A researcher was interested in studying the effects of job insecurity on employee job attitudes. Half of the research participants were randomly assigned to experience high insecurity (manipulated by announcing 50% layoffs) and half were assigned to experience low insecurity (announceme of 5% layoffs). In addition, the researcher was also interested in whether or not the method by which the layoffs were to occur would influence job attitudes and perceived fairness. Therefore, half of the research participants were assigned to a fair layoff condition (i.e., layoffs determined by job performance) and half were assigned to an unfair condition (i.e., layoffs determined by favoritism). Employees were asked to make ratings on seve issues: how important their jobs were ("job importance"), the extent to which they intended to quit working for the organization ("turnover intentions"), their perceived chances of being laid off ("chances of being laid off"), and perceptions of fairness ("perceived fairness"). Finally