Covariance structure modeling in organizational research: problems with the method versus applications of the method

Article Abstract:

A 1995 study criticizes the use of covariance structure analysis (CSA) techniques, or casual modeling methods, in organizational research. The study points out that accurate tests of CSA techniques are not possible because of inadequate measures and knowledge of structural relations. However, organizational researchers should be encouraged to use CSA techniques despite the techniques' seeming inadequacies. This is because CSA techniques are potentially effective research tools.

Methods, Organizational research, Analysis of covariance, Covariance analysis

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Interactive effects of impression management and organizational politics on job performance

Article Abstract:

The results of a study conducted on the 112 employees of a private financial service company using the expectancy theory to understand the importance of organizational politics and impression management to an employee and the impact and relationship it has with the employee's performance with regard to the employer's grading about his performance have been described. The shortcomings, procedures used in this study and suggestions for the employers have been provided.

Causes of, Global economy, Office politics, Employee performance

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Sticking to our guns: social identity as a basis for the maintenance of commitment to faltering organizational projects

Article Abstract:

The impact of group decision making on organizational performance is examined.

United Kingdom, Group identity, Social identity, Decision-making, Group, Group decision making

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