- - |Intentions_Participation
- - - - |Intentions to select the best candidate
- - - |Intentions to participate in development activities
- - - |Recommendation intentions
- - - - - |Intentions to leave
- - - - |Intentions to remain
- - - - - |Detachment (intention to leave)
- - - |Job search intentions
- - - |Intentions to leave a relationship
- - - |Retaliation intentions
- - - |Attendance
- - - |Survey intent
- - - - |Revenge cognitions
- - - - - |Role Test Scales- Spanning roles
- - - - - |Role Test Scales- Social roles
- - - - - |Role Test Scales- Overall
- - - - - |Supervision
- - - - - |Psychological acceptance
- - - - - - |Social loafing
- - - - - - - - |Ethnic harassment
- - - - - - - - |Gender harassment
- - - - - - - - |Generalized workplace harassment
- - - - - - |Theft
- - - - - |Immoral behavior
- - - - - - |Unethical pro-organizational behavior
- - - - - - |Organizational deviance
- - - - - |Interpersonal deviance
- - - - - - |Supervisor-directed deviance
- - - - - - |Major offense
- - - - - - |Minor offense
- - - - - - |Workplace deviance
- - - - - |Received by employee
- - - - - |Counterproductive academic behavior
- - - - - - |Interpersonal counterproductive work behaviors
- - - - - |Counterproductive workplace behavior (CWB)-I
- - - - - |Counterproductive workplace behavior (CWB)-O
- - - - - - |Agression engagement
- - - - - - |Mistreatment
- - - - - |Retribution tendencies
- - - - - - |REDUNDANT_Abusive supervision
- - - - - - |Withdrawal behaviors
- - - - - - - |Sex-related_Frequency
- - - - - - - |Undermining by men
- - - - - - - |Undermining by women
- - - - |Supervisors/managers/leaders_Abusive supervision
- - - - - - |Employee sabotage
- - - - - - - |Personal incivility
- - - - - - - - - |Venture / entrepreneurial effort
- - - - - |Internal social capital development
- - - - - |External social capital development
- - - - - - |Human capital development
- - - - - - |Negative emotions
- - - - - - |Positive emotional display
- - - - - - |Personal control
- - - - - - - |Individual organizational OCB
- - - - - - - |Organization-focused OCB
- - - - - - - |OCB received by employee
- - - - - - - |Organizational citizenship behavior (OCB)_Norms
- - - - - - - |Interpersonal OCBs (ICB)
- - - - - - - |OCB-conscientiousness dimension
- - - - - - - - |Overall organizational citizenship behaviors (OCBs)
- - - - - - - |Citizenship behaviors
- - - - - - - |Supervisor-directed OCB
- - - - - - - |Organizational citizenship behavior (OCB)_Sportsmanship
- - - - - - - |OCB-Helping dimension
- - - - - - - |Proactive composite
- - - - - - - |Proactive behaviors_Personal initiative
- - - - - |I-Deals flexibility
- - - - - |I-Deals development
- - - - - - - |Cooperative behavior
- - - - - - - |Targeting co-workers
- - - - - - - |Aimed at organization
- - - - - - - |Aimed at supervisor
- - - - - - - |Self-ratings- Helping behavior
- - - - - - - |Supervisor ratings- Helping behavior
- - - - - - |Receipt of psychosocial mentoring
- - - - - - |Receipt of career-related mentoring
- - - - - - - - - |Industrious work behaviors
- - - - - - |REDUNDANT_Self-monitoring
- - - - - - |Individual-focused
- - - - - - |Group-focused
- - - - - |Leader relational behaviors
- - - - - |Peer ratings of leadership
- - - - - - |Idealized influence leadership
- - - - - |MISC_External leadership
- - - - - |MISC_Internal leadership
- - - - - |Charismatic leadership
- - - - - |Goal-focused leadership
- - - - - |Relationship/person-oriented leadership
- - - - |Taking charge
- - - - - |Initiating structure
- - - - - |Relations behavior/style_Servant leadership
- - - - - |Change leadership
- - - - - |Ethical leadership
- - - - - |Task-oriented leadership
- - - - - |Autocratic
- - - - - - |Charismatic
- - - - - - - |Active management by exception
- - - - - |Passive management by exception
- - - - - |Reward omission
- - - - - |Punishment omission
- - - - - |Prosocial behavior
- - - - - - |Self-reported moral behavior
- - - - - |Others moral behavior
- - - - - |Charitable giving
- - - - - - |Dysfunctional behavior
- - - - - - |Creative behavior
- - - - - |MISC_Boundary spanning
- - - - - |Safe to make suggestions
- - - - |Having ideas
- - - - - |Futility of making suggestions for improvement
- - - - - |Coaching behavior
- - - - |Expressed behavior (this is a (lab) applicant selection decision; affirmative action stuff)
- - - - - - - |Internet use
- - - - - - |Decision-making activities-level ratings
- - - - - - |Decision-making activities-importance ratings
- - - - - - |Decision-making work styles-importance ratings
- - - - - |Unethical decisions
- - - - - |Decision time
- - - - - |Decision latitude
- - - - |Participation in decision making
- - - - - - |Application decision
- - - - - |Idiosyncrasy- Behavior omission
- - - - - |Idiosyncrasy- Behavior commission
- - - - - |Idiosyncrasy- Dimension omission
- - - - - |Idiosyncrasy- Dimension commission
- - - - - - - - - |Competency- Service orientation & delivery
- - - - - - - - - |Competency- Personal effectiveness & flexibility
- - - - - - - - - |Competency- Organization/planning
- - - - - - - - - |Competency- Motivation
- - - - - - - - - |Competency- Interpersonal relations
- - - - - - - - - |Competency- Communications
- - - - - - - - - - |Task performance (employee)_Personal initiative
- - - - - - - - - - - |Prechange task performance
- - - - - - - - - - - |Postchange task performance
- - - - - - - - - - - |Transition adaption
- - - - - - - - - - - |Reacquisition adaption
- - - - - - - - - - - |Task change_Skill acquisition
- - - - - - - - - - |Self task performance
- - - - - - - - - - - |Role performance- Task roles
- - - - - - - |Global
- - - - - - - - - - - |Social roles
- - - - - - - - - - - |Spanning roles
- - - |Off-task processing*
- - - - - - - - - |Off-task attention
- - - - - - - - - |Proficiency on team tasks
- - - - - - - - - |Task practice
- - - - - - - - - |Time spent on challenging tasks
- - - - - - - |Peer contextual performance
- - - - - - - |Sub contextual perfromance
- - - - - - - |Supervisor contextual performance
- - - - - - - - - - |Simulation performance
- - - - - - - - - - |Requisition performance
- - - - - - - - - - |Scheduling performance
- - - - - - - - - - |Average task performance scores
- - - - - - - - - |Past task performance
- - - - - - - - - |Daily task performance
- - - - - - - - - - |Prociency on team tasks_Field operations results
- - - - - - - - - - |Problem solving results
- - - - - - - - - |Productivity_Performance (calls made)
- - - - - - - - |Performance (initiative)
- - - - - - - - - - |completed taskwork
- - - - - - - - - - |Neglected taskwork
- - - - - - - - - |Average exam performance
- - - - - - - - - |Past exam performance
- - - - - - - - |Quiz performance
- - - - - - - - - - |Behavioral observation scale (BOS) ratings
- - - - - - - - - |Behaviorally anchored rating scale (BARS) total
- - - |Duration worked
- - - - - - |Behavior/Transfer
- - - - |O*Net descriptor- Learning; motivation; and leadership
- - - - - - - |Learner control
- - - - - - - |Hourly learning
- - - - - - - |Exploratory learning
- - - - - - - |Typical learning
- - - - - - - - - |Observed effectiveness
- - - - - - - - - - |Teacher ratings
- - - - - - - - - - |Parent ratings
- - - - - - - - - - |Anticipation ratio
- - - - - - - - - - |Program effectiveness
- - - - - - - - - - |U.S. performance ratings
- - - - - - |Prior absenteeism
- - - - - - |Controllable absence
- - - - - - |Days lost to injury
- - - - - - - - |Prior Performance
- - - - - - |Innovative-related behavior
- - - - - - - |Interpersonal conflict
- - - - - - - |Task conflict
- - - - - - - |Number of conflicts
- - - - - - - |Emotional conflict
- - - - - - - |Dispositional conflicts mean
- - - - - - - - |Average performance-approach
- - - - - - - |Average performance-avoid
- - - - - - - |Performance-prove goal orientation
- - - - - - |Conflict resolution - joint outcomes (synergy)
- - - |Confict resolution - perceived
- - - - - - - - - - - |in-role performance
- - - - - |Individual performance_Extra-role performance
- - - - - - - - |Winning percent
- - - - - - - |REDUNDANT_Teamwork
- - - - - - - - - - |Knowledge-intensive
- - - - - - - - |Citizenship performance
- - - - - - - - - |General service performance
- - - - - - - - - - |No. of courses taught
- - - - - - - - - - |No. of first-author publications
- - - - - - - - - - |No. of publications
- - - - - - - - |Teaching performance
- - - - - - - - |Facet / task_Performance (calls made)
- - - - - - - - |Objective job performance
- - - - - |Self-management performance
- - - - - - - |Self-contextual performance
- - - - |Post-training performance schema accuracy
- - - - - |Post-training Borman's differential accuracy
- - - - |Post-training elevation accuracy
- - - - |Post-training stereotype accruacy
- - - - - - |Hours of training
- - - - - - |Receive training
- - - - |Training quality
- - - - - - |Extensive training
- - - - - - - - - - |Supervisor-ratings- performance
- - - - - |Self-rated exam performance*
- - - - - - - - - |Multi-source performance rating (MSPR) interpersonal
- - - - - - - - - |Multi-source performance rating (MSPR) leadership
- - - - - - - - - |Multi-source performance rating (MSPR) technical
- - - - |Perceived leader effectiveness
- - - - - - - - |Managerial assessment center (AC)- leadership
- - - - - - - - - |Managerial assessment center (AC)- Interpersonal
- - - - - - - - |Managerial assessment center (AC)- Technical
- - - - - - - - - |Performance evaluations
- - - - - - |Protege performance problems
- - - - - - - - - |REDUNDANT_Overall performance
- - - - - - |Work regulatory focus scale (WRF)- promotion
- - - - - - |Work regulatory focus scale (WRF)- prevention
- - - - - - - - - |Productivity (dollars raised)
- - - - |Economic value
- - - - |O*Net descriptor- Updating and using relevant knowledge
- - - - |O*Net descriptor- English language
- - - - |O*Net descriptor- Active learning
- - - - |O*Net descriptor- Analyzing data or information
- - - - |O*Net descriptor- Category flexibility
- - - - |O*Net descriptor- Communicating with supervisors; peers; or subordinates
- - - - |O*Net descriptor- Complex problem solving
- - - - |O*Net descriptor- Computers and electronics
- - - - |O*Net descriptor- Deductive reasoning
- - - - |O*Net descriptor- Developing objectives and strategies
- - - - |O*Net descriptor- Documenting/recording information
- - - - |O*Net descriptor- Getting information
- - - - |O*Net descriptor- Inductive reasoning
- - - - |O*Net descriptor- Judgment and decision making
- - - - |O*Net descriptor- Making decisions and solving problems
- - - - |O*Net descriptor- Orgainzing; planning; and prioritizing at owkr
- - - - |O*Net descriptor- Originality
- - - - |O*Net descriptor- Processing information
- - - - |O*Net descriptor- Scheduling work and activities
- - - - |O*Net descriptor- Science
- - - - |O*Net descriptor- Thinking creatively
- - - - - |O*Net descriptor- Written comprehension
- - - - - |O*Net descriptor- Mathematics
- - - - - |O*Net descriptor- Mathematics (Skill)
- - - - - |Operational composite
- - - - |Screening recommendations
- - - - |Excpected dependability
- - - - |Expected agentic behavior
- - - - |Hireability
- - - - |Recruitment website information credibility
- - - - - - |Total time spent on website
- - - - - - |Number of website links visited
- - - - - |Representation of racial minorities in employee testimonials
- - - - - - - - |Poor performer quits
- - - - - - |Involuntary turnover
- - - - - |Retention
- - - - - - |Attrition
- - - - - - |Job-seeking intensity
- - - - - |Job-search experience
- - - - |Job-search confidence
- - - - |Job-search clarity
- - - - |Job-search barriers
- - - - - - |Job-search hours
- - - - - - |Number of job Second interviews
- - - - - - |Number of First interviews
- - - - - - |Number of resumes submitted
- - - - - - |Number of job offers
- - - - - - |Offers accepted_Acceptance
- - - - |Promotion rate
- - - - - - |Job-level change
- - - - - |Past job search behavior
- - - - - |With leader
- - - - - |Respectful
- - - - - |Social interactions
- - - - - |Extent of face-to-face ineractions
- - - - - |Expectations of future interactions
- - - - - - |Dyadic interaction
- - - - - |Interaction adjustment
- - - - - |Talking to others to express affect
- - - - - - |Interpersonal activities - level ratings
- - - - - - |Interpersonal activities - importance ratings
- - - - - - |Interpersonal orientation
- - - - - |Discussing problems to solve problems
- - - - |Interdependence
- - - - - |Team charters
- - - - - |Performance strategies
- - - - - - - |Problem coping
- - - - - - - |Avoidance coping
- - - - - - - |Drink to cope
- - - - - - - |Emotional-focused coping
- - - - - - - |Escape coping
- - - - - - - |Control coping
- - - - - |Over-investment
- - - - - |Mutual-investment
- - - - - - |Toward self
- - - - - - |Toward others
- - - - - |Workplace ostracism scale
- - - - - |Contingent punishment
- - - |Survey response
- - - - - - - - |Compliance in demographic preferences scenario
- - - |Internal/external attributions
- - - - - |Upward comparison
- - - - - |Lateral comparison
- - - - - |Downward comparison
- - - - - - - - - |Km driven
- - - - - |Crashes not at work
- - - - - - - - |Crashes at work
- - - - |Off-duty incidents with injuries
- - - - - |Intensity of invovlement in workplace critical incidents
- - - - - - |Social-communal
- - - - - - |Communal adjectives
- - - - |In occupation
- - - |Organizational tenure similarity
- - - - - |Longevity
- - - - - |Length of employment
- - - - |In job
- - - - |In union
- - - - - - |Time spent with supervisor
- - - - |Dyadic tenure
- - - - - - - |Weeks unemployed
- - - - - - |Unemployment insurance exhaustion
- - - - - - |Re-employment status
- - - - - |Time since left job
- - - - - |Reason for job change
- - - - - - - |Time lag between jobs
- - - - - - |Prior jobs
- - - - - - |Tenure line/track status
- - - - - |Seniority
- - - - - |Prior quit spells
- - - - |Individuals' tenure in group/team - SD
- - - - - |Career interuption
- - - - - |Career priority
- - - - - |Career progress satisfaction
- - - - - |Career bridge employment vs. other types
- - - - |Bridge employment in a different career vs. other types
- - - - - |Challenging job experiences
- - - - - |Full-time
- - - - - |Work experience_Part-time
- - - - - |Computer experience
- - - - - |Previous experience as a volunteer
- - - - - |Prior experience
- - - - - |Management experience
- - - - - |Driver experience
- - - - - |Sought out for help by others
- - - - - - - |Supervisory role
- - - - - - - |Manager status
- - - - - |Mentor/protege relationship length
- - - - - - - |Managerial level
- - - - - - |Non-management
- - - - - |Work title (dummy variable)
- - - - - - |Formal rank
- - - - - - |Support roles
- - - - - - |Production roles
- - - - - - |Warehouse position
- - - - - - |Transportation position
- - - - - - |Nurse preceptor job role
- - - - - - |Cashier
- - - - - - |Beverage
- - - - - - |Exempt status
- - - - - - - |Leader position
- - - - - |Leadership experience
- - - - - |Conservation (Leader)
- - - - - |Leader's trust in employees
- - - - - |Customer service orientation (LCO)
- - - - - - - - |Competency ratings- Leadership
- - - - - - - |Total salary + bonus compensation
- - - - - - |Base salary
- - - - - - |Market salary
- - - - - - - - |Bonus
- - - - - |Commission
- - - - - - - |No. of awards
- - - - - |Variable/other_Incentives
- - - - - - |Delivered transactional
- - - - - - |Delivered relational
- - - - - - |Promised transactional
- - - - - - |Promised relational
- - - - - - |Resource allocation_Total
- - - - - - |Core
- - - - - - - |Contingent rewards
- - - - |Reward and feedback system
- - - - - - |Hourly pay
- - - - - - - - |Seniority-based increases
- - - - - - - |Performance-based pay increases
- - - - - - - |Actual pay level
- - - - - - - - |Seniority-based pay
- - - - - - - |Performance-based pay
- - - - - - - |Politically-based pay
- - - - - - |Pay range
- - - - - - |Pay ratio
- - - - - - |Other based pay
- - - - - - |Pay dispersion
- - - - - |Last wage-wage desired
- - - - - - |Initial earnings
- - - - - |Concessions
- - - - - |Other first year compensation
- - - - |MISC_Power
- - - - - - |Shift work
- - - - - - |Schedule (full-time)
- - - - - - - |Overtime
- - - - - - |Research and development (R&D)
- - - - - - |Department affiliation_Sales
- - - - - - |Accounting
- - - - - - |Department affiliation_Finance
- - - - - - |Processing
- - - - |Professional/organizational membership (e.g.; SHRM)
- - - - - |Job-related
- - - - - - - |Alcohol consumption_Modal alcohol consumption
- - - - - - - |Frequency heavy drinking
- - - - - - - |Alcohol consumption_Desire to drink
- - - - - - - - - |Overall alcohol use_Frequency
- - - - - - - - - |Overall alcohol use_Quantity
- - - - - - - |Before work
- - - - - - - |After work
- - - - - - - |During work day
- - - - - - - |Overall illicit drug use (fequency)
- - - - - - - |Smoking_Smoking status
- - - - - - - |End of workday blood pressure
- - - - - - |Percent body fat
- - - - - - |Sleep_Duration
- - - - - - |Sleep_Quality
- - - - - - |Health disorders
- - - - - - |Health Problems index
- - - - - - |Acute_Upper respiratory infections
- - - - - - |Chronic_Upper respiratory infections
- - - - |Height
- - - - - - |Bench press (kg)
- - - - - - |Immunoglobulin A (IgA)
- - - - - - |Immunoglobulin M (IgM)
- - - - - - |Physical health
- - - - - - |Sit-ups (total)
- - - - - |Ego depletion
- - - - - |Intrusions (intrusive thoughts)
- - - - - |Psychosomatic complaints
- - - - - - |Psychological distress_Depression
- - - - - |Mental health
- - - - - |Psychological safety
- - - - - |Psychological flexibility
- - - - - |Psychological distress
- - - - - - |Emotionality
- - - - - - |Emotion-control strategy
- - - - - - |Self-reported health
- - - - - - |Physical symptoms
- - - - |Childhood SES
- - - - - |Economic well-being
- - - - - - - |Advanced progressive matrixes
- - - - - |Metacognitive activities
- - - - - - |Knowledge characteristics_Information processing_Subjective cognitive effort_1
- - - - - |Tactical proficiency
- - - - |Adaptability/Adaptivity
- - - - - - |Verbal Ability_Language proficiency
- - - - - - |Processing frame
- - - - - - |Cognitive complexity
- - - - - - |Route of processing
- - - - - - |GMAT
- - - - - - - |GRE Verbal score
- - - - - - - |SAT total
- - - - - - - |ASVAB- Arithmetic Reasoning (AR)
- - - - - - - |ASVAB- Auto and shop information (AS)
- - - - - - - |ASVAB- Coding (CS)
- - - - - - - |ASVAB- Electronics Information (EI)
- - - - - - - |ASVAB- General Science (GS)
- - - - - - - |ASVAB- Mathematics Knowledge (MK)
- - - - - - - |ASVAB- Numerical Operations (NO)
- - - - - - - |ASVAB- Paragraph Comprehension (PC)
- - - - - - - |ASVAB- Word Knowledge (WK)
- - - - - - - |ASVAB- Mechanical Knowledge (MK)
- - - - |Exam level
- - - - |Exam experience
- - - - |Exam complexity
- - - - - - |Color naming
- - - - - - |Directions
- - - - - - |Mixed relations
- - - - - - |Number checking
- - - - - - |Opposites
- - - - - - |Verb-object
- - - - - |PsyCap- Resilience/Tenacity
- - - - - |PsyCap- Optimism
- - - - - |PsyCap- Hope
- - - - |Experts
- - - - |Novices
- - - - |Knowledge_Job knowledge
- - - - |General business functions
- - - - |Human behavior and society
- - - - |Media communications and delivery
- - - - |Knowledge of technology; design and production
- - - - |Knowledge score
- - - - |Basic knowledge
- - - - |Strategic knowledge
- - - - |Teamwork knowledge
- - - - |Declarative knowledge
- - - - |Links
- - - - |Coherence
- - - - |Closeness
- - - - - |Skill variety
- - - - - |Number of important skill items
- - - - - |Learning skill_Skill acquisition
- - - - - |Skill carelessness
- - - - - |Abstract reasoning
- - - - - |Original thinking
- - - - - - |Quantitative reasoning
- - - - - |Skills_Desicion-making skills_Decision-making skills-level_1
- - - - - - - - |REDUNDANT_Decision-making skills-importance
- - - - - |Operations and technical skills
- - - - - |Strategic and systems skills
- - - - - |Competency- Thinking skills
- - - - - |Skills_Desicion-making skills_Decision-making skills-level_2
- - - - - - |Cognitive demands_Decision-making skills-importance
- - - - - |Leadership skills
- - - - - |Baseline skill
- - |Skill frequency
- - - - - |Political skill
- - - - - - - |Self-control
- - - - |Traits_Self-monitoring
- - - - - - |Self-discipline at school
- - - - - - |Self-discipline at work
- - - - - |Self-enhancement
- - - - - |Self-transcendence
- - - - - |Self-sacrifice
- - - - - |Self-concern
- - - - - |MISC_Ascendancy
- - - - - |Cautiousness
- - - - - |Personal relations
- - - - - - |Sociability
- - - - - - - - - |Willingness to participate in organization
- - - - - - - - - |Willingness to coach
- - - - - - |Voluntary participation
- - - - - |MISC_Loyalty
- - - - - |Agentic composite
- - - - - |Agentic characteristics
- - - - - |Agentic adjectives
- - - - - |Assertiveness
- - - - - |Attentiveness
- - - - - |Authoritarianism
- - - - - - |German personality-based integrity
- - - - - - |German overt integrity
- - - - - - |US personality-based integrity (CPI-Cp)
- - - - - - |US overt integrity (EII)
- - - - - - - - |Responsibility for others
- - - - - - - - |Duty
- - - - - |Perserverance
- - - - - |Multi-cultural
- - - - - |Ethics/Ethical
- - - - - - |Creative_Artistic
- - - - - - - |Adaptability
- - - - - - - |Empathy
- - - - - - - - |Trait learning goal orientation (LGO)
- - - - - - - - |Prove performance
- - - - - - - - |Avoid performance
- - - - - - |Mastery-avoid orientation
- - - - - - |Mastery-approach orientation
- - - - - - |Mastery experiences (state learning goal orientation)
- - - - - - - - |Prove dimension
- - - - - - - - |Goal attainment
- - - - - - |Average self-set goal level
- - - - |Exp Manipulation- Immediate vs. delayed self-regulation & control
- - - - - - - |Trait
- - - - |Goal concordance (extent to which goal is self- vs. externally controlled)
- - |Cognitions_Goals
- - - - - - |Prosocial motivation X trust propensity
- - - - - - |Prosocial motivation X manager trustworthiness X trust propensity
- - - - - - |Prosocial motivation X manager trustworthiness
- - - - - - |Prosocial motivation X manager integrty X dispositional trust propensity
- - - - - - |Prosocial motivation X manager integrity
- - - - - - |Prosocial movitation X manager benevolence X dispositional trust propensity
- - - - - - |Prosocial motivation X manager benevolence
- - - - - - |Prosocial motivation X dispositional trust propensity
- - - - - - |Prosocial motives
- - - - - - |Prosocial values
- - - - - |Intrinsic
- - - - |Psychological empowerment
- - - - - |Perceived organizational support
- - - - - - |Training motivation
- - - - - - |Initial motivation to learn
- - - - - |Motivation to lead/manage
- - - - - |Motivation to control
- - - - - - |Job motivation
- - - - - - |Safety motivation
- - - - - - |MISC_Magnitude
- - - - - - |Direction
- - - - - - |Role breadth self-efficiacy
- - - - - |Learning/training self-efficacy
- - - - - |PsyCap- Self-efficacy
- - - - - - |Leadership self-efficacy (LSE)
- - - - - - |Self-efficacy (SE) specific knowledge retention
- - - - - - |Self-efficacy (SE) training test performance
- - - - - - |Pre-training self-efficacy
- - - - - |Enacted mastery (manipulation of self-efficacy)
