Measurement models for linking latent variables and indicators: A review of human resource management research using parcels

Williams, Larry J.; O’Boyle, Ernest H.

doi:10.1016/j.hrmr.2008.07.002

Cited by 302 publications

(273 citation statements)

References 39 publications

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“…We used AMOS 7.0 (Arbuckle, 2006) and the "random assignment" approach suggested by Little, Cunningham, Shahar, and Widman (2002) to allocate items to the item-parcels used in the first order partial disaggregation model (Bagozzi & Edwards, 1998;Landis, Beal, & Tesluk, 2000;Williams & O'Boyle Jr., 2008). The principal advantages of the partial disaggregation model are that it reduces the number of parameters to be estimated and at the same time tends to decrease measurement error (Bagozzi & Edwards, 1998).…”

Section: Resultsmentioning

confidence: 99%

A Temporal Analysis of the Relation between Organisational Commitment and Work Motivation

et al. 2008

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Meyer, Becker, and Vandenberghe (2004) recently proposed a model linking work motivation to organisational commitment. Two studies tested these links prospectively with employees from a Canadian telecommunications company and from an Italian autoparts company. Self-determination theory provided the framework to measure work motivation, such that measures of external, introjected and identified regulation, and intrinsic motivation were linked to Allen and Meyer's (1990) and to O'Reilly and Chatman's (1986) tripartite models of organisational commitment. We hypothesised that Time 1 motivation would be related to changes in commitment over time, but that Time 1 commitment would not be related to motivational changes over time. Results supported hypotheses for affective and normative commitment, but not for continuance commitment.Organisational commitment has become an important concept in organisational behaviour over the past few decades. It is defined as a psychological state or a force that binds the individual to a target, in this case the organisation Meyer, Becker, & Van Dick, 2006). The breadth of this definition has allowed researchers to examine different types of commitment to organisations, their development, and their effects on people and organisations. Allen and Meyer (1990) proposed a tripartite conceptualisation of organisational commitment. Affective commitment is defined as the emotional attachment and identification a person has to an organisation, and that person's involvement in that organisation. For example, one can feel proud to be a member of organisation X and truly want X to be successful. Normative commitment is defined as a feeling of obligation or loyalty toward an organisation. For example, one can feel loyal to a family business or indebted to 220 MOTIVATION AND COMMITMENT INFLUENCESan organisation because it has paid for one's education. Continuance commitment is defined as the perceived cost of leaving an organisation. For example, one can stay in an organisation in order not to lose a good pension plan, or because one has poor job alternatives (Meyer, Stanley, Herscovitch, & Topolnytsky, 2002). O'Reilly and Chatman (1986) proposed a different tripartite conceptualisation of organisational commitment based on Kelman's (1958) theory of attitude change. To them, organisational commitment is the attitude one has about the organisation that can develop through one of three mechanisms. The first mechanism, identification, represents feeling like an integral member of the organisation, having a sense of belonging, and a sense of pride. The second mechanism, internalisation, represents acceptance of organisational values, and a willingness to adhere to these values at work. The authors often merge these two subscales to form a single dimension that they call normative commitment. In this paper, however, we will give it a different name to avoid confusing it with Allen and Meyer's (1990) normative commitment concept, and call it integrative commitment. The third mechanism, instrumentalit...

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Section: Resultsmentioning

confidence: 99%

A Temporal Analysis of the Relation between Organisational Commitment and Work Motivation

et al. 2008

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“…We used a domain representativeness approach to create parcels for the engagement variable (see Williams and O'Boyle 2008), which is appropriate due to the theoretical three-factor dimensionality of the UWES and the strong correlations between the three dimensions found in other research studies (Schaufeli et al 2006) and in this study (vigor-dedication r = .96; absorption-vigor r = .97; absorption-dedication r = .91). We included items from each of the three dimensions within every parcel, using a factorial algorithm (Rogers and Schmitt 2004).…”

Section: Work Engagementmentioning

confidence: 99%

Four Research Designs and a Comprehensive Analysis Strategy for Investigating Common Method Variance with Self-Report Measures Using Latent Variables

2015

Self Cite

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Common method variance (CMV) is an ongoing topic of debate and concern in the organizational literature. We present four latent variable confirmatory factor analysis model designs for assessing and controlling for CMV-those for unmeasured latent method constructs, Marker Variables, Measured Cause Variables, as well as a new hybrid design wherein these three types of method latent variables are used concurrently. We then describe a comprehensive analysis strategy that can be used with these four designs and provide a demonstration using the new design, the Hybrid Method Variables Model. In our discussion, we comment on different issues related to implementing these designs and analyses, provide supporting practical guidance, and, finally, advocate for the use of the Hybrid Method Variables Model. Through these means, we hope to promote a more comprehensive and consistent approach to the assessment of CMV in the organizational literature and more extensive use of hybrid models that include multiple types of latent method variables to assess CMV.

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“…Specifically, we employed a partial aggregation approach for reducing the number of items and improving model fit (Williams & O'Boyle, 2008). We also assessed the measurement model in terms of convergent and discriminant validity (Anderson & Gerbing, 1988;Fornell & Larcker, 1981;Tabachnick & Fidell, 1996).…”

Section: Discussionmentioning

confidence: 99%

Investigating the impact of customer orientation on innovativeness: evidence from born-global firms in Turkey

Karatepe

Üner

Koçak

2016

Economic Research-Ekonomska Istraživanja

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Our study develops and tests a research model that investigates the impact of born-globals' customer orientation on innovativeness through the mediating roles of technological capability, relationship quality, and relationship information process. Data obtained from 197 small and medium-sized born-global firms in Turkey were used to gauge these relationships through structural equation modelling. The results suggest that born-globals' customer orientation influences innovativeness indirectly through the mediating role of technological capability. Simply put, technological capability acts as a full mediator between customer orientation and innovativeness. Contrary to our predictions, relationship quality and relationship information process do not significantly influence innovativeness. Therefore, the empirical data do not support the mediating roles of relationship quality and relationship information process. In short, our study contributes to current knowledge by examining the factors that influence the innovativeness of born-globals using data obtained from born-globals in Turkey, which is a newly industrialised country.

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Measurement models for linking latent variables and indicators: A review of human resource management research using parcels

Cited by 302 publications

References 39 publications

A Temporal Analysis of the Relation between Organisational Commitment and Work Motivation

A Temporal Analysis of the Relation between Organisational Commitment and Work Motivation

Four Research Designs and a Comprehensive Analysis Strategy for Investigating Common Method Variance with Self-Report Measures Using Latent Variables

Investigating the impact of customer orientation on innovativeness: evidence from born-global firms in Turkey

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