|
Perceived organizational politics (POP)
|
|
0.73 |
0.29 |
0.97 |
0.97 |
| Favoritism rather than merit determines who gets ahead around here. |
0.88 |
|
|
|
|
| There is no place for yes-men around here: good ideas are desired even when it means disagreeing with superiors. (R) |
0.87 |
|
|
|
|
| Employees are encouraged to speak out frankly even when they are critical of well-established ideas. (R) |
0.81 |
|
|
|
|
| There has always been an influential group in this department that no one ever crosses. |
0.83 |
|
|
|
|
| People here usually don't speak up for fear of retaliation by others. |
0.81 |
|
|
|
|
| Rewards come only to those who work hard in this organization. (R) |
0.83 |
|
|
|
|
| Promotions in this department generally go to top performers. (R) |
0.86 |
|
|
|
|
| People in this organization attempt to build themselves up by crossing others. |
0.83 |
|
|
|
|
| I have seen changes made in policies here that only serve the purposes of a few individuals, not the work unit or the organization. |
0.86 |
|
|
|
|
| There is a group of people in my department who always get things their way because no one wants to challenge them. |
0.86 |
|
|
|
|
| I can't remember when a person received a pay increase or a promotion that was inconsistent with the published policies. (R) |
0.90 |
|
|
|
|
| Since I have worked in this department, I have never seen the pay and promotion policies applied politically. (R) |
0.90 |
|
|
|
|
|
Machiavellian personality (Mach)
|
|
0.80 |
0.29 |
0.95 |
0.95 |
| Never tell anyone the real reason you did something unless it is useful to do so. |
0.89 |
|
|
|
|
| It is wise to flatter important people. |
0.88 |
|
|
|
|
| It is hard to get ahead without cutting corners here and there. |
0.91 |
|
|
|
|
| The best way to handle people is to tell them what they want to hear. |
0.89 |
|
|
|
|
| Anyone who completely trusts anyone else is asking for trouble. |
0.90 |
|
|
|
|
|
High performance work practices (HPWPs)
|
|
0.62 |
0.10 |
0.97 |
0.97 |
| Great effort is taken to select the right person. |
0.84 |
|
|
|
|
| Long-term employee potential is emphasized. |
0.80 |
|
|
|
|
| Considerable importance is placed on the staffing process. |
0.80 |
|
|
|
|
| Very extensive efforts are made in selection. |
0.77 |
|
|
|
|
| Extensive training programs are provided for individuals in customer contact or front-line jobs. |
0.72 |
|
|
|
|
| Employees in customer contact jobs will normally go through training programs every few years. |
0.77 |
|
|
|
|
| There are formal training programs to teach new hires the skills they need to perform their job. |
0.78 |
|
|
|
|
| Formal training programs are offered to employees in order to increase their promo ability in this organization. |
0.79 |
|
|
|
|
| Employees have few opportunities for upward mobility. (R) |
0.78 |
|
|
|
|
| Employees do not have any future in this organization. (R) |
0.81 |
|
|
|
|
| Promotion in this organization is based on seniority. (R) |
0.82 |
|
|
|
|
| Employees have clear career paths in this organization. |
0.77 |
|
|
|
|
| Employees in customer contact jobs who desire promotion have more than one potential position they could be promoted to. |
0.78 |
|
|
|
|
| Employees in this job can be expected to stay with this organization for as long as they wish |
0.78 |
|
|
|
|
| Job security is almost guaranteed to employees in this job. |
0.76 |
|
|
|
|
| The duties in this job are clearly defined. |
0.79 |
|
|
|
|
| This job has an up-to-date description. |
0.87 |
|
|
|
|
| The job description for a position accurately describes all of the duties performed by individual employees. |
0.80 |
|
|
|
|
| Performance is more often measured with objective quantifiable results. |
0.75 |
|
|
|
|
| Performance appraisals are based on objective quantifiable results. |
0.80 |
|
|
|
|
| Employee appraisals emphasize long term and group-based achievement. |
0.76 |
|
|
|
|
| Individuals in this job receive bonuses based on the profit of the organization. |
0.86 |
|
|
|
|
| There is close tie or matching of pay to individual/group performance. |
0.79 |
|
|
|
|
| Employees in this job are often asked by their supervisor to participate in decisions. |
0.72 |
|
|
|
|
| Individuals in this job are allowed to make decisions. |
0.75 |
|
|
|
|
| Employees are provided the opportunity to suggest improvements in the way things are done. |
0.76 |
|
|
|
|
| Supervisors keep open communications with employees in this job. |
0.85 |
|
|
|
|