- - - - - - - - |Organization-based self-esteem (OBSE)
- - - - - - - - |Contingent self-esteem
- - - - - - |Belongingness
- - - - |Meaning
- - - - - - - - |REDUNDANT_Control
- - - - - - |Perceived control
- - - - - |Vision
- - - - - - |Interpersonal work styles-importance ratings
- - - - - |Work style (WKS) frequency
- - - - - |Work style (WKS) carelessness
- - - - - - |Promotion focus
- - - - - - |Prevention focus
- - - - - - |General future temporal focus
- - - - |Evaluative beliefs/tendency
- - - - |Access
- - - - - |General attitude toward AA
- - - - |MISC_Internalization
- - - - |MISC_Symbolization
- - - - - |Social dominance orientation (SDO)
- - - - - - |Modern racism
- - - - - - |Credit/blame
- - - - - - - |Concern for the other party
- - - - - - - |Hostile sexism
- - - - - - - |Benevolent sexism
- - - - - - |Straightforwardness
- - - - |Hesitation
- - - - - - |Dispositional trust propensity
- - - - - - |Other-orientation
- - - - - - |State anxiety
- - - - - - |Behavioral anxiety
- - - - - - |Performance anxiety
- - - - - |Negative_Depression
- - - - - - - |Physical symptoms ()
- - - - - |Negative_Anger
- - - - - |Sadness
- - - - - |Happiness
- - - - - - |Explicit positive affectivity
- - - - - - |Morning positive activation
- - - - - - |Explicit negative affectivity
- - - - - - |Morning negative activation
- - - - - - |Negative affective tone
- - - - - - |Feelings of violation
- - - - - - |Interperson affect
- - - - - - |Feelings of violition
- - - - - |Emotional dissonance
- - - - - - |Psychological detachment
- - - - - - |Relaxation
- - - - - |Guilt
- - - - - |Pride
- - - - - |Professional isolation
- - - - - - |Morning fatigue
- - - - - - |Level of fatigue
- - - - - - |Morning serenity
- - - - - |State avoid orientation
- - - - - |State mastery orientation
- - - - - |State prove orientation
- - - - - |State engagement
- - - - - - - - |Resource gain
- - - - - - - - |Resource loss
- - - - - - - - |Respite self-efficacy
- - - - - - - - |Respite quality
- - - - - - - - |Respite site
- - - - - - - - |Emotional burnout
- - - - - - |Organziational stress
- - - - - - - |Job stress_Work stress
- - - - - - |Newcomer stress
- - - - - - |Workgroup stress
- - - - - |Hindrance stressors
- - - - - |Challenge stressors
- - - - - - |Work stressors
- - - - - - - |Daily strain
- - - - - - |Stress_Work stress
- - - - - - - - |End of workday affective distress
- - - - - - |Stress and worry
- - - - - |State future temporal focus
- - - - - - - |Openness to experience
- - - - - - - |NEO-PI-R Openess
- - - - - - - |FFMQ Openness
- - - - - - - |Personality-related personnel requirements form- Openness
- - - - - - - - |Self-ratings- Conscientiousness
- - - - - - - - |Supervisor ratings- Conscientiousness
- - - - - - - - |FFMQ Conscientiousness
- - - - - - - - |NEO-PI-R Conscientiousness
- - - - - - - - |International personality pool- Conscientiousness
- - - - - - - - |Personality-related personnel requirements form- Conscientiousness
- - - - - - - |NEO-P-I-R Extraversion
- - - - - - - |International personality item pool- Extraversion
- - - - - - - |FFMQ Extraversion
- - - - - - - |Personality-related personnel requirements form- Extraversion
- - - - - - - |NEO-P-I-R Agreeableness
- - - - - - - |International personality item pool- Agreeableness
- - - - - - - |FFMQ Agreeableness
- - - - - - - |Personality-related personnel requirements form- Agreeableness
- - - - - - - - |NEO-PI-RNeuroticism
- - - - - - - - |FFMQ Neuroticism
- - - - - - - - |International personality item pool- Emotional stability
- - - - - - - - |Personality-related personnel requirements form- Emotional Stability
- - - |Emotional stability X extraversion
- - - |High Emotional stability & High Extraversion
- - - - |Core self-evaluation
- - - - - - |Proactive personality
- - - - - |RIASEC interest types_Realistic
- - - - - |RIASEC interest types_Investigative
- - - - - |RIASEC interest types_Artistic
- - - - - |RIASEC interest types_Social
- - - - - - |Communion
- - - - - |RIASEC interest types_Enterprising
- - - - - |RIASEC interest types_Conventional
- - - - - |Narcissism
- - - - - - - - |Achievement striving
- - - - - |Proactivity
- - - - - |Internal locus of control
- - - - - |External locus of control
- - - - - - |Chance locus of control
- - - - - - |Power locus of control
- - - - - |MISC_Creativity
- - - - - |MISC_Conformity
- - - - - - |Positive_Altruism
- - - - - - |Positive_Sportsmanship
- - - - - - |Positive_Courtesy
- - - - - |Traits_MISC_Masculinity
- - - - - |MISC_Sensitivity
- - - - - - |Tyranny
- - - - - |Dedication
- - - - - |Dynamism
- - - - - - |Humility
- - - - - - - |Honesty-humility
- - - - - - - |Hostility (work)
- - - - - - - |Hostile (home)
- - - - - - |Trait aggression
- - - - - - - |Trait Anxious affect
- - - - - - - |Momentary anxious affect
- - - - - - |Trait Anger
- - - - - - |Trait Cynicism
- - - - - - |Trait Fatigue
- - - - - - |Trait Guilt
- - - - - - - |Trait Negative activation
- - - - - - - |Trait Positive activation
- - - - - - |Trait activated pleasant affect
- - - - - - |Trait Serenity
- - - - - - - |Trait avoid orientation
- - - - - - - |Trait mastery orientation
- - - - - - - - |Trait prove orientation
- - - - - |Current self-employment
- - - - - |Past self-employment
- - - - - - |Momentary activated pleasant affect
- - - |Generative thinking
- - - |Age comparison
- - - - - - - |Age variance_Age diversity
- - - - - - |Age minimum
- - - - - - |Age maximum
- - - - - |Mean
- - - - - - |Age variance
- - - - - |Mental age
- - - - - |Age at onset of study
- - - |Sex comparison
- - - - - - |Sex mean
- - - - - - |Sex variance
- - - - - - |Female
- - - - |Psychological_MISC_Masculinity
- - - - - |Racial minority
- - - - - |Ethnic minority
- - - - - - |Black
- - - - - - |Latin American
- - - - - - |Hispanic American
- - - - - - |Hispanic-white
- - - - - - |Asian American
- - - - - |White/Caucasian
- - - - - |Native american
- - - - - |Ethnic identity
- - - - - |Native country
- - - - - - - |Individual income
- - - - - - - |Household income
- - - - - - - |Prior base salary
- - - - - |Disability
- - - - - |Living with children
- - - - - - |Children under 10
- - - - - |Number of dependent adults
- - - - - - |Significant other negative affectivity
- - - - - - |Hours worked by spouse
- - - - - - |Job satisfaction (significant other)
- - - - - - |Marital satisfaction (home)
- - - - - - |Marital satisfaction (spousal rating)
- - - - - - |Marital quality
- - - - - - |Married
- - - - - - |Divorced
- - - - - - |Separated
- - - - - - |Anxiety (significant other)
- - - - - - |percent time married
- - - - - |Co-resident parent
- - - - - |Living with a partner
- - - - - - |Interpersonal GPA
- - - - - - |Prior GPA
- - - - - - - - |High school graduate
- - - - - - - - |College graduate
- - - - - - - - |Graduate degree
- - - - - - - |Postdoctoral years
- - - - - - - |Business vs. Education
- - - - - - |Educational level
- - - - - |Educational attainment
- - - - - - |University
- - - - |Education system
- - - - |Course
- - - - - |Libertarianism
- - - - - |Mother's employment
- - - - - |Mother's education
- - - - - |Father's years of education
- - - - |Socio-economic status (SES)
- - - - - |percent time living in city
- - - - - |percent time living in Northeast (U.S.)
- - - - - |percent time living in South (U.S.)
- - - - - |Northeast
- - - - - |West
- - - - - |South
- - - - - - |Population density
- - - - |Religious upbringing
- - - - - - |Total wealth
- - - - |Thinking about retirement
- - - - - |Eligibility to any forms of regular retirement income
- - - - - |Expatriate status
- - - - |Position applied
- - - - - |Year of residency
- - - - - |Grip
- - - - - |Handshake_strength
- - - - - |Handshake_Duration
- - - - |Handwriting
- - - - |Physical Attractiveness
- - - - |Professional Dress
- - - - |Eye contact
- - - - - |Personal needs- Autonomy
- - - - - |Personal needs- Variety
- - - - - |Personal needs- Security
- - - - - |Personal needs- Relationships
- - - - - |Personal needs- Prestige
- - - - - |Personal needs- Authority
- - - - - |Personal Values- Variety
- - - - - |Personal Values- Security
- - - - - |Personal Values- Relationships
- - - - - |Personal Values- Autonomy
- - - - - |Personal Values- Authority
- - - - - - |Reflexive moral attentiveness
- - - - - - |Reflective moral attentiveness
- - - - - - |Perceptual moral attenentiveness
- - - - - |Harm
- - - - - |Violition
- - - - - - - |Phase delay
- - - - - - - |Phase advance
- - - - - - - |Holidays
- - - - - |Company personnel
- - - - - - |Total square footage
- - - - - - |Number of senior leaders in the facility
- - - - - - - |Newcomer concentration
- - - - - |No. patients
- - - - - - |District_Size
- - - - - - |Indian facility
- - - - - - |City_Size
- - - - |Supervisor / subordinate ratio
- - - - |Branch type
- - - |Customer traffic
- - - - |Union instrumentality- non-wage outcomes (nw)
- - - - |Union instrumentality- wage outcomes (w)
- - - - |Employer-union relations
- - - - |Union compliance HR attribution
- - - - |Union
- - - - |Unionization_Service
- - - - |Impact of a strike
- - - - |Unionization_Instrumentality
- - - - - - - |Consumer 1
- - - - - - - |Consumer 2
- - - - - |High-tech
- - - - - |Male-gendered industry
- - - - - |External hiring ratio
- - - - - |Industry_Salary
- - - - - |Industry_Stock options
- - - - - |Industry total compensation
- - - - - |Construction
- - - - - |Financial
- - - - - |Transportation industry
- - - - - |Other industry
- - - - - |Retail industry
- - - - - |Customer age
- - - - - |Customer gender
- - - - |Customer-contact roles
- - - - |Customer rewards
- - - - |Customer knowledge
- - - - |Customer injustice
- - - |number_ of Competitors
- - - - |Organizational demographics_Age
- - - - - |Male-dominated
- - - - - |percent Minority subordinates
- - - - - |percent Minority managers
- - - - |Firm tenure
- - - - - - |Zip code
- - - - - - |Community household income
- - - - - - - |Community racial similarity
- - - - - - |Community percentage college degrees
- - - - - - |Geographic closeness centrality (Business)
- - - - - - |Geographic closeness centrality (Home)
- - - - |Company
- - - - |Facility
- - - - |CEO duality
- - - - |CEO x out-of-the-money
- - - - |CEO x Average Negative Intrinsic Value (IV)
- - - - |Founder status
- - - - |Owner/Part-owner
- - - - |Year of succession
- - - - |BBE most influential executive
- - - - |percent of outsiders on board
- - - - |Organizational supplies- Pay
- - - - |Organizational supplies- Altruism
- - - - |Resource scarcity
- - - - |Access to communication enhancing technology
- - - |Support for learning
- - - |Support for innovation
- - - |Management support
- - - |Resource adequacy
- - - |Resource quality
- - - |Resources_Resource allocation
- - - - |Computer resources
- - - |Perceived resources
- - - |Advanced manufacturing technology
- - - |Organizational supplies- Variety
- - - |Organizational supplies- Security
- - - |Organizational supplies- Relationships
- - - |Organizational supplies- Prestige
- - - |Organizational supplies- Autonomy
- - - |Organizational supplies- Authority
- - - |Task support
- - - |Economic exchange
- - - - |Unknown ownership
- - - - |State-owned
- - - - |Private firm
- - - - |Joint venture
- - - - |Foreign
- - - - |CEO ownership percent
- - - - |Performance-oriented HR
- - - - |Maintenance-oriented HR
- - - - - - |Continuance commitment (CC)
- - - |Commitment & satisfaction combined
- - - - - - |Committed
- - - - |Organizational values- Altruism
- - - - |Organizational values- Pay
- - - - |Organizational values- Variety
- - - - |Organizational values- Security
- - - - |Organizational values- Relationships
- - - - |Organizational values- Prestige
- - - - |Organizational values- Autonomy
- - - - |Organizational values- Authority
- - - - |Organizational values- Stability
- - - - |Organizational values- People orientation
- - - - |Organizational values- Innovation
- - - - |Organizational values of diversity
- - - |Employee HPWS
- - - |Management HPWS
- - - - |HPWS-caring
- - - - |HPWS-compensation
- - - - |HPWS-involvement
- - - - |HPWS-performance
- - - - |HPWS-staffing
- - - - |HPWS-training
- - - - - |Human resources bundes- Commitment maximizer
- - - - - |Human resources bundes- Competitive motivator
- - - - - |Human resources bundes- Contingent motivator
- - - - - |Human resources bundes- Cost minimizer
- - - - - |Human resources bundes- Resource maker
- - - |Combined employee attitudes (commitment & satisfaction)
- - - - |Organizational structure- Union representation
- - - - |Organizational structure- Mechanistic structure
- - - - |Responsibility norms
- - - - |Group size
- - - - - |Counterfactual thinking_Counterfactual thinking
- - - - - |REDUNDANT_Team mental models
- - - |Peer drinking norms
- - - |Transactive memory
- - - - - - - - |REDUNDANT_Conscientiousness
- - - - - - |Knowledge characteristics_Information processing_Subjective cognitive effort_2
- - - - |Time on task
- - - - |Time spent teleworking
- - - |Fieldwork
- - - - |Presence of backup advocate
- - - - - |Leader endorsement
- - - - - |Satisfaction with management
- - - - - |Satisfaction with female supervisor
- - - - - |Satisfaction with leader
- - - - - |Supervisor support- Tangible
- - - - - |Supervisor support- Intangible
- - - - - |Social support from supervisor
- - - - - - |Trust in manager_Cognition-based trust
- - - - - - |Trust in manager_Affect-based trust
- - - - - - |Manager trustworthiness X Trust propensity
- - - - - - |Manager trustworthiness (integrity)
- - - - - - |Manager trustworthiness (benevolence)
- - - - - - |Manager integrity X Dispositional trust propensity
- - - - - - - |Manager benevolence X dispositional trust propensity
- - - - - |Supervisor legitimacy
- - - - - - |Supervisor charisma
- - - - - - |Servant leadership_Servant leadership
- - - - - |Supervisor commitment
- - - - - |Global supervisory fairness
- - - - - |Leader status
- - - - |Evaluation of East German applicants
- - - - |Evaluation of West German applicants
- - - - |Number of West German applicants selected
- - - - - - |Positive reciprocity beliefs
- - - |Within-group LMX social comparison
- - - - - - |Group-mean LMX
- - - |Variance in LMX
- - - |Variability in LMX
- - - - - - |LMX quality
- - - - - - - |Leader perceptions of leader-member exchange (LMX)_Leader-member exchange (LMX) affect
- - - - - - - |Leader perceptions of leader-member exchange (LMX)_Leader-member exchance (LMX) contribution
- - - - - - - |Leader perceptions of leader-member exchange (LMX)_Leader-member exhcange (LMX) loyalty
- - - - - - - |Leader perceptions of leader-member exchange (LMX)_Leadership-member exchange (LMX) overall
- - - - - - - |Leader perceptions of leader-member exchange (LMX)_Leader-member exhcange (LMX) professional respect
- - - - - - - |Member perceptions of leader-member exchange (LMX)_Leader-member exchange (LMX) affect
- - - - - - - |Member perceptions of leader-member exchange (LMX)_Leader-member exchance (LMX) contribution
- - - - - - - |Member perceptions of leader-member exchange (LMX)_Leader-member exhcange (LMX) loyalty
- - - - - - - |Member perceptions of leader-member exchange (LMX)_Leadership-member exchange (LMX) overall
- - - - - - - |Member perceptions of leader-member exchange (LMX)_Leader-member exhcange (LMX) professional respect
- - - - - - |Relative leader-member exchange (RLMX)
- - - - - |Fair exchange
- - - - - |Voice-S (voice aimed at the supervisor)
- - - - - |Leader-leader exchange
- - - - - |Supervisor's organizational embodiment
- - - - - |Leader prototypicality
- - - - - |Supervisor values
- - - - |Supervisor sex similarity
- - - - |Supervisor racial similarity
- - - - - - |Overall supervisory justice
- - - - - - |Entity justice
- - - - - |Instrumental benefits
- - - - - |Submissiveness to organizational authorities
- - - - - - - |Peer support- Tangible
- - - - - - - |Peer support- Intangible
- - - - - - |Fairness_Procedural fairness_Procedural fairness_1
- - - - - |Interpersonal liking
- - - - - |Interpersonal problems
- - - - - |Interpersonal treatment
- - - - |Attributions of coworkers' aggressive behaviors
- - - - - - |Interpersonal justice perceptions
- - - - - - |Informational justice_Informational
- - - - - - |Interactional injustice
- - - - |Co-worker trust
- - - - - |Anticpated respect
- - - - - - |Percieved co-volunteer emotional support
- - - - - - |Perceived overall emotional support
- - - - - |Support_Peer support
- - - - |Coworker sex similarity
- - - - |Coworker racial similarity
- - - - |Coworker satisfaction
- - - |Social support
- - - - - |Coworker approval of deviance
- - - - - |Influence
- - - - - - - |Work group support
- - - - - - |Task interdependence
- - - - |Workgroup identification
- - - - |Identification with work unit
- - - - - |Collective felt trust
- - - - - - |Distributive injustice
- - - - - - |Information injustice
- - - - - - |Interpersonal injustice
- - - - - |Cohesiveness
- - - - - |Workgroup incivility
- - - - - - |Perceived ingroup preference based on sex
- - - - - - |Perceived ingroup preference based on race/ethnicity
- - - - - - |Perceived outgroup preferences based on sex
- - - - - - |Perceived outgroup preference based on race/ethnicity
- - - - - |Diversity_Incentives
- - - - - |Subordinate trust_Affect-based trust
- - - - - |Subordinate trust_Cognition-based trust
- - - - - |Anticipated achievement striving
- - - - |Clarity
- - - - |Responsiveness
- - - - |Comfort
- - - - - - |Leader-member exchange (LMX)
- - - - - |Elaboration of information (knowledge sharing among group members)
- - - - - - - |Adaptive transfer
- - - - - - - |Analogical transfer
- - - - |Pay communication policy
- - - - |Pay sytem communication
- - - - |Information satisfaction
- - - - |Information vs. Control
- - - |Valence X route
- - - - - - - |REDUNDANT_Feedback
- - - - |Informational trust
- - - |Recruiting website communication media
- - - |Communication frequency
- - - - - |Communication centralization
- - - - |Non-verbal negative expressivity
- - - - |Mentoring program understanding
- - - - |Shareholders
- - - - |Community fit
- - - - |Community links
- - - - |Community sacrifice
- - - - - |Family fit
- - - - - |Family links
- - - - - |Family sacrifice
- - - - |Subjective norms
- - - - |Prejudicial Attitudes against West Germans
- - - - - - - |Uncertainty (about what needs to be done)
- - - - |Organizational change
- - - - - - |Procedural justice_Procedural justice climate
- - - - - |Voice-O (voice aimed at the organization)
- - - - - - |Social identity violation
- - - - - - |Personal identity violation
- - - - - - |Procedural injustice
- - - - - - |Procedural event justice
- - - - - - |Distributive justice climate
- - - - - - |Distributive event justice
- - - - - - |Overall organizational justice
- - - - - - |Interpersonal event justice
- - - - - - |Organizational entity justice
- - - - - |Fairness_Procedural fairness
- - - - - - |Outcome fairness_Outcome favorability
- - - - - - |Short-term implementation effectiveness
- - - - - - |Long-term implementation effectiveness
- - - - - - - |Affective organizational commitment
- - |Change in organizational commitment
- - - - - |Organizational emotional support
- - - - |Tolerance for discrimination
- - - - |Perceived workplace racial discrimination
- - - - |Workplace racial discrimination
- - - - |Organization fit
- - - - |Organization links
- - - - |Organization sacrifice
- - - - - |Organizational identification
- - - - - |Organizational attractiveness
- - - - - |Organizational loyalty
- - - - - |Doubt opinions
- - - - |Collective implementation efficacy
- - - |Collective innovation acceptance
- - - - - - |Perceived justice climate
- - - - |Perceived organizational success
- - - - |Perceived organizational efficiency
- - - - |Performance expectations
- - - - |Perceived prior firm performance
- - - - - |Anticpated organizational respect
- - - - - - - |Sanction
- - - - - - |Relational breach
- - - - - - |Contract breach
- - - - - - |Transactional breach
- - - - - |PC (psychological contract) fulfillment
- - - - - |Concern for employees
- - - - |Concern for customers
- - - - - |Anticipated pride
- - - - - |Anticipated respect
- - - - |Perceived need for additional volunteers
- - - - |Preference rank
- - - - |Initial expectations
- - - - - |Organizational trust
- - - - - |Comparable future opportunity (will org support you relative to peers)
- - - - - - - |Mentor job satisfaction
- - - - - - - |Employee job satisfaction
- - - - - - |Course satisfaction
- - - - - - |Satisfaction with prior job
- - - |Career satisfaction
- - - - - - - |Satisfaction with social relationships
- - - - - - |Autonomy satisfaction
- - - - - - |Competence satisfaction
- - - - - - |Relatedness satisfaction
- - - - - |Work satisfaction
- - - |Training satisfaction
- - - - |Satisfaction with parking
- - - - - - |Perceived pay for performance
- - - - - - |Pay raise happiness
- - - - - - - |Pay level satisfaction
- - - - - - |Subjective magnitude of the raise
- - - - - - |Expected merit pay raise
- - - - |Compensation evaluations
- - - - - |Compensation satisfaction
- - - - - |Equity
- - - - - - |Performance and pay perceptions (PFP Perceptions)
- - - - - - - |Job autonomy
- - - - - |JCM_Identity
- - - - - |Job complexity
- - - - - |Perceived job demands
- - - - - - |Job control
- - - - |Openness to work role change
- - - - - |Role perceptions Help-O (helping aimed at the organization)
- - - - - |Role perceptions Help-S (helping aimed at the supervisor)
- - - - - |GRO X GEnder
- - - - - - |Work-interfering-with-family
- - - - - |Work-family conflict (Self-rated)
- - - - - |Work-family conflict (partner-rated)
- - - - - - |Family-interfering-with-work
- - - - - |Work-life balance (WLB)-Peer
- - - - - - |Work interference with family (WIF) time
- - - - - - |Work interference with family (WIF) strain
- - - - - |Time-based work interfernce with family
- - - - - |Strain-based work inference with family
- - - - - |Paid help (reverse)
- - - - - |Family help (reverse)
- - - - - |Home overload
- - - - - |Home emotional demands
- - - - - |Home maintenance hours
- - - - - - - - - |Flexibility in work scheduling
- - - - - - |Daily hassles
- - - |Career advancement potential
- - - |Job fit
- - - - - - |Creative process engagement
- - - - - - |Daily work engagement
- - - - - |Feel valued
- - - - - |Objective difficulty
- - - - - - |Work commitment
- - - - - |Job dedication
- - - |Prosocial motivation X Perceived task significance
- - - - |Employee perceptions of service quality
- - - - |Importance of performance to self-esteem (IPSE)
- - - - |Towards participation in development activities
- - - - |Attitudes toward development experiences (ADE)
- - - - - |Attachment
- - - - - |Professional identification
- - - - - |Perceived support
- - - - |Availability
- - - - - |Subjective value
- - - - - |Life satisfaction
- - - - - |Personal needs- Pay
- - - - |Perceived health
- - - - - |Subjective well-being
- - - - - |Reflected helping identity
- - - - - |Industrious work identity
- - - - - |Helping identity
- - - - - |Individual identity
- - - - - |Interdependent identity
- - - - - |Relational identity
- - - - - |Collective identity
- - - - - - |Moral identity_Internalization
- - - - - - |Moral identity_Symbolization
- - - - |Social desirability
