this framework and to show that different substantive conclusions can be drawn using MSEM versus MLM.

/pdf/a-general-multilevel-sem-framework-for-assessing-multilevel-4kljtbetjd.pdf

A General Multilevel SEM Framework for Assessing Multilevel Mediation

A survey is a potentially powerful assessment, monitoring, and evaluation tool available to organizational scientists. To be effective, however, individuals must complete the survey and in the inev...

Introduction: Understanding and Dealing With Organizational Survey Nonresponse

There are a lot of opinions about who Millennials are, what they think and value, and how they will behave as they grow older and gain more experience in the workforce. The relatively sparse empirical research published on Millennials is confusing at best and contradictory at worst. As noted in this article and others in this special issue, however, there are a few topics including work attitudes, long-term health outcomes, and personality factors on which we have reasonably solid data to inform us about current and likely future behavior of Millennials. We address the importance of context for understanding behavior of people in different generations, a subject often missing from the discussion of generational similarities and differences. There are implications for practitioners of what we know and for how context affects behavior. We make suggestions for how practitioners can use the data available to inform decisions they make about working with Millennials. Finally, we discuss the importance of new directions of research on generational differences to help both practitioners and the research community better understand the realities of generational similarities and differences and rely less on urban myths or stereotypes.

Millennials at Work: What We Know and What We Need to Do (If Anything)

A survey is a potentially powerful assessment, monitoring, and evaluation tool available to organizational scientists. To be effective, however, individuals must complete the survey and in the inevitable case of nonresponse, we must understand if our results exhibit bias. In this article, the nonresponse bias impact assessment strategy (N-BIAS) is proposed. The N-BIAS approach is a series of techniques that when used in combination, provide evidence about a study’s susceptibility to bias and its external validity. The N-BIAS techniques stem from a review of extant research and theory. To inform future revisions of the N-BIAS approach, a future research agenda for advancing the study of survey response and nonresponse is provided.

Understanding and Dealing With Organizational Survey Nonresponse

Using an interruptions framework, this article proposes and tests a set of hypotheses concerning the relationship of meeting time demands with job attitudes and well-being (JAWB). Two Internet surveys were administered toemployees who worked 35 hr or more per week. Study 1 examined prescheduled meetings attended in a typical week (N = 676), whereas Study 2 investigated prescheduled meetings attended during the current day (N = 304). As proposed, the relationship between meeting time demands and JAWB was moderated by task interdependence, meeting experience quality, and accomplishment striving. However, results were somewhat dependent on the time frame of a study and the operational definition used for meeting time demands. Furthermore, perceived meeting effectiveness was found to have a strong, direct relationship with JAWB.

https://interruptions.net/literature/Rogelberg-JAP06-2006-00819-008.pdf

"Not Another Meeting!" Are Meeting Time Demands Related to Employee Well-Being?

List of Contributors Preface Acknowledgements Part I: Foundations: 1 History of Research Methods in Industrial and Organizational Psychology: Measurement, Design, Analysis: James T Austin (Ohio State University), Charles A Scherbaum (Ohio University), Robert A Mahlman (Ohio State University)2 Ethics in Research: Herman Aguinis (University of Colorado at Denver) and Christine A Henle (University of North Carolina, Charlotte)3 Validity and Reliability: Robert M Guion (Bowling Green State University)4 The Relative Validity and Usefulness of Various Empirical Research Designs: Eugene F Stone-Romero (University of Central Florida)5 An Introduction to Qualitative Research: Its Potential for Industrial and Organizational Psychology: Karen Locke (College of William and Mary) and Karen Golden-Biddle (University of Alberta)6 Using Power Analysis to Evaluate and Improve Research: Kevin Murphy (Pennsylvania State University)Part II: Data Collection Procedures and Approaches: 7 Organizational Survey Research: Overview, the Internet/Intranet and Present Practices of Concern: Steven G Rogelberg (Bowling Green State University), Allan H Church (PepsiCo, Inc , New York), Janine Waclawski (PricewaterhouseCoopers, LLP, Connecticut), and Jeffrey M Stanton (Syracuse University)8 Qualitative Data Collection and Analysis: Peter D Bachiochi (Eastern Connecticut State University) and Sara P Weiner (Global Employee Research, IBM, Arizona)9 Computational Modeling: Michael J Zickar (Bowling Green State University) and Jerel E Slaughter (Louisiana State University)10 Research Perspectives on Meta-Analysis: Allen I Huffcutt (Bradley University)11 Methodological Issues in Cross-Cultural Organizational Research: Michele J Gelfand (University of Maryland), Jana L Raver (University of Maryland), and Karen Holcombe Ehrhart (San Diego State University)12 Issues in Multilevel Research: Theory Development, Measurement, and Analysis: David A Hofmann (University of North Carolina)13 Beyond Online Surveys: Internet Research Opportunities for Industrial-Organizational Psychology: Jeffrey M Stanton (Syracuse University) and Steven G Rogelberg (Bowling Green State University)Part III: Data Investigation: 14 Outliers and Influential Cases: Handling Those Discordant Contaminated Maverick Rogues: Philip L Roth and Fred S Switzer III (both Clemson University)15 Coping with Missing Data: Fred S Switzer III and Philip L Roth (both Clemson University)16 Item Analysis: Theory and Practice Using Classical and Modern Test Theory: Barbara B Ellis (University of Houston) and Alan D Mead (Aon Consulting, Illinois)17 Method Variance and Method Bias in Industrial and Organizational Psychology: James M Conway (Central Connecticut State University)18 Basic and Advanced Measurement Models for Confirmatory Factor Analysis: Larry J Williams, Lucy R Ford, and Nhung Nguyen (all Virginia Commonwealth University)19 Modeling Complex Data Structures: The General Linear Model: Richard P DeShon (Michigan State University) and Scott B Morris (Illinois Institute of Technology)20 Longitudinal Modeling: David Chan (National University of Singapore)21 Modeling Nonlinear Relationships: Neural Networks and Catastrophe Analysis: Paul J Hanges (University of Maryland), Robert G Lord (University of Akron), Ellen G Godfre (University of Maryland), and Jana L Raver (University of Maryland)Part IV: Concluding Thoughts: 22 Writing Research Articles: Update on the Article Review Checklist: Erica I Desrosiers, Kathryn Sherony, Eduardo Barros, Gary A Ballinger, Sinem Senol, and Michael A Campion (all Purdue University)23 Securing Our Collective Future: Challenges Facing Those Designing and Doing Research in Industrial and Organizational Psychology: Steven G Rogelberg and Margaret E Brooks-Laber (both Bowling Green State University)Name Index Subject Index

Steven G. Rogelberg

Papers

Introduction: Understanding and Dealing With Organizational Survey Nonresponse

Millennials at Work: What We Know and What We Need to Do (If Anything)

Understanding and Dealing With Organizational Survey Nonresponse

"Not Another Meeting!" Are Meeting Time Demands Related to Employee Well-Being?

Handbook of research methods in industrial and organizational psychology