Context, Cognition, and Common Method Variance: Psychometric and Verbal Protocol Evidence

Harrison, David A.; McLaughlin, Mary; Coalter, Terry M.

doi:10.1006/obhd.1996.0103

Cited by 372 publications

(246 citation statements)

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“…Although supporting the existence of CMV, findings by Doty and Glick (1998) indicated that CMV is generally not at a level which challenges the interpretation of empirical results, and thus do not pose any implications to organisational research. Such findings have provided support to studies by Spector (1994Spector ( , 2006, who suggested that CMV is not a severe problem, and Harrison, McLaughlin, and Coalter (1996) who have argued that further investigation is required to substantiate any claim that CMV invalidates the use of questionnaire data.…”

Section: Morse and Reimer (1956)supporting

confidence: 57%

Culture, participative decision making and job satisfaction

Westhuizen

Pacheco

Webber

2012

The International Journal of Human Resource Management

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Section: Morse and Reimer (1956)supporting

confidence: 57%

Culture, participative decision making and job satisfaction

Westhuizen

Pacheco

Webber

2012

The International Journal of Human Resource Management

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“…In addition, to the extent that mono-method variance has inflated the results, this would probably only be the case for the direct hypotheses, as no reason exists to expect interactions owing to common-method variance, as it actually reduces the chances of finding interactions (Harrison, McLaughlin, & Coalter, 1996).…”

Section: Limitations and Research Directionsmentioning

confidence: 99%

Incivility is (not) the very essence of love: Passion for work and incivility instigation.

Birkeland¹,

Nerstad²

2016

Journal of Occupational Health Psychology

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This study explored the relationship between obsessive passion for work and incivility instigations, as well as the moderating role of a mastery motivational climate. A longitudinal, three-wave study was conducted among 1,263 employees from a large Norwegian workers' union across a 10-month time span. The results show that obsessive passion for work relates positively to incivility instigations and that this relationship is stable over time. Building on the person-environment fit perspective, we find that the relationship between obsessive passion for work and incivility instigations is stronger for employees with both high levels of obsessive passion and high perceptions of a mastery climate. Our results underline the importance of considering not only the individual in his/her context, but also of considering the match between the individual's values and the contextual values.

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“…Thus, the three survey scales of interest were statistically discernible. As suggested by prior research (Cleveland & Shore, 1992;Harrison, McLaughlin, & Coalter, 1996), we collected the dependent measures prior to collecting the independent and moderator variables to minimize the potential impact of order effects and percept-percept inflation. Nevertheless, to examine the potential influence of common method variance on study results, we estimated a four-factor method effects model.…”

Section: Statistical Analysesmentioning

confidence: 99%

Engaging the aging workforce: The relationship between perceived age similarity, satisfaction with coworkers, and employee engagement.

Avery¹,

McKay²,

Wilson³

2007

Journal of Applied Psychology

325

229

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Business publications and the popular press have stressed the importance of creating conditions for meaningful employee expression in work roles, also known as engagement. Few empirical studies, however, have examined how individual or situational factors relate to engagement. Consequently, this study examines the interplay between employee age, perceived coworker age composition, and satisfaction with older (older than 55) and younger (younger than 40) coworkers on engagement using a sample of 901 individuals employed in the United Kingdom. Results indicated that satisfaction with one's coworkers related significantly to engagement. Moreover, perceived age similarity was associated with higher levels of engagement among older workers when they were highly satisfied with their coworkers over 55 and lower levels of engagement when they were not.Keywords: age, diversity, engagement, similarity, satisfaction with coworkers Two seemingly unrelated workplace trends could have a considerable conjunctive impact on management. First, the global workforce is aging. In the United States, there are 18.4 million workers age 55 or older, a figure representing 13% of the workforce. By 2015, this number is projected to grow to 31.9 million, or approximately one in every five employees (U.S. General Accounting Office, 2001). Similarly, 41% of the Canadian working population is expected to be between the ages of 45 and 64 by the year 2021 (cf. Lende, 2005). In the United Kingdom, 30% of workers are over 50 (Dixon, 2003). Across the European Union as a whole, the proportion of workers over 50 is expected to rise nearly 25% over the next 15 years ("Turning boomers into boomerangs," 2006).Simultaneously, the challenge of engaging employees is mounting (Fleming, Coffman, & Harter, 2005;May, Gilson, & Harter, 2004;Pech & Slade, 2006). Kahn (1990) initially defined engagement as "the harnessing of organization members' selves to their work roles" (p. 694). Despite its seeming conceptual overlap with existing constructs such as organizational commitment and job involvement, evidence suggests that engagement is a distinct construct (Hallberg & Schaufeli, 2006). According to a survey of 656 chief executive officers hailing from countries around the world, engaging employees is the fourth most important management challenge, behind creating customer loyalty, managing mergers and alliances, and reducing costs (Wah, 1999). Further illustrating the magnitude of this challenge, the Gallup Organization recently found that nearly 20% of U.S. employees were disengaged and an additional 54% were effectively neutral about their work (see Fleming et al., 2005). The authors estimated disengaged employees to cost U.S. organizations more than $300 billion per year in lost productivity. Furthermore, research by Gallup and Towers Perrin (Momal, 2003;Seijts & Crim, 2006) suggests that employee disengagement is equally problematic in other countries as well. In fact, the latter found that only 14% of more than 85,000 employees across 16 countries were eng...

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Context, Cognition, and Common Method Variance: Psychometric and Verbal Protocol Evidence

Cited by 372 publications

References 0 publications

Culture, participative decision making and job satisfaction

Culture, participative decision making and job satisfaction

Incivility is (not) the very essence of love: Passion for work and incivility instigation.

Engaging the aging workforce: The relationship between perceived age similarity, satisfaction with coworkers, and employee engagement.

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