Fluent Essays

In your role as a consultant for Walden Sports, it is important to understand why certain instruments are more effective than others. You have had practice, in this course and others before it, selecting measures to address organizational development problems. This assignment builds upon previous similar assignments in that you will be identifying workplace issues, selecting appropriate measurement tools and strategies, and providing rationale for their use ( DO NOT USE EMPLOYEE SATISFICATION SURVEYS). Make sure to choose a different instrument and items than ones previously used. It is recommended that you go into greater depth and explore additional measurement strategies for this assignment.    To prepare for the Assignment: Identify job attitudes that will be measured at Walden Sports. Identify appropriate items and instruments to use in measuring selected job attitudes. Review psychometric properties of instruments and measurement items. By Day 7 Submit a 3- to 5-page paper (not including references) that addresses the following: Write a report explaining to the client what you plan to measure and how you plan to do so. Your measurement strategy should include existing instruments such as questionnaires as well as specific additional items that you might use to score specific job attitudes. You should include detailed information about the psychometric properties of your measurement tools. Keep in mind that your client may or may not be familiar with job satisfaction questionnaires or psychometric properties, so consider your audience in your writing and be sure to follow APA style. Summarize the job attitudes that need to be measured in the organization. Summarize the three instruments you might use to measure job satisfaction, organizational commitment, and job involvement in the organization. Justify your use of these instruments. Summarize the psychometric properties of the instruments. Summarize specific items and the scoring method you might use as part of a separate diagnostic survey.Sunshine Sports Introduction Program Transcript BENJAMIN JONES: Hi, Im Benjamin Jones co-founder of Walden Sports. Come on in. Thank you for coming in today. As you know, I want to make some changes that will benefit our employees, and Im really looking forward to hearing from you how you might be able to help. Theres a lot to go over. I think Ill just start by giving you the lay of the land. Walden Sports was founded just over 12 years ago. And weve expanded our product line to include everything that adventurous travelers demand from sleeping bags, to tents, to guide books, maps, even insurance. Our clothing and equipment sales are $1,420,000 per year with a gross profit of $202,400. We employ 70 people part-time and full-time distributed over a variety of departments, including finance, marketing, and operations. And really exciting, weve recently started a mail order division through our website which has required our establishing a mail order fulfillment department and an IT department. Business has been so good the last few years were able to donate 5\% of our gross profit to charity. Last year, Walden acquired an agency called Earth Travelers, one of the most respected tour operators in the market, and we began selling their services in our stores. In the six months that weve been selling these travel agency services weve sold 200 vacation packages at an average cost of $3,340. Walden Sports is 10\% commission on the sales has been $66,800. In addition, 35 insurance policies have been sold at an average price of $167 yielding $1,754 from a 30\% commission. This growth which at first seemed like a blessing, has caused some major challenges for us though. In the past six months, weve seen a sharp decrease in productivity and an increase in turnover and absenteeism. Moreover, people dont seem as energized and motivated as they once were. There was once a time when our employees would not only work late but reach out and offer assistance to other employees who are falling behind in their workload. We dont see that anymore. We used to have social activities and happy hour at least once a month to boost employee morale. Now hardly anybody comes to those activities. Until now, employees would take great pride in what they did and with whom they worked. They even took every opportunity to wear the companys clothing as often as they could. But not anymore. And all of that is why weve asked you here today. We really need somebody from the outside to come in and find out whats going on and tell us what we can do to make things better. Do you think you can help? © 2012 Laureate Education, Inc. ©2012 Laureate Education, Inc. 1 ©2012 Laureate Education, Inc. 2International Journal of Environmental Research and Public Health Article The Efficient Measurement of Job Satisfaction: Facet-Items versus Facet Scales Angelika Lepold ID , Norbert Tanzer, Anita Bregenzer and Paulino Jiménez * ID Department of Psychology, University of Graz, 8010 Graz, Austria; [email protected] (A.L.); [email protected] (N.T.); [email protected] (A.B.) * Correspondence: [email protected]; Tel.: +43-316-380-5128 Received: 25 May 2018; Accepted: 25 June 2018; Published: 28 June 2018 ���������� ������� Abstract: The measurement of job satisfaction as a central dimension for workplace health and well-being is crucial to set suitable health- and performance-enhancing management decisions. Measuring different facets of job satisfaction leads to a more precise understanding about job satisfaction in research as well as to more specific interventions in companies. This study examines the measurement of job satisfaction with facet scales (multiple-items for one facet) and facet-items (one item for one facet). Facet-items are a cost-effective and fast way to measure job satisfaction in facets, whereas facet scales are more detailed and provide further information. Results from 788 bank employees showed that facet-items of job satisfaction were significantly correlated with the corresponding facet scales and had high factor loadings within the appropriate factor. Furthermore, the same correlational pattern between facet scales and external criteria was found for facet-items and external criteria (identification with the company, work engagement, stress, resources). The findings support the usage of facet-items in companies and in research where cost- and time-effectiveness is imperative and the usage of facet scales where an even deeper understanding of job satisfaction is needed. In practice, the usage of efficient measurements is evident, especially in the upcoming field of eHealth tools. Keywords: workplace health promotion; job