Estimating the Reliability of a Single-Item Measure

1996 ◽  
Vol 78 (2) ◽  
pp. 631-634 ◽  
Author(s):  
John P. Wanous ◽  
Arnon E. Reichers
Keyword(s):  
Job Satisfaction ◽  
Decision Making ◽  
Internal Consistency ◽  
Internal Consistency Reliability ◽  
Original Data ◽  
Attitudes And Beliefs ◽  
Conservative Estimate ◽  
Single Item ◽  
Multiple Item ◽  
Participation In Decision Making

Single-item measures of employees' attitudes and beliefs are generally discouraged because their (internal consistency) reliability cannot be estimated. This results in the concern that reliability may be unacceptably low, particularly when compared to scales used to measure the same construct. A method for estimating the reliability of a single-item measure is demonstrated on original data that included both a single-item and a multiple-item measure of three constructs, namely, Over-all Job Satisfaction, Perceived Amount of Participation, and Desired Amount of Participation in decision-making. The average minimum estimated reliability for these single-item measures is .57; however, a realistic yet conservative estimate of their likely minimum reliability is at least .70.

Participation in decision making: a case study of job satisfaction and commitment (part two)

2013 ◽  
Vol 45 (6) ◽  
pp. 352-358
Author(s):  
Steven H. Appelbaum ◽  
Damien Louis ◽  
Dmitry Makarenko ◽  
Jasleena Saluja ◽  
Olga Meleshko ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Decision Making ◽  
Participation In Decision Making

Participation in decision making: a case study of job satisfaction and commitment (part one)

2013 ◽  
Vol 45 (4) ◽  
pp. 222-229 ◽  
Author(s):  
Steven H. Appelbaum ◽  
Damien Louis ◽  
Dmitry Makarenko ◽  
Jasleena Saluja ◽  
Olga Meleshko ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Decision Making ◽  
Participation In Decision Making

Impact of Participation in Decision Making on Job Satisfaction: An Organizational Communication Perspective

2016 ◽  
Vol 19 ◽  
Author(s):  
Ying Xia ◽  
Li Zhang ◽  
Ning Zhao
Keyword(s):  
Job Satisfaction ◽  
Decision Making ◽  
Factor Model ◽  
Social Capital Theory ◽  
Open Communication ◽  
Capital Theory ◽  
Communication Openness ◽  
Participation In Decision Making ◽  
Free Flow Of Information ◽  
The Relationship

AbstractParticipation in organizational decision-making has received considerable attention from scholars. Beyond the perspectives proposed in past studies, we offer a new account, based upon a communication perspective, to explain why and when participation in decision-making can influence job satisfaction. Drawing from social capital theory, we examine whether communication openness mediates the relationship between participation in decision-making and job satisfaction. We also investigate how information adequacy moderates this mediated process. Results from a sample of 184 employees in China showed that the four-factor model was the best fitting solution (CFI = .91, GFI = .90, RMSEA = .09). The analyses indicated that employees’ participation in decision-making positively affected their job satisfaction (β = .32, p < .001), and the effect was mediated by communication openness (direct effect became non-significant when communication openness was included: β = .06, n.s.). Results also found that decision-making information adequacy positively moderated the relationship between participation in decision-making and communication openness (β = .13, p < .05). Thus, open communication and the free flow of information within organizations should be encouraged.

Temporary contracts, participation in decision making and job satisfaction in European workers

2017 ◽  
Vol 38 (6) ◽  
pp. 875-892 ◽  
Author(s):  
Salomé Goñi-Legaz ◽  
Andrea Ollo-López
Keyword(s):  
Job Satisfaction ◽  
Decision Making ◽  
Negative Impact ◽  
Secondary Data ◽  
Temporary Workers ◽  
Data Set ◽  
Content Type ◽  
Temporary Contracts ◽  
Temporary Contract ◽  
Participation In Decision Making

Purpose The purpose of this paper is to establish to what extent temporary contract and participation in decision making impact on employees job satisfaction and to propose a model whereby participation in decision making mitigates against the negative impact that temporary work has on job satisfaction. Design/methodology/approach The authors use data for a representative sample of 14,778 employees in 23 European countries. In order to test the hypotheses, the authors use regression models and the Chow test. Findings The results show that while temporary contracts decreases job satisfaction, participation in decision making increases it. However, autonomous teams, job autonomy, and job involvement buffer against the negative effect that temporary contract has on job satisfaction. Research limitations/implications The use of secondary data and the non-longitudinal nature of the data set. Practical implications The effect of participation in decision making in job satisfaction is greater for temporary workers than for permanents. Participation in decision making should not be restricted to permanent workers. Originality/value Participation in decision making and temporary contracts has been considered incompatible practices. The paper contributes to enrich the understanding of the relationship between these practices and job satisfaction. Sample representatives support the results obtained.

scholarly journals Changing to improve? Organizational change and change-oriented leadership in hospitals

2020 ◽  
Vol 34 (6) ◽  
pp. 687-706
Author(s):  
Olaug Øygarden ◽  
Espen Olsen ◽  
Aslaug Mikkelsen
Keyword(s):  
Job Satisfaction ◽  
Decision Making ◽  
Organizational Change ◽  
Service Quality ◽  
Structural Equation ◽  
Structural Model ◽  
Content Type ◽  
Participation In Decision Making ◽  
The Impact ◽  
Performance Obstacles

PurposeThis paper aims to fill gaps in one’s knowledge of the impact of organizational change on two outcomes relevant to hospital service quality (performance obstacles and physician job satisfaction) and in one’s knowledge of the role of middle manager change-oriented leadership in relation to the same outcomes. Further, the authors aim to identify how physician participation in decision-making is impacted by organizational change and change-oriented leadership, as well as how it mediates the relationships between these two variables, performance obstacles and job satisfaction.Design/methodology/approachThe study adopted a cross-sectional survey design including data from Norwegian hospital physicians (N = 556). A hypothetical model was developed based on existing theory, confirmatory factor analysis was carried out in order to ensure the validity of measurement concepts, and the structural model was estimated using structural equation modelling.FindingsThe organizational changes in question were positively related to performance obstacles both directly and indirectly through participation in decision-making. Organizational change was also negatively related to job satisfaction, both directly and indirectly. Change-oriented leadership was negatively related to performance obstacles, but only indirectly through participation in decision-making, whereas it was positively related to job satisfaction both directly and indirectly.Originality/valueThe authors developed a theoretical model based on existing theory, but to their knowledge no other studies have tested these exact relationships within one model. These findings offer insights relevant to current and ongoing developments in the healthcare field and to the question of how hospitals may deal with continuous changes in ways that could contribute positively towards outcomes relevant to service quality.

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