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The Multifactor Leadership Questionnaire (MLQ) is a psychological inventory consisting of 36 items pertaining to leadership styles and 9 items pertaining to leadership outcomes. [1] The MLQ was constructed by Bruce J. Avolio and Bernard M. Bass with the goal to assess a full range of leadership styles.
The Job Satisfaction Survey (JSS) [63] measures satisfaction with nine facets: Pay, Promotion, Supervision, Fringe Benefits, Contingent Rewards, Operating Procedures, Coworkers, Nature of Work, and Communication. The Michigan Organizational Assessment Questionnaire job satisfaction subscale is a 3-item measure of general job satisfaction. [64]
Expert review is conducted by an individual expert or a panel of experts in questionnaire design to identify potential problems and solutions. [18] Experimental comparisons test the impact of the revised items by comparing it with the original items. [9] Statistical modeling applies methods such as latent class analysis and item response theory.
360-degree feedback (also known as multi-rater feedback, multi-source feedback, or multi-source assessment) is a process through which feedback from an employee's colleagues and associates is gathered, in addition to a self-evaluation by the employee.
Job performance assesses whether a person performs a job well. Job performance, studied academically as part of industrial and organizational psychology, also forms a part of human resources management. Performance is an important criterion for organizational outcomes and success.
Finally, another measure often used is the World Health Organization's Health and Work Performance Questionnaire (HPQ). [28] This self-report measure acquires information about respondents' health conditions and has them provide perceptions of their job performance .
A new approach to work motivation is the idea of Work Engagement or "A conception of motivation whereby individuals are physically immersed in emotionally and intellectually fulfilling work." [23] This theory draws on many aspects of I/O Psychology. This theory proposes that motivation taps into energy where it allows a person to focus on a task.
Underload: Having work that fails to use a worker's skills and abilities. [59] Workload as a work demand is a major component of the demand-control model of stress. [11] This model suggests that jobs with high demands can be stressful, especially when the individual has low control over the job.