Does Computerizing Paper-and-Pencil Job Attitude Scales Make a Difference? New IRT Analyses Offer Insight

The measurement equivalence of 2 scales of the Job Descriptive Index (JDI; P. C. Smith, L. M. Kendall, & C. L. Hulin, 1969 ), the Supervisor Satisfaction scale and the Coworker Satisfaction scale, was examined across computerized and paper-and-pencil administrations. In this study, employees in...

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Bibliographic Details
Published in:Journal of applied psychology 2000-04, Vol.85 (2), p.305-313
Main Authors: Donovan, Michelle A, Drasgow, Fritz, Probst, Tahira M
Format: Article
Language:English
Subjects:
Administration
Attitude
Attitude tests
Attitudes
Automation
Biological and medical sciences
Computerization
Computerized Assessment
Computers
Employees
Female
Fundamental and applied biological sciences. Psychology
Human
Humans
Item response theory
Job Characteristics
Job Satisfaction
Logistic Models
Male
Management Personnel
Media
Midwestern United States
Occupational psychology
Organization theory
Personnel
Psychology
Psychology. Psychoanalysis. Psychiatry
Psychology. Psychophysiology
Psychometrics
Psychometrics - methods
Reproducibility of Results
Score Equating
Test Administration
Work (Attitudes Toward)
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Summary:The measurement equivalence of 2 scales of the Job Descriptive Index (JDI; P. C. Smith, L. M. Kendall, & C. L. Hulin, 1969 ), the Supervisor Satisfaction scale and the Coworker Satisfaction scale, was examined across computerized and paper-and-pencil administrations. In this study, employees in 2 organizations ( N = 1,777) were administered paper-and-pencil versions of the scales, and employees in a third organization ( N = 509) were administered a computerized version. A newly developed item response theory (IRT) technique for examining differential test functioning ( N. S. Raju, W. J. van der Linden, & P. F. Fleer, 1995 ) was used to examine measurement equivalence across media. Results support the measurement equivalence of the JDI Supervisor and Coworker scales across administration media. The implications of these findings for both practitioners and organizational researchers are discussed.
ISSN:0021-9010
1939-1854
DOI:10.1037/0021-9010.85.2.305