Statistical control is widely used in correlational studies with the intent of providing more accurate estimates of relationships among variables, more conservative tests of hypotheses, or ruling out alternative explanations for empirical findings. However, the use of control variables can produce uninterpretable parameter estimates, erroneous inferences, irreplicable results, and other barriers to scientific progress. As a result, methodologists have provided a great deal of advice regarding the use of statistical control, to the point that researchers might have difficulties sifting through and prioritizing the available suggestions. We integrate and condense this literature into a set of 10 essential recommendations that are generally applicable and which, if followed, would substantially enhance the quality of published organizational research. We provide explanations, qualifications, and examples following each recommendation.

The importance of autonomy has been asserted by numerous writers in a variety of research domains, e.g., leadership, organizational climate, professionalism, and job design. In this paper, it is argued that research on job autonomy has been hindered by the way it has been conceptualized and operationalized by recent researchers. More specifically, it is suggested that the most commonly used measures of job autonomy operationally confound job autonomy with a conceptually distinct job characteristic (job interdependence/independence). Furthermore, it is suggested that for both theory development and improved organizational interventions it is important to distinguish separate areas (facets) of autonomy. This paper presents the development of a new instrument capable of tapping three distinct types, i.e., “Method A utonoly,” “Scheduling Autonomy,” and “Criteria Autonomy,” of work autonomy. Data relevant to the reliability and the validity of the instrument were gathered in two organizations. The results of several psychometric analyses suggest that the three work autonomy scales are both reliable and valid.

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The way an organization recruits can influence the type of employees it hires, how they perform, and their retention rate. This article provides a selective review of research that has addressed recruitment targeting, recruitment methods, the recruitment message, recruiters, the organizational site visit, the job offer, and the timing of recruitment actions. These and other topics (e.g., the job applicant's perspective) are discussed in terms of their potential influence on prehire (e.g., the quality of job applicants) and posthire (e.g., new employee retention) recruitment outcomes. In reviewing research, attention is given to the current state of scientific knowledge, limitations of previous research, and important issues meriting future investigation.