- - - - - |Internal attribution
- - - - - |Self-evaluation activity
- - - - - |Interpersonal justice
- - - - - |Informational justice
- - - - - - |Moral disengagement
- - - - - |Awareness types_Moral awareness
- - - - - |Alternative employment
- - - - - |Academic adjustment
- - - - - |Perceived social worth
- - - - - |Perceived social impact
- - - - - |Self-ratings of leadership
- - - - - |Self-ratings- Felt responsibility
- - - - - |Self-ratings- Personal initiative
- - - - - |Self-ratings- Situational judgment test of personal initiative (SJT-PI)
- - - - - |Rating experience
- - - - - |Subordinate ratings of leadership
- - - - |Interviewer assessment
- - - - - - |Distance accuracy
- - - - - - - |Borman's differential accuracy
- - - |General union attitudes
- - - - |MISC_Impact
- - - |expectation for future relationship
- - - - |satisfaction with the outcome
- - - - |satisfaction with the process
- - - - - |Cheating prevelance
- - - - |Implicit assumption of morality
- - - - |Explicit belief about business
- - - - |Business is bad
- - - - |Ethical
- - - - - |Perceptions of goverment environmental policies
- - - |Credibility of explanation
- - - - - - - |Sex discrimination
- - - - - |Perceived usefulness to organization
- - - - - - |Perceived monitoring
- - - - - - |Perceived administrator normative pressure
- - |Level of contact with beneficiaries / clients
- - |Occupational Breadth
- - - - - - |Occupational/Job Complexity
- - - - |Equipment
- - - - |Direct contact
- - - - - - |Objective difficulty_Managerial pressure
- - - - - - - - |REDUNDANT_Managerial pressure
- - - - |Managerial responsibility
- - - - - |Workload distribution
- - - - - - - |Qualitative workload
- - - - - |Quantitative workload
- - - - - |Work overload
- - - - |Work design
- - - |Prestige
- - - |Percent minority per job by firm
- - - |Percent women per job by firm
- - - |Occupational segregation
- - |Occupational membership
- - - - |Job relevance
- - - - |Job insecurity
- - - - - - |Job function (Consulting/Strategic planning)
- - - - |Generalized work activities (GWA)- Importance
- - - - |Generalized work activities (GWA)- Frequency
- - - - |Generalized work activities (GWA)- Carelessness
- - - |Physical work conditions
- - - - |Duration worked_Duration
- - - - - |Role clarity
- - - - - - - |Role conflict_Role conflict
- - - - - - |Hindrance stressors_Role ambiguity
- - - - - - |Objective difficulty_Role overload
- - - - |Managing strategy and innovation
- - - - |Managing logistics and technology
- - - - |Managing human capital
- - - - |Managing decision making processes
- - - - |Managing adminstration and control
- - - |Role Test Scales- Task roles
- - - - - |Work emotional demands
- - - - - |Job demand_Physical demands
- - - - - |Cognitive demands
- - - - |Work context_Monitoring
- - - - - |Significance
- - - - - |Autonomy
- - - - - - - |Task ambiguity
- - - - - |Task importance
- - - - |Task frequency
- - - - - - |Task difficulty manipulation
- - - - |Changing aspects of work activites to solve problems
- - - - |Changing aspects of work activities to express affect
- - - - - - - |Complexity of patient conditions
- - - - |Survey anonymity
- - - - |Perceived overall task support
- - - - - - - |Time pressures
- - - - |Job-level impact
- - - - |Time working
- - - |Integrative potential
- - - - - - |Routineness
- - - - |Anticipatory procedural justice
- - - - |Anticipatory interpersonal justice
- - - - |Anticipatory informational justice
- - - - |MISC_Outcome favorability
- - - - |Work unit change
- - - - |Support for the change
- - - - |Change commitment
- - - |Change fairness
- - - |Change favorableness
- - - - |Contrast 1 (structure)
- - - - |Contrast 2 (instruction)
- - - |Error framing
- - - - - |Gender diversity
- - - - - |Demographic diversity_Age diversity
- - - - - |Number of team members
- - - - - |Tenure diversity
- - - - - |National diversity
- - - - - |Educational diversity
- - - - |Faultlines
- - - - - - |Manager diversity
- - - - |Demographic diversity
- - - |Power dispersion
- - - |Power level
- - - - - |Power struggle
- - - |Spatial/Time distance
- - - - - - |Overall creativity
- - - - - - |Idea generation
- - - - - |Demographic diversity_Heterogeneity
- - - - |Internal social cohesion
- - - - |Physical efficacy
- - - - |Mental efficacy
- - - - - - |Group/team performance_Creative performance_Innovation
- - - - - - - - |Facet / task_Problem solving
- - - - - - - - |Effort
- - - - - |Climate- External service
- - - - - |Climate- Rewards for service
- - - - - |Climate- Personnel support/service
- - - - |Climate- Training focus
- - - - - |Climate- Managerial task support
- - - - |Climate- Performance management
- - - - - |Safety climate- Management attitudes
- - - - - - |Safety climate- Revealing errors
- - - - - - |Safety climate- Thinking about errors
- - - - - - - |Experienced injury rate
- - - - - - - |Recordable injury rate
- - - - - - - |Unreported injury rate
- - - - - |Safety climate- Job duties
- - - - - |Safety climate- Overall safety climate
- - - - - |Priority of safety
- - - - - |Diversity climate perceptions
- - - - - |Manager diversity climate
- - - - - |Subordinate diversity climate
- - - |Climate strength
- - - - - |Active learning climate
- - - - |Climate for excellence
- - - - - |Employee customer orientation
- - - - |Climate- Clarity
- - - - |Climate- Communication
- - - - |Climate- Company vision
- - - - |Climate- Job adequacy
- - - - |Climate_Procedural justice climate
- - - - |Concern for employees climate
- - - - - |Climate- Intra-organizational relationship
- - - - - |Climate- Employee relationship
- - - - - |Climate- Team focus
- - - - |Non-participative envrinoments
- - - - |Comprehensive
- - - - |Strategic
- - - - |Supportive
- - - - |Variability
- - - - |Climate_Elevation
- - - - - |Relevant unemployment rate
- - - - - |Unemployment rate
- - - - |Gross domestic product
- - - - |Inflation
- - - - |Industry growth
- - |Contextual cues
- - |Project phase
- - - |Environmental uncertainty
- - - - - |Laissez-faire
- - |Days secure messaging was available
- - - - |Average daily secure messages
- - - - - - |Customer spending growth (increase in average customer transaction value [ACTV])
- - - - - |Overall satisfaction
- - - - - |Customer satisfaction with people
- - - - - |Patient satisfaction
- - - - |Innovation effectiveness
- - - - - |Net income
- - - - - - |Profit_Intercept
- - - - - - |Profit_Slope
- - - - - - |Unit profit
- - - - - - |Return on operating assets
- - - - - - |CEO performance trajectory-ROA
- - - - - |Return on Equity (ROE)
- - - - - - |CEO performance trajectory-TSR
- - - - - - - |Prior sales growth
- - - - - - - |Sales percent change
- - - - - - |Sales per hour
- - - - |Effectiveness_Productivity
- - - - - - |Customer service performance ratings_Slope
- - - - - - |Customer service performance ratings_Intercept
- - - - - - |Service perofrmance
- - - - - |Customer service quality
- - - - - |Work accidents
- - - - - |Out-of-service-percentage
- - - - - - |Treatment errors
- - - - - |Accident frequency ratio
- - - - - |Managerial safety practices
- - - - - |Good performer quits
- - - |Organizational performance_Overall performance
- - - |Basic performance
- - - |Strategic performance
- - - |Market performance
- - - - |Survey completion norms
- - - - - |Idea network size
- - - - - |Idea network strength
- - - - - |Idea network diversity
- - - - - |Member centrality
- - - - - - |Leader centrality
- - - - - |Work Communication network_Centrality
- - - - - |Frequency of daily communication
- - - - - - |Strong ties
- - - - - - |Weak ties
- - - - - |Range
- - - - - - |Friendship centralization
- - - - - |Friendship density
- - - - |Network size
- - - - |Density
- - - |Direct brokerage
- - - |Indirect brokerage
- - - - - |Relationship tenure
- - - - - |Social relationships_Relationship quality
- - - - - |Relationship duration
- - - - - - |Relationship depth
- - - - - - |Interpersonal comfort
- - - - - |Destructive relational patterns
- - - - - |Bonding social capital
- - - - - |Attraction
- - - - - |Disciplinary grievances
- - - - |Hours worked
- - - - - - |Lean body mass (kg)
- - - - |Morale
- - - - - - |Fairness_Procedural fairness_Procedural fairness_2
- - - - - - |Task Uncertainty
- - - - - |Operating ratio
- - - |Information system
- - - - - |Pay saving (increase wrt prev emp)
- - - - |Functionality
- - - |Avoidability (towards turnover)
- - - - |Likelihood of taking parental leave
- - - - - |Childbearing age
- - - |Likelihood to bear children
- - - - |Attitude towards women
- - - - - |Attitude towards female leave takers
- - - - |Attitude towards male leave takers
- - - - - |Psychomotor ability
- - |Performance differences
- - - - |percent women
- - - - |percent Black
- - - - - - |Diastolic blood pressure
- - - - - - |Systolic blood pressure
- - - - - |Lipoprotein
- - - - - - |Low density Lipoprotein
- - - - - - |High density Lipoprotein
- - - - - - |Very low density Lipoprotein
- - - - - - |Heart rate
- - - - - - |Angina
- - - - - |Jenkins activity survey
- - - - - - |Speed/impatience
- - - - - - |Jenkins activity survey_Job involvement
- - - - - - |Hard driving/competitive scale
- - - - - - |Global Type A behavior scale
- - - - - |Bortner Scale
- - - - - - |Speed and impatience
- - - - - - |Bortner Scale_Hard driving/competitive component
- - - - |Type A Behavior Pattern
- - - - - |Framingham Scale
- - - - - - |Framingham Scale_Time Pressure
- - - - - - |Framingham Scale_Hard driving/competitive component
- - - - - |Doing many things at once
- - - - - |Desire for titles/credentials
- - - - - |Putting words into others' mouths
- - - |Job responsibility
- - - - - |Eating fast
- - - - - |Anger/temper
- - - - - |Ambition
- - - - - |Positive mood
- - - - - |Fairness cognitions
- - - - - |Pay cognitions
- - - - - - |Supervisor fairness cognition
- - - - - - |Store management fairness cognition
- - - - - - |Job search frequency
- - - |Future employment
- - - - |Attitude toward quitting
- - - - - - - |Relative expected utility (of alternatives)
- - - - - |Relative desirability (of alternatives)
- - - - |Perceived chance of leaving
- - - - - - - |Facets
- - - - - - - |Faces scale
- - - - |Expectations of job search outcomes
- - - - |Conviction of decision to quit
- - - |Search intentions
- - - - |Certainty of search plans
- - - - |Chances that search will occur
- - - - |Beliefs about quitting's consequences
- - - - - - |Expected utility
- - - - - - |Activeness
- - - - - |Job comparisons
- - - - |Job mobility
- - - - |Perceived opportunity for advancement
- - - - - |Perceived group cohesion
- - - - |Management group
- - - - |Employee group
- - - - - |Degree to which JOB met expectations
- - - |CC X Job involvement
- - - - - - |Affective commitment (AC)
- - - |AC X Job involvement
- - - - - - |Test of non-verbal reasoning
- - - - - - |Miller analogies test
- - - - - - |Early career success
- - - - - - |Challenge stressors_Workload
- - - - - - |Hindrance stressors_Situational constraints
- - - - - - |Hindrance stressors_Role conflict
- - - - - - - |Strain_Frustration
- - - - |MISC As employee_Power
- - - - - |MISC As employee_Power_Reward Power
- - - - - |MISC As employee_Power_Referent power
- - - - - |Persuasive power
- - - - - |MISC As employee_Power_Legitimate power
- - - - - |Information power
- - - - - |MISC As employee_Power_Expert power
- - - - - |MISC As employee_Power_Coercive power
- - - - - |Charismatic power
- - - - - |Position power
- - - - - |Personal power
- - - |Willingness
- - - - |To remain in merit pay system
- - - - - |Time in merit pay system
- - - - - - - |Sustained performance award received
- - - - - |Self-alternative comparison
- - - - - |Reactions to salary
- - - - - |Perception that merit pay increases motivation
- - - - - - |Perceived relative pay of NGO workers in similar jobs
- - - - |Likelihood of finding high paying NGO job within 1 year
- - - - - |Perceived fairness of awards and bonuses
- - - - - |Perceived fairness of most recent performance appraisal
- - - - - - |Perceived effort reward consonance
- - - - - |Perceived adherence to PA standards
- - - - - - |Pay system fairness
- - - - - |Merit increase received
- - - |Retirement intentions
- - - - |Intent not to retire when eligible
- - - - - - |Inaccurate performance ratings
- - - |Participative behaviors
- - - - |Inadequate funding of merit pays
- - - - - |Inadequate participation (IP)
- - - - - - |IP in setting performance standards
- - - |Merit pay
- - - - |Endorsement of merit pay systems
- - - - |Enough bonuses to reward good performers
- - |Pay systems
- - - |Senior executive service system
- - - - |Exceptional accomplishment recognition
- - - - |Rewarding performance
- - - - |Intent to leave before retirement
- - - |Bonus pay systems
- - - - |Executives who worked on low-visibility projects received bonuses
- - - - |Bonuses were not distributed disproportionately to top executives
- - - - |Bonus received were earned
- - - - - - - |Award received
- - - - - |Rewards/Awards
- - - - - - |Bonus received
- - - - - |Advantages of SES system outweigh disadvantages
- - - |Perception towards German government policies
- - - - |Allotment
- - - - |Perception towards German government policies_Control
- - - - |Cost
- - - - |Loss
- - - |Direction of information processing
- - - - - - |Motivation to solve issues with only values and no pre-existing attitude
- - - - |Suitability
- - - - |Chance of success
- - - - - - |Hours spent in paid work
- - - |Unit performance standards
- - |Training characteristics
- - - |Satisfaction towards organization
- - - - - |Time urgency
- - - - - - |Task related hurry
- - - - - - |Speech pattern
- - - - - - |General hurry
- - - - - - |Eating behavior
- - - - - - |Time urgency_Competitiveness
- - - - - - |Nervous energy
- - - - - - |List making
- - - - - - |Deadline control
- - - - - - |Awareness of time
- - - - - - - |Speech pattern_Self rating
- - - - - - - |Speech pattern_Spouse rating
- - - - - - - |Awareness of time_Spouse rating
- - - - - - - |Awareness of time_Self rating
- - - - - - - |Deadline control_Spouse rating
- - - - - - - |Deadline control_Self rating
- - - - - - - |Eating behavior_Spouse rating
- - - - - - - |Eating behavior_Self rating
- - - - - - - |Nervous energy_Spouse rating
- - - - - - - |Nervous energy_Self rating
- - - - - - - |List making_Spouse rating
- - - - - - - |List making_Self rating
- - - |Traffic congestion
- - - - - |Noradrenaline - NA (an indicator)
- - - - - |Urinary adrenaline (UA)
- - - - - - |Overnight UA
- - - - - - |On-the-job UA elevation
- - - - - - |On-the-job NA elevation
- - - - - - |Overnight NA
- - - - |General job affect_Positive
- - - - - - |Task enjoyment
- - - - - - |End-of-day work satisfaction
- - - - - - |End-of-day social satisfaction
- - - - - - |End-of-day home satisfaction
- - - - - |Tenure heterogeneity
- - - - - |Other industry experience heterogeneity
- - - - - - |Assets ($ millions)
- - - - - |Military experience heterogeneity
- - - - - |Founding date
- - - - |Organizational demographics_Heterogeneity
- - - - - |Education heterogeneity
- - - - - |Curriculum heterogeneity
- - - - - |College heterogeneity
- - - - - |Age heterogeneity
- - - |Turnover rate
- - - - - |Other industry experience
- - - - - |Military experience
- - - - |Curriculum
- - - - |College distance
- - - - |Explanation for (drug) testing provided by company
- - - - - |Direct goal commitment
- - - - - |Direct acceptance
- - - - - - - |Composite discrepancy
- - - - - - - - |Self report of discrepancy
- - - - - - - - |Absolute discrepancy
- - - - - - |Mother's participation in union activities
- - - - - - |Father's participation in union activities
- - - - |Mother's attitude towards union
- - - - |Father's attitude towards union
- - - - |Marxist work beliefs
- - - |Intention to join (union)
- - - - |Humanistic work beliefs
- - - |Training commitment
- - - - |Pretraining commitment
- - - - |Posttraining commitment
- - - - - |Physical self efficacy
- - - - - - |Pretraining physical SE
- - - - - - |Posttraining physical SE
- - - - - - - |Performance assessment
- - - - - - - |Learning_Test performance
- - - - - - - |Inspection
- - - - - - - |Demerits
- - - - - - - |Honors
- - - - |Family history (number_ members served military)
- - - - - - |Academic/learning self efficacy
- - - - - - |Pretraining academic/learning SE
- - - - - - |Posttraining academic/learning SE
- - - - - - - |Hostility
- - - - - - - |Strain_Anxiety
- - - - - - - |Strain_Anger
- - - - - - - |Strain_Alienation
- - - - |Change of employer
- - - - - - |Performance scores
- - - - - - - |Average member score
- - - - - - |Group interaction score
- - - - - - - |Best member score
- - - - - - - |Group score
- - - - - - |Avoidable absenteeism
- - - |Absenteeism policy
- - - - - - |Absence due to illness
- - - - |Task similarity
- - - - - |Physical ability
- - - - |Motivational task design
- - - - - |Motivational job design
- - - - - - |Mental ability frequency
- - - - - - |Finger/visual ability
- - - - - |Reciprocal interdependence
- - - - |Task independence
- - - - - |Felt responsibility
- - - - - - - |Extra-role behaviors
- - - - - - - |Organizational citizenship behavior (OCB)_Courtesy
- - - - - - |Formal procedures
- - - - |Luck
- - - - - |Confidence
- - - - - - - |Predecision confidence
- - - - - - - |Postdecision confidence
- - - - - |Identification accuracy
- - - - - - - |Intra-group conflict
- - - - - |Group strategy
- - - - |Goal interdependence
- - - - - - |Feedback interdependence
- - - - - - |People complexity
- - - - - - |Mental demands
- - - - - |Body mass
- - - - - |Goal performance
- - - - - - |Easy goal condition performance
- - - - - - |Hard goal commitment performance
- - - - - - |Hard goal condition performance
- - - - |Easy goal condition personal goal
- - - - |Hard goal commitment personal goal
- - - - - |Effort related commitment
- - - |Walk-in
- - - - - |Rehire
- - - - |Prehire knowledge
- - - |Multiple mixed sources
- - - |Multiple informal sources
- - - |Employee referral
- - - |Campus interview
- - - |Advertisement
- - - - - |Task mastery
- - - - - - |Seeking social feedback
- - - - - - - |Seek referent information
- - - - - - - |Seek normative information
- - - - - - - |Seek technical information
- - - |Reward structure
- - - - - |Need for achievement
- - - - - |Geographical dispersion
- - - |Centralization
- - - |Quarterly performance
- - - - - - - - |Typical performance
- - - - - |Perceptual ability
- - - - - |Numerical skills
- - - - - - - - |Maximum performance
- - - - - - |Verbal-Math Ability
- - - - - - |Spatial-Math ability
- - - - - |Space ability
- - - - - - |Math ability
- - - - - - |Vote in other votes
- - - - - - |Vote in elections
- - - - - - |Talk to union leaders
- - - - - - |Serve on committees
- - - - - - |Read union literature
- - - - - - |Hold union office
- - - - - - |Attend union meetings
- - - - |Intrinsic satisfaction with union (not job)
- - - - |Union tenure
- - - - |Extrinsic satisfaction
- - - - |Perceived instrumentality
- - - - |Subjective norms (support for union activities)
- - - |Socialization into union
- - - |Work beliefs
- - - - |Leadership perception (in union)
- - - |Benefits
- - - |Want third party involved
- - - |Third party favors subject
- - - - |Satisfaction with third party behavior
- - - - |Satisfaction with outcome and third party
- - - - - - |Procedural justice- pre-outcome
- - - |Outcome expectations
- - - |Discrepancy between outcome and expectation in negotiations
- - - |Opponent behaved fairly and cooperatively
- - |Work outcome
- - - - |Physical comfort
- - - |Job design
- - - - - |Perceptual motor
- - - |Costs
- - - - - - - |Mental overload
- - - - - |Mechanistic
- - - - - - - - - |Making errors
- - - - |Job efficiency
- - - - |Benefits_Customer service
- - - - |Compensable factors
- - - - - - - - - |Catching errors
- - - - - |Biological
- - - - |Basic skills
- - - - - - |Upset about being unemployed
- - - - - - |Overall stability
- - - - - - |Immediate effort (for job)
- - - - |Expected search effort
- - - - |Expectation of looking for a job
- - - - - - |Affective disposition
- - - - - - |Verbal analogy test
- - - - - - |Necessary facts
- - - - - - |Spatial orientation
- - - - - - |Flight checking
- - - - - - |Letter/number substitution
- - - - - - |Time estimation
- - - - - - |Spatial analogy
- - - - - - |Problem solving test
- - - - - - |Paper folding
- - - - - - |Raven advanced progressive matrices
- - - - - - |TRACON
- - - - - - |Directional headings
- - - - - - |Dial reading
- - - - - - |Canceling A's
- - - - - - |Map test
- - - - - |Evaluation tendency in peer rating
- - - - - |Contribution level
- - - - - |Self enhancement
- - - - |Perceived group heterogeneity
- - - - - - |Uppers
- - - - - - |Downers
- - - - - - |Cocaine
- - - - - - |Cannabis
- - - - - - - |Cannabis Quantity
- - - - - - - |Cannabis frequency
- - - - - - - |Cannabis (years)
- - - - - - - |Alcohol (years)
- - - - - - |Adolescent hard-drug use
- - - - - - - |Adolescent cannabis use
- - - - - - - |Adolescent alcohol use
- - - - - - |Heroin
- - - - - - - |How high on cocaine
- - - - - - |PCP
- - - - - - |LSD
- - - - - - - |Quit under fire
- - - - |Likes school/organization
- - - - - - - |Fired
- - - - - - - |Confident academically
- - - - - - |Long term drug use
- - - - - - |Adult polydrug use
- - - - - - |Adolescent drug use
- - - - - |Achievement orientation
- - - - |Adverse job terminations
- - - - - - - |Time to find comparable job
- - - - - |Present wage compared to past
- - - |Job dysfunctional cognitions
- - - - - |Job avoidance
- - - - - - |Job Descriptive Index (satisfaction) scale
- - - - - - - |Work scale
- - - - - - - |Supervision scale
- - - - - - - |Promotion scale
- - - - - - - |Co-workers scale
- - - - - - - |Pay scale
- - - - |Dysfunctional thoughts survey
- - - - - |Been through EAP
- - - |Intrinsic factors
- - - - |Sunk costs (individual level)
- - - - |Risk
- - - |Felt responsibility for project's existence
- - - - |Minimize losses
- - - - |To fund a project
- - - |Importance of decision
- - - - |Additional funding
- - - - - |Disappointment with project
- - - - - - |Control of the project (responsibility)
- - - - |Image compatibility (of current project image with target)
- - - - - - - |Work related irritation
- - - - - - - |Stress due to change
- - - - - |Emphasis rating
- - - - - |Breadth of experience
- - - - - - - - - |Activity level (freq of task)
- - - - - |Total work locations (international and domestic)
- - - - - |Restriction on international assignments
- - - - - |Potential ratings
- - - - - - |Organizational level
- - - - - |Career history
- - - - - - |Number of international staff assignments
- - - - - |Number of domestic locations
- - - - - |MISC_Stock options
- - - - - |Interest in international assignments
- - - - - |Citizenship
- - |Unfamiliar responsibilities
- - - - - - - |Workload dissatisfaction
- - - - - - - |Person measure of RA
- - - - - - - |Environment measure of RA
- - - - - |Desired level of responsibility for people
- - - |Amount of responsibility for people
- - - - - - |Person measure of QW
- - - - - - |Environment measure of QW
- - - - - - |Environment measure of Job complexity
- - - - - - |Person measure of job complexity
- - - - - - - |Member expectations
- - - - - - - |Leader expectations
