Confirmation of Obama’s Supreme-Court Pick to Highlight Employment-Law Case

“Reverse discrimination.” “Racism.” “Judicial activism.” The mud-slinging has only just begun, and it’ll likely be particularly furious during this time prior to confirmation hearings for Judge Sonia Sotomayor, whom U.S. President Barack Obama announced yesterday as his nominee for the U.S. Supreme Court.

The political process, sometimes, thrusts rather specific business practices into the national spotlight. And when that happens, pundits on all sides often shift their typical jockeying for attention into overdrive. But it’s also common to hear many of those pundits reaching far beyond their areas of expertise, making uninformed claims that are simply ignorant of facts. Read more of this post

Maintaining Competitive Advantage Requires High-Reliability Organizing

A healthy dose of paranoia and an obsession with failure: That’s not typical leadership advice. But that’s part of what management guru Jim Collins discusses as a crucial ingredient for leaders hoping to maintain competitive advantage through crisis and adversity.

What he didn’t say, at least in the teaser to his new book featured in the May 25 issue of BusinessWeek, is how much we can learn about business resilience and leadership from “high-reliability organizations.” Read more of this post

Yeah Man, That’s The Good Stuff: Defining the Slippery Nature of Employee Engagement

In one specific way, employee engagement is a lot like love: It’s tough—very tough—to define. And maybe nailing down a definition of employee engagement is a losing battle. Maybe it’s just “the good stuff” that managers everywhere want from their employees, that which keeps them satisfied, productive, and likely to stick around.

But slippery definitions can be quite problematic for people obsessed with precise measurement—and for good reason. Read more of this post

SPSS Syntax 102: Recoding and Computing Variables, Calculating Descriptive Statistics

Once you’ve set up your SPSS data file, created variable and value labels to aid in interpretation of future analyses, and cleaned the data as necessary, it might be time to recode and compute new variables. You may also want to calculate some basic descriptive statistics regarding key variables in your data set. All of these tasks are remarkably simple using SPSS syntax.

As a reminder, this forum focuses on common analyses performed by researchers and practitioners within organizational behavior, industrial/organizational psychology, and human resource management. An in-depth explanation of everything SPSS syntax can possibly do is far beyond this forum’s scope. The focus here is on practical issues and no-nonsense knowhow to bolster your productivity.

Recoding Variables

Although you may need to recode variables for a variety of reasons, the most common reason by far that I have to conduct this procedure is to deal with “reversed” items. That’s because I deal primarily with survey data about employee’s attitudes, such as job satisfaction, supervisory support, organizational commitment, and other related variables. Reversed items are those items for which the response options mean the exact opposite of the other items in a measure.

Here’s an example. The Survey of Perceived Organizational Support (Eisenberger, Huntington, Hutchison, & Sowa, 1986) originally had 36 items designed to assess employees’ global perceptions about how the degree to which the organization values their contributions and cares about their well-being. More recently, researchers (e.g., Roch & Shanock, 2006) used the six-item version of the original measure listed below with satisfactory results. Responses range from 1 (strongly disagree) to 5 (strongly agree).

1. My work organization is willing to help me when I need a special favor.
2. My work organization shows little concern for me.
3. My work organization takes pride in my accomplishments at work.
4. My work organization values my contributions to its well-being.
5. My work organization strongly considers my goals and values.
6. My work organization really cares about my well-being.

Notice how item number 2 differs from the other items. In responding to this item, an employee who perceived a very high level of organizational support would likely respond “disagree” to item number 2 but “agree” to the other five items. That’s because item number 2 is a reversed item. To properly analyze any measure that uses a reversed item, the analyst must recode that variable. Here’s the syntax to do just that (replacing “VARNAME” with the actual variable name):

recode VARNAME (1=5) (2=4) (3=3) (4=2) (5=1) INTO VARNAME_R.
exe.

Running that syntax will create a new variable named “VARNAME_R,” which has been properly recoded. Now, we need to compute a new variable that takes the mean of each respondent’s responses to the items in each measure.

Computing New Variables

To continue the example above, we need to create one variable that represents respondents’ overall perceptions of organizational support, not just their responses to individual items. The process for doing this correctly may vary depending on what you’re measuring; for example, some psychometric scales require summing the responses while others take the items’ mean.

To calculate a composite variable for the measure described above, we take the mean. The syntax to do this is as follows (replacing “VARNAME” with the actual variable name):

compute VARNAMEOVERALL = mean (VARNAME1, VARNAME_R, VARNAME3, VARNAME4, VARNAME5, VARNAME6).
exe.

