Comparar métodos
Revisa los métodos seleccionados uno junto a otro; las filas que difieren aparecen resaltadas.
| Índice Descriptivo de Satisfacción Laboral× | Escala de Intercambio Líder-Miembro× | |
|---|---|---|
| Campo | Comportamiento organizacional | Comportamiento organizacional |
| Familia | Process / pipeline | Process / pipeline |
| Año de origen≠ | 1969 | 1995 |
| Autor original≠ | Patricia Cain Smith | George B. Graen |
| Tipo | Self-report questionnaire | Self-report questionnaire |
| Fuente seminal≠ | Smith, P. C., Kendall, L. M., & Hulin, C. L. (1969). The measurement of satisfaction in work and retirement: A strategy for the study of attitudes. Rand McNally. ISBN: 978-0528614110 | Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years. Leadership Quarterly, 6(2), 219–247. link ↗ |
| Alias | JDI, Smith Kendall Hulin Scale, Job Satisfaction Scale | LMX-7, LMX, Graen Uhl-Bien Scale |
| Relacionados | 5 | 5 |
| Resumen≠ | The Job Descriptive Index (JDI) is a comprehensive self-report measure of job satisfaction across five distinct dimensions: work, supervision, coworkers, pay, and promotions. Developed by Smith, Kendall, and Hulin in 1969, it has become one of the most widely used and empirically validated job satisfaction instruments in organizational research. The JDI is prized for its multidimensional structure and strong psychometric properties. | The Leader-Member Exchange Scale (LMX-7) measures the quality of the working relationship between a supervisor and employee. Developed by Graen and Uhl-Bien in 1995, it is a brief, widely adopted instrument grounded in Leader-Member Exchange theory. The scale captures mutual trust, respect, and obligation—the psychological foundation of effective working relationships. Higher LMX quality predicts engagement, performance, and retention. |
| ScholarGateConjunto de datos ↗ |
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