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Cross-cultural development of an abridged job insecurity measure

dc.contributor.authorLee, Cynthiaen_US
dc.contributor.authorBobko, Philipen_US
dc.contributor.authorAshford, Susan J.en_US
dc.contributor.authorChen, Zhen Xiongen_US
dc.contributor.authorRen, Xiaopengen_US
dc.date.accessioned2008-03-31T18:41:28Z
dc.date.available2009-04-09T15:01:14Zen_US
dc.date.issued2008-04en_US
dc.identifier.citationLee, Cynthia; Bobko, Philip; Ashford, Susan; Chen, Zhen Xiong; Ren, Xiaopeng (2008). "Cross-cultural development of an abridged job insecurity measure." Journal of Organizational Behavior 29(3): 373-390. <http://hdl.handle.net/2027.42/58078>en_US
dc.identifier.issn0894-3796en_US
dc.identifier.issn1099-1379en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/58078
dc.description.abstractUsing four samples from the United States and China, we developed two theoretically based abridged job insecurity (JI) scales to address researcher concerns with the length of the original 57-item scale. These two scales contained all the components of the scale originally developed and validated by Ashford et al., 1989 . Our abridged scale has 37 items (18 items for job features, 16 items for total job, and 3 items for powerlessness). We further developed a bare-bones scale with only 25 items (10 items for job features, 12 items for total job, and 3 items for powerlessness). Results show that the content and construct validities of both the abridged and the bare-bones scales are highly similar to the original JI scale. Our results provide support for the use of either the abridged or the bare-bones JI scales. Copyright © 2007 John Wiley & Sons, Ltd.en_US
dc.format.extent146920 bytes
dc.format.extent3118 bytes
dc.format.mimetypeapplication/pdf
dc.format.mimetypetext/plain
dc.publisherJohn Wiley & Sons, Ltd.en_US
dc.subject.otherPsychologyen_US
dc.titleCross-cultural development of an abridged job insecurity measureen_US
dc.typeArticleen_US
dc.rights.robotsIndexNoFollowen_US
dc.subject.hlbsecondlevelBusiness (General)en_US
dc.subject.hlbsecondlevelSociologyen_US
dc.subject.hlbsecondlevelEconomicsen_US
dc.subject.hlbtoplevelBusinessen_US
dc.subject.hlbtoplevelSocial Sciencesen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumRoss School of Business, University of Michigan, Ann Arbor, Michigan, U.S.A.en_US
dc.contributor.affiliationotherCollege of Business Administration, Northeastern University, Boston, Massachusetts, U.S.A. ; College of Business Administration, Northeastern University, Boston, MA 02115, U.S.A.en_US
dc.contributor.affiliationotherDepartment of Management, Gettysburg College, Gettysburg, Pennsylvania, U.S.A.en_US
dc.contributor.affiliationotherSchool of Management, Marketing, and International Business, The Australian National University, Australiaen_US
dc.contributor.affiliationotherInstitute of Psychology, Chinese Academy of Sciences, Beijing, P.R. Chinaen_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/58078/1/513_ftp.pdf
dc.identifier.doihttp://dx.doi.org/10.1002/job.513en_US
dc.identifier.sourceJournal of Organizational Behavioren_US
dc.owningcollnameInterdisciplinary and Peer-Reviewed


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