Explain why you selected the variables you did and provide evidence showing the relationships between these variables and job attitudes (i.e., justify your selections). Select an instrument to measur

This week, you complete the second part of the Methods Section for your Final Project. This Methods Section will serve as a road map for measuring job satisfaction, organizational commitment, and job involvement. In your role as a consultant for Walden Sports, it is important to select appropriate variables and items to assess and to understand the psychometric properties of the instrument you select to measure those variables.

• Submit Part 2 of your Methods section.

• From the Job Attitudes Survey Codebook document located in this week’s Learning Resources, select three variables that you think will best predict job attitudes at Walden Sports.

  Note: The document contains variables that have not been covered in this course, but research has shown that they predict job attitudes.

• Explain why you selected the variables you did and provide evidence showing the relationships between these variables and job attitudes (i.e., justify your selections).

• Select an instrument to measure each of the three variables you selected.

• Explain why the instrument you selected is appropriate for measuring the antecedent variables you selected.

• Provide an example item from the scale you selected and describe the scale anchors used to score the instrument.

• Describe the psychometric properties (reliability and validity) of the instrument.

Submit your Assignment by Day 7.

Readings

• Aselage, J., & Eisenberger, R. (2003). Perceived organizational support and psychological contracts: A theoretical integration. Journal of Organizational Behavior, 24(5), 491–509.
  Retrieved from the Walden Library databases.

• Clay-Warner, J., Reynolds, J., & Roman, P. (2005). Organizational justice and job satisfaction: A test of three competing models. Social Justice Research, 18(4),391–409.
  Retrieved from the Walden Library databases.

• Eisenberger, R., Karagonlar, G., Stinglhamber, F., Neves, P., Becker, T. E., Gonzalez-Morales, M. G., & Steiger-Mueller, M. (2010). Leader-member exchange and affective organizational commitment: The contribution of supervisor’s organizational embodiment. Journal of Applied Psychology, 95(6), 1085–1103.
  Retrieved from the Walden Library databases.

• Erdogan, B., & Bauer, T. N. (2010). Differentiated leader-member exchanges: The buffering role of justice climate. Journal of Applied Psychology, 95(6), 1104–1120.
  Retrieved from the Walden Library databases.

• Erdogan, B., & Enders, J. (2007). Support from the top: Supervisors’ perceived organizational support as a moderator of leader-member exchange to satisfaction and performance relationships. Journal of Applied Psychology, 92(2), 321–330.
  Retrieved from the Walden Library databases.

• Judge, T. A., Piccolo, R. F., Podsakoff, N. P., Shaw, J. C., & Rich, B. L. (2010). The relationship between pay and job satisfaction: A meta-analysis of the literature. Journal of Vocational Behavior, 77(2), 157–167.
  Retrieved from the Walden Library databases.

• Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698–714.
  Retrieved from the Walden Library databases.

• Stoner, J. S., & Gallagher, V. C. (2010). Who cares? The role of job involvement in psychological contract violation. Journal of Applied Social Psychology, 40(6), 1490–1514.
  Retrieved from the Walden Library databases.