Working Style Assessment (WSA): Instrument Adjustment for the Thai Context
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Working Style Assessment (WSA): Instrument Adjustment for the Thai Context Nanta Sooraksa 1
& Oranuch
Pruetipibultham 1
# Springer Science+Business Media, LLC, part of Springer Nature 2020, corrected publication 2020
Abstract This research aimed at assessing the cross-cultural reliability and validation of the Thai version of the Working Style Assessment (WSA). The original scales were translated into the Thai language and back translated and approved by PAR (Psychological Assessment Resources), Inc. Questionnaires were collected from 896 Thai participants (388 males and 508 females) who were employed in the workforce aged between 18 and 60 years. The Thai version has acceptable reliability and validity. Analysis of invariances and confirmatory factor analysis (CFA) revealed that the US original and the Thai WSA model forms were “partially invariant”. To broaden the knowledge, the approach used in this study could be adopted as guidelines for developing a WSA in countries where localized versions are unavailable. Keywords Work style assessment . WSA . Validity of instrument . Invariance analysis .
Cross-cultural model
Introduction Why work styles? Warr and Conner (1992) contended that work styles are vital to both employees and managers for three reasons. First, work styles reflect the outcome and quality of a training program. Second, during an era where most job applicants hold similar qualifications, especially functional competencies, work styles offer a way to distinguish candidates that are most suitable for the job and organization culture. Last
* Nanta Sooraksa [email protected] Oranuch Pruetipibultham [email protected]
1
School of Human Resource Development, National Institute of Development and Administration (NIDA), 118 Serithai Road, Klong-chan, Bangkapi, Bangkok 10240, Thailand
Sooraksa N., Pruetipibultham O.
but not the least, a WSA can help with promotion decisions, as employees with certain work styles tend to be more efficient. In addition, measuring work styles enables an organization to keep track of the level of effort made by its employees over time and compare the amount and quality of effort required. Moreover, work styles are not static but influenced by a wide range of variables; including policy, structural change, and environmental transformation; employee work styles can be constructively adjusted (Bayl-Smith and Griffin 2015). In addition, Bayl-Smith and Griffin (2015) suggested that work styles are positively related to people-environmental fit. If work styles are an important component in the maintenance and adjustment of people-environmental fit, tracking how employees display their commitment to work overtime will be beneficial for all organizations. There have been research studies and management tools created to help executives understand social relationships and individual/group emotions in the workplace. This includes studies that developed attachment theory in a way that may be useful for understanding social relationships and related emotions at worksocial suppor
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