On the merits of student‐recruited sampling: Opinions a decade in the making

Hochwarter, Wayne A.

doi:10.1111/joop.12043

Cited by 41 publications

(30 citation statements)

References 46 publications

(51 reference statements)

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“…Second, this approach allows recruiting a more heterogeneous sample and may help to enhance the generalization of study results (Demerouti & Rispens, ). Notably, data and findings obtained with this approach are congruent with data and findings obtained with other approaches (Hochwarter, ; Wheeler, Shanine, Leon, & Whitman, ).…”

Section: Methodssupporting

confidence: 87%

The affective relevance of suggestion‐focused and problem‐focused voice: A diary study on voice in meetings

Starzyk

Sonnentag

Albrecht

2018

J Occupat & Organ Psyc

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Building on the affective events theory framework, we argue for voice as affect‐relevant action and investigate the affective consequences of voice in meetings within persons. We administered daily surveys over one workweek to examine how suggestion‐focused and problem‐focused voice in meetings relate to state positive and state negative affect at work. Our analyses are based on the data of 124 employees reporting on 224 meetings. Employees’ problem‐focused voice in meetings was associated with a decrease in employees’ state negative affect at the end of the next workday. Employees’ suggestion‐focused voice, however, was not associated with an increase in employees’ state positive affect at the end of the next workday. Future studies should investigate boundary conditions that might change the affective consequences of employees’ voice in meetings. Practitioner points Meetings offer employees the opportunity to voice work‐related issues to bring about change. There is substantial intra‐individual variability in employees’ voice in meetings, such that an employee sometimes takes this opportunity, whereas sometimes the same employee passes it on. An employee can show suggestion‐focused voice (i.e., make suggestions of how to improve current work processes) or problem‐focused voice (i.e., address problems about inefficiencies or poor performance) in a meeting. Both types of voice can provide valuable information for work teams and organizations. When employees suggest an improvement in a meeting, they do not necessarily feel more active at the end of their next workday, but when they address a problem, they feel less distressed. This favourable affective consequence may help to develop a more positive view of problem‐focused voice among supervisors and employees.

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Section: Methodssupporting

confidence: 87%

The affective relevance of suggestion‐focused and problem‐focused voice: A diary study on voice in meetings

Starzyk

Sonnentag

Albrecht

2018

J Occupat & Organ Psyc

View full text Add to dashboard Cite

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“…Furthermore, students received credit simply for recruiting people-credit was in no way contingent on the responses that participants provided, and students who could not find working adults to complete the survey were given alternative assignments for obtaining their research credit. A recent study found that student-recruited samples were not substantively different from other types of samples (Hochwarter, 2014;Wheeler, Shanine, Leon, & Whitman, 2014) and provide a more heterogeneous sample (Demerouti & Rispens, 2014;Morgeson & Humphrey, 2006).…”

Section: Methodsmentioning

confidence: 94%

The money or the morals? When moral language is more effective for selling social issues.

Mayer

Ong

Sonenshein

et al. 2019

Journal of Applied Psychology

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We examine the effectiveness of economic and moral language used by employees when selling social issues to management. In contrast to prior work finding that employees believe it is best to use economic language to influence management to address social issues, we draw on the issue selling, persuasion, and behavioral ethics literatures to demonstrate that moral language is actually most influential-especially when the language is framed to align with the organization's values and/or mission. The results from a combination of 3 field survey studies and 1 experimental vignette study provide support for this hypothesis. In addition, we find support for obligation (i.e., manager's anticipated guilt), rather than inspiration (i.e., manager's prosocial motivation), as a mediator of this interactive effect. We discuss implications for literatures on issue selling, persuasion, and behavioral ethics.

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“…Concerning the former, it is possible that companies, which already use schedule i‐deals as part of their HR strategies, have participated in our study to be recognised as good employers by the Foundation. It will be interesting to explore our proposed model and the prevalence of schedule i‐deals using other means of sampling, such as student‐recruited sample (Hochwarter, ). Concerning the latter, our findings can only be generalised to the 40% of the companies with official records of employment.…”

Section: Discussionmentioning

confidence: 99%

“Handle with care”: The mediating role of schedule i‐deals in the relationship between supervisors' own caregiving responsibilities and employee outcomes

Heras

Heijden

Jong

et al. 2017

Human Res Mgmt Journal

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Drawing on theories of perspective‐taking and i‐deals, this study explores the impact of supervisors' own caregiving responsibilities for elders and parental status on subordinates' schedule i‐deals. Moreover, we investigate the extent to which schedule i‐deals mediate the relationship between supervisors' caregiving responsibilities and two employee outcomes: satisfaction with work–family balance and turnover intentions. Using a sample of 520 dyads involving 137 supervisors and 520 employees, the results of multilevel analysis show that supervisors' caregiving responsibilities for elders is positively related to schedule i‐deals, but their parental status is not. The findings also show that schedule i‐deals mediate the effect of supervisors' caregiving responsibilities for elders on subordinates' satisfaction with work–family balance and turnover intentions. This research contributes to the i‐deals' literature by focusing on the role of managers' own caregiving responsibilities in facilitating the provision of schedule i‐deals to their subordinates and by exploring the consequences of schedule i‐deals to gain an understanding of the mutually beneficial nature of such deals. From a practical point of view, supervisors and HR departments might utilise schedule i‐deals to drive desirable employee outcomes, in particular their caregiving responsibilities, and to engender a family‐supportive organisational culture.

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On the merits of student‐recruited sampling: Opinions a decade in the making

Cited by 41 publications

References 46 publications

The affective relevance of suggestion‐focused and problem‐focused voice: A diary study on voice in meetings

The affective relevance of suggestion‐focused and problem‐focused voice: A diary study on voice in meetings

The money or the morals? When moral language is more effective for selling social issues.

“Handle with care”: The mediating role of schedule i‐deals in the relationship between supervisors' own caregiving responsibilities and employee outcomes

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