Multilevel Methods and Statistics: The Next Frontier

Eckardt, Rory; Yammarino, Francis J.; Dionne, Shelley D.; Spain, Seth M.

doi:10.1177/1094428120959827

Cited by 19 publications

(9 citation statements)

References 179 publications

(267 reference statements)

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“…Finally, when analyzing the relationship between individuals and organizations through the multilevel approach, it reinforces that individual performance can be a key factor in understanding organizational outcomes (Boxall et al, 2016;Campbell and Wiernik, 2015;Van de Voorde et al, 2012). The consistency of the described results points out that the multilevel approach has contributed to filling gaps on organizational phenomena that have, by nature, different levels of analysis (Eckardt et al, 2021) and whose context remains key to favoring performance. Turing's brilliant ideas for solving codes saved many lives of military personnel at war.…”

Section: Discussionsupporting

confidence: 60%

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Performance, job crafting and work context: practical implications from a multilevel perspective

Queiroga

Franco

Valentini

et al. 2021

IJOA

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Purpose Effort by managers and academics have been applied to understand elements that improving organizational performance and results. This study aims to analyze the relationship among job performance, job crafting, work complexity and learning support. The authors conducted a cross-sectional survey in a study with a regression hierarchical (i.e. multilevel) design. Design/methodology/approach Sample included 530 respondents of both sexes with ages ranging from 17 to 68 (M = 33.9; SD = 9.75). Participants were employees from 53 public and private organizations located in the Southeast of Brazil. They answered the scales: General Self-Assessment Scale of Job Performance, Job Crafting Behaviors, Learning Support and Subjective Task Complexity. Findings The results indicated that variance in job performance due to the differences among the organizations and learning support can explain 22% of variance at this level. Job crafting explained 22% of the job performance variance at level 1 (worker). It is concluded that the development of actions concerning job crafting and the relationship with the work context predict performance at work. Thus, the authors highlight the importance of maintaining individual-focused management practices, meaning that focusing on workers development promotes good results at the organization. Originality/value Results revealed practical implications through individual performance considered in a multilevel perspective both in Levels 1 and 2, which is not the most common for this variable. They could be especially important in scenarios that will demand adaptability and work modification, as the actual ones were observed in the contemporary world of work.

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Section: Discussionsupporting

confidence: 60%

“…The multilevel analysis approach analyzes the relationship between micro (individual) and macro (organization). As a result, it has been reaching maturity in studies on organizational phenomena (Eckardt et al , 2021), as it has contributed to bridging gaps between theoretical assumptions and empirical testing.…”

mentioning

confidence: 99%

Performance, job crafting and work context: practical implications from a multilevel perspective

Queiroga

Franco

Valentini

et al. 2021

IJOA

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“…All variables were at the department level to align with the higher level of analysis of the dependent variable being the number of department-reported medical errors (Eckardt et al, 2021) and the level of analysis in our theorizing (i.e., leadership, inclusion, trust, and PS defined as shared employee perceptions; O’Donovan et al, 2019). Department size was added as a control variable in the model.…”

Section: Methodsmentioning

confidence: 99%

The effects of leadership for self-worth, inclusion, trust, and psychological safety on medical error reporting

Brimhall

Tsai

Eckardt

et al. 2023

Health Care Manage Rev

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Background: Although trust and psychological safety (PS) are critical for improving patient safety and medical error reporting, little is known about how they work together and how health care systems promote PS. Purpose: This study examined how leadership for self-worth, inclusion, and trust may work together to foster PS and how this influences medical error reporting. Approach: Data were collected in 2019 from 373 employees (24% response rate) in 85 hospital departments (54% response rate) in a nonprofit health care system in the eastern United States. Constructs were operationalized at the department level. Results: Negative binomial path model results found several direct effects. Leadership for self-worth was positively associated with inclusion, inclusion was positively associated with trust and PS, trust was positively associated with reported medical errors, and PS was negatively associated with reported medical errors. Indirect effects uncovered leadership for self-worth was positively associated with PS by enhancing inclusion. In addition, leadership for self-worth increased inclusion, which increased trust and ultimately encouraged PS. Leadership for self-worth was associated with fewer reported medical errors through increasing inclusion, trust, and PS. Practical Implications: Trust encourages the formal reporting of medical errors whereas PS encourages learning from mistakes and improving care to reduce future errors (and consequently the number of reported errors). Leaders who understand employees' unique needs, express confidence in employees' abilities, and encourage employees to share their ideas, create inclusive and trusting work environments that encourage PS and ultimately help reduce reported medical errors.

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“…MLMs have become a prominent tool in psychology and many other areas (for historical overviews, see Eckardt et al, 2021;Hox & Roberts, 2011), but the breadth and depth of this field can be intimidating for those looking to join in for the first time. This is similar to starting to watch a television show that already has several seasons, in which it can be difficult to follow the characters and their plot lines without seeing every prior episode.…”

Section: Catching Up On Multilevel Modelingmentioning

confidence: 99%

Catching Up on Multilevel Modeling

Hoffman

Walters

2022

Annu. Rev. Psychol.

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This review focuses on the use of multilevel models in psychology and other social sciences. We target readers who are catching up on current best practices and sources of controversy in the specification of multilevel models. We first describe common use cases for clustered, longitudinal, and cross-classified designs, as well as their combinations. Using examples from both clustered and longitudinal designs, we then address issues of centering for observed predictor variables: its use in creating interpretable fixed and random effects of predictors, its relationship to endogeneity problems (correlations between predictors and model error terms), and its translation into multivariate multilevel models (using latent-centering within multilevel structural equation models). Finally, we describe novel extensions—mixed-effects location–scale models—designed for predicting differential amounts of variability.

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Multilevel Methods and Statistics: The Next Frontier

Cited by 19 publications

References 179 publications

Performance, job crafting and work context: practical implications from a multilevel perspective

Performance, job crafting and work context: practical implications from a multilevel perspective

The effects of leadership for self-worth, inclusion, trust, and psychological safety on medical error reporting

Catching Up on Multilevel Modeling

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