- - - - |Demographic similarity (in LMX)
- - - - - - - |Member perceived similarity
- - - - - - - |Member liking of the leader
- - - - - - - |Leader perceived similarity
- - - - - - - |Leader liking of the member
- - - - - |Prior goal setting
- - - - |Tactical knowledge
- - - - - - |Posttraining salary
- - - - - - - - |Perceived control (in negotiations)
- - - - |Posttraining goals
- - - - - - - |Value of Mathematics scale
- - - - - |Preference for numerical information
- - - - - - |Total attitude towards Statistics scale
- - - - - - |Total attitude towards mathematics scale
- - - - - - - |Enjoyment of mathematics scale
- - - - - - - |Attitude towards field scale
- - - - - - - |Attitude towards course scale
- - - - - - - - - |Timing control
- - - - - - - |Job control_Method control
- - - - - - |Monitoring demand
- - - - - - |Problem solving demand
- - - - |Production responsibility
- - - - - |Manipulation behavior
- - - - |Favors to supervisor
- - - - - |Skin conductance
- - - - - - |Recovery time
- - - - - - |Amplitude
- - - - - - |Respiration excursion
- - - - - - |Finger pulse amplitude
- - - - - - |Cardiograph amplitude
- - - - - - |Client abuse
- - - - - - |Transformational leadership_Intellectual stimulation
- - - - - - |Individualized consideration
- - - - - - - - - |Subjective effort
- - - - |Promotion opportunities
- - - - |Perceived ease of movement (for new job)
- - - - |Has definite plans to exit
- - - - |Considering exit
- - - - - |Belief that desired changes can be affected
- - - - |To engage in dissent
- - - - - - - - - - |Perceived control over decision making
- - - - - |Work underload
- - - - - - |Work underload vs varied work
- - - - - - |Subjective monotony
- - - - |Pretraining knowledge
- - - - |Posttraining knowledge
- - - - |Fairness (of training) perceptions
- - - - |Expected assignment (of training program)
- - - - |Task cues
- - - - |Social and goal cues
- - - - - - - - - |Pretraining behavior
- - - - - - - |Posttraining behavior
- - - - |No feedback consequences (from supervisor)
- - - |Training consequences
- - - - |Negative reinforcement consequences
- - - - |Extrinsic reinforcement consequences
- - - - |Intrinsic reinforcement consequences
- - - |Internal environment_Competitiveness
- - - - - - |Conflict resolution_Problem solving
- - - - - - |Confronting
- - - - - - |Process controlling
- - - - - - - - |Conflict transaction effectiveness
- - - - - - |Self reported rating inflation
- - - - - |Screening ability*
- - - |Team informity
- - - |Staff validity
- - - - |Hierarchical sensitivity
- - - - |Group familiarity
- - - - - - |Team decision accuracy
- - - |Team attrition
- - - |Redundancy
- - - - - - |Overall believability
- - - - - - - |Direct examination believability
- - - - - - - |Cross examination believability
- - - - - - |Direct examination accuracy
- - - - - - |Cross examination accuracy
- - - - - - - |Witness overall confidence
- - - - - - - - |Cross examination confidence
- - - - - - - - |Direct examination confidence
- - - - - - |Data entry stress
- - - - - - |Data entry motivation
- - - - - - |Brainstorming motivation
- - - - - - |Brainstorming stress
- - - - - |Opponent knowledge
- - - - - |Integrativeness score
- - - - - |Dyadic gain
- - - - - |Actor gain
- - - - - |Actor reservation point
- - - - |Negotiators' knowledge
- - - - - |Actor knowledge
- - - - - - |Team member exchange
- - - - - - |Management by exception
- - - - - - |Normative commitment
- - - - - |Intent to leave job
- - - - - - - - - |Extra effort
- - - - - - |Environmental interferences
- - - - - |Enthusiasm
- - - - |Self promotion
- - - - |Other enhancement
- - - - |Opinion conformity
- - - - |Nonverbal behavior
- - - - |Fit with organization (IM tactic)
- - - - - |Tendency to rate behaviors as present
- - - - - |Number of rewinds
- - - - - |Number of pauses
- - - - - |Number of good observations
- - - - - |Helpfulness of rewinding
- - - - - |Helpfulness of pauses
- - - - - |Opportunity to participate
- - - - - - |Opportunity to participate_Permission
- - - - - - |Opportunity to participate_Discretion
- - - - - - |Opportunity to participate_Composite
- - - - |Union demographics
- - - - - |Officer size
- - - - - |Member size
- - - - - |Local tenure
- - - - - - |Gender representation
- - - - - - |Gender diversity_Gender composition
- - - - - - |REDUNDANT_Participation
- - - - |Desire to particiipate
- - - - - |Union participation_Competence
- - - - - |Desire to particiipate_Composite
- - - - - |Desire to particiipate_Permission
- - - - - |Desire to particiipate_Discretion
- - - - - - |Competence_Permission
- - - - - - |Competence_Composite
- - - - - - |Competence_Discretion
- - - - - |Union participation_Acceptance
- - - - - - |Acceptance_Permission
- - - - - - |Acceptance_Composite
- - - - - - |Acceptance_Discretion
- - - - - - |percent of female officers
- - - - - - |percent of female members
- - - - - - |Verbal analogies
- - - - - |Scale reading
- - - - - - |Reading comprehension
- - - - - |Instrument comprehension
- - - - - |Data interpretation
- - - - - - |Aviation information
- - - - - - |First performance
- - - - - - |Second performance
- - - - - - - |Second performance_Of blacks
- - - - - - - |Second performance_Of whites
- - - - - - - |First performance_Of blacks
- - - - - - - |First performance_Of whites
- - - - - - |MISC_Of whites
- - - - - - |MISC_Of blacks
- - - - - |Face validity of an ability test
- - - - - - |For blacks
- - - - - - |For whites
- - - - |Test validities
- - - - - |Predictive validity perceptions
- - - - - - |Of personality test
- - - - - - |Of Cognitive ability
- - - - - - |On cognitive ability test
- - - - - |Number of companies worked for
- - - - - - |Work group productivity
- - - - - |Perceived fit with culture
- - - - - - |Number of leaves of absence
- - - - |Managing business diversity
- - - - - - - - |Obstacles
- - - - - - |Lack of personal support
- - - - - - |Influencing without authority
- - - - - |High stakes
- - - - |Handling external pressure
- - - - - |Dual career
- - - - |Developing new directions
- - - |Affirmative action/equal opportunity
- - - - - - - - |Learning dimension
- - - - - |Dominant goal orientation (difference score)
- - - - - |Perceived feedback value
- - - - - |Cost of feedback seeking*
- - - - - - |Symptoms of posttraumatic stress
- - - |Harassment attitudes
- - - - |Organizational retaliatory behavior
- - - - |Vacation satisfaction
- - - - - - - - - - |No. of patents
- - - - - |Perceived values congruence
- - - |Hiring decision
- - - - - |Interviewer P-O fit evaluation
- - - - - |Interviewer liking of applicant
- - - - - |Interviewer hiring recommendation
- - - - |Actual values congruence
- - - |Organizational tolerance for sexual harassment scale
- - - - |Retirement Descriptive index health satisfaction scale
- - - - - - |Crime related post-traumatic stress disorder scale
- - - - - - |Nonsystematic scanning
- - - - - - |Premature closure
- - - - - - |Temporal narrowing
- - - - - - |Review
- - - - - - - - - - |Rating dimensions
- - - - - |Halo Values
- - - - - |Halo rater error values
- - - - - - |Halo rater error values_Speaking Ability
- - - - - - |Halo rater error values_Responsiveness to questions
- - - - - - |Halo rater error values_Relevance
- - - - - - |Halo rater error values_Poise or physical presence
- - - - - - |Halo rater error values_Organization
- - - - - - |Halo rater error values_Depth of knowledge
- - - - - - |Halo Values_Responsiveness to questions
- - - - - - |Halo Values_Poise or physical presence
- - - - - - |Halo Values_Depth of knowledge
- - - - - - |Halo Values_Speaking Ability
- - - - - - |Halo Values_Organization
- - - - - - |Halo Values_Relevance
- - - - - - |Vocabulary
- - - - - - |Tool matching
- - - - - - |Three dimensional space
- - - - - |Name comparison
- - - - - |Mark making
- - - - - |Form matching
- - - - - - |Computation
- - - - - - |Subject matter experts procedural justice scores
- - - - - |Posttraining outcome expectancy
- - - - - - |Employee procedural justice scores
- - - - - - - - - |Private decision change by majority
- - - |Reaction to minority position
- - - - |Reaction to minority position_Positive
- - - - |Reaction to minority position_Negative
- - - - - - |Minority position emergence
- - - - - - - |Repetition
- - - - - - - |Count
- - - - - |Information pooling
- - - - - - |Group/team decision
- - - - - - |Perceived situational control (chances that you'll get a job)
- - - - - |Proactive search
- - - - - - - |Positive self-assessment
- - - - - - |Global perceived (locus of) control
- - - - - - - |Nonwork organization
- - - - - - - |Distancing from loss
- - - - - - - |Job devaluation
- - - - - - |Postsurvey absence
- - - - |General computer knowledge
- - - - - |Windows knowledge
- - - |Knowledge organization
- - - - |Learning composite
- - - - |Compilation (software)
- - - - |Favorableness of job conditions
- - - - - |Of medium discretion job conditions
- - - - - |Of low-discretion
- - - - - |Of high discretion
- - - - |Work role flexibility
- - - - - - |Work based development activities
- - - - - - - |Voluntary job-related learning
- - - - - - - |Voluntary nonjob learning
- - - - - - |Team coordinator
- - - - - - |Perceived nonjob benefits
- - - - - - |Perceived job related benefits
- - - - - - |Required training courses (frequency of training in past 12 months)
- - - - - |Perceived learning orientation benefits
- - - - - |Learning motivation
- - - - - - - |Learning confidence
- - - - |Coworker support
- - - - - - |Subjective health status
- - - - |Sense of coherence
- - - - |Physical activity
- - - - |Life events
- - |Downsizing
- - - - - |Judge's verdict
- - - |Standardized administration
- - |Objective job related
- - |Multiple interviewers
- - - - - - - |Work barriers
- - - - - - - - |Work barriers strength
- - - - - - - - |Work barriers magnitude
- - - - - - - |Union barriers
- - - - - - - - |Union barriers_Strength
- - - - - - - - |Union barriers_Magnitude
- - - - - |SE Magnitude (level)
- - - - - |SE Strength (confidence regarding level)
- - - - - - |Barriers
- - - - - - |Community barriers
- - - - - - |Family barriers
- - - - - - - |Family barriers_Magnitude
- - - - - - - |Family barriers_Strength
- - - - - - - |Community barriers_Magnitude
- - - - - - - |Community barriers_Strength
- - - - - |Participation magnitude
- - - - - |Participation strength
- - - - - |Mentor support
- - - - |Relationship end due to physical separation
- - - - |Protege outgrew mentor
- - - - |Number of mentors
- - - - - |Mentor jealous of protege
- - - - |Protege dependency on mentor
- - - - |Spouse support
- - - - - - - |Self investment
- - - - |Current employment_Job security
- - - - - - |Resource inadequacy
- - - - - - - |Routinization
- - - - - |Promotional chances
- - - - - |(alternative job) Opportunity
- - - - |Met expectations
- - - - |Legitimacy (authority structure)
- - - - |Job hazards
- - - |Commitment norm
- - - - |Group goal acceptance
- - - - |Group/team performance
- - - - - - |Fostering goal acceptance in workgroup
- - - - - |Delay of rating task
- - - |Bias index
- - - - - |Career counseling
- - - |Behavioral accuracy
- - - - - - - |Personal adjustment
- - - - |Flexibility composite
- - - - - - - - |More observable performance
- - - - - - - - |Less observable performance
- - - - - - - - - |Most original
- - - - - - - - - |Most likeable
- - - - - - - - - |Most persuasive
- - - - - - - - - |Most active in business discussions
- - - - - - - - - - |Most likeable_Self rated
- - - - - - - - - - |Most likeable_Peer Rated
- - - - - - - - - - |Most original_Peer Rated
- - - - - - - - - - |Most original_Self rated
- - - - - - - - - - |Most active in business discussions_Peer Rated
- - - - - - - - - - |Most active in business discussions_Self rated
- - - - - - - - - - |Most persuasive_Peer Rated
- - - - - - - - - - |Most persuasive_Self rated
- - - - - - - - - |Expresses ideas more clearly
- - - - - - - - - - |Expresses ideas more clearly_Peer Rated
- - - - - - - - - - |Expresses ideas more clearly_Self rated
- - - - - - - - - |Can work with least directions
- - - - - - |Best bet for management responsibility
- - - - - - - - - - |Can work with least directions_Peer Rated
- - - - - - - - - - |Can work with least directions_Self rated
- - - - - - - |Best bet for management responsibility_Peer Rated
- - - - - - - |Best bet for management responsibility_Self rated
- - - - - - - - |Exercise rankings
- - - - - - - - - |Selection exercise
- - - - - - - - - |Case Discussion
- - - - - - - - - |Manufacturing problem
- - - - - - - - - - |Manufacturing problem_Peer Rated
- - - - - - - - - - |Manufacturing problem_Self rated
- - - - - - - - - - |Selection exercise_Peer Rated
- - - - - - - - - - |Selection exercise_Self rated
- - - - - - - - - - |Case Discussion_Peer Rated
- - - - - - - - - - |Case Discussion_Self rated
- - - - - |16 PF Scale
- - - - - - |Shy - bold
- - - - - - |Submissive - dominant
- - - - - - |Sober - enthusiastic
- - - - - - |Concrete - abstract thinking
- - - - - - |Practical - imaginative
- - - - - - |Cool - warm
- - - - - - |Affected by feelings
- - - - - - |Trusting - suspicious
- - - - - - - - |Assessor evaluations
- - - - - - |Best bet for top management responsibility
- - - - - - - - - |Amount of participation
- - - - - - - - - |Assessor evaluations_Impact
- - - - - - - - - |Oral communication
- - - - - - - - - |Need for structure
- - - - - - - - - |Originality
- - - - - - - - - |Personal acceptability
- - - - - - - - - |Overall assessment rating
- - - - - - - - - - |Overall assessment rating_Peer Rated
- - - - - - - - - - |Overall assessment rating_Self rated
- - - - - - - - - - |Amount of participation_Peer Rated
- - - - - - - - - - |Amount of participation_Self rated
- - - - - - - - - - |Personal acceptability_Peer Rated
- - - - - - - - - - |Personal acceptability_Self rated
- - - - - - - - - - |Oral communication_Peer Rated
- - - - - - - - - - |Oral communication_Self rated
- - - - - - - - - - |Need for structure_Peer Rated
- - - - - - - - - - |Need for structure_Self rated
- - - - - - - - - - |Originality_Peer Rated
- - - - - - - - - - |Originality_Self rated
- - - - - - - - - - |Impact_Peer Rated
- - - - - - - - - - |Impact_Self rated
- - - - - - - - - - |Overall assessment rating_Self - Peer
- - - - - - - - - - |Amount of participation_Self - peer
- - - - - - - - - - |Personal acceptability_Self - peer
- - - - - - - - - - |Oral communication_Self - peer
- - - - - - - - - - |Need for structure_Self - peer
- - - - - - - - - - |Originality_Self - peer
- - - - - - - - - - |Impact_Self - peer
- - - - |General job affect_Negative
- - - - - - |Job anxiety
- - - - - - |Job depression
- - - - |Skill utilization
- - - |Team autonomy
- - - |Member expertise agreement
- - - - |Transactive memory system_Specialization
- - - - |Credibility
- - - |Transactive memory system
- - - - - - - - - - |Functional communication
- - - - - - |Information complexity
- - - - - - - |Intuition
- - - - |Personality
- - - - - |Exaggeration
- - - - - - |Emotional intensity
- - - - - |Other group orientation
- - - - - |Short term focus
- - - - - |Routine seeking
- - - - |Resistance to change (dispositional)
- - - - - |Emotional reaction (stressful)
- - - - - |Cognitive rigidity
- - - - - |Tolerance for ambiguity
- - - - - |Risk aversion
- - - - - |Sensation seeking
- - - - - |Dogmatism
- - - - |Affective reaction
- - - - |Responses to change
- - - - - |Schedule change
- - - - - |Cognitive evaluation
- - - - - |Avoiding office
- - - - |Social relationships
- - - |Situational support for development
- - - - |Work support
- - - - |Nonwork support
- - - - - - |Relative self efficacy for development (relative DSE)
- - - - - - |Absolute self efficacy for development (absolute DSE)
- - - - - |Perceived need
- - - - - |Perceived intelligence
- - - - - |Learning qualities
- - - - - - |REDUNDANT_Job involvement
- - - |Perceived benefits of development activities
- - - - |Intrinsic benefits
- - - - |Extrinsic benefits
- - - - |Declining mind
- - - - |Career insight
- - - - - |Years as manager
- - - - - |Years in current position
- - - - |Year data collected
- - - - - - |Sex composition supervisors
- - - - - - |Sex composition subordinate
- - - - - - |Sex composition peers
- - - - - - - |SD age supervisors
- - - - - - - |SD age subordinates
- - - - - - - |SD age peers
- - - - - - |Mean age supervisors
- - - - - - |Mean age subordinates
- - - - - - |Mean age peers
- - - - - - - |Number of employees supervised
- - - - |Job function
- - - - |Sex dissimilarity (with supervisor)
- - - - - |Race dissimilarity
- - - - - - |Race dissimilarity_With supervisor
- - - - - |Interaction
- - - - - - - |REDUNDANT_Interaction frequency
- - - - |Age dissimilarity (with supervisor)
- - - - - |Time known by manager
- - - - |Social skill
- - - - - |Social skill awareness
- - - - - |Social skill (self rated)
- - - - - |Social skill (others rated)
- - - - - - |Team learning
- - - - |Functional structure
- - - - |Divisional structure
- - - - - - |Satisfaction with work fulfillment
- - - - - |Satisfaction with (job) security
- - - - - - |Satisfaction with empowerment
- - - - - - - - |Generalized compliance
- - - - - |Change orientation
- - - - - - - - - |Flexible role orientation
- - - |Job offer accepting intentions
- - - - |Pre-intentions to accept a job offer
- - - - |Post-intentions to accept a job offer
- - - - |Perceived interview difficulty
- - - - - - - |Past behavior
- - - - - |Safe driving behavior
- - |Training performance variability
- - - - - - - |Training performance mean
- - - - - - |Self efficacy intensity
- - - - - |Self efficacy generality
- - - |Practice variability
- - - - - - - - |Transfer performance
- - - - - - - |Near transfer performance mean
- - - - - - - |Far transfer performance mean
- - - - - - - |Recipient extraversion
- - - - - - - |Provider extraversion
- - - - - - - - |Recipient conscientiousness
- - - - - - - - |Provider conscientiousness
- - - - - - - - |Recipient emotional stability
- - - - - - - - |Provider emotional stability
- - - - - - - |Recipient agreeableness
- - - - - - - |Provider agreeableness
- - - - - - |Offensive score
- - - - - - |Defensive score
- - - - |Legitimacy of the need for back up
- - - - - - |Backing up behaviors
- - - - - - |Train (others)
- - - - |Sympathy
- - - - - |Stability
- - - - - |Compensate
- - - - - - - |Train
- - - - - |Motivate
- - - - - |Reject
- - - - |Expectancy for change
- - - - - |Controllability
- - - - - |Necessity to suppress negative emotions
- - - - - |Necessity to suppress positive emotions
- - - - - - |Supervisor ratings of emotional displays
- - - - - - |Perceived demands to suppress negative emotions
- - - - - - |Perceived demands to suppress positive emotions
- - - - - |Job based interpersonal requirements
- - - - |Traits_Engagement
- - - - - |Engagement_Personal initiative
- - - - - - |Objective difficulty_Time pressure
- - - - - - - |Time control
- - - - - - - - |REDUNDANT_Situational constraints
- - - - - - - - |Method control_Method control
- - - - - |Average position tenure
- - - - - |Position tenure heterogeneity
- - - |Market favorability
- - - - |Team learning orientation
- - - - - |Industry tenure
- - - - - - |Industry tenure heterogeneity
- - - - - - |Functional background heterogeneity
- - - - - - - |Interpersonal Role Conflict
- - - - - - - |Workload_Role Overload
- - - - - - - |Work Family role conflict
- - - - - - |Organizational Constraints
- - - - - - - - |REDUNDANT_Role Ambiguity
- - - - - - - |Psychological strain
- - - - - |Temporary
- - - - - |Permanent
- - - - - |Prior commitment
- - - |Perceived relative (to coworker) status
- - - - |Commitment (to the exchange relationship)
- - - - - - - |Subjective workload
- - - - - - - |Social reward
- - - - - |Objective workload
- - - - - - |Events
- - - - - - |Enhancing events
- - - - - - |Disruptive events
- - - - - - |Third party influence
- - - - - - - |Third party friendship
- - - - - - |Relationship quality_Friendship
- - - - - - - |Strength of friendship
- - - - |Social dependence
- - - - - - |Relational influence
- - - - - - - |ICB behavior
- - - - - - |Hierarchical level
- - - |Time (of meeting)
- - - |Number (of meetings/week)
- - - |Effectiveness
- - - - |Meetings' effectiveness
- - - - |Meeting confidence
- - - - - |Perceived productivity
- - - - - |Control over work coordination
- - - - - - - - - - - - |Transition processes
- - |Team based HR practices
- - - - |Response time
- - - - |Parts expense
- - - - - |Organizational support_Open communication
- - - - |Multiteam cooperation
- - - - - |Manager team facilitation
- - - - - - |Manager resource acquisition
- - - |Machine reliability
- - - - - |Interpersonal processes
- - - |Team makes HR decisions
- - - - |Feedback mechanisms
- - - |Team empowerment- Responsibility
- - - |Team empowerment- Authority
- - - |Action processes
- - - - |Work adjustment
- - - - - |General/cultural adjustment
- - - - |Withdrawal cognitions
- - - - - |State hostility
- - - - - - - - - |Overall effort intensity
- - - - |Impulsivity
- - - - - |Practice
- - - - - - |Overall office sales
- - - - - - - - - - |Overall individual sales
- - - |Day of month
- - |Lie scale
- - - - - - |Gross profit
- - - - |Drive through time (for eating places)
- - - |External market pressures
- - - |Cooperative employment relations
- - - - - - |TOEFL Score
- - - - - - |Social self efficacy
- - - - - - |Academic self efficacy
- - - - - |Social competence
- - - - - |Intelligence
- - - - - - |Emotional intelligence
- - - - - - |Cultural intelligence
- - - - - - - |Emotional control
- - - |Supervisor feedback environment
- - - |Coworker feedback environment
- - - |Violation of a behavioral norm
- - - - - |Utilitarianism
- - - - - |Formalism
- - - - - - |Social influence
- - - - |Perceived group members' contribution
- - - - |Probability of a behavior
- - - - |Knowledge in financial decision making
- - - - |Money spent on the same task
- - - - - |Hours of interaction
- - - - - |Employee status (new or transferee)
- - - - - |Days stayed
- - - - - - |Strategy training
- - - - - |Group nonperformance behavior_Coordination
- - - - - - |Intrateam coordination
- - - - - - |Interteam coordination
- - - - - - |Coordination training
- - - - |Mechanistic organic shared values
- - - - |Mechanistic organic climate level
- - - - |Family role salience
- - - |Role salience
- - - - |Career role salience
- - - - - - |Test taking motivation
- - - - - |Selection test taking efficacy
- - |Test self assessment
- - - - |Intentions to recommend a job
- - - - - - |Distributive justice perceptions
- - - - - - |Distributive justice expectations
- - - - |Team members' teamwork knowledge
- - - - - |Problem solving proficiency
- - - - - |Physical task proficiency
- - - - - |Group nonperformance behavior_Teamwork
- - - - - - |Observer rating of effective teamwork
- - - - - |Field operations proficiency
- - - - - |MISC_Social integration
- - - - |Situational judgment ability
- - - - - |Situational judgment effectiveness
- - - - |Mentor protege from same department
- - - - |Role modeling (on mentor behavior)
- - - - |Proximity (with mentor)
- - - - - - |Mentorship quality
- - - - - |Match input
- - - - - |Amount of interaction_Interaction frequency
- - - |Mentor protege characteristics
