Difference Scores: Rationale, Formulation, and Interpretation
Difference Scores: Rationale, Formulation, and Interpretation
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差异分数：基本原理、表述和解释
DOI：
10.1177/014920639402000309
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发表时间：
1994
影响因子：
13.5
通讯作者：
D. Day
中科院分区：
文献类型：
--
作者：
A. Bedeian;D. Day
长期以来，不同的分数一直是管理学研究的兴趣，因为需要评估结构之间的一致性或一致性。例如，某种形式的差异、不同或差异分数通常是对比下属和主管的工作价值观(例如，Posner，Kouze&Schmidt，1985)、感知和期望的工作特征或属性(例如，Dawis&Lofquist，1984)、工作要求和员工能力(French，Caplan&Harrison，1982)以及自我和所指其他奖励(例如，Goodman，1977)的调查的核心。在这种情况下，差异分数通常被用作个人或组织结果的相关或预测因素，例如个人健康和适应能力的变化，以及与工作相关的态度和表现。尽管使用了几十年，但差异分数用于估计测量单位之间的差异是否合适仍然是一个很大的争论来源。一些人建议，差异分数的统计和心理测量学特性非常有问题，应该停止使用(例如，Cronbach&Furby，1970；Johns，1981)。其他人则认为这样的批评是没有根据的，宣称差异分数是相对可靠和公正的(例如，罗文，出版中；齐默尔曼，BrotoHusodo&Williams，1981)。最近，史密斯和提萨克(1993)和爱德华兹(1994)各自对在管理研究中使用不同分数的充分性和适当性发表了评论--与对方的工作无关--并得出了相反的结论。
Difference scores have long been of interest in management research because of the need to assess agreement or congruence between constructs. For example, some form of difference, dissimilarity, or discrepancy score is typically at the core of investigations contrasting subordinate and supervisor work values (e.g., Posner, Kouzes & Schmidt, 1985), perceived and desired job characteristics or attributes (e.g., Dawis & Lofquist, 1984), job demands and worker abilities (French, Caplan & Harrison, 1982), and self and referent other rewards (e.g., Goodman, 1977). In such instances, difference scores are typically used as correlates or predictors of individual or organizational outcomes, such as changes in personal health and adjustment, and job-related attitudes and performance. Despite decades of use, the appropriateness of difference scores for estimating discrepancies between measurement units continues to be a source of much debate. Some have advised that the statistical and psychometric properties of difference scores are so problematic that their use should be discontinued (e.g., Cronbach & Furby, 1970; Johns, 1981). Others have concluded that such criticisms are unfounded, declaring difference scores to be both relatively reliable and unbiased (e.g. Rovine, in press; Zimmerman, Brotohusodo & Williams, 1981). More recently, Smith and Tisak (1993) and Edwards (1994) have each commented-independent of the other’s work-on the adequacy and appropriateness of using difference scores in management research, and arrived at opposite conclusions.