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 structural parameter estimates), but measurement invariance is rarely tested in organizational research. In this article, the authors (a) elaborate the importance of conducting tests of measurement invariance across groups, (b) review recommended practices for conducting tests of measurement invariance, (c) review applications of measurement invariance tests in substantive applications, (d) discuss issues involved in tests of various aspects of measurement invariance, (e) present an empirical example of the analysis of longitudinal measurement invariance, and (f) propose an integrative paradigm for conducting sequences of measurement invariance tests.

■Many researchers have suggested that meeting time, scope, and budget goals, sometimes called 'project efficiency,' is not the comprehensive measure of project success.

Organizations are currently facing the retirement of many older workers and the challenge of recruiting and retaining young talent. However, few studies have empirically substantiated generational differences in work values. This study examines the work values of a nationally representative sample of U. S. high school seniors in 1976, 1991, and 2006 (N = 16,507)

Everyone can recite methodological "urban legends" that were taught in graduate school, learned over the years through experience publishing, or perhaps just heard through the grapevine. In this article, the authors trace four widely cited and reported cutoff criteria to their (alleged) original sources to determine whether they really said what they are cited as having said about the cutoff criteria, and if not, what the original sources really said. The authors uncover partial truths in tracing the history of each cutoff criterion and in the end endorse a set of 12 specific guidelines for effective academic referencing provided by Harzing that, if adopted, should help prevent the further perpetuation of methodological urban legends.

A theoretical process‐oriented model of affective organizational commitment is presented to explain the psychological mechanisms that may trigger individuals' affective commitment to their organization. An operational version of the model is tested, along with several theoretically based alternative models, using meta‐analytic correlations and structural equations modelling. Results suggest that intrinsic motivation is a partial mediator of the relationship between several exogenous variables (job characteristics and work context variables) and work attitudes (affective organizational commitment and general job satisfaction). In addition, affective commitment and general job satisfaction are related to turnover behaviour, whereas only affective commitment is related to absenteeism. Implications for theory and applied research are discussed.