- - - - |Difference in rank
- - - - - |Time spent with customer (time shopping - that customer spent)
- - - - - - |Potential for profit
- - - - - - |Interpersonal discrimination
- - - - - |Future patronage (of customer)
- - - - - |Formal discrimination
- - - - |Body type
- - - - - - |Supervisor perceived organizational support
- - - - - - |Subordinate perceived organizational support
- - - - - |Perceived supervisor support
- - - - - - |MISC_Job search self efficacy
- - - - - - |Job search effort
- - - |Team ability
- - - |Group/team_Team mental models
- - - - |Similarity
- - - - |Team mental models_Accuracy
- - - - - - - |Senior management level
- - - - - |Universalism
- - - - - |Traditional
- - - - - |Stimulating (stimulation)
- - - - - |Self direction (directed)
- - - - - |Powerful
- - - - - |Achievement oriented
- - - - - |Benevolent
- - - - - |Conformity (conforming)
- - - - |Perceived richness
- - - - |Recruitment media credibility
- - - - - - - |Loyal boosterism
- - - - - - |Negative_Reciprocation wariness
- - - - - - - - |Role defined loyal boosterism
- - - - - - - - |Empathic concern
- - - - - |Perspective taking
- - - - - - |Wagner collectivism
- - - - - - - |Beliefs facet
- - - - - - - |Values facet
- - - - - - - |Norms facet
- - - - - - |Triandis collectivism
- - - - - - - |Horizontal facet
- - - - - - - |Vertical facet
- - - - - - |Psychological collectivism
- - - - - - - |Preference facet
- - - - - - - |Reliance facet
- - - - - - - |Concern facet
- - - - - - - |Norm acceptance facet
- - - - - - - |Goal priority facet
- - - - - - |Earley collectivism
- - - - |Practice focus
- - - |Goal proximity
- - - |Goal frame
- - - |Goal content
- - - |Cognitive focus
- - - - - - |Proactive personality parcels
- - - - - - |Motivation to learn parcels
- - - - - |Developmental activity
- - - - - - - |Vacation length
- - - - - - |Positive work reflection
- - - - - |Negative work reflection
- - - - - |Non work hassles
- - - - - - |Health complaints
- - - - - - - - - |Effort expenditure
- - - - - |Disengagement
- - - - - - - - - - |Safety behavior
- - - - - |Safety participation
- - - - - - - - - - |Safety compliance
- - - - - - |Values congruence (between employee and manager)
- - - - - - |Socialized charisma
- - - - - - |Number direct reports (to a leader)
- - - - |Support for creativity
- - - - - - - |Experienced creative time pressure
- - - |Display rules
- - - - - - - |Personal fulfilment
- - - - - - - |Financial reasons
- - - - - - - - - |Surface acting (to change external expression)
- - - - - - - - - |Deep acting (to change external expression)
- - - - - |Affective delivery
- - - - - - - |Target of undermining
- - - - - - - |Individual undermining
- - - - - - - |Group undermining
- - - - - |Average task specific self efficacy
- - - - - - - - - - |Linear practice
- - - - - - - - - - |Quadratic practice
- - - - - |Organizing and planning
- - - - - |Influencing others
- - - - - - |Drive (at work)
- - - - |Hostile attribution bias
- - - - - - - |Family undermining
- - - |Family relationship
- - - - - |Duration of family relationship
- - - - - - |Confront boss
- - - - - - - - - |Reported study time (on exam day)
- - - - - |Planned study time
- - - |Goal level
- - - - |Trustworthy behaviors
- - - - |Shared perspective
- - - - - |Relationship length
- - - - |Perceived trustworthiness
- - - - - |Video based SJT
- - - - - |Cognitive composite
- - - - - |Written SJT
- - - - - |Medical text
- - - - - |Interpersonal criterion
- - - - - - |Novel reaction time
- - - - - - |Inclusion reaction time
- - - - - - |Exclusion reaction time
- - - - - - - |Novel confidence
- - - - - - - |Inclusion confidence
- - - - - - - |Exclusion confidence
- - - - - - |Novel accuracy
- - - - - - |Inclusion accuracy
- - - - - - |Exclusion accuracy
- - - - - |Desicion-making skills_Reaction time
- - - - - |Desicion-making skills_Accuracy
- - - - - - |Routine reaction time
- - - - - - |Routine accuracy
- - - - - - |Near exception reaction time
- - - - - - |Near exception accuracy
- - - - - - |Far exception reaction time
- - - - - - |Far exception accuracy
- - - - - - - |Routine confidence
- - - - - - - |Near exception confidence
- - - - - - - |Far exception confidence
- - - - - - - |Organizational citizenship behavior (OCB)_Civic virtue
- - - - - - - |Concern for future consequences (CFC)
- - - - - |Anticipated time horizon
- - - - - - - |Organizational citizenship behavior (OCB)_Altruism
- - - - - - - - |Work scheduling autonomy
- - - - - - - - |Work methods autonomy
- - - - |Training requirements
- - - - - |JCM_Variety
- - - - - |Knowledge characteristics_Specialization
- - - - |Social support (from people in general)
- - - - |Physical work context
- - - |Work context
- - - - - - - |REDUNDANT_Physical demands
- - - - |Work context_Work conditions
- - - - |Ergonomics
- - - - - |Interaction outside organization
- - - - - |Initiated interdependence
- - - - - |Received interdependence
- - - - |Information GWA
- - - - |Performing physical GWA
- - - - |Feedback from others
- - - - - - - |Feedback from job
- - - - |Equipment use
- - - - - - - - |Decision making autonomy
- - |Data (as outcome)
- - - - |Communication GWA
- - - - - |Household size
- - - - |Extent of telecommuting
- - - - - - - - |Sophomore
- - - - - - - |Years in the program
- - - - - - - - |Senior
- - - - - - - - |Junior
- - - - - - - |Stage in the program
- - - - - - |Single
- - - - |Self selected team
- - |Project worth (percentage for students)
- - - |Team formation strategy
- - - - |Mixed selection
- - - |Identifiability (of individual contributions)
- - - - |Perceived fairness of team processes
- - - - - |Perceived indispensability of contributions to group
- - - - - - - - - - |Credit (for research work)
- - - - - - |Helping behavior
- - - |Preparation
- - - |Condition
- - - - |Team experience
- - - |Team based counterfactual thoughts
- - - - - |Individual based counterfactual thoughts
- - - |Individual based causal attribution
- - - |Team based causal attribution
- - - - - - |Satisfaction with job fulfillment
- - - |Impression management
- - - - - |Self deception
- - - |Stability attributions
- - - - - - |Goal performance discrepancy (GPD)
- - - - - - - |Season GPD
- - - - - - - |Competition GPD
- - - - |Season goal
- - - |Competition goal
- - - - - |Season goal revision
- - - - |Competition goal revision
- - |Attribution
- - - - |Control attribution
- - - |Thoughts of premature departure
- - - - - |Successful repatriation
- - - - - - |Predeparture training (for expats)
- - - - - |Home office support
- - - |Scale response latency
- - - - |Time taken to read test instruction
- - - - - |Familiarity with job
- - - - - - |Emotional maturity
- - - - - |Emotional traits
- - - - - |Career success
- - - - - |Experience as line and staff
- - - - - |Work ethic
- - - - - |Quantitative ability
- - - - - - - - |Persuasive dominance
- - - - - - |High school GPA
- - - - - - |College GPA
- - - - - |High school achievement
- - - - - |Achievement motivation
- - - - |Identification with the profession
- - - - - - |Law enforcement candidate score
- - - - |MISC_Expectations
- - - - - - - - - - |Revenue generated
- - - - - - - - - - |Policies sold
- - - |Reactions (to training)
- - - - - |Satisfaction with supervision
- - - - - - - |Resource related conflict
- - - - - - - |Intersender conflict
- - - - - |Perceptual motor approach
- - - - - |Mechanistic approach
- - - - - |Motivational approach
- - - - - |Biological approach
- - - |Communication processes
- - - - - |Born in USA
- - - - |Subjective_Power_Reward power
- - - - |Subjective_Power_Referent power
- - - - |Subjective_Power_Legitimate power
- - - - |Subjective_Power_Expert power
- - - - |Subjective_Power_Coercive power
- - - - - |Rural background
- - - - - - - - - |Supervisory rating effort
- - - - - - - - - |Self rating effort
- - - |Contingency
- - - - |Promotion satisfaction
- - - - - - - |Satisfaction with role ambiguity
- - - - - - - - |Satisfaction with role conflict
- - - - - - |Explicitness (in instructions)
- - - |Evaluation frequency
- - - - - - |Consistency (towards subordinate)
- - - |Staff growth
- - - - - - - - - - |Average total quantity produced per month
- - - - - - |Average sick leave hours per month
- - - - - - - - - - - |Average per hour quantity
- - - - - - - - |After rater training
- - - - - - - |Job pressure
- - - - |Probability of promotion
- - - - - |MISC_Standardization
- - - |Importance of challenge
- - - |Valence X Instrumentality
- - - |Rating characteristics
- - - - |Raters' expected faked ratings
- - - - |Actual faked ratings
- - - - |Years want to remain in current job
- - - - |Qualified for promotion
- - - - - - |Promotion with relocation
- - - - - - - |Lower level position
- - - - - |Lateral transfer (relocation)
- - - - - |Lateral transfer (no relocation)
- - - - - - |Family earnings
- - - - |Development opportunities
- - - - - |Discrepancy from ideal job
- - - - - |Career stage
- - - - |Career opportunities
- - - - - - - - |Attention to detail
- - - - - - |Processing information
- - - - - - |Quantitative computation
- - - - - |Written expression exercise
- - - - |Satisfaction with PA
- - - - - - |Satisfaction with pay practice
- - - - - - |Satisfaction with pay comparison
- - - - - - - |Satisfaction with pay amount
- - - - - - |Satisfaction with job classification
- - - - - |Perceived salary received
- - - - |Perceived salary should receive
- - - - - - |Satisfaction with increased administration
- - - - |Attitude toward unionization
- - - - - |Job enrichment
- - - - - - |Preference for job enrichment
- - - - - - |Satisfaction with safety of working conditions
- - - |Satisfaction with union and management
- - - - |Belief in union-management cooperation
- - - - - - |Years in high school
- - - - |Union participation
- - - - |Person type
- - - - - - |Influence opportunity
- - - - - - |Supervision_Control
- - - - - |Psychological influence
- - - - - |Year of birth
- - - - |Fitness and merit ranking
- - - - |Professional development
- - - - |Tardiness
- - - - - - - |Place of socialization
- - - - - |Participation hours (in voluntary outside org)
- - - - |Meetings attended
- - - - |Cultural background
- - - - |Anticipated turnover
- - - |Team efficacy
- - - - - - |Workgroup/team efficiency
- - - - - - - |Salary increase percent
- - - - - |Perceived performance (from self)
- - - - - - |Monthly salary
- - - - - - |Internal equity
- - - - - - |External equity
- - - - - - - - |Performance (usage) in time
- - - - |Summed rating
- - - - - - - - |Self development behavior
- - - |Ratee age
- - - - |Rater age
- - - - - |PA overall rating
- - - - - |Communication skills
- - - - - - - - - |REDUNDANT_Performance rating
- - - - - - - - |Complaints
- - - - - - - |Grades (in a professional training; course; academy)
- - - - - - - - |Appreciation
- - - - - - |Holland's SDS
- - - - - - |Social_Social
- - - - - - |Realistic_Realistic
- - - - - - |Investigative_Investigative
- - - - - - |Enterprising_Enterprising
- - - - - - |Conventional_Conventional
- - - - - - |Artistic_Artistic
- - - - - |Tolerance for conflict
- - - - |Group morale
- - - - - - - |Individual satisfaction
- - - - - - |Satisfaction with group morale
- - - - - - - - - |Performance appraisal ratings
- - - - - - - |Rank
- - - - |Engagement in intellectual activities
- - - - - |Years living in the country
- - - - - |Boredom / monotony
- - - - - - |Property damage
- - - |Year relevant variables
- - - - |Year of publication
- - - - |Validity studies
- - - - |Sample size
- - |Publication/research/testing related variables
- - - |Proportion of comparisons significant
- - - - |Validity coefficient
- - - - - - |Selection test performance
- - - - - |Interview general score
- - - - |Language score
- - - |Questionnaire total score
- - - - - - - - - |Criterion performance
- - - - - - - |Time urgency (for task completion)
- - - - - - |Task involvement
- - - - - |Incremental performance (than expected from reg line)
- - - - - - - - - |REDUNDANT_Managerial effectiveness
- - - - - |Thurstone test of mental ability
- - - - - - |Linguistic
- - - - - - |Quantitative
- - - - - - |Thurstone test of mental ability_Total
- - - - - |Interpersonal needs
- - - - - - |Interpersonal needs_Support
- - - - - - |Interpersonal needs_Conformity
- - - - - - |Interpersonal needs_Recognition
- - - - - - |Interpersonal needs_Independence
- - - - - - |Interpersonal needs_Benevolence
- - - - - - |Interpersonal needs_Leadership
- - - - - - - - - - |Effectiveness (ratings)_Managerial effectiveness
- - - - - - |REDUNDANT_Planning
- - - - - - |Flanagan Industrial Test (FIT)- Judgment and comprehension
- - - - - - - - |Comprehension
- - - - - |Banker
- - - - - |Guilford Zimmerman temperament
- - - - - - |Active/inactive
- - - - - - |Restrained/impulsive
- - - - - - |Ascendant/submissive
- - - - - - |Social/shy
- - - - - - |Stable/depressed
- - - - - - |Objective/subjective
- - - - - - |Friendly/hostile
- - - - - - |Thoughtful/unreflective
- - - - - - |Cooperative/critical
- - - - - |Accomplishment record
- - - - - - - - |Researching/investigating
- - - - - - - - |Using knowledge
- - - - - - - - |Planning and organizing
- - - - - - - - |Writing
- - - - - - - - |Oral communication and assertive advocacy
- - - - - - - - |Working independently
- - - - - - - - |Hard work; dedication
- - - - - - - - |Overall clinical rating
- - - - |Weight
- - - - - - |Previous pay
- - - - |Self understanding/appraisal
- - - - |Perceived worth
- - - - - |Persistence
- - - - - |Analytical ability
- - - - - - - - |Performance under stress
- - - - - - - |Training and evaluation
- - - - - - - - |Computation and projection
- - - - - - - - |Conceptual integration and application
- - - - - - - - |Tool and object nomenclature; use; and recognition
- - - - - - - - |Dual task
- - - - - - - - |Inspection/sort
- - - - - - - - |Record keeping
- - - - - - - - |Social interaction
- - - - - - - - |Precision and planning
- - - - - - - - |Relating diagrams with objects
- - - - - - - - |Total evaluation
- - - - - - - - |Supervisory rating criterion
- - - - - - - |ASVAB- Mechanical comprehension (MC)
- - - - - - - |ASVAB- Space perception
- - - - - - - |ASVAB- Attention to detail
- - - - - - - |ASVAB- General information
- - - - |Occupational choice
- - - - - |Career progress
- - - - - |Nature of work
- - - - |Opportunities for learning
- - - - |MISC_Ability utilization
- - - - - |Utility of work
- - - - - - |Interesting work
- - - - - - |Challenging work
- - - - - - - - |Control over work
- - - - - - - - - |Task choice
- - - - - - - - - |Task process choice
- - - - - - |Time constraints (pressure)
- - - - - |Job related interactions
- - - - - |Facilitator of career development
- - - - - |Pay recognition
- - - - - - |Intrinsic job satisfaction
- - - - - - |Extrinsic job satisfaction
- - - - - - |Social job satisfaction
- - - - |MISC As employee_Career
- - - - - - |MSQ Satisfaction
- - - - |Occupational choice satisfaction
- - - - - - - |Achievement
- - - - - - - |MSQ Satisfaction_Ability utilization
- - - - - - - |Activity
- - - - - - - |Advancement
- - - - - - - |Autonomy/authority
- - - - - - - |Company policies and practices
- - - - - - - |MSQ Satisfaction_Independence
- - - - - - - |MSQ Satisfaction_Job security
- - - - - - - |MSQ Satisfaction_Creativity
- - - - - - - |Moral values
- - - - - - - |MSQ Satisfaction_Recognition
- - - - - - - |MSQ Satisfaction_Responsibility
- - - - - - - |Social service
- - - - - - - |Social status
- - - - - - - |Supervision - technical competence
- - - - - - - |Supervision - human relations
- - - - - - - |MSQ Satisfaction_Variety
- - - - - - - |Working conditions
- - - - |Climate- Structure
- - - - |Climate- Standards
- - - - |Climate- Responsibility
- - - - - - |Supervisory contribution
- - - - - - - - - |Subordinate performance
- - - - - |Task behavior/style_Reward power
- - - - - |Reassign
- - - - - - |Opportunity for influence
- - - - - |Explain
- - - - |Internal attributions
- - - |Socialization practices
- - - - |Formal onsite orientation
- - - - |Offsite residential training
- - - - |With other new recruits
- - - - |Senior coworker relationship
- - - - |Mentor sponsor relationship
- - - - |With peers
- - - - |Socialization practices_With supervisor
- - - - |By secretary/support staff
- - - - |Through social/recreational activities
- - - - |Through business trips
- - - - - |Self confidence*
- - - - |Maturity*
- - - - - - |Positive_Cooperation
- - - - - |Perceived fairness
- - - - - |Persuasiveness
- - - |Years training
- - - - |Written test
- - - - |Biographical questionnaire
- - - - - |Influential behavior
- - - - - - |Influence on superiors
- - - - - - |Influence on productivity
- - - - - - |Influence on overall effectiveness
- - - - - |Number of facts obtained
- - - - - |Acquiring information
- - - - - |Behavior observation test score
- - - - - - |Written communication
- - - - - |Skewness (leniency/severity)
- - - |Rating distribution standard deviation
- - - - - |Halo
- - - - |Kurtosis
- - - - - - - - - |Rating- Problem solving
- - - - - - - - |Rating- quantity
- - - - - - - - |Rating- quality
- - - - - - - - - |Global_REDUNDANT_Performance ratings_1
- - - - - - - - |Efficiency ratings
- - - - - - |Adaptiveness ratings
- - - |Objective and judgmental branch performance
- - - - |Loan growth
- - - - |Account growth
- - - - |Past due
- - - - |Charge off
- - - - |Objective and judgmental branch performance_Profit
- - - - |Objective and judgmental branch performance_Total
- - - - - |Overall rating
- - - - - - - - |Supervisor/subordinate ratings
- - - - - - - - - |Work direction
- - - - - - - - - |Supervisor/subordinate ratings_Training
- - - - - - - - - |Motivating
- - - - - - - - - |Know how
- - - - - - |Individual performance_Creative Performance_Innovation
- - - - - - - - - |Supervisor/subordinate ratings_Feedback
- - - - - - - - - |Supervisor/subordinate ratings_Consideration
- - - - - - - - - |Administration
- - - |Attitude about recruitment
- - - - |Recruiter responsiveness/knowledge
- - - - |Attitude about recruitment_Positive affect
- - - - - - |Voluntary absenteeism
- - - - - - |Frequency of sickness & accident
- - - - - - |Annual vacation
- - - - - - |Duration of sickness & accident
- - - - - |Satisfaction with shortened week
- - - - - |Higher order needs (strength)
- - - - - - |Sending information
- - - - - |Desire to interact
- - - - |Information accuracy
- - - - |Information related behaviors
- - - - - - |Gatekeeping information
- - - - - |Changing / manipulating information
- - - - - |Team building (by superior)
- - - - |Satisfaction with career; training; & development
- - - - - - |Miner sentence completion scale (motivation to manage)
- - - - - - - |Total score
- - - - - - - |Authority figures
- - - - - - - |Competitive games
- - - - - - - |Competitive situations
- - - - - - - |Assertive role
- - - - - - - |Imposing wishes
- - - - - - - |Standing out from the group
- - - - - - - |Routine administrative functions
- - - - |Seriousness of the perceived wrongdoing
- - - - |Perceived protection from retaliation
- - - |Attitude towards whistleblowing
- - - - |Others' approval would encourage me to report
- - - - |My approval of whistle-blowing
- - - - |Organizational incidence of perceived wrongdoing
- - - - |My knowledge of channels
- - - - |Ability attribution
- - - - |Effort attribution
- - - - |Luck attribution
- - - - |Multiple questionable activities
- - - - |Multiple perceived sources of evidence
- - - - |Monetary incentives encourage me to report
- - - - |Financial incentives are appropriate
- - - - |Egoistic motive
- - - - |Direct evidence of perceived wrongdoing
- - - - |Corrective action would encourage me to report
- - - - |Communication methods
- - - - |Climate- of protection from retaliation
- - - - |Anonymity would encourage me to blow whistle
- - - |Amount of disseminated information
- - - - |Task difficulty attribution
- - - - - - - - - - |Self-rated performance_Self ratings
- - - - - |Deisred influence
- - - - |Perceived influence/input over work proceeses
- - - - |Training emphasis
- - - |Percentage trained
- - |Disruption potential
- - - - - - |Information shared
- - |Production stability
- - - |Willingness to participate/work (in union activities)
- - - - |Material costs and benefits related to goal
- - - - |Social costs and benefits of participating
- - - - |Union participation necessary
- - - - |Efficacy of action
- - - - - |Number of colleagues
- - - - - |Financial sacrifices
- - - - |MISC_Work conditions
- - - - |Supervision attribution
- - - - - - - - |Safety
- - - - - - - - |Punctuality attendance
- - - - - - - - |Facet / task_Job knowledge
- - - - - - - - |Initiative
- - - - - - - - |Facet / task_Decision making
- - - - - - - - - |Dealing with co-workers
- - - - - - - - - |Dealing with public
- - - - - - - - - |Interpersonal performance_Communication
- - - |(opportunity of) Job adjustment
- - - - |Interviewer/recruiter characteristics
- - - - - |Interviewer/recruiter characteristics_Competence
- - - - - |Personable
- - - - - |Informative
- - - |Parents' pressure (to join an org)
- - - |Friends' pressure (to join an org)
- - - - |General interview affect
- - - |General job affect
- - - - |Corrective recommendations
- - - - - |Corrective recommendations_Training
- - - - - |Transfer
- - - - - |Discipline
- - - - - |Modify environment
- - - - - |Encouragement
- - - - - |Hire people with more ability
- - - - |Reaction to skill assessment (training)
- - - - - - - |Pre training motivation
- - - - - - - |Post training motivation
- - - - |Career exploratory behavior
- - - - - |Career planning
- - - |Nominations (intentions to work with somebody)
- - - - - - |Problem analysis
- - - - - - |Problem solution
- - - - - |Sense of urgency
- - - - - |People sensitivity
- - - - - - - - - - |Selection exercise_Role play
- - - - - - - - - - - |Staffer role play
- - - - - - - - - - - |Customer role play
- - - - - - - - - - - |In basket
- - - - |Performance appraisal (PA) system_Feedback
- - - - - |Feedback (performance improvement)
- - - - - |Feedback (pay and advancement)
- - - - - |Feedback (support)
- - - - - |Likableness
- - - - - |Counseling
- - - - - |Intensity (of leader action)
- - - - - |Focus (of leader action)
- - - - - |Prepared for interview
- - - - |Likelihood of offer
- - - |Interview behavior
- - - - - |Performed interview
- - - - - |Skills match
- - - - - |Prepared answers
- - - - - |Overall evaluation
- - - - |Likelihood of accept
- - - - |Characteristics of interviews
- - - - - |Advice
- - - |Union support
- - - - - |Aggresiveness
- - - - - |Trained supervisors (personnel)
- - - |Drug test randomness
- - - |Severity of results (on drug test)
- - - |Rehabilitation focus
- - - |Drug program management
- - - |Privacy/confidentiality
- - - |Planning/monitoring/evaluation of drug program
- - |Policy/characteristics towards drugs
- - - |Overall managerial assessment
- - - |Occupational distribution
- - - |Grievances/complaints
- - - |Diagnostic capacity
- - - |Depth of intervention
- - - |Attraction/retention of employees
- - - |Ancillary programs
- - - |Acceptability
- - - |Composite criterion
- - - - |Regard for company
- - - - |Regard for job
- - - - |Job itself
- - - - |Minor fringe benefits
- - - - |Attitude about recruitment_Compensation
