Suchergebnisse

Online survey panels have proliferated in recent years. However, little research has addressed the potential effects of respondents' survey experience, also known as (web) panel conditioning. Based on a study of Danish parents' day care arrangements and their response to a series of questions related to the change of care services, the satisficing behaviour is investigated in terms of choosing a neutral mid-category answer in relation to the number of surveys each respondent has participated in the past six months. The results suggest a U-shaped survey relationship, indicating that both respondents, who have participated in few and many surveys, will more frequently choose the mid-category answer. Accordingly, both learning and satisficing effects might be present, though the magnitude of the effect is relatively small.

The interaction between leaders and employees plays a key role in determining organizational outcomes and performance. Although the human resources management literature posits positive effects of leadership behaviors on employee job satisfaction, the causal path between the two is unclear due to potential endogeneity issues inherent in this relationship. To address the issue, we first provide theoretical explanations about why and how transformational and transactional leadership behaviors would enhance employee job satisfaction. Second, we test the relationship between leadership behaviors and employee job satisfaction using panel data from a year-long randomized field experiment that engaged leaders and employees from hundreds of public and private organizations in Denmark. Primary findings suggest that although leadership training does not have direct effects on changes in employee job satisfaction, leadership-training-induced changes in leadership behaviors (transformational leadership and verbal rewards) are positively related to changes in job satisfaction.