Measure: Power Distance

Construct: Power distance between manager and employee Source: Farh, J. L., Hackett, R. D., & Liang, J. (2007). Individual-level cultural values as moderators of perceived organizational support–employee outcome relationships in China: Comparing the effects of power distance and traditionality. Academy of Management Journal, 50(3), 715-729. Note: 6 items DOI: 10.5465/amj.2007.25530866 Source: Williams, M. L., Podsakoff, P. M., Todor, […]

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Measure: Supervisor’s Perceived Organizational Status

Construct: Employees’ perceptions of their supervisor’s perceived organizational status Source: Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of applied psychology, 87(3), 565-573. Note: 12 items with 3 subscales capturing subordinate perceptions of the organization’s high valuation and positive […]

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Measure: Job Performance

Construct: Supervisor perception of employee’s job performance. Source: Farh, J. L., Dobbins, G. H., & Cheng, B. S. (1991). Cultural relativity in action: A comparison of self‐ratings made by Chinese and US workers. Personnel psychology, 44(1), 129-147. Note: 4 items. DOI: 10.1111/j.1744-6570.1991.tb00693.x

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Measure: Perceived Organizational Support

Construct: Perceived Organizational Support 1. Source: Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied psychology, 71(3), 500-507.    Note: 36 items    DOI: 10.1037/0021-9010.71.3.500 2. Source: Settoon, R. P., Bennett, N., & Liden, R. C. (1996). Social exchange in organizations: Perceived organizational support, leader–member exchange, and employee reciprocity. Journal of […]

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Measure: Perceived leader integrity

Construct: Employees’ perceptions of leader’s integrity Source: Craig, S. B., & Gustafson, S. B. (1998). Perceived leader integrity scale: An instrument for assessing employee perceptions of leader integrity. The Leadership Quarterly, 9(2), 127-145. Note: 31 items DOI: 10.1016/S1048-9843(98)90001-7

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Measure: Health Status and Employee Productivity

Construct: Health Status Interference with Employee Productivity Source: Koopman, C., Pelletier, K. R., Murray, J. F., Sharda, C. E., Berger, M. L., Turpin, R. S., … & Bendel, T. (2002). Stanford presenteeism scale: health status and employee productivity. Journal of occupational and environmental medicine, 44(1), 14-20. Note: This measure assess the extent to which an employees […]

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Measure: Obtained Social Support

Construct: Obtained social support from significant other Source: Vinokur, A., Schul, Y., & Caplan, R. D. (1987). Determinants of perceived social support: interpersonal transactions, personal outlook, and transient affective states. Journal of personality and social psychology, 53(6), 1137. Note: 6 items DOI: 10.1037/0022-3514.53.6.1137

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Measure: Colleague Support

Construct: Colleague Support Source: Cousins*, R., Mackay, C. J., Clarke, S. D., Kelly, C., Kelly, P. J., & McCaig, R. H. (2004). ‘Management Standards’ work-related stress in the UK: practical development. Work & Stress, 18(2), 113-136. Note: 4 items. Assesses perceived social support from coworkers DOI: 10.1080/02678370410001734322

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Measure: Supervisor Support

Construct: Perceived Supervisor Support Source: DeConinck, J. B., & Johnson, J. T. (2009). The effects of perceived supervisor support, perceived organizational support, and organizational justice on turnover among salespeople. Journal of Personal Selling & Sales Management, 29(4), 333-350. Note: 4 items DOI: 10.2753/PSS0885-3134290403

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Measure: Social Support

Construct: Social support: supervisor, coworkers, and personal relationships Source: Caplan, R. D., Cobb, S., & French, J. R. (1975). Job demands and worker health; main effects and occupational differences. In Hew Publication (NIOSH) (Vol. 75). DHEW. Hagen, D. Q. (1977). Job Demands and Worker Health—Main Effects and Occupational Differences. Psychosomatic Medicine, 39(1), 64. Note: 12 items, 4 items […]

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