- - - - - |Satisfaction with peer as appraisers
- - - - - |Satisfaction with last rating
- - - - - |Reaction to peer ratings
- - - - - |Perceived leniency in peer ratings
- - - - - |PA Fairness_Perceived friendship bias
- - - - - - - - - |Peer rated performance
- - - - - |Favor continuation; modification or discontinuation of peer appraisals
- - - |Quality circles
- - - - |Speed
- - - - |QC size
- - - - |Quality circles_Quantity
- - - - |Attendance rate
- - - - |Updating climate
- - - - - |Information exchange
- - - - - |Innovation policy
- - - - - |Updating support
- - - - - |Job assignments
- - - - - |Minimal pressure
- - - - |Growth satisfaction
- - |Updating orientation
- - - - - - - - |Administrative behavior
- - - - - - |Nontechnical training
- - - |Technology
- - - |General environment_Standardization
- - - |Internal rewards
- - - - |Training utility
- - - - - |Quality control skills
- - - - - - |Reliability/engineering function
- - - - - - |Administrative function
- - - - - - |Manufacturing function
- - - - - - |Materials handling function
- - - - - |Managerial skills
- - - - - - |System equity
- - - - - - |Self equity
- - - - - - - |Job equity
- - - - - - - |Age equity
- - - - - - - |Company equity
- - - - - - - |Occupational equity
- - - - - - |Cohort comparisons
- - - - - - - |Educational equity
- - - - - |Pay adequacy
- - - - - |Self image & personal appearance
- - - - - |Accepting authority
- - - - - - - |ASVAB- Radio repairers
- - - - - |Relationship importance
- - - - |Time spent with mentor
- - - - |Cleaned up sample
- - - |Corrected for range restriction
- - |Standardized test administrators
- - - - - |Utilizing strategy
- - - |Decision-making style- Utilizing opportunity
- - - - - - |Use of strategy
- - - - - |Systematic functioning
- - - - - - |Systematic actions to strategic planning
- - - - - - |Strategic actions within groups of coherent activities
- - - - - - - - |Speed of response
- - - - - - - - - |Speed of response to information (average)
- - - - - - - - - |Speed of response to emergency information
- - - - - - |Simple non-strategic actions
- - - - - - - - - |Shift in speed in emergency
- - - - - - - - - |Rapidity of first response to information
- - - - - |High level strategic planning
- - - - - |Emphasis on deliberate strategic thinking
- - - - - - - - - |Elapsed time between strategic actions
- - - - - - - - - |Response frequency to information
- - - - - - |Information search activity
- - - - |Number of promotions in 10 years
- - - - - |Length of forward planning
- - - - - |Number of actions in response to an emergency
- - - - |Diversity of actions / behaviors
- - - - - - |Underwater options
- - - - - |Wealth
- - - |View money as an indicator of success
- - - - - |Financial (money) inadequacy
- - - - - - - |Virtue
- - - - - - - |Order
- - - - - - - |Industriousness
- - - - |Preventative health behaviors
- - - - - |Risky driving behavior
- - - |Tell the truth condition
- - - |Lie condition
- - - - - - |Emotional sensitivity
- - - - - |Social expressivity
- - - - - - |Peer ratings
- - - - - - |Transformational leadership_Self ratings
- - - - - - |Tenacity-resilience analysis-presentation
- - - - |Supervisor satisfaction
- - - - |Supervisor support
- - - - - |Trust in manager
- - - - |Trust in management
- - - - - |Manager trustworthiness
- - - - |Supervisor Trust
- - - - - |Manager integrity
- - - - - - |Supervisor integrity
- - - - - - |Manager benevolence
- - - - - |Suprvisory Benevolence
- - - |Demographic preference
- - - |Supervisors/managers/leaders
- - |LMX differentiation
- - - - - - |Leader perceptions of leader-member exchange (LMX)
- - - - - |Leader-member exchange (LMX) related
- - - - - - |Member perceptions of leader-member exchange (LMX)
- - - - |Object = Communication_Voice_Voice_1
- - - - - |Leader justice/fairness_Justice
- - - - - |Relational benefits
- - - - |Exchange
- - - - - - |Peer support_Peer support
- - - - - |Satisfaction with relations
- - - - - |Popularity
- - - - - - |Justice_MISC_Justice_1
- - - - - |Interactional justice
- - - |Coworkers
- - |Object = People
- - - - - |Emotional support
- - - - |Coworkers_Support
- - - |Collective team identification
- - - - - |Relationship quality_Cooperation
- - - - - |Ingroup
- - - - - |Outgroup
- - - - |MISC As employee_Diversity
- - - |Subordinates/proteges
- - - |Quality of communication experience (QCE)
- - - |Communication about pay
- - |Object = Communication
- - - |Manipulation- valence of information
- - - |Information
- - - |Community embeddedness
- - - - |Family embeddedness
- - - - |Object = Communication_Voice_Voice_2
- - - - - |Procedural justice
- - - - - |Distributive justice
- - - - |Organizational policies/procedures_Justice
- - - |Organizational policies/procedures
- - - - - |Organizational policies/procedures_Fairness_Outcome fairness
- - - - |Organizational policies/procedures_Fairness
- - - - - |Commitment
- - - - - |Organizational support for diversity
- - - - |Organizational support
- - - |Embeddedness
- - |Object = Organization
- - - - |Perceived external prestige
- - - - - |Subordinate's evaluation of supervisor's attitude toward the organization
- - - - - - |REDUNDANT_Decision making
- - - - |Org personality- Innovativeness/Creativity
- - - - - |Percieved climate
- - - |Perceived ORG performance
- - - - - - |Perceived organizational sanctions
- - - - - |Perceptions of organizational politics
- - - - - |Psychological contract breach
- - - - |Psychological contract
- - - - - |Job satisfaction
- - - - - - |Satisfaction
- - - - - |Pay satisfaction
- - - |Object = Job/Task_Compensation
- - - - - - - - |Behavioral control
- - - - |Roles
- - - - |Gender role orientation (GRO)
- - - |Gender role attitudes
- - - - - |Work-to-family conflict
- - - - |Work-family conflict
- - |Object = Job/Task
- - - - - - |Family-to-work conflict
- - - - |Family-work conflict
- - - - - |Work-life balance (WLB)-Supervisor
- - - - - |Work-life balance (WLB)-Self
- - - - - |Behavior-based work interference with family
- - - |Work-life balance
- - - - |Perceived job alternatives
- - - - |Job Embeddedness
- - - - - |Loyalty_Engagement
- - - - - - |Perceived task significance
- - - - - |Need satisfaction
- - - - |Object = Self_Identity
- - - - - |Moral identity
- - - |Object = Self
- - - - |Self-evaluations
- - - - - - |Justice_MISC_Justice_2
- - |Object = Union
- - - |Negotiation satisfaction
- - |Object = Negotiations
- - - |Object = Business in general
- - - - |Environmental policies
- - - |Managerial
- - - - |Demands_Workload
- - |Status
- - |Occupational characteristics_Diversity
- - - |Generalized work activities (GWA)
- |Occupational characteristics
- |Attitudes / evaluations
- - - - - |Role definitions
- - |Roles (can be SME-derived)
- - - |Work role requirements
- - - - |Emotional labor demands
- - - |Demands
- - - - |Job demand
- - - - - - - |Task Autonomy
- - - - - - - |Perceived difficulty
- - - - - - |Workplace complexity
- - - |Anonymity
- - |Negotiation situation/task
- - - - - - - - |Task characteristics*
- - - |Implementation
- - |Object = Change
- - - |Training structure
- - - |Training instruction
- - - - |Training Program Characteristics
- - - - |Team/group size
- - - - |Group tenure
- - - |Group demographics
- - - - - |Racial diversity
- - - |Subjective_Power
- |Dyad/group characteristics
- - - - - |Group/team performance_Creative performance
- - - |Group cohesion
- - - - |Service climate
- - - - |Climate- Managerial support
- - - - - - |Injury rate
- - - - - |Safety climate- Communication about errors
- - - - |Safety climate
- - - - |Diversity climate
- - - - |Learning climate
- - - |Climate
- - - - |Customer orientation climate
- - - - |Relationship climate
- - - - |Economic_Unemployment
- - - |Economic
- - - - |Customer satisfaction
- - - - - |Financial performance_Profit
- - - - - |Return on Assets (ROA)
- - - - |Effectiveness_Financial performance
- - - - - |Total shareholder returns
- - - - - - |Sales growth
- - - - - |Financial performance_Sales
- - |Organizational performance
- - - - - |Customer service performance ratings
- - - - |Effectiveness_Customer Service
- - - - - |Medication errors
- - - - |Safety performance
- - - - |Volutary turnover rate
- - - |Organizational performance_Norms
- - - - |Idea network(s)
- - - - |Peer advice network
- - - - - |Peer advice network_Centrality
- - - - |Work Communication network
- - - - - |Tie strength
- - - - |Ties
- - |Network characteristics
- - - - - |Friendship centrality
- - - - |Friendship network
- - |Employment intentions
- - - - |Turnover intentions
- - - |Quit intentions
- - - |Intentions to stay
- - - |Motivational intent
- |Intentions
- - - - - - |Role identification behaviors
- - - - - - - |Harassment
- - - - |Deviance
- - - - - |Other deviant behavior
- - - |Counterproductive behaviors
- - - - |Counterproductive workplace behaviors
- - - - - - |Sex-related
- - - - - - |Social Undermining
- - - - - - |Incivility
- - - - - - |Participation in training/development activities
- - - - - |Coping / emotion-based behavior_Emotion control
- - - - - - |Positive emotions
- - - - - - |Organizational citizenship behavior (OCB)
- - - - - - |Proactive behaviors
- - - - - - |Helping behaviors
- - - - - |Mentoring
- - - - - - |Information seeking_Monitoring
- - - - - |Transformational leadership
- - - |As employee_Leadership
- - - - - - |Leadership style
- |Behaviors
- - - - - |Ratings of moral behavior
- - - - |Moral behavior
- - - - |Voice behavior
- - - - - - |Computer behavior
- - - - |Decision making activities
- - - - |Idiosyncrasy
- - - - - - - - |Competency related behavior
- - - - - - - - - - |Task change
- - - - - - - - - - |Task performance (employee)_Role performance
- - - - - - - - |Managing the task performance
- - - - - - |Contextual performance
- - - - - - - - - |Task performance (employee)
- - - - - - - - |Task performance
- - - - - - - - - |Task performance (student/other)
- - - - - - - - - |Average task performance
- - - - - - - - - |Prociency on team tasks
- - - - - - - - - - |Performance (dollars raised)
- - - - - - - - - |Task completion
- - - - - - - - - |Actual exam performance
- - - - - - - - |Exam performance
- - - - - - |Objective
- - - - - - |Learning
- - - - - - - - - |Effectiveness (ratings)
- - - |Absenteeism / tardiness
- - - |Performance
- - - - - |Individual performance_Creative Performance
- - - - - - |Challenge stressors_Conflict
- - - - - - - - |REDUNDANT_Conflict
- - - - - - |Performance-Approach/Prove
- - - - - - |Performance-Avoid
- - - - - - - |Performance orientation
- - - - - |Conflict resolution
- - - - - - - - - - |In-role behavior
- - - - - - - - - |REDUNDANT_Role performance
- - - - - - - - - |Productivity_Financial performance
- - - - - - - - |Customer service performance
- - - - - - - - - |Research performance
- - - - - - - - - |Job performance
- - - - |Post-training differential accuracy
- - - - - |Training performance
- - - - - - - - - |Supervisor-rated performance
- - - - - - - - - |Self-rated performance
- - - - - - - - - |Global_REDUNDANT_Performance ratings_2
- - - - - - - - |Multi-source performance rating (MSPR)
- - - - - - - - - - |Leader effectiveness
- - - - - - - - - |Leader performance
- - - - - |Performance problems
- - - - - - - - |Job_Productivity
- - - |O*Net
- - |Selection
- - - - |Into the organization
- - - |Movement
- - - - |O*Net descriptor- Writing
- - - - |O*Net descriptor- Mathematical reasoning
- - - - |Situational judgment test
- - - - |Website attractiveness
- - - - |Use of employee testimonials
- - - - - - - |Quits
- - - - - - |Voluntary turnover
- - - - - |Promotability
- - - - |Managerial potential
- - - - - |Subjective age
- - - - |Career future
- - - - |Age relative to a work group
- - - - - |Pay raise
- - - - - - |Pay raise affect
- - - |Pay raise behavior intentions
- - - - - |Recognition motivation
- - - - - - |Interaction complexity
- - - - - |Turnover
- - - - |Out of the organization
- - - - - |Job-search intensity
- - - - - - |Job Search
- - - - - - |Job interview
- - - - - |Job offers
- - - - - |Offers accepted
- - - - - |Promotion
- - - - |Within organization
- - - - |Job search behaviors
- - - - |Amount of interaction
- - - - - - |Interpersonal facilitation
- - - - |Strategizing
- - - - - - |Problem-solving coping
- - - - - |Coping
- - - - - - |Emotion coping
- - - - |Social exchange
- - - - - |Regarding treatment
- - - - |Cognitive activities_Counterfactual thinking
- - - - |Punishment
- - - - - - - |Compliance
- - - - |Comparisons
- - - - |Object = Self_Job Involvement
- - - - - |Communal Composite
- - - - |In organization
- - - - - |Dyadic tenure_With supervisor
- - - |Tenure
- - - - - - |Length of unemployment
- - - - |Employment status
- - - - - |Employment history
- - - - - |MISC_Career
- - - - - |Work experience_Job
- - - - |Work experience
- - - |Experience
- - - - |Previous experience
- - - - |Expert
- - - - - - |Supervisory status
- - - - - - |Management
- - - - - |Job level
- - - - - |Specific position
- - - - - - |Leadership position
- - - - |Biodata_Leadership
- - - - - - |Salary plus bonus
- - - - - |Fixed_Salary
- - - - - - |Awards
- - - - - |Inducements
- - - - - |Fixed_Resource allocation
- - - - - - |Rewards
- - - |As employee_Compensation
- - - - - - |Pay growth
- - - - - - - |Merit pay raise size
- - - - - - |Pay level
- - - - - - - |Experience-based pay
- - - - - |Pay
- - - - - |Earnings
- - - - - - |Working hours
- - - - - |Part-time/full-time
- - - - |Job status
- - - - - |Department affiliation
- - |Person characteristics_As employee
- |Person characteristics
- - - - - - |Right persuasions
- - - - - - |Alcohol consumption
- - - - - - - - |Overall alcohol use
- - - - - - - |Alcohol use
- - - - |Unhealthy Behaviors
- - - - - - |Illicit drug use
- - - - - |Drug use - OUTSIDE OF work
- - - - - - |Smoking
- - - - - |Gambling
- - - - - - |EMPLOYEE -- Blood pressure at work
- - - - - |Blood pressure
- - - - - |Sleep
- - - |Health
- - - - - - |Health problems
- - - - - |Acute
- - - - - |Chronic
- - - - |Health indicators
- - - - - - - |Stress_Exhaustion_Emotional exhaustion_1
- - - - |Psychological well-being
- - - - - |Emotional health
- - - - - - |Emotion control_Emotion control
- - - - - - |GMA- Raven's advance progressive matrices (APM)
- - - - - |General mental ability (GMA)
- - - - |Cognitive/mental
- - - - |Metacognition
- - - - |Proficiency
- - - - - |Verbal Ability
- - - - - |Cognitive/mental_Information processing
- - - - - - |GRE
- - - - - - |Ability Score (SAT/ACT/others)
- - - - - - |ASVAB
- - - |Ability
- - - - - |Mental test
- - - - |Psychological capital (PsyCap)
- - - |Knowledge
- - |KSAOs
- - - - |Skill importance
- - - - |Cognitive skills
- - - |Skills
- - - - - |Interpersonal skills
- - - - |Technical skills
- - - - |Desicion-making skills
- - - - - |Skill usage
- - - - - |Self-discipline
- - - - - - - - |Willingness to work
- - - - - |Vountariness
- - - - - |Arousal
- - - - |Agentic orientation
- - - - - |Integrity
- - - - - - - |Conscientiousness_Responsibility
- - - - - |Creative
- - - - - - - - |Learning orientation
- - - - - - - - |Avoid orientation
- - - - - - - |Approach orientation
- - - - - - - - |Mastery orientation
- - - - - - - |Performance-goal orientation
- - - - - |Goal orientation
- - - - - |Self-set goal level
- - - - |Goal setting
- - - - |Self-regulatory processing
- - - - - |Prosocial motivation
- - - - |Motivation
- - - - - |Motivation to learn
- - - - |Trait self-efficacy
- - - - - |Self-efficacy (SE) training episode
- - - - - - - |Self-esteem
- - - - - |Work style (WKS) importance
- - - - |Work style
- - - - - |Focus
- - - - - |Self-handicapping
- - - - - - |Positive_Concern
- - - - - - |Sexism
- - - - - |Negative_Anxiety
- - - - - |Positive_Positive affect
- - - - - |Negative affect
- - - - - |Affect
- - - - - |Recovery experiences
- - - - - |Fatigue
- - - |States
- - - - - |Serenity
- - - - |State orientation
- - - - - - - |Detachment
- - - - - - |Individual (faculty) stress
- - - - - - - |Burnout
- - - - - - |Exhaustion
- - - - - - |Job stress
- - - - - |Stress
- - - - |Stressors
- - - - - - |Strain
- - - - - - - |EMPLOYEE -- Affective distress at work
- - - - - - |Distress
- - - - - - |Openess
- - - - - - |Big 5_Conscientiousness
- - - - - - |Extraversion
- - - - - - |Agreeableness
- - - - - - - |Neuroticism
- - - - - - |Emotional stability
- - - - - |Big 5
- - - - |RIASEC interest types
- - - |Traits
- - - - |Locus of control
- - - - - - |Honesty
- - - - - - |Trait Hostility
- - - - - - |Trait Anxiety
- - - - - - |Trait negative affect
- - - - - - |Trait positive affect
- - - - |Trait orientation
- - - - |Entrepreneurship
- - - - |Demographics_Age
- - - - |Sex/gender
- - - - - - |Male
- - - - - |African American
- - - - - |Hispanic
- - - - |Race/ethnicity
- - - - - |Asian
- - - - |Nationality
- - - - - - |Income
- - - - |Number of dependents
- - - - - |Number of children
- - - - - |Marital status
- - - - |Relationship status
- - - - - |GPA
- - - - - - - |Graduate
- - - - - - |Graudation status
- - - |Education
- - - - - - |Years in graduate school
- - - - - |Years of education
- - - - - - |College
- - - - - |Student
- - - - - |Level of education
- - - - |Political affliation
- - - - |Parent information
- - - - |Living history
- - - - |Demographics_Location
- - - - - |Region
- - - - |Retirement status
- - - - |Handshake
- - - |Physical characteristics
- - - - |Needs
- - - - |Values
- - - - - |Moral attentiveness
- - - - |Traits_Moral awareness
- - - - - - |Sleep patterns
- - - - - |Property size
- - - - |Organizational/Firm/Unit size
- - - - - |Number of employees in the facility
- - - - - - |Number of employees
- - - - - |District
- - - - |Organizational location
- - - - - |Country
- - - - - |City
- - - |Unionization
- - - - - - |Consumer products
- - - - - |Manufacturing
- - - - |Industry
- - - |Organizational demographics
- - - - |Customer demographics
- - - |Customer information
- - - - |Macro level employee demographics_Gender composition
- - - - |Workforce racial compositions
- - - - - |Community
- - - - - - |Community racial composition
- - - - - |Geographic closeness centrality
- - - - |Organizational demographics_Location
- - - |CEO
- - - |Board of Directors
- - - |Resource availability
- |Organizational characteristics
- - |Resources
- - - |Firm ownership
- - - |Orientation
- - - |Organizational values
- - |High Perfromance Work Systems (HPWS)
- - - |HPWS Characteristics
- - - - |Human resources bundles
- - - |High Perfromance Work Systems (HPWS)_HR Practices
- - - |Organizational structure
- - |Group/team
- - - |Implicit trait policies
- |Cognitions
- - - |Telecommuting
- |Contextual characteristics
- - - - - |!!!Gender (female = greater value)
- - - - - |!!!Gender (male = greater value)
- - - - - - |Black/White comparison_White = greater value
- - - - - - |Black = greater value
- - - - - - |Hisp/White comparison_White = greater value
- - - - - - |Hisp = greater value
- - - - - - |Majority = greater value
- - - - - - |Minority = greater value
- - - - - |Cross cultural awareness
- - - - |Awareness types
- - - - - |Organizational and commercial awareness
- - - - - - |Group discussion indicators
- - - - - - |analysis - presentation indicators
- - - - - |Proficiency_Language proficiency
- - - - |Communication ability
- - - - - |Analysis presentation indicator
- - - - - |Group discussion indicator
- - - - - - |Tenacity-resilience interview
- - - - - - |Teamwork - resilience interview
- - - - - - |Teamwork - resilience group discussion
- - - |Object = People_MISC
- - - - |Leader justice/fairness
- - - - |Supervisors/managers/leaders_MISC
- - - - |Coworkers_Relationship quality
- - - - |Coworkers_MISC
- - - - |Informational Support
- - - - |Structural Support
- - - - |Instrumental Support
- - - |Employee-Organization relationship
- - - |Object = Organization_MISC
- - - - - |Justice_MISC
- - - - |Employee-Organization relationship_Loyalty
- - - - |Employee-Organization relationship_Concern
- - - - |Employee-Organization relationship_MISC
- - - - |Object = Self_MISC
- - - - - |Positive_MISC
- - - - |JCM
- - |Object = Training/development
- - - - |Task label
- - - |Object = Job/Task_MISC
- - - |Test/exam characteristics
- - |Object = Career/Occupation/Employment
- - - |Object = Career/Occupation/Employment_MISC
- - |Attitudes / evaluations_MISC
- - |Intentions_MISC
- - - |To apply for a job
- - - |To hire
- - |Behaviors_As employee
- - - - - |Individual performance_Role performance
- - - - |MISC performance
- - - - - - |Role performance_Subjective
- - - - - - - - |No. of complaints per month
- - - - - - - |Objective_Job
- - - - - - - |Objective_Facet / task
- - - - - - - |Transfer (i.e.; behavior)
- - - - - - - - |Job_Objective*
- - - |Biodata
- - - - - |Application for employment
- - - - - - - - |Good performer quitting
- - - - - - |Behavior
- - - - - |Empowerment
- - - - - |Relations behavior/style_Consideration
- - - - - |Task behavior/style_Boundary spanning
- - - - - |Transactional leadership
- - - - - |Motivational
- - - - - - |Organization-directed
- - - - - - |Interpersonal
- - - - |Counterproductive behaviors_MISC
- - - - - - - - |Sexual Harassment
- - - - - |Drug use at work
- - - - - - |Alcohol
- - - - - - - |Alcohol_Modal alcohol consumption
- - - - - - - |Frequency of drinking
- - - - - - - |Alcohol_Desire to drink
- - - - - - - |Quantity of drinking
- - - - - - |Nicotine
- - - - - - - |Nicotine_Smoking status
- - - - - - |Caffeine
- - - - - - |THC
- - - - - - |Other
- - - - - |Participation in training
- - - - - |Participation in development
- - - |As employee_MISC
- - - |Negative behaviors
- - - - |Criminal
- - - |Socially valued behavior
- - - |As person_MISC
- - - - |Charity
- - - - |Volunteering
- - - - - |Amount donated
- - - - - |Charity_Frequency
- - - - - |Hours volunteered
- - - - - |Frequency in a time period
- - - - - - |Years married
- - - - |Fixed
- - - - |Variable/other
- - - |Job role
- - |Psychological
- - - |MISC As employee
- - |(Mostly) objective
- - - - |Trait states
- - - - |States_Positive
- - - - |States_Negative
- - - - |States_MISC
- - - - |Relationship-based
- - - - - |Relationship-based_Negative
- - - - - |Relationship-based_Positive
- - - |Values & needs
- - - |Psychological_MISC
- - - |(Mostly) objective_Demographics
- - - |Employment
- - - |Background
- - - |(Mostly) objective_MISC
- - - - |Level
- - - - |Success
- - - - - |Employment status_Unemployment
- - - - |Employment_MISC
- - - - - |Health indicators_Strength
- |Very miscellaneous
- - - - |Subordinate satisfaction
- - - - |Subordinate support
- - - - |Subordinate trust
- - - - |Subordinates/proteges_Relationship quality
- - - - |Subordinates/proteges_MISC
- - |Task environment
- - |Internal environment
- - |Organizational governance
- - |Organizational characteristics_Demographics
- - |General environment
- - - |Macro level employee demographics
- - - - - - |Positive_Benevolence
- - - - - - - |Propensity to trust
- - - - - |Hogan Personality Inventory HPI
- - - - - - |HPI School Success
- - - - - - |HPI Prudence
- - - - - - |HPI Likability
- - - - - - |HPI Intellectance
- - - - - - |HPI Ambition
- - - - - - |HPI Adjustment
- - - - - - |Performance in team/workgroup
- - - - - - |Getting along
- - - - - - |Getting ahead
- - |Response rate; etc.