satisfaction; facet-items; facet scales; measurement; effectiveness 1. Introduction Is your job making you feel satisfied? Job satisfaction (JS) is one of the most studied fields of work design research in psychology [1]. The wide interest of JS is valid for research and for organizations [2]. JS can be seen in two different ways: On one hand, JS is used as a measurement for well-being of employees [3]. In this respect, JS displays the emotional state of the employees that is also frequently used as an indicator in workplace health promotion projects to develop specific interventions [4]. On the other hand, JS is seen in a dynamic process as a predictor and outcome variable for other job-related factors in the direction of performance [5,6], e.g., work engagement. Since engaged employees are more productive [7], organizations want to explore the level of JS of their employees. High JS can be a goal for organizations to reduce their fluctuations and to enhance their performance, but for the employeeEura s ian Journal of Educational Research 85 (2020) 205-224 Eurasian Journal of Educational Research www.ejer.com.tr The Role of Self-Efficacy in Job Satisfaction, Organizational Commitment, Motivation and Job Involvement* Selcuk DEMIR1 A R T I C L E I N F O A B S T R A C T Article History: Purpose: Self-efficacy belief procures teachers to root for each other’s development in some issues such as ameliorating new methods to conduct much more effective teaching. A school with a high level of self- efficacy teachers makes a great contribution in order to corroborate self-efficacy perceptions of students. When examining it on a model with many attitudinal variables, self-efficacy belief, an important concept in terms of education quality, has been deemed significant so as to propound the effects of self - efficacy more clearly. This study aimed to determine the relationship between self-efficacy and job satisfaction, organizational commitment, motivation and job involvement. Research Method: 321 teachers from 33 schools that were selected randomly with the cluster sampling method from the middle schools in the province of Received: 21 Dec. 2018 Received in revised form: 04 Jan. 2020 Accepted: 11 Jan. 2020 DOI: 10.14689/ejer.2020.85.10 Keywords self-efficacy, attitudinal outputs, mediation effect, performance, productivity Hatay city center in the 2017-2018 academic year have composed the sampling of this study. Findings: The more teachers’ self-efficacy beliefs increased, the more their job satisfaction, organizational commitment, motivation and job involvement increased. Both job satisfaction and organizational commitment partially mediated the relationship between teachers’ sense of self-efficacy and motivation. Self-efficacy beliefs positively affected teachers’ job involvement through the full mediation effect of job satisfaction and motivation. Organizational commitment and motivation fully mediated the relationship between teachers’ self-efficacy and job involvement. Implications for Research and Practice: It is crucial for school administrators to contribute to amend and strengthen self-efficacy perceptions of teachers if they hope teachers to take positive attitudes towards their work much more frequently and to take the edge off negative attitudes. © 2020 Ani Publishing Ltd. All rights reserved *This study was partly presented at the 5th International Eurasian Educational Research Congress in Antalya, 02 May – 05 May, 2018 1 Ministry of National Education E -mail: [email protected], TURKEY ORCID: https://orcid.org/0000 -0003-2904-6443 206 Selcuk DEMIR Eurasian Journal of Educational Research 85 (2020 ) 205-224 Introduction In developing countries, teachers are the most important members of the education system. These countries want to recruit teachersBreach of Psychological Contract and Job Involvement: Does Organizational Cynicism Mediates the Relationship? Muhammad Nadim * ,Seerat Fatima † , Sana Aroos ‡ And Muhammad Haroon Hafeez § ABSTRACT This research study examined the association between breach of psychological contract & job involvement of nurses working in public health care sector of Pakistan. Specifically, this study has introduced organizational cynicism as a mediator between breach of psychological contact and job involvement. By using self-administered survey, we collected data from 162 nurses employed in various public sector hospitals in Pakistan. Findings of this study highlighted that breach of psychological contract causes decrease in job involvement of nurses among public sector hospitals and this association is partially mediated through organizational cynicism. Implications for practice and future research directions are highlighted. Keywords: Breach of psychological contract (BPC), Job involvement, Organizational cynicism, Pakistan. Introduction Once an individual joins an organization, many contracts are signed containing terms and conditions of employment. But it is often seen that many employees do not recognize that they are also entering intoone moretype of contract that is not written nor enunciated. This unwritten agreement or common expectation between employer and employees is called a psychological contract (Rousseau, 1989). A psychological contact breach is defined as employees’ insight that their organization has proved unsuccessful to execute some duties or commitments coupled with perceived mutual promises (Tetrick&Gakovic, 2003). The breach of contract causes several depressing upshots in an organization which include organizational cynicism (O’Leary- Kelly & Johnson, 2003).Organizational cynicism refers to an employee’s negative attitude towards his organization, consisting of three dimensions:(1) a strong perception that his employing organization lacks truthfulness or integrity; (2) negative affect with respect of his employing organization; and (3) tendencies of arrogant and unproductive behaviors directed towards one’s employing organization representing these beliefs and affect (Brandes, Dean&Dharwadkar, 1998). On the other hand, job involvement is considered as a type of the job attitudes(Janasz, Forret, Haack&Jonsen, 2013). Employee’s high job involvement is a necessary condition for effective functioning of the organization because it results in a number of positive consequences for the organization including high job satisfaction, high commitment, lower intentions to quit (McElroy et al., 1995) low tendency to leave the work early, high effort level and performance (Blau& Ryan, 1997).However,job involvement in nursing profession is lacking in developing countries like Pakistan due to multiple reasons including low- graded status of nurse, la