Author
Timothy R. Hinkin
Other affiliations: University of Miami
Bio: Timothy R. Hinkin is an academic researcher from Cornell University. The author has contributed to research in topics: Hospitality industry & Turnover. The author has an hindex of 25, co-authored 50 publications receiving 8641 citations. Previous affiliations of Timothy R. Hinkin include University of Miami.
Papers
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TL;DR: The problem of adequate measurement of abstract constructs is perhaps the greatest challenge to understanding the behavior of people in organizations as discussed by the authors, and the problem with the reliability and validity of measures us...
Abstract: The adequate measurement of abstract constructs is perhaps the greatest challenge to understanding the behavior of people in organizations. Problems with the reliability and validity of measures us...
2,575 citations
TL;DR: In this paper, a review of scale development procedures for 277 measures used in 75 articles published in leading academic journals from 1989 to 1994 is presented, pointing out some of the problems encountered and providing examples of what could be considered "best practices" in scale development and reporting.
2,285 citations
TL;DR: A systematic seven-step process for developing reliable and valid measurement instruments that can be used in any hospitality industry field research setting is outlined here to assist researchers in devising usable scales.
Abstract: The purpose of this paper is to describe the process for developing reliable and valid measurement instruments that can be used in any hospitality industry field research setting. Many instances ex...
585 citations
TL;DR: Employee turnover does more than reduce service quality and damage employee morale, it also hits a hotel's pocketbook as discussed by the authors, and it hits the hotel's bottom line as well.
Abstract: Employee turnover does more than reduce service quality and damage employee morale—it hits a hotel's pocketbook.
561 citations
TL;DR: In this article, the mise au point et des proprietes psychometriques de mesures des different types of pouvoirs is presented. André et al.
Abstract: Presentation de la mise au point et des proprietes psychometriques de mesures des differents types de pouvoir
426 citations
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TL;DR: The extent to which method biases influence behavioral research results is examined, potential sources of method biases are identified, the cognitive processes through which method bias influence responses to measures are discussed, the many different procedural and statistical techniques that can be used to control method biases is evaluated, and recommendations for how to select appropriate procedural and Statistical remedies are provided.
Abstract: 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.
52,531 citations
TL;DR: The establishment of measurement invariance across groups is a logical prerequisite to conducting substantive cross-group comparisons (e.g., tests of group mean differences, invariance of structura, etc.).
Abstract: The establishment of measurement invariance across groups is a logical prerequisite to conducting substantive cross-group comparisons (e.g., tests of group mean differences, invariance of structura...
6,086 citations
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01 May 1997
TL;DR: Coaching & Communicating for Performance Coaching and 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 as mentioned in this paper.
Abstract: 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.
4,935 citations
TL;DR: This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership, revealing an overall validity of .44 for transformational leadership and this validity generalized over longitudinal and multisource designs.
Abstract: This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance.
3,577 citations
TL;DR: In this paper, social learning theory is used as a theoretical basis for understanding ethical leadership and a constitutive definition of the ethical leadership construct is proposed. But, little empirical research focuses on an ethical dimension of leadership.
3,547 citations