- - - |Average questionnaire response
- - - |Sociocultural
- - - - |Societal values
- - - - |Societal cultural dimensions
- - - |Internal environment_Power
- - - - |Behavioral response to conflicts
- - - - - - |Forcing
- - - - - - |Accommodating
- - - - - - |Compromising
- - - - - - |Collaborating
- - - - - - |Avoiding
- - - |Quality of previous interactions
- - - - - |Personal status
- - - - - - |Personal status differences
- - - - - - |Blocking
- - - - - |ABLE personality measures
- - - - - - |ABLE personality measures_Ascendancy
- - - - - - |Dependability
- - - - - - |Adjustment
- - - - - - - |Ascendancy_Dominance
- - - - - - - |Work orientation
- - - - - - - |Energy level
- - - - - - - |Traditional values
- - - - - - - |Nondelinquency
- - - - - - - |Internal control
- - - - - - - |Cooperativeness
- - - - - - |CPI femininity
- - - - - - - |Extraversion_Dominance
- - - - - - |CPI capacity for status
- - - - - - |CPI sociability
- - - - - - |CPI social presence
- - - - - - |CPI self-acceptance
- - - - - - |CPI independence
- - - - - - |CPI achievement via conformance
- - - - - - |CPI responsibility
- - - - - - |CPI socialization
- - - - - - |CPI tolerance
- - - - - - |CPI achievement via independence
- - - - - - |CPI intellectual efficiency
- - - - - - |CPI psychological mindedness
- - - - - - |CPI flexibility
- - - - - - - |PF warmth
- - - - - - - |Liveliness
- - - - - - - |PF social boldness
- - - - - - - |PF privateness
- - - - - - - |PF self-reliance
- - - - - - - |PF vigilance
- - - - - - - |PF apprehension
- - - - - - - |PF tension
- - - - - - - - |PF rule consciousness
- - - - - - - - |PF abstractedness
- - - - - - - - |PF perfectionism
- - - - - - - |Openness to change
- - - - - - - - |Not anxious
- - - - - - - - |No guilt
- - - - - - - |State confidence
- - - - - - - - |No depression
- - - - - - - |Likes parties
- - - - - - - |Likes crowds
- - - - - - - |Experiencing seeking
- - - - - - - |Entertaining
- - - - - - - |Easy to live with
- - - - - - - |Caring
- - - - - - - |Likes people
- - - - - - - |No hostility
- - - - - - - |Morality
- - - - - - - |Conscientiousness_Mastery
- - - - - - - |Virtuous
- - - - - - - |To culture
- - - - - - - |Openness by good memory
- - - - - - - |Openness by reading
- - - - - - - |Openness by education
- - - - - - |Social normative MTL
- - - - - - |Noncalculative MTL
- - - - - |Individualism (collectivism)
- - - - - |Power distance
- - - - - |Uncertainty avoidance
- - - - - |Masculinity femininity
- - - - - |Time orientation
- - - - - - - - |Vertical Individualism
- - - - - - - - |Horizontal individualism
- - - - - - - - |Vertical collectivism
- - - - - - - - |Horizontal collectivism
- - - - - - |Affective identity MTL
- - - |Leadership potential ratings
- - - - |End-of-basic military rating (BMT) leadership potential ratings
- - - - |Assessment center leadership potential
- - - - - |Understanding business
- - - - - |Product planning
- - - - - - |Organizational acumen
- - - |Nonfiscal performance
- - - |Fiscal performance
- - - - - |Financial analysis
- - - - - |Polychronicity
- - - - - |Explicit contracting
- - - - |Teaching skill
- - - - - - - - - |Number of errors
- - - - - |Number of English courses studied
- - - - - |Number of Engineering courses taken
- - - - - - |Number of concrete statements
- - - - - - |Number of basic statements
- - - - - - |Number of advanced statements
- - - - - - |Number of abstract statements
- - - - - |Instructor expertise
- - - - - |Statements used while teaching
- - - - - |Electronics knowledge
- - - - - |Advising experience
- - - - - - |Number of words
- - - - - |Instruction quality
- - - |Validity
- - - - |Validity_Predictive validity
- - - |Organizational image
- - - |Attitudes toward testing tools/procedures
- - - - |LECR perceptions
- - - - |Family friend support
- - - - - - |Friend family influence
- - - - |Attitudes toward testing tools/procedures_Fairness
- - - - |Face validity
- - - - - - - - - |Desire to be an officer
- - - - |Community image
- - - - |Team task orientation
- - - - |Team social and emotional orientation
- - - - |Transactive memory system_Coordination
- - - - |Planning efficacy
- - - - - |Perceived rewards
- - - - |Study validity
- - - - - |Juror's ability
- - - - - - |Admissibility ratings
- - - - - - - |Multilevel
- - - - - - - |Dichotomous
- - - - - - |Creatively problem solving
- - - - - |Physically oriented adaptability
- - - - - |Interpersonal adaptability
- - - - - - |Handling work stress
- - - - - - |Handling emergencies
- - - - - |Cultural adaptability
- - - - - |Adaptive performance
- - - - - - |Dealing with uncertain situations
- - - |Performance appraisal (PA) system
- - - - - |School system tenure
- - - - - |PA system openness
- - - - - |PA system complexity
- - - - - |PA system commitment
- - - - - |Supervisor fairness for PA
- - - - - |Supervisor observations for performance
- - - - - |Reward linkage (with performance appraisal)
- - - - |Cognitive activities_Planning
- - - - - |PA accuracy
- - - |Performance appraisal done by multiple sources
- - - - - |Feedback/Voice (opportunity to speak for one's PA)
- - - - - - |VIEMS
- - - - - - - |Valence
- - - - - - - |VIEMS_Instrumentality
- - - - - - - |Expectancy
- - - - - - - |VIEMS composite
- - - - - - - |Likelihood
- - - - |Attitude toward tests
- - - - - - - |Test attitude scale - motivation (TAS-M)
- - |Test score (desired)
- - - - - - |Indicators of stress
- - - - |Attitude towards affirmative action
- - - |Team happy mood
- - - - |Favorable situation
- - - |Team commitment
- - - - |Player (employee) team mood correlation
- - - - - - |Emotional expressivity
- - - - - - |Emotional contagion
- - - - |Attraction to group tasks
- - - - |Attraction to group social activity
- - - - - - - - - - |Affective communication
- - - - - |Shortness
- - - - - |Satisfaction with process
- - - - - |Enjoyment
- - - - - |Modernization
- - - - |Relevant information (about the job)
- - - - - |Fairness_Predictive validity
- - - - - |Content validity
- - - |Interests
- - - - - |MISC_Sports
- - - - - - |Social_Social studies
- - - - - |Interests_MISC_Public service_1
- - - - - |Sciences Technology
- - - - - - |Physical sciences
- - - - - - |Sciences Technology_Biological sciences
- - - - - - |Mechanical - Technical
- - - - - |Literary linguistics
- - - - - - |Musical
- - - - - |MISC_Farming
- - - - - |Management; sales; computation
- - - - - |Office work
- - - - - |Outdoor recreation
- - - - - |Interests_MISC_Public service_2
- - - - - - |Account; business; sales
- - - - - |Clerical
- - - - - |Physical sciences; mathematics
- - - - - |Basic knowledge_Biological sciences
- - - - - |Mechanics; electricity and electronics
- - - - - |Basic knowledge_Social studies
- - - - - |Literature
- - - - |Art
- - - - - |Music
- - - - |Outdoor activities
- - - - - |Outdoor activities_Farming
- - - - - |Outdoor activities_Sports
- - - - - - |Working memory verbal
- - - - - - |Working memory spatial domain
- - - - - |Working memory
- - - - - - |Working memory quantitative
- - - - |Learning skill
- - - - - |Skill learning verbal
- - - - - |Skill learning quantitative
- - - - - |Processing speed
- - - - - - |Processing speed verbal
- - - - - - |Processing speed spatial domain
- - - - - - |Processing speed quantitative
- - - - - |Induction verbal learning
- - - - - |Induction spatial domain learning
- - - - - |Induction quantitative learning
- - - - - |Fact learning verbal
- - - - - |Fact learning spatial domain
- - - - - |Fact learning quantitative
- - - - - |General Knowledge
- - - - - - |General knowledge spatial domain
- - - - - - |General knowledge quantitative
- - - - - - |Average annual leave hours per month
- - - - |Effectiveness_Quality
- - - - - |Accuracy rate
- - - - - - |Satisfaction with peer rating
- - - - - - |Peer evaluation ranking
- - - - - - - - - |Previous peer rating
- - - - - |Preference for peer evaluation
- - - - - |Perceived validity
- - - - - |Perceived peer feedback value
- - - - - - - |Friendship_Perceived friendship bias
- - - |Perceived effects of mobility technology on morale
- - - - - |Blueprint reading
- - - - |Test measuring skills
- - - - - |Manual dexterity
- - - - - |Electrical procedures
- - - - - |Electrical knowledge
- - - - - |Number aptitude
- - - |Training accuracy
- - - - - - - |MISC_Performance rating
- - - - - - - - |Before rater training
- - |Schedule (of a person)
- - - - |To be promoted
- - - - |To improve
- - - - |Goal commitment
- - - |Shrinkage (inventory loss)
- - - - |Operating expenses
- - - - |HR practice index
- - - |Role dispersion (variance)
- - - |Role bloc
- - - |Role amplitude (mean)
- - - - - - - - - - - - |Social role dispersion
- - - - - - - - - - - - |Social role bloc
- - - - - - - - - - - - |Social role amplitude
- - - - - - - - - - - - |Social cohesion
- - - - - - - - - |Supervisor rated task performance
- - - - - - - - |Interpersonal performance
- - - - - - - - - |Peer rated task performance
- - - - - - - - - - |Peer rated interpersonal performance
- - - - |Politically conservative
- - - - - - - |Efficiency
- - - - - - - |Conscientiousness- Need for recognition
- - - - - - - |Conscientiousness- Leadership orientation
- - - - - - - |Agreeableness_Consideration
- - - - - - - - |Even temperament
- - - |Team training presence
- - - - - |Planning and task coordination skills
- - - |Team knowledge
- - - - - |Collaborative problem solving skills
- - - - - |Question consistency
- - - - - |Evaluation standardization
- - - - - |Question sophistication
- - - - - |Rapport building
- - - - - |Length of interview
- - - - - |Interview focus
- - - - - |Received formal training
- - - - |Interviewers' perceived selection system efficacy
- - - - |Recruiting efficacy
- - - - - - - |Dropout rate
- - - - - - |Pay structure satisfaction
- - - - - |Benefits satisfaction
- - - - - - |Team problem solving
- - - - |Team perceived potency
- - - - - - |Physical task accomplishment
- - - - - - - |Physical task accomplishment_Field operations results
- - - - - - - |Living with/without spouse
- - - - - - - - |With spouse (0) without spouse (1)
- - - - - - - - |With spouse (1) without spouse (0)
- - - - - |International work experience
- - - - - - |In western culture
- - - - - - |In eastern culture
- - - - |Person-job fit
- - - - - - |Person organization fit
- - - - |Actual P-O fit (not perceived)
- - - - |Knowledge test
- - - - |Cognitive ability test
- - - - - |Tactical exercises
- - - - - |IM requiring interpersonal competencies_Role play
- - - - - - |Tactical exercises_Self focused tactics
- - - - - - |Tactical exercises_Other focused tactics
- - - - - - |Tactical exercises_Defensive tactics
- - - - - - |Role play_Other focused tactics
- - - - - - |Role play_Self focused tactics
- - - - - - |Role play_Defensive tactics
- - - - |IM requiring interpersonal competencies
- - - - |IM NOT requiring interpersonal competencies
- - - - - |Mock presentation
- - - - - - |Mock presentation_Other focused tactics
- - - - - - |Mock presentation_Self focused tactics
- - - - - - |Mock presentation_Defensive tactics
- - - - - - |Mock presentation_Nonverbal tactics
- - - - - - |Role play_Nonverbal tactics
- - - - |Impression management ratings
- - - - - |Rating tactical exercises
- - - - - |Rating role play
- - - - - |Rating mock presentation
- - - - - - |Rating mock presentation_Technical and professional knowledge rating
- - - - - - |Rating mock presentation_Reasoning/problem and resolution skills rating
- - - - - - |Rating mock presentation_Planning coordinating and directing rating
- - - - - - |Rating mock presentation_Oral communication skills rating
- - - - - - |Rating mock presentation_Interpersonal and human relations rating
- - - - - - |Rating role play_Reasoning/problem and resolution skills rating
- - - - - - |Rating role play_Technical and professional knowledge rating
- - - - - - |Rating role play_Planning coordinating and directing rating
- - - - - - |Rating role play_Interpersonal and human relations rating
- - - - - - |Rating role play_Oral communication skills rating
- - - - - - |Rating tactical exercises_Reasoning/problem and resolution skills rating
- - - - - - |Rating tactical exercises_Technical and professional knowledge rating
- - - - - - |Rating tactical exercises_Planning coordinating and directing rating
- - - - - - |Rating tactical exercises_Oral communication skills rating
- - - - - - - - - |Technical administrative task performance
- - - - - - - - - - |Supervisor rated interpersonal performance
- - - - - - - - - - |Self rated interpersonal performance
- - - |Viability
- - - |Satisfaction with group
- - - |Group task motivation
- - - - |Social support from relatives
- - - - |Social support from friends
- - - - - |Reemployment
- - - - - |Net financial resources
- - - - - |Making contacts
- - - - - |Looking for work
- - - - |Leisure activities
- - - - - - |Irritation
- - - - |Financial resources
- - - - - |Gross financial resources
- - - - - - - |Distancing (due to job loss etc.)
