Employee attitude surveys: Examining the attitudes of noncompliant employees.

Rogelberg, Steven G.; Luong, Alexandra; Sederburg, Matthew E.; Cristol, Dean

doi:10.1037/0021-9010.85.2.284

Cited by 114 publications

(165 citation statements)

References 33 publications

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“…In the simulations presented in Study 2, we examine the impact of using group-retention rules when data were missing systematically. The latter approach is consistent with recent research that has suggested that nonresponse is often linearly related to the variables investigated (e.g., Rogelberg, Conway, Sederburg, Spitzmüller, Aziz, & Knight, 2003;Rogelberg, Luong, Sederburg, & Cristol, 2000).…”

supporting

confidence: 74%

“…Moreover, our results do not address the question of which nonresponse patterns actually occur in organizational surveys. Theorizing and empirical data do suggest, however, that the nonresponse patterns that we modeled in our simulations are not unreasonable (see Allen et al, 2007a;Borg & Baumgärtner, 2008;Rogelberg et al, 2000Rogelberg et al, , 2003Williams, Allen, & Carter, 2010). Nonetheless, nonresponse can occur in countless ways, and we could not model them all.…”

Section: Limitationsmentioning

confidence: 99%

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Examining workgroup diversity effects: does playing by the (group-retention) rules help or hinder?

et al. 2011

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Group diversity researchers are often faced with the problem of calculating diversity indices for groups that are incomplete due to participant nonresponse. Because participant nonresponse may attenuate the correlations that are observed between group diversity scores and outcome variables, some researchers use group-retention rules based on within-group response rates. With this approach, only those groups that have a within-group response rate at, or higher than, the rate prescribed by the group-retention rule are retained for subsequent analyses. We conducted two sets of experiments using computer simulations to determine the usefulness of group-retention rules. We found that groupretention rules are not a substitute for a high response rate and may decrease the accuracy of observed relations, and consequently, we advise against their use in diversity research.Keywords Missing data . Diversity . Groups . Retention rulesOver the past two decades, researchers and practitioners have shown considerable interest in understanding the impact that workgroup diversity has on group-level process variables (e.g., conflict, communication) and outcome variables (e.g., viability, innovation, performance). Some theoretical perspectives, such as the information-processing/decision-making approach (Ancona & Caldwell, 1992;De Dreu & West, 2001;Gruenfeld, Mannix, Williams, & Neale, 1996), predict that diversity will enhance processes and outcomes, whereas others, in particular the social identity, self-categorization, and similarity attraction perspectives (e.g., Byrne, 1971;Hogg & Abrams, 1988;Tajfel & Turner, 1986), predict that diversity will disrupt processes and impede outcomes. As various reviewers have concluded, the overall pattern of findings examining the effects of diversity is quite mixed (e.g., Horwitz & Horwitz, 2007;King, Hebl, & Beal, 2009;Mannix & Neale, 2005;Riordan, 2001;van Knippenberg, De Dreu, & Homan, 2004;Williams & O'Reilly, 1998). In their review, Mannix and Neale argued that these mixed results will only be clarified "by carefully considering moderators such as context, by broadening our view to include new types of diversity such as emotions and networks, and by focusing more carefully on mediating mechanisms" (p. 32). More recently, King et al. expressed a similar sentiment and emphasized the need, in future diversity research, to examine group processes and outcomes with greater specificity.We agree with these observations, but would add that methodological issues associated with diversity research also need careful scrutiny. Specifically, we contend that clarifying the mixed results within the diversity literature requires attention to how, and from whom, researchers collect the data on which diversity variables are based (e.g., Riordan, 2001), how well researchers' conceptualizations of diversity match their operationalizations of diversity (e.g., Harrison & Klein, 2007), and how researchers handle the ubiquitous missing-data problem that hampers the accurate assessment of workgroup dive...

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supporting

confidence: 74%

Section: Limitationsmentioning

confidence: 99%

Examining workgroup diversity effects: does playing by the (group-retention) rules help or hinder?

et al. 2011

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“…Although the sample was not significantly different from employee population in terms of age, gender, organizational tenure, work status, or education, we could not estimate whether the non-response was random or not (Newman, 2009). It could be that unsatisfied employees are less willingly to cooperate with a study that has been supported by their organization (Rogelberg, Luong, Sederburg, & Cristol, 2000). However, at the same time it could be that unsatisfied employees use organizational surveys to express their opinions about the organization (Newman, 2009;Rogelberg et al, 2003).…”

mentioning

confidence: 99%

The relations between work centrality, psychological contracts, and job attitudes: The influence of age

Bal¹,

Kooij²

2011

European Journal of Work and Organizational Psychology

154

170

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“…Those refusing explicitly to take part in organizational surveys are likely to be less committed to their organizations, less satisfied with their supervisors and more likely to quit (Rogelberg et al, 2000). Whilst the use of WBS rather than MBS may introduce response bias to questions related to technology adoption, online respondents having more developed IT skill sets (Couper, 2000), it is unclear whether differences will occur regarding other topics.…”

Section: Differences In Response Contentmentioning

confidence: 99%

Web versus Mail

Saunders

2011

Field Methods

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Despite organisations' widespread Internet use and ready availability of Web survey software, few studies have examined explicitly the impact on employees' responses of using Web as opposed to mail based surveys. Using an experimental design in an environment where employees are IT literate using the Internet in their everyday work, this article addresses this gap using an employee attitude survey distributed to a 50% systematic sample of 3338 employees by mail, remaining employees receiving the survey via a Web-link. Although the return rate for Web (49.1%) was higher than for mail (33.5%), quality of Web returns was reduced by a higher number of partial responses and abandonments. Taking into account effect size, significant differences in response were small other than for open question content. Recommendations regarding use of Web based surveys are offered and areas for future research suggested.

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Employee attitude surveys: Examining the attitudes of noncompliant employees.

Cited by 114 publications

References 33 publications

Examining workgroup diversity effects: does playing by the (group-retention) rules help or hinder?

Examining workgroup diversity effects: does playing by the (group-retention) rules help or hinder?

The relations between work centrality, psychological contracts, and job attitudes: The influence of age

Web versus Mail

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