Note that I used VARNAME_R instead of VARNAME2, because that’s the variable created during the recoding process. Running the compute command above will result in a new variable titled “VARNAMEOVERALL,” which is the mean average of the responses given to each of the measure’s six items. Also, the compute command works for all sorts of other transformations (not just taking the mean of other variables). So you can use it in many other instances as well.

Calculating Descriptive Statistics

Finally, you may want to know some basic information about your variables such as the frequency of responses to each of the response options and the items’ maximums, minimums, means, and standard deviations.

To do this, simply run the following syntax (replacing “VARNAME” with the actual variable name):

desc VARNAME1 VARNAME2 VARNAME3.
freq VARNAME1 VARNAME2 VARNAME3.

Summary: The Running List of Syntax Discussed Thus Far

So here’s a running list of basic SPSS syntax that I’ve discussed on this forum thus far. Simply replace “VARNAME” with the variable name and make other adjustments as necessary for your specific situation.

Variable and Value Labels

variable labels VARNAME ‘description of item or variable’ .
value labels VARNAME 1 ‘strongly disagree’ 2 ‘disagree’ 3 ‘neither agree nor disagree’ 4 ‘agree’ 5 ‘strongly agree’.

Compute New Variable

compute VARNAMEOVERALL = mean (VARNAME1, VARNAME_2, VARNAME3, VARNAME, VARNAME5, VARNAME6).
exe.

Recode New Variable

recode VARNAME (1=5) (2=4) (3=3) (4=2) (5=1) INTO VARNAME_R.
exe.

Descriptive Statistics and Frequencies

desc VARNAME1 VARNAME2 VARNAME3.
freq VARNAME1 VARNAME2 VARNAME3.

To tell SPSS to run syntax commands, first copy and paste it into your syntax file. Then, simply highlight it and type CTRL+R on your keyboard. You can also select “run” from the menu at the top of the syntax file or click on the right-facing triangle in the menu bar.

References


Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71, 500-507.

Roch, S., & Shanock, L. (2006). Organizational justice in an exchange framework: Clarifying organizational justice distinctions. Journal of Management, 32, 299-322.

Using Excel 2007 to Organize Research References

After two years of work toward my Ph.D. in organizational science, I’ve conducted numerous literature searches and downloaded quite a few full-text PDFs of research articles—1,374 of them, to be precise. So it’s fortunate that very early in my graduate school experience, I figured out a way to organize all of those files in a manner that I can easily (a) locate, (b) search, (c) sort, and (d) modify. In this short article, I explain what I did and how it helps me stay organized. Then, I provide a downloadable Excel 2007 workbook that you can use in the same manner.

To be fair, a number of software programs designed to catalog and store research references and citations exist. I tried to familiarize myself with EndNote, which seems to be a good program for this purpose. My problem with EndNote, however, is that I needed more flexibility in how I kept track of all my references. I also wanted to use a program that is portable; that is, I wanted to be able to open and use my reference catalog on whatever computer I chose to work. Most computers can open Excel 2007 files, but that’s not exactly the case with EndNote. So I went with Excel.

What did I do? It’s quite simple. I created a spreadsheet with separate columns for important information pertaining to research articles: topic, author(s), year, citation, abstract, journal, and so forth. But the truly helpful column that I included in the workbook was the “full text” column, in which I inserted hyperlinks to the full-text versions of the article PDFs. That means I can access the full text of any of my references with a simple mouse click.

So now what I have is a large spreadsheet with 1,374 rows. Each row contains information about a research article that I’ve used at some point on a project or for a class, spanning a number of topics from industrial and organizational psychology, organizational sociology, organizational communication, organizational behavior, and the management sciences. In a few short moments, I can easily sort or filter the spreadsheet by any number of meaningful criteria, including the project or class I for which I used the reference, the article’s topic, author, year, and journal name.

Many of my classmates have asked about this spreadsheet and have found using it to be quite helpful. You may find it useful as well. Therefore, I created an example spreadsheet to get you started. Pay special attention to the comments regarding columns G, H, and I. Download the spreadsheet and start getting organized today.

UPDATE (March 20, 2012): It’s been a number of years since I came up with this, so be sure to also investigate some of the new (and improved versions) of software out there that could help you with these same issues (e.g., EndNote, Mendeley, etc.).