- - - - |Church community actvities
- - - |Reversibility of (job loss say)
- - - - - |Participation in nonwork activities
- - - - - - |Work hassles
- - - - - |Uplifts
- - - - - - |Work uplifts
- - - - - - |Nonwork uplifts
- - - |Nonwork satisfaction
- - - - - |Research
- - - - |Features of explanation (for job decisions)
- - - - - |Features of explanation (for job decisions)_Informational
- - - - - |Features of explanation (for job decisions)_Sensitivity
- - - - - - |Justification
- - - - - - |Procedural
- - - - - - |Personal
- - - - - - |Informational_Control
- - - - - - |Sensitive
- - - - - - |Sensitivity_Control
- - - - - - - |Justification - sensitive
- - - - - - - |Justification - control
- - - - - - - |Procedural - sensitive
- - - - - - - |Procedural - control
- - - - - - - |Personal - sensitive
- - - - - - - |Personal - control
- - - - - - - |Control - sensitive
- - - - - - - |Control - control
- - - - |RP - important
- - - |Job withdrawal intentions
- - - - - - |Work quality
- - - - - - |Utilization of experience
- - - - - |Satisfaction with crew/team/group
- - - - - - |Performance barriers
- - - - - - - |REDUNDANT_Internal leadership
- - - - |Intentions to stay on the crew/team/group
- - - - - - - |REDUNDANT_External leadership
- - - - - - |Demonstration of effort
- - - - - - |Crew performance- Customer service
- - - |Team/crew/group actions/strategies
- - - - - - |Adherence to schedules
- - - |Service provider (e.g. travel agent) visits
- - - |Satisfaction with service provider
- - - |Relationship with service provider
- - - |Pseudo service provider
- - - - - |Employed
- - - - - |Territory planning (for a goal e.g. sales)
- - - - - |Account planning (for a goal e.g. sales)
- - - |Synergy
- - - - |Meetings
- - - - - |Members stood
- - - - - |Members seated
- - - - |Satisfaction with the meeting
- - - - - |Meeting format
- - - - - - |Group task information use
- - - - - - |Group/team decision quality
- - - - |Commitment to group rankings
- - - - - - - - - - |Safety commitment
- - - - - - |Internally focused activities (of group)
- - - - - - |Externally focused activities (of group)
- - - - - |Defective decision making
- - - - - - |Concurrence seeking (behavior)
- - - - |Understanding of banding
- - - - - |Process fairness
- - - - - |Attitudes toward testing tools/procedures_Fairness_Outcome fairness
- - - - |Personal outcome (under banding/affirmative action)
- - - - |Score interpretation
- - - - |Collective efficacy
- - - - - |Forms completion
- - - - - |Checking
- - - - - - - |Years since graduation
- - - - - |Upward mobility desire
- - - - - |Spouse employed
- - - - - |Transportation
- - - - - |Industry_Service
- - - - - |Publicly traded
- - - - - |Public administration
- - - - - |Nonprofit
- - - - - |Metropolitan area
- - - - - |Industry_Communication
- - - - - - - |Other high degree
- - - - - |Law
- - - - - - - |Master's
- - - - - |MIS
- - - - |Educational area
- - - - - |Operations
- - - - - |Marketing
- - - - - |HRM
- - - - - |Educational area_Finance
- - - - - |Engineer
- - - - - |General management
- - - - - |Mothers' job insecurity
- - - - - |Fathers' job insecurity
- - - - |Identification with father
- - - - |Identification with mother
- - - |Cognitive difficulties
- - - - - - |Group effectiveness
- - - - - - - - - |Direction of effort
- - - - - - |Diagnosing performance
- - - - - - |Committing to a decision
- - - |Production uncertainty
- - - - |Job competence*
- - - - |MISC_Reciprocation wariness
- - - - |Attributed reasons to change
- - - - - |Managerial account/quality
- - - - - |Economic factors
- - - - - |Self serving managerial motives
- - - - |Employability
- - - - |Career development roles
- - - - - |Sponsor
- - - - - |Coach
- - - - - |Protect
- - - - - |Challenge
- - - - - |Exposure
- - - - |Psychosocial roles
- - - - - |Psychosocial roles_Social
- - - - - |Psychosocial roles_Friendship
- - - - - |Parent
- - - - - |Satisfaction with mentor
- - - - - |Role model
- - - - - |Prior types of relationships
- - - - - |Prior supervisory mentors
- - - - |In position
- - - - |Occupation (type)
- - - - - |Current type of relationship
- - - - - |Current supervisory mentor
- - - - |Career interruptions
- - - - - - - - |Perceived participation in goal settting
- - - - - - - - - |Courtesy (as behavior)
- - - - - - - - |Conscientiousness (discretionary)
- - - - - - - - - |REDUNDANT_Civic virtue
- - - - - - - - - |REDUNDANT_Altruism
- - - - - - |Male oriented
- - - - - - |Female oriented
- - - - |Masculinity score (Bem Sex role)
- - - - |Femininity score (Bem Sex role)
- - - - - |Length of leader follower relationship
- - - - - - |Physical distance
- - - - - - |Contingent reward leadership
- - - - - |Decision strategy process
- - - - - - - - |Practice performance
- - - - |Positive impressions
- - - |Negotiation condition
- - - |Negotiation outcome
- - - - |Negotiation behavior
- - - |Construals of the situation
- - - - - |Feedback sign (+ve or -ve)
- - - - - |Feedback acceptance
- - - - - |Social stressors
- - - - - - |Depressive symptoms
- - - - - - - - |Score
- - - - - |Skill refinement
- - - - - |Skill development
- - - - |Goal comparison
- - - - - - - - |Goal avoidance
- - - - |Job search constraint
- - - - |Employment commitment
- - - - |Job search competency
- - - - - |Motivation control
- - - - - |Job search competency_Emotion control
- - - - - |Job search competency_Job search self efficacy
- - - - - - - |Days unemployed
- - - - |Job improvement (from past job in terms of wages etc)
- - - - |Technical knowledge
- - - - - - - - |Sales presentation
- - - - - - - - |Relationship building
- - - - - - - - |Reduced accomplishment
- - - - - - - |Stress_Exhaustion_Emotional exhaustion_2
- - - - - - - |Depersonalization
- - - - - - - - |Providing information
- - - - - - - - |Control of expenses
- - - - |Autonomic feedback
- - - - |Breadth and proactivity - production ownership
- - - - |Perceived mastery
- - - - - - - |Job strain
- - - - - - - |Conscientiousness- Achievement
- - |Market penetration
- - - - - - |Source supportiveness manipulation
- - - - - - |Peer reaction manipulation
- - - - |Interview speech/behavioral characteristics
- - - - - |Vocal cue index
- - - - - |Speech rate
- - - - - |Pitch
- - - - - |Amplitude variability
- - - - - |Visual cue index
- - - - - - |Pitch variability
- - - - - |Vocal personal reaction
- - - - - |Visual personal reaction
- - - - - |Pauses
- - - - - - - - - |Performance judgment
- - - - - |Interview judgment
- - - |Administration quality
- - - - |Community relationships
- - - - |Uses feedback
- - - - |Risk taking behavior
- - - - - |Success with international issues
- - - - - - |Sensitivity to cultural differences
- - - - - |Prior expatriate experience
- - - - - |Multilingual
- - - - - - - - |Job content learning
- - - - |Open to criticism
- - - - |Insightful
- - - - |Culturally adventurous
- - - - - |Committed to success
- - - - |Courageous
- - - - |Executive potential
- - - - |Brings out the best in people (quality)
- - - - - |Behavioral skill learning
- - - - - - |Salary growth (annually)
- - - - - |Hire year
- - - - - - |Task inputs
- - - - - - |Socioemotional inputs
- - - - |Interpersonal affect (toward team members)
- - - - - - |Relative impact on group performance
- - - |Task focus
- - - - |Communication processes_Open communication
- - - - |Leader emergence
- - - - - |Subjugation
- - - - - |Societal values_Mastery
- - - - - |Harmony
- - - - - |Achievement/ability tests
- - - - - - |Reading test
- - - - - - |Writing test
- - - - - |Testing method
- - - - - |Feedback satisfaction
- - - - - |Feedback favorableness
- - - - - |Agreement with feedback
- - - - - - - - |Errors
- - - - - - - - - |Typographical errors
- - - - - - - - - |Proportion of wrong words
- - - - - - - - |Lines proofread
- - - - - |Feedback specificity
- - - - - |Delegation behavior
- - |Witness
- - |Prosecution
- - - |Overall fairness of legal process
- - |Overall suggestiveness
- - |Defendant
- - - - - |Student deviant behavior
- - - - - |Student preparation for class
- - - - - |Student attendance
- - - - |Extracurricular
- - - - - |Students' homework completed
- - - - - |Total self-consciousness
- - - - - - |Private self-consciousness
- - - - - - |Public self-consciousness
- - - - - - |Social anxiety
- - - - |Profile difference
- - - - |Item difference
- - - - |Unlikely virtues
- - - - - |Sustained attention
- - - - - |Random response
- - - - - |Concentration
- - - - - |Composure
- - - - - |Decisiveness
- - - - |Self descriptive enhancement
- - - - - |Execution
- - - |Supportive policies
- - - - |Flexible scheduling
- - - - |Information and referral services
- - - - |Dependent care services
- - - - - - |Cholesterol
- - - - |Work interruptions
- - - - - - |Work attachment
- - - - - |Financial security
- - - - |Social security eligibility
- - - - - |Self attributed retirement
- - - - - |Pension retirement
- - - - - |Degree of retirement
- - - - |Pension eligibility
- - - - - |Career entry
- - - - |Social (home/social life) satisfaction
- - - - - - |Cheerfulness
- - - - - - |Mood symptoms
- - - - - - |Calmness
- - - - - - |Alertness
- - - - - - - - |Facet / task_Reaction time
- - - - - - - - - |Search reaction time
- - - - - - - - - |Choice reaction time
- - - - - - - - |Choice incorrect
- - - - - - - - |Choice gaps
- - - - |To engage in unprotected to sex
- - - - |Prototype
- - - - |Prevalence estimate
- - - |Intention to use condom
- - - - - - - |Smoking frequency
- - - - |Schematic complexity
- - - - - |Perceived similarity (Self - Japanese manager)
- - - - - - |Perceived effectiveness of manager
- - - - |National identity
- - - |Intention to trust
- - - |Intention to associate
- - |Adaptive condition
- - - |Union loyalty
- - - - |Responsibility towards union
- - - |Institutional socialization
- - - - |Materials
- - - - |Topics
- - - - - - |Formal
- - - - - - |Informal
- - - - |Institutional socialization_Duration
- - - - |Informal experiences
- - - - |Union commitment
- - |Socialization
- - - |Individual socialization
- - - - - |Rating accuracy
- - - - - - |Stereotype accuracy
- - - - - - |Rating accuracy_Elevation
- - - - - - |Differential elevation
- - - - - - |Differential accuracy
- - |Clustering
- - - |Person clustering
- - - |Dimension clustering
- - - |Sample
- - - |Rater characteristics
- - - - |Mother
- - - - |Father
- - - - |Peer
- - - |Timing of study (morning; noon etc.)
- - - |Timing of variable(s) e.g. Sleep
- - - - - - |Semester GPA
- - - - |Morningness (preference for morning - vs evening)
- - - - - - |GPA in specific classes
- - - - - - - - |Memory sensitivity
- - - - - - - - |Number of recalled Behaviors
- - |Memory value ratio (ratio of positively-valenced vs. all items)
- - - |Adjusted ratio of clustering
- - - - |Rating processes and biases
- - - - - - |Hit Rate (probability of reporting an observed behavior)
- - - - - - |False alarm rate (probability of reporting an unobserved behavior)
- - - - - |Decision criterion (bias to say that behavior occurred)
- - - - - - |Evaluation bias (of performance)
- - - - |Professional commitment
- - - - - - |Post training self efficacy
- - - - |Intentions to quit profession
- - - - |Intentions to quit organization
- - - - - |Initial/newcomers' task performance self efficacy
- - - - - |Ability to cope
- - - - - - - |Performance praised by supervisor
- - - |Noxious physical environment
- - - - |Information overload
- - - - - - |Observation accuracy (discrimination Pr)
- - - - - |Task effort (put into ratings)
- - - - - - |Social closeness
- - - - - |Detail orientation
- - - - |Nitpicking style
- - - - - - |Maze test
- - - - - |Jet engine experience
- - - - - - |Total test score
- - - - |Job scope
- - - - |Seniority status
- - - - - - |Job tension
- - - - - - |Raters' ratings of variety
- - - - - - |Incumbent's ratings of variety
- - - - - - |Incumbent's ratings of significance
- - - - - - |Raters' ratings of significance
- - - - - - |Incumbent's ratings of identity
- - - - - - |Raters' ratings of identity
- - - - - |Incumbent's ratings of scope
- - - - - |Raters' ratings of scope
- - - - - |JCM_Feedback
- - - - - - - |Incumbent's ratings of feedback
- - - - - - |Raters' ratings of feedback
- - - - - - - |Incumbent's ratings of autonomy
- - - - - - - |Raters' ratings of autonomy
- - - - - - |Raters' rated
- - - - - - |Doctor visits
- - - - - |Negative_Frustration
- - - - - |Problem symptoms
- - - - - - |Doctor symptoms
- - - - |Likelihood of settlement
- - - |Judges' case perceptions
- - - - |Plaintiff's satisfaction
- - - - |Defendant's satisfaction
- - - - |Attorney's satisfaction
- - - - |Judges should faclitate settlement
- - - - |Work involvement
- - - - - |Work expectations (to work beyond working hours; etc.)
- - - - - |Quality of work life
- - - - - |Quality of family life
- - - - - |Family involvement
- - - - - |Family expectations
- - - - - |Trait efficacy
- - - |Personal goal (PG)
- - - - |Work space
- - - - - - |Mental underload
- - - - |Voluntariness
- - - - - - - - - |Productivity gain
- - - - - - |Process satisfaction
- - - - - |Work sample test performance
- - - |Job characteristics
- - - - - - - - - |Decision making autonomy_REDUNDANT
- - - - - - - - |Time control_REDUNDANT
- - - - - - - |Job control_REDUNDANT
- - - - - - |Autonomy_REDUNDANT
- - - - - - |Feedback_REDUNDANT
- - - - - - - |Role ambiguity_REDUNDANT
- - - - - - - |Barriers_REDUNDANT
- - - - - - - |Situational constraints_REDUNDANT
- - - - - - - |Conflict_REDUNDANT
- - - - |Work schedule
- - - - |Knowledge characteristics
- - - - - |Knowledge characteristics_Information processing
- - - - - |Knowledge characteristics_Problem solving
- - - - |Job characteristics_MISC
- - - - - - |Job satisfaction_REDUNDANT
- - - - - |Positive_REDUNDANT
- - - - - - |Pay satisfaction_REDUNDANT
- - - - - |Compensation evaluations_MISC
- - - - |Object = Job/Task_Compensation_MISC
- - - - |PA Fairness
- - - - |Performance appraisal (PA) system_MISC
- - - |Object = Job/Task_Goals
- - - - - |Abusive supervision_REDUNDANT
- - - - - |Perceived leader effectiveness_REDUNDANT
- - - |Applicants
- - - - - - |Procedural justice_REDUNDANT
- - - - - |Organization fit_REDUNDANT
- - - - |Traits (Schwartz 1992)
- - - |Object = Organization_Expectations
- - - |Object = Communication_Voice
- - - - |Perceived voice utility
- - - - |Perceived voice safety
- - - |Object = Communication_MISC
- - - |Current employment
- - - - - |Expectations of job search outcomes_REDUNDANT
- - - |Object = Union_MISC
- - - - |Affective reactions
- - - |Object = Training/development_MISC
- - - |Object = Change_MISC
- - |Object = Personal/life
- - - - - |Family-work conflict_REDUNDANT
- - - - |Home/family demands
- - - - |Work-life balance_REDUNDANT
- - - - |Work-life balance_MISC
- - - - - |Job Involvement_REDUNDANT
- - |Object = Group processes
- - - - |Satisfaction with group_REDUNDANT
- - - - |Group cohesion_REDUNDANT
- - - |Object = Group processes_MISC
- - - |Employment intentions_MISC
- - - - |Individual performance
- - - - - - - - |Global_REDUNDANT
- - - - - - - |Subjective_Facet / task
- - - - - - - - - |Safety_REDUNDANT
- - - - - - - |Subjective_MISC
- - - - - - - - - |Productivity_Sales
- - - - - - - - |Civic virtue_REDUNDANT
- - - - - - - - |Courtesy_REDUNDANT
- - - - - - - - |Altruism_REDUNDANT
- - - - - - |Extra-role performance_REDUNDANT
- - - - - - - |Behavior/Transfer_REDUNDANT
- - - - - - |Training performance_MISC
- - - - - |Group/team performance_Role performance
- - - - - |Group/team performance_Extra-role performance
- - - - - |Group/team performance_MISC
- - - - - |Group/team performance_REDUNDANT
- - - - - |Job search behaviors_REDUNDANT
- - - - |Absenteeism
- - - - - |Absenteeism_REDUNDANT
- - - - - |Interviewer assessment_REDUNDANT
- - - - |Interview behavior_MISC
- - - - |Task behavior/style
- - - - - |Task behavior/style_Yukl's categories
- - - - - - |Clarifying
- - - - - - |Yukl's categories_Monitoring
- - - - - - |Short-term planning
- - - - |Relations behavior/style
- - - - - |Relations behavior/style_Yukl's categories
- - - - - - |Developing
- - - - - - |Supporting
- - - - - - |Consulting
- - - - - - |Recognizing
- - - - - - |Empowering
- - - - |Change behavior/style
- - - - - |Change behavior/style_Yukl's categories
- - - - - - |Visioning
- - - - - - |Yukl's categories_Intellectual stimulation
- - - - - - |Risk-taking
- - - - - - |External monitoring
- - - - |Nonleadership
- - - - |Leadership_MISC
- - - - - - |External leadership_REDUNDANT
- - - - - - |Internal leadership_REDUNDANT
- - - - - |MISC_REDUNDANT
- - - - - |Hours worked_REDUNDANT
- - - - |Training & Development
- - - - - |Union participation_MISC
- - - - - |Union participation_REDUNDANT
- - - - |Participative behaviors_MISC
- - - - |Self-defeating behaviors
- - - |Cognitive activities
- - - - - |Planning_REDUNDANT
- - - - |Coping / emotion-based behavior
- - - - - - |Coping_MISC
- - - |Interaction behavior
- - - - |Group nonperformance behavior
- - - - - - |Teamwork_REDUNDANT
- - - - - |Team climate
- - - - - |Group nonperformance behavior_MISC
- - - - - - |Interaction frequency_REDUNDANT
- - - - - |Behavioral response to conflicts_MISC
- - - - - |Information seeking
- - - - - |Information sharing
- - - - |Interaction behavior_MISC
- - - - - - |Training_REDUNDANT
- - - - |Work maturity behaviors
- - - - |Student behavior
- - - - |Driving behaviors
- - - - - - |Safe driving behavior_REDUNDANT
- - - - - |Minority/Majority comparison
- - - - - |Black/White comparison
- - - - - |Hisp/White comparison
- - - - - - |Living with a partner_REDUNDANT
- - |Dyad comparisons
- - - - - |Health indicators_MISC
- - - - - - - |Conscientiousness_REDUNDANT
- - - - - - - |Emotional stability_REDUNDANT
- - - - - |Extrinsic
- - - - - |Motivation_MISC
- - - - - |Trait self-efficacy_MISC
- - - - - |Positive trait states
- - - - - |Negative trait states
- - - - - |Self-monitoring_REDUNDANT
- - - - |Traits_Power
- - - - |Traits_MISC
- - - - - |Motivation (situation / state)
- - - - - - |Confidence_REDUNDANT
- - - - |State self-efficacy
- - - - - |RIASEC interest types_REDUNDANT
- - - - |Interests_MISC
- - - - - - - |Bonus received_REDUNDANT
- - - - |As employee_Compensation_MISC
- - - - |Experience_MISC
- - - - - - |Part-time/full-time_Part-time
- - - - |Tenure_MISC
- - - - |Role knowledge
- - - - - - - |Flanagan Industrial Test (FIT)- Judgment and comprehension_REDUNDANT
- - - - - |Cognitive/mental_Test performance
- - - - - |Cognitive/mental_MISC
- - - - |Ability_MISC
- - - - |Skills_MISC
- - - - |Stability attributions_REDUNDANT
- - - |Attribution_MISC
- - - - |Team mental models_REDUNDANT
- - - |Goals_MISC
- - |Cognitions_MISC
- |HR practices
- - - |Tools used
- - |Recruiting source
- - |Performance appraisal
- - |Job/task characteristics/analysis
- - - |Duration required
- - - |Dependency
- - - - - |Interdependence_REDUNDANT
- - - - - - - |Managerial pressure_REDUNDANT
- - - - - - - |Decision-making skills-importance_REDUNDANT
- - - - - - |Physical demands_REDUNDANT
- - - - - |O*Net descriptor- Processing information_REDUNDANT
- - - |Job/task characteristics/analysis_MISC
- - - - - |Managing decision making processes_REDUNDANT
- - - |Training characteristics_REDUNDANT
- - |Contextual characteristics_MISC
- - |Occupational characteristics_MISC
- - |Physical/Objective
- - |Dyad/group characteristics_Subjective
- - - |Team orientation
- - |Dyad/group characteristics_MISC
- - |INTERACTIONS
- - |Policies
- - - - - - |Conflict resolution strategies
- - - - - - |Residual category
- - - - - - |Procedural remarks
- - - - - - |Power persuasions
- - - - - - |Positive remarks
- - |As person
- - - - |Rationale (for banding)
- - - - - - |Interruption
- - - - - - |Interests persuasion
- - - - - - |Asks for proposals or information
- - - |Employee's network characteristics
- - - - |Cognitive moral development
- - - - - - |HPI Reliability
- - - - - - |HPI Stress Tolerance
- - - - - - |HPI Service Orientation
- - - - - |Conflict Resolution Skill
- - - - - - |Feedback seeking
- - - |On-task Cognition
- - - - - |Active maintenance approach
- - - - - |Reflective maintenance approach
- - - - |Coworkers_Social Integration
- - - - |Prototype Valence
- - - |Trust in Mediator
- - - - |Social behaviors at home
- - - - - - - - - |Seeks feedback (orientation)
- - - - - |California Personality Inventory
- - - - - - |CPI Good Impression
- - - |Impression management motive
- - - - |Networking Behavior
- - - - - |Building Internal Contacts
- - - - - |Building External Contacts
- - - - - |Using Internal Contacts
- - - - - |Using External Contacts
- - - - - |Maintaining Internal Contacts
- - - - - |Maintaining External Contacts
- - - - - |Desirability as partner
- - - - |MISC_Alienation
- - - - - |General Socializing
- - - |Assigned goal
- - - - - - |Minimum Goal
- - - - - - |Maximum goal
- - - - |Goal difficulty
- - - - |Manufacturing resource-planning package (MRPTOO) training*
- - |Personal recruitment source
- - - - |Perceived quality
- - |Number of applicants
- - - |Selection ratio
- - - |Goal conditions*
- - |Selection-slope
- - |Selection-intercept
- - - - |Individuals' tenure in group/team - Average
- - - - - - |Offers proposals or information
- - - - - - |Negative remarks
- - - - - |Number of union activities
variableStudied
researchSourceName
Australasian Journal of Organisational Psychology
Academy of Management Journal
British Journal of Management
Employee Responsibilities and Rights Journal
European Journal of Work and Organizational Psychology
Group & Organization Management
Human Performance
Human Relations
Human Resource Management
Human Resource Management Journal
International Journal of Human Resource Management
International Journal of Selection and Assessment
Journal of Applied Psychology
Journal of Applied Social Psychology
Journal of Business and Psychology
Journal of Management
Journal of Managerial Psychology
Journal of Organizational Behavior
Journal of Occupational Health Psychology
Journal of Occupational and Organizational Psychology
Journal of Product Innovation Management
Journal of Personnel Psychology
Journal of Vocational Behavior
The Leadership Quarterly
Organizational Behavior and Human Decision Processes
Personality and Individual Differences
Personnel Psychology
Work & Stress
dataCollectionCountry
Mixed
United States
Afghanistan
Albania
Algeria
Andorra
Angola
Antigua and Barbuda
Argentina
Armenia
Aruba
Australia
Austria
Azerbaijan
Bahamas, The
Bahrain
Bangladesh
Barbados
Belarus
Belgium
Belize
Benin
Bhutan
Bolivia
Bosnia and Herzegovina
Botswana
Brazil
Brunei
Bulgaria
Burkina Faso
Burma
Burundi
Cambodia
Cameroon
Canada
Cape Verde
Central African Republic
Chad
Chile
China
Colombia
Comoros
Congo, Democratic Republic of the
Congo, Republic of the
Costa Rica
Cote d'Ivoire
Croatia
Cuba
Curacao
Cyprus
Czech Republic
Denmark
Djibouti
Dominica
Dominican Republic
East Timor (see Timor-Leste)
Ecuador
Egypt
El Salvador
Equatorial Guinea
Eritrea
Estonia
Ethiopia
Fiji
Finland
France
Gabon
Gambia, The
Georgia
Germany
Ghana
Greece
Grenada
Guatemala
Guinea
Guinea-Bissau
Guyana
Haiti
Holy See
Honduras
Hong Kong
Hungary
Iceland
India
Indonesia
Iran
Iraq
Ireland
Israel
Italy
Jamaica
Japan
Jordan
Kazakhstan
Kenya
Kiribati
Korea, North
Korea, South
Kosovo
Kuwait
Kyrgyzstan
Laos
Latvia
Lebanon
Lesotho
Liberia
Libya
Liechtenstein
Lithuania
Luxembourg
Macau
Macedonia
Madagascar
Malawi
Malaysia
Maldives
Mali
Malta
Marshall Islands
Mauritania
Mauritius
Mexico
Micronesia
Moldova
Monaco
Mongolia
Montenegro
Morocco
Mozambique
Namibia
Nauru
Nepal
Netherlands
Netherlands Antilles
New Zealand
Nicaragua
Niger
Nigeria
North Korea
Norway
Oman
Pakistan
Palau
Palestinian Territories
Panama
Papua New Guinea
Paraguay
Peru
Philippines
Poland
Portugal
Qatar
Romania
Russia
Rwanda
Saint Kitts and Nevis
Saint Lucia
Saint Vincent and the Grenadines
Samoa
San Marino
Sao Tome and Principe
Saudi Arabia
Senegal
Serbia
Seychelles
Sierra Leone
Singapore
Sint Maarten
Slovakia
Slovenia
Solomon Islands
Somalia
South Africa
South Korea
South Sudan
Spain
Sri Lanka
Sudan
Suriname
Swaziland
Sweden
Switzerland
Syria
Taiwan
Tajikistan
Tanzania
Thailand
Timor-Leste
Togo
Tonga
Trinidad and Tobago
Tunisia
Turkey
Turkmenistan
Tuvalu
Uganda
Ukraine
United Arab Emirates
United Kingdom
Uruguay
Uzbekistan
Vanuatu
Venezuela
Vietnam
Yemen
Zambia
Zimbabwe
dataPertainsTo
Students
General employees/Suboordinates/Protégé
Managers/Supervisors/Mentor
Upper managers
Armed forces
Job applicants
TMT
CEO
SMEs
Teams/Families/Groups/etc.
External stakeholders/Customers
Self (ratings of source BY same source)
Business unit
Organization
Environment
Network of people
Job/Task/Occupation
Not specified
Other/Don't know
dataSource
Org records/Archives
Gov't records/Public
unitOfAnalysis
Individual
Dyad
Business Units/Departments/Stores/Plants/etc.
Organizations
publicationYear
sourceVolumeNumber
sourceIssueNumber
sourceStartPage
sourceEndPage
grantFunded
notes
DOI
alpha
reverse
timePoint
responseRate
sampleSize
meanN
sampleNumber
coderConfidence
variableName
meanValue
sdValue
reliabilityValue
variableAttributes
effectSizeValue
effectSizeIndex
pearsonCorrelation
researchSourceAttributes
Cohen_d
normal
low
effectSizeAttributes
- |Unknown