Four General Types of Measurement

Leach, C. (1979). Introduction to statistics: A nonparametric approach for the social sciences. New York: Wiley.

In order to compare employee satisfaction by division (independent variable) and examine employee attitudes, we compared the mean differences between the following dependent variables: the Minnesota Satisfaction Questionnaire (MSQ), the pay satisfaction questionnaire (PSQ), Job Descriptive Index (JDI), the work itself (JDIW), supervisors (JDIS), Job Descriptive Index of Co-Workers (JDIC) and promotions (JDIPRO). Additional dependent variables regarding employees sentiments towards performance appraisal

I believe that it is important to understand that job satisfaction has an impact on job performance. In my personal experiences I have seen management completely oblivious to the concerns of their staff that had a negative impact on job satisfaction. The text cites 300 studies that found that organizations with

Both the metric measurement system and the U.S. Customary measurement system is used for medical, scientific, and technical fields. The U.S. Customary measurement system is based on 10s. An example of a use of the customary system is a liter is ten times bigger than a deciliter and a centigram is ten times larger than a milligram. The metric system uses units like meter, liter, mass and the liquid volume. The U.S. Customary uses feet, quarts, and ounces to measure those. So, for the metric system say you could have a 2 liter of coke, but in a U.S. Customary, it would be two

Considering the information that has already been presented, one should know that employee satisfaction rates cause raised customer satisfaction. This is the main reason companies would feel the necessity to keep their own employee satisfaction at an above-average standard. In addition, there is a book by Dr. Noelle Nelson, an internationally respected psychologist, that refers to a specific example of employee satisfaction and company profit’s direct relationship. Nelson associates her overall claim (that companies can make more money by making their employees happy) with an Alcoa example. Alcoa is the world’s leading producer of aluminum. The company’s CEO, Paul O’Neil, decided his main focus for his employees was their safety. He did this because he had become aware that his employees’ main concern was work-related accidents. Before he had even attempted to improve the safety within the workplace, there had been one accident a week, per plant. After he had improved the working conditions, several of the plants went years with no accidents. However, this was not Nelson’s main point of her example. Her main point was that after O’Neil left the company just over ten years later, Alcoa’s annual income had increased by 500%. This real-world example illustrates the direct, proportional relationship between employee satisfaction and high

David A. Frisbie (2005) the author, Measurement 101: Some Fundamentals Revisited, takes the position that the “fundamental measurement concept and relationships often are used in our written communication in a way that demonstrates misunderstanding and leads to confusion “ (p.21). Frisbie goes on then to provide information about this often misunderstood concept. Frisbie begins discussing validity and how it is a misused and misunderstood term. Validity is not a test, it is more about how we interpret the test.

The answer is discrete because there are whole numbers and there is no in-between. The oak tree is 21 not 21.5 it is 21. Only whole number intervals are considered discrete numbers.

When I surveyed the employees and asked them to rate on a scale of 1-5 how much they feel opportunity for advancement. The mean score shows 3.6, this shows more agreement than disagreement. When further assessing the data I was surprised to find that 40% of the employee’s rate to this was a 3. This leads me to believe that the employees do not care to advanced in the career of Jimmy Johns. “Kraimer, Seibert, Wayne, Liden, and Bravo (2011) discovered that employees who’ve been trained by their company will leave if they do not see any chance to advance” (Nguyen, August 9, 2012). This is becoming a more common problem in the business industry. Although 40% felt neutral about moving up in the company. 20% of people scored it a 5, and 30% of people rated a 4 feeling that there is opportunity for advancement. 50% of the employees feel that there is opportunity for advancement, which is significantly different from the 10% that scored a 2 stating that they did not see advancement in Jimmy Johns.

In the article, Measurement Matters: Assessing Personal Qualities Other Than Cognitive Ability for Educational Purposes, by Angela L. Duckworth and David Scott Yeager, address confusion over terminology, debate over the optimal name for this broad category of personal qualities obscures substantial agreement about the specific attributes worth measuring, discuss advantages and limitations of different measures, compare self-report questionnaires, teacher-report questionnaires, and performance tasks, discuss how each measure’s imperfections can affect its suitability for program evaluation, accountability, individual diagnosis, and practice improvement. It also states only measurement makes it possible to observe patterns and to

In The Tale of Two Brains, a TED talk video, Mark Gungor explores the difference between men and women. The different actions and psychological thoughts of men and women can be explained through the complex dimensions of the human brain. The complex dimensions of the human brain cause men and women to act and think differently. A central idea in the video is the human brain makes men and women communicate differently.

Blue Dashers are very popular and beautiful dragonflies. Their abdomens are blue with a dark spot at the end. They may have patches of yellow or green on their thorax. Adult Blue Dashers have 4 wings with 2 dark stripes. They grow to between 1.02 and 1.77 inches long. They have very large metallic looking eyes.

. Provide examples of variable that are at the nominal, ordinal, interval and ratio level of measurement. Explain why.

Job analysis can provide a realistic job preview about what the job will be and therefore reduces early employee dissatisfaction and turnover (Fisher et al., 2003). Job analysis is also important for the assessment of job performance in for example 360 degree feedback since a job analysis can set performance criteria. In this feedback subjective measures are used which are vulnerable to measurement rating errors like halo-effects (Viswesvaran, Schmidt & Ones, 2005). Nevertheless, subjective measures might be very useful to assess organizational effectiveness, especially in relation to HR practices since subjective measures are mainly used to assess HR or organizational outcomes which are more directly related to HR practices (Dyer & Reeves, 1995). Objective measures involve actual percentage figures for sales growth or profitability which measure financial and capital market outcomes and these are more distal and indirectly related outcomes (Dyer & Reeves, 1995).

Measurement validity can be described as ensuring the experiment measures the desired variable rather than accidentally measuring some other variable. Measurement validity consists of several aspects such as: face validity, criterion validity, and construct validity. If an experiment has strong face validity, it would mean that on a surface level, or at face value, it appears as if it would measure the intended variable. For an experiment to have strong construct validity, would mean that a

To understand the concept of job satisfaction the research has identified two aspects of it, they are, the facets satisfaction and overall satisfaction (Cherrington,1994; Fields, 2002). Individuals can be satisfied or dissatisfied with their overall job (Ironson, Smith, Brannick, Gibson, & Paul, 1989) and with specific job facets, such as the level of pay, promotion opportunities, co-workers, working conditions and supervision, contingent rewards, benefits, nature of work, or communication (Spector, 1997; Locke, 1976; Smith, Kendall & Hulin, 1969). The evidence shows that distinctive job facets such as pay satisfaction, opportunities for promotion, relationships with co-workers and supervisors have significant effects on job satisfaction (Ting, 1997; Ellickson & Logsdon, 2002; Pohlmann; 1999). The overall satisfaction is considered in terms of good salary, compassionate supervisors and co-operative co-workers. Conversely, the job dissatisfaction derives for instance form low pay or incompetent supervisors. Therefore, the feeling of overall satisfaction or dissatisfaction depends on the intensity and frequency of positive and negative experiences with job (Cherrington, 1994; Ironson, Smith, Brannick, Gibson, & Paul,