scholarly journals From Social Burden to Support Elicitation: Development and Validation of a New Measure of Workplace Support Elicitation Experiences

Author(s):  
Christopher M. Gallagher ◽  
Ian M. Hughes ◽  
Melissa G. Keith
2021 ◽  
Author(s):  
Christopher M Gallagher ◽  
Ian Hughes ◽  
Melissa Keith

Receiving social support is widely considered a positive workplace phenomenon, but what about the employees from whom the support is being sought? Following recent calls from social support scholars, we focus on the “potential support provider” perspective of the social support dynamic and propose that the measure of social burden (Yang et al., 2016) currently used to capture this dynamic is significantly limited. In Study 1, we refine and expand the measure of social burden byconstructing and validating a measure of support elicitation experiences (SEE) that distinguishes between emotionally laden SEE (SEE-E; explicit or implicit requests for support with an emotional valence) and instrumental SEE (SEE-I; explicit requests for work-related support). In Study 2, based on Conservation of Resources Theory, we examine how SEE-E and SEE-I differentially relate to work outcomes and explore the potential costs of providing support in response to these behaviors. Results demonstrate that our measure of SEE is an improvement over the social burdenmeasure and support the empirical distinctiveness of emotionally laden (associated with negative outcomes) and instrumental (associated with positive outcomes) support elicitations. In addition, we find some evidence that routinely providing support for both SEE-E and SEE-I carries implications for undesirable workplace behavior. Findings from this research support the notion that there are often differential effects for the kinds of support we elicit from our colleagues andprovides researchers with an improved instrument to assess the social support dynamic from the perspective of potential support providers.


2020 ◽  
Vol 28 (1) ◽  
pp. 243-259
Author(s):  
Khahan Na-Nan ◽  
Natthaya Wongsuwan

Purpose Perceived workplace support (PWS) is an employee’s perception of perceived organisational support (POS), perceived supervisor support (PSS), perceived co-worker support (PCS) and perceived sufficient resource support (PSRS) to operate effectively. The purpose of this paper is to explore the development and validation of employee’s PWS instrument in small and medium-sized enterprises (SMEs). Design/methodology/approach A total of 15 items of employees’ PWS instrument in SMEs were developed from the measurement base of earlier published research, concepts and theory. The instrument was applied to a cross-sectional study and data were collected as factor analyses to confirm and ascertain construct validity. Reliability was tested by measuring the internal consistency. Findings The instrument showed excellent reliability at 0.894. Four factors as “POS”, “PSS”, “PCS” and “PSRS” were extracted and confirmed from the confirmatory factor analysis. Originality/value PWS studies are often used by researchers, human resource departments and organisations to investigate the level of employee support. The instrument developed from this study will enable researchers, human resource departments and organisations to explore levels of POS, PSS, PCS and PSRS.


2007 ◽  
Vol 177 (4S) ◽  
pp. 7-7
Author(s):  
Brent K. Hollenbeck ◽  
J. Stuart Wolf ◽  
Rodney L. Dunn ◽  
Martin G. Sanda ◽  
David P. Wood ◽  
...  

2018 ◽  
Vol 34 (3) ◽  
pp. 193-205 ◽  
Author(s):  
Julia Steinbach ◽  
Heidrun Stoeger

Abstract. We describe the development and validation of an instrument for measuring the affective component of primary school teachers’ attitudes towards self-regulated learning. The questionnaire assesses the affective component towards those cognitive and metacognitive strategies that are especially effective in primary school. In a first study (n = 230), the factor structure was verified via an exploratory factor analysis. A confirmatory factor analysis with data from a second study (n = 400) indicated that the theoretical factor structure is appropriate. A comparison with four alternative models identified the theoretically derived factor structure as the most appropriate. Concurrent validity was demonstrated by correlations with a scale that measures the degree to which teachers create learning environments that enable students to self-regulate their learning. Retrospective validity was demonstrated by correlations with a scale that measures teachers’ experiences with self-regulated learning. In a third study (n = 47), the scale’s concurrent validity was tested with scales measuring teachers’ evaluation of the desirability of different aspects of self-regulated learning in class. Additionally, predictive validity was demonstrated via a binary logistic regression, with teachers attitudes as predictor on their registration for a workshop on self-regulated learning and their willingness to implement a seven-week training program on self-regulated learning.


2020 ◽  
Vol 36 (5) ◽  
pp. 852-863 ◽  
Author(s):  
George Gunnesch-Luca ◽  
Klaus Moser

Abstract. The current paper presents the development and validation of a unit-level Organizational Citizenship Behavior (OCB) scale based on the Referent-Shift Consensus Model (RSCM). In Study 1, with 124 individuals measured twice, both an Exploratory Factor Analysis (EFA) and a Confirmatory Factor Analysis (CFA) established and confirmed a five-factor solution (helping behavior, sportsmanship, loyalty, civic virtue, and conscientiousness). Test–retest reliabilities at a 2-month interval were high (between .59 and .79 for the subscales, .83 for the total scale). In Study 2, unit-level OCB was analyzed in a sample of 129 work teams. Both Interrater Reliability (IRR) measures and Interrater Agreement (IRA) values provided support for RSCM requirements. Finally, unit-level OCB was associated with group task interdependence and was more predictable (by job satisfaction and integrity of the supervisor) than individual-level OCB in previous research.


2008 ◽  
Vol 93 (2) ◽  
pp. 250-267 ◽  
Author(s):  
Troy V. Mumford ◽  
Chad H. Van Iddekinge ◽  
Frederick P. Morgeson ◽  
Michael A. Campion

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