Hiring the Right People in a Labor Market Flush with Talent: The Importance of Valid Selection Practices

It’s about supply and demand, human-resource style. Remember when the unemployment rate in the United States was less than 5%? According to the U.S. Department of Labor’s Bureau of Labor Statistics, that describes about five of the past 10 years. That also describes times when employers spent much of their energy on recruiting talent, or wooing top performers to apply for jobs.

But times have changed. The unemployment rate now sits at 8.9%, which means employers everywhere are coping with huge numbers of job applicants for a small number of job openings. Recruiting is still important, and valid selection is always important. In a labor market flush with talent, however, figuring out whom to hire from the crowd is all the more crucial—and tricky.

So what really has changed? It’s something called the “selection ratio.” Simply put, the selection ratio is the number of people you can hire divided by the number of job applicants (read more). In a tough economy, lots of people are vying for a small number of jobs. Companies that used to have 40 applicants for 20 jobs (a selection ratio of 0.5) now may have 400 applicants for 10 jobs (a selection ratio of 0.025).

In other words, the labor supply is increasing, but the labor demand is shrinking. Therefore, many employers have the opportunity, theoretically, to make huge gains in terms of human capital. This assumption depends upon a crucial, often-overlooked and taken-for-granted part of the hiring process: that the procedures organizations are using to make hiring decisions must actually work. Namely, the methods used to choose new employees must adequately distinguish people who have what it takes to succeed from those who don’t.

Industrial psychologists have investigated personnel selection for decades. Although describing the nuances of designing a valid selection system is beyond the scope of this article, a number of general guidelines hold true across most industries and job types.

  1. Conduct a proper job analysis. This involves figuring out what exactly constitutes performance regarding the job position in question, helping the hiring manager to know what types of knowledge, skills, abilities, and other characteristics (KSAOs) a successful job applicant should embody.
  2. Understand the legal aspects of hiring. For example, employers should pay attention only to those aspects of applicants that are relevant to the job, or “bona fide occupational qualifications.” Consult an attorney well-versed in employment law to clarify any other concerns, including compliance with the Uniform Guidelines on Employee Selection Procedures (read more).
  3. Conduct structured interviews. Many hiring managers assume that they can gauge the quality of job applicants through an informal conversation and a handshake. Quite simply, this is a big myth. And thousands of pages of rigorous research provide evidence to this effect. Structured interviews should function like any test: They should have specific questions designed to assess specific KSAOs, and hiring managers should conduct them in the same way for all job applicants who pass initial résumé screening. Here’s a decent guide for conducting structured interviews from the U.S. Office of Personnel Management.
  4. Consider the use of psychological tests and other selection hurdles. The decision to use these types of selection procedures depend on a variety of factors, and most organizations should consult an expert for further guidance.

Overall, a labor market with large numbers of qualified job seekers can be a very good situation for employers. It gives organizations the opportunity to build their human capital with less of a need for recruiting. But to truly capitalize on the current nature of human-resource supply and demand, employers must understand and implement valid selection procedures. Otherwise, it’s just a shot in the dark—resulting in random selection that is unfair, potentially illegal, and bad for both organizations and employees.

SPSS Syntax 101: Basic Guidelines, Variable and Value Labels

Perhaps you’re now convinced that using SPSS syntax might save you some time in the long run. Maybe you even now know how to create a new syntax file.

So what do you do with that file and how do you make it manage or analyze your data?

As a reminder, this forum focuses on common analyses performed by researchers and practitioners within organizational behavior, industrial/organizational psychology, and human resource management. An in-depth explanation of everything SPSS syntax can possibly do is far beyond this forum’s scope. The focus here is on practical issues and no-nonsense knowhow to bolster your productivity.

To begin, let’s cover a few guidelines regarding the use of SPSS syntax.

  • Notes: You can make notes to yourself within the syntax file about what you are analyzing, why you are analyzing it, what results you found, and anything else that may help put your analysis in context for future reference. To make a note to yourself, simply precede your note with an asterisk (*) and end your sentence with a period. That will ensure that SPSS will skip over that sentence when running the analysis you specify. It is sometimes useful to use many asterisks in a row to demarcate different sections of your syntax.
  • Sensitivity: Although syntax is not case-sensitive (to the best of my knowledge), syntax code is very sensitive to every other character you type (including periods and other punctuation).

Now, let’s practice. Open a data set and create a new syntax file. Click anywhere in the syntax file’s blank box. Insert a row of asterisks, a description of the file, another row of asterisks, and a period. Save your file somewhere appropriate with an appropriately distinctive file name. Your syntax should now look something like this (click on the image for a larger view).

The next step is to insert code into your syntax file that will specify the types of analyses that the program will conduct on your data. Three general ways that I typically generate code are through (a) directly typing it in from memory, (b) copying, pasting, and editing syntax from another source, and (c) using the program’s “paste” function. I recommend starting your foray into SPSS syntax using methods (b) and (c), which may or may not naturally progress into method (a).

One common task when setting up your data for analysis is properly inputting your variable and value labels. This is helpful because when you run analyses, the SPSS output will include the labels assigned to the variables that were analyzed, assisting in your interpretation of the results. Let’s imagine that one of your variables is “overall satisfaction with life,” being measured by one item on a five-point scale ranging from 1 (strongly disagree) to 5 (strongly agree). Forget, of course, that using a single item to measure a construct is a bad idea from a measurement perspective.

Let’s go ahead and designate a variable in your data set as having the name “lifesat.” Select the “variable view” on the bottom left corner of your data file and type “lifesat” into the upper left cell under “Name.” You can quickly assign labels to both the variable itself and to its values using the syntax below:

variable labels lifesat ‘overall satisfaction with life’ .

value labels lifesat 1 ‘strongly disagree’ 2 ‘disagree’ 3 ‘neither agree nor disagree’ 4 ‘agree’ 5 ‘strongly agree’.

To run this syntax, first copy and paste it into your syntax file. Then, simply highlight it and type CTRL+R on your keyboard. You can also select “run” from the menu at the top of the syntax file or click on the right-facing triangle in the menu bar.

An output file should appear which will simply repeat the syntax listed above. Note that you will receive an error message if there is no actual variable named “lifesat.” If you look at the “label” and “values” columns in the data set, the labels and values specified above should now appear.

This procedure is especially useful when setting up an SPSS data file from raw data, which often is in the form of an Excel spreadsheet or comma-separated values (.csv) file. For example, this is specifically how the popular online survey tool SurveyMonkey compiles data for users to download. It is especially helpful when conducting initial SPSS data file setup to list all of the variable names in one column, followed by all of the corresponding variable labels in the adjacent column, and then use the concatenate function in Excel to help create all of the syntax for you. Download this Excel 2007 spreadsheet for a quick template; pay attention to the comments in each cell regarding instructions. Note that the workbook has two spreadsheets, one for variable labels and one for value labels.

I have frequently found these basic SPSS syntax procedures to be useful in the initial-setup phase of data analysis. Future posts will discuss and explore using syntax to actually analyze your data, but these initial procedures are useful because they will aid in the interpretation of those analyses.

The "Goods" and "Betters" of Graduate-Level Industrial/Organizational Psychology Training

Let’s face it: I’m an outlier. Until about three years ago, I’d never even heard of industrial and organizational (I/O) psychology. And you can bet that I never would’ve imagined that someday I’d be pursuing my Ph.D. in organizational science and that I’d earn a master’s degree in I/O psychology en route. I’d never even taken a psychology class until I was in graduate school.

How I ended up where I am today is a long story best told over single-malt scotch (on your tab). But suffice it to say that I’ve had a relatively diverse array of experiences—as an undergrad political science and communication double major, as an officer in the U.S. Navy, and as a public-relations professional. Now, one month after attending the annual meeting of the Society for Industrial and Organizational Psychology (SIOP) and a few days away from being an official holder of my master’s degree in I/O psychology, I’m offering a few reflections about both the strengths of I/O psychology training—its “goods”—and areas in which it could improve—its “betters.”

The Goods: Strengths of Graduate-Level I/O Psychology Training

My graduate program, presumably like many others, featured specific core areas of competence that it covered very well. These competencies closely align with those delineated by SIOP: research methods, statistical methods, data analysis, measurement, job analysis, performance management, selection, work motivation, and others. Of these competencies, I’ve come to realize that the most useful ones—and the ones that are the field’s most robust differentiators—are in the areas of psychometrics, research methods, data analysis, and statistics.

Human resource professionals and many people working in related fields often acquire a baseline of knowledge about other areas within I/O psychology, but there’s something about multiple regression and correlation that you can’t pick up through osmosis. Furthermore, an understanding of the scientific method helps I/O professionals solve human-capital issues through evidence-based methods, leading to better outcomes for both the organizational and employees. So the focus on measurement, statistics, and research methods is a substantial strength of graduate-level training in I/O psychology.

The Betters: Areas in which Graduate-Level I/O Psychology Training Could Improve

My concerns with graduate-level I/O psychology training are not regarding the teaching of its core competencies. Instead, my concern is that a few core competencies that don’t appear on this list might be areas that could greatly benefit new I/O psychology graduates. In particular, I think of two general areas: (a) business acumen and (b) project management.

First, many practitioners with whom I’ve talked have discussed a need for I/O psychology training to include some measure of business training. Certainly, none would argue that a baseline level of knowledge in finance, economics, and strategy would hurt a recent master’s- or doctoral-level graduate working in an applied setting. At the very least, perhaps some business training could help I/O psychology professionals talk about what they do in ways that others in business might understand.

Second, much of the work performed by I/O psychologists revolves around projects. These projects might include, for example, designing selection systems or integrating performance appraisal tools with leadership development programs. Even for project-team members who are not in charge of the overall team (such as a new graduate), it seems that having an understanding of the basics of how to manage large projects involving numerous people sometimes across multiple lines of business, would be beneficial. An entire field of training in project management exists in almost total isolation from the training of I/O psychology.

So I may be an outlier in the field of I/O psychology, but I think that because of that experience I have slightly different perspective on both the outstanding benefits and some of the areas for growth within I/O psychology. Certainly, I’m not the first to raise these questions and many others about the field (see the SIOP exchange). But while I journey onward toward earning my Ph.D. in 2011, I’m interested to see how I/O psychology as a science and practice will continue to evolve.

SPSS Basics: Getting Started with Syntax

Getting started is half the battle, especially when trying to learn a new software program or trying to accomplish a new task in a familiar one. In a previous post, I discussed some of the advantages of using syntax in SPSS instead of the software program’s drop-down menus. As an astute reader commented, syntax can be very frustrating because it requires the user to follow its specifications very closely. That means that any misplaced characters or punctuation can prevent your program from running correctly, or from running at all.

So is SPSS syntax worth learning for garden-variety social scientists studying organizational behavior, industrial and organizational psychology, and other related fields? Absolutely. But that’s because I’m going to try to demonstrate how you can use SPSS syntax in a smart, efficient way to do the basic tasks that you may encounter on a relatively frequent basis in graduate school classes, research projects, and in providing consulting recommendations.

I’ll do that through posting actual syntax code that you can copy, paste, edit, and run on your own data. That should help with tasks including computing and recoding variables, calculating descriptive statistics, and conducting analyses such as reliability analysis, factor analysis, correlations, and hierarchical regression–including mediation and moderation analyses. I’ll also post some of the tips that I’ve learned the hard way regarding keeping your syntax and data files user-friendly.

To get started, however, I’m going to assume that you’ve never used syntax before. You may even be a little scared of it. You’re studying or previously studied psychology, organizational behavior, or human resource management because you want to help people and organizations work and play well with one another.

No one told you’d have to be a statistician or computer scientist. But neither am I. All I’m saying is that good consulting and good science builds from an understanding of research methods; therefore, it makes good sense to figure out how to use the tools we have available in the smartest, most efficient way possible. Statisticians, computer scientists, and actuaries: You may want to search elsewhere for solutions to your specific challenges.

SPSS File Types

SPSS has three common file types associated with it. First, there’s your data file. This file ends with the file extension .sav. Second, there’s your output file. This file ends with the file extension .spo, and SPSS automatically creates it when your run an analysis. Third, there’s your syntax file. This file ends with the file extension .sps.

Creating a New Syntax File

To create a syntax file, start by opening the SPSS program or a data set (.sav file). Then, go to the drop-down menu at the top of the screen, go to “file,” then “new,” and select “syntax file.” A new screen should open that looks like the image below. Note that an empty data set is in the background, and the new syntax file is in the foreground.

The syntax file in the foreground serves as your “command center,” so to speak, for your data analysis. I recommend maintaining a single syntax file for each project. For example, I used the same single syntax file for all of the analysis relevant to my master’s thesis and have separate ones for other projects. Basically, the syntax file is a text document that you can save, “save as,” copy and paste items into and from, and so on.

Helpful hint: If you’re ever on a computer that doesn’t have SPSS yet need to open your syntax file for some reason, you can open it as a text file in Notepad or Wordpad. You won’t be able to run the program, but you’ll be able to see it, read the notes you made in it, and copy its contents.

So now you know (a) what a syntax file looks like and (b) how to create a new one. Future posts will address next steps and general tips for using the file to analyze your data. Congratulations–you got started, and that’s half the battle.

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