Scale Mean and Variance Differences in MTurk and Non-MTurk                     Samples

Keith, Melissa G.; Stevenor, Brent A.; McAbee, Samuel T.

doi:10.1027/1866-5888/a000309

Cited by 15 publications

(9 citation statements)

References 65 publications

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“…We collected data via Amazon MTurk, which had the advantage that participants did not come from a single or only a few organizations (Landers & Behrend, 2015). Moreover, MTurk samples are similar in data quality compared to other traditional samples such as student or community samples (Buhrmester et al, 2011;Cheung et al, 2017; PREDICTING DECISION-MAKERS' ALGORITHM USE 21 Keith et al, 2022). Additionally, to ensure data quality, we followed recommendations and carefully screened participants based on attention checks and impossible answers (Aguinis et al, 2021).…”

Section: Discussionmentioning

confidence: 99%

Predicting decision-makers’ algorithm use

Neumann

Niessen

Meijer

2023

Computers in Human Behavior

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Section: Discussionmentioning

confidence: 99%

Predicting decision-makers’ algorithm use

Neumann

Niessen

Meijer

2023

Computers in Human Behavior

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“…Numerous studies have demonstrated MTurk's ability to deliver heterogeneous, representative samples comparable to other samples (e.g. nationally representative and organisational; Keith et al, 2023; Merz et al, 2020). For example, Grawitch et al's (2013) organisational sample included mostly women; our sample, consistent with similar MTurk samples (Wayne et al, 2017, 2022), is more aligned with demographics of the current U.S. employed population (Bureau of Labor Statistics, 2023).…”

Section: Discussionmentioning

confidence: 99%

Work–life conflict and facilitation: Mostly indirect effects on domain‐specific and work–life balance satisfaction over time

Lavigne

Grawitch

2023

Int J Psychol

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The majority of work–life research has been anchored around work–life conflict/facilitation and balance constructs, though these constructs have largely been examined in isolation from one another. The purpose of the current study is to provide a direct replication and longitudinal extension of Grawitch et al.'s cross‐sectional study exploring work–life balance satisfaction's relation to interdomain conflict and facilitation. We conducted a three‐wave longitudinal study (0, 1 and 6 months) to test the causal assumptions of the original study. In addition to exploring relationships between bidirectional conflict/facilitation and work–non‐work balance (WLB) satisfaction variables, the pathways by which work–life constructs influence work and non‐work life satisfaction were examined. Time 1 results largely replicated those from Grawitch et al. Time 2 and Time 3 models demonstrated consistency in the relationships between satisfaction with work and non‐work life and work–life balance and general stability across time points. Work–life conflict and life–work facilitation demonstrated the strongest indirect effects from Time 1 to Time 3 satisfaction constructs. Theoretical and practical implications are discussed in light of these findings.

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“…We 400 full-time employees from various work contexts using Amazon's Mechanical Turk platform (MTurk). Though meta-analytic studies show MTurk samples produce su ciently valid data (e.g., Keith et al, 2022), we utilized several of Aguinis et al's (2021) procedures for reducing validity concerns. We doublescreened all participants for study inclusion criteria, activated MTurk's premium screening tool, employed CAPTCHA veri cation, utilized two attention checks, and ran the Qualtrics fraud detection tool to analyze suspicious patterns of responses, including inattention.…”

Section: Participantsmentioning

confidence: 99%

Mapping and measuring leadership practices intended to foster meaningful work

Mercurio

Myles

Adams

et al. 2023

Preprint

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Experiencing meaningful work is strongly linked to occupational health, and organizational leaders can play a role in facilitating meaningful work through various practices. However, studies identifying and classifying specific leadership practices that foster meaningful work are limited. In this article, we distill and clarify major ways leaders might enable meaningful work and contribute a new tool to assess them. In three studies of employees in various work contexts (N = 689; N = 647, N = 351), we administered a set of items measuring numerous practices leaders use to cultivate meaningful work elicited from a qualitative study of organizational leaders and a literature review. Dimensionality reduction techniques distilled these practices into six distinct domains. We then validated a diagnostic instrument to measure the extent to which leaders engage in each practice (the Practices for Meaning Diagnostic) and explored associations with employee experiences of meaningful work, psychological meaningfulness, and related variables, finding strong relationships. The six identified leadership practices are: communicating the work’s bigger impact, recognizing and nurturing potential, fostering personal connections, discussing values and organizational purpose during hiring, enacting integrity through modeling values-based behaviors, and giving employees freedom. Our results provide a way for leaders to assess practices intended to foster meaningful work and a way for researchers to test the practices’ effectiveness. We also describe contributions to research, theory, and practice.

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Scale Mean and Variance Differences in MTurk and Non-MTurk Samples

Cited by 15 publications

References 65 publications

Predicting decision-makers’ algorithm use

Predicting decision-makers’ algorithm use

Work–life conflict and facilitation: Mostly indirect effects on domain‐specific and work–life balance satisfaction over time

Mapping and measuring leadership practices intended to foster meaningful work

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