Sammenlign metoder
Gjennomgå de valgte metodene side om side; rader som avviker, er uthevet.
| Organisasjonsforpliktelsesskalaen (OCS)× | Job Demands-Resources Scale× | |
|---|---|---|
| Fagfelt | Organisasjonsatferd | Organisasjonsatferd |
| Familie | Process / pipeline | Process / pipeline |
| Opprinnelsesår≠ | 1991 | 2001 |
| Opphavsperson≠ | John P. Meyer and Natalie J. Allen | Evangelia Demerouti and Arnold B. Bakker |
| Type | Self-report questionnaire | Self-report questionnaire |
| Opprinnelig kilde≠ | Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89. DOI ↗ | Bakker, A. B., & Demerouti, E. (2007). The Job Demands-Resources model: state of the art. Journal of Managerial Psychology, 22(3), 309-328. DOI ↗ |
| Alias | OCS, Meyer & Allen Scale | JDRS, JD-R Questionnaire |
| Relaterte | 5 | 5 |
| Sammendrag≠ | The Organizational Commitment Scale (OCS), developed by Meyer and Allen in 1991, measures three distinct dimensions of organizational commitment: affective commitment (emotional attachment), continuance commitment (perceived cost of leaving), and normative commitment (sense of obligation). This three-component model has become foundational in understanding employee retention, engagement, and organizational attachment. | The Job Demands-Resources Scale (JDRS) is a multidimensional assessment instrument based on the Job Demands-Resources (JD-R) model, developed by Demerouti and Bakker in 2001. It measures the balance between job demands (workload, time pressure, emotional demands) and resources (autonomy, support, opportunities for growth) that shape employee well-being, engagement, and burnout risk. The JDRS has become central to occupational health research and practice. |
| ScholarGateDatasett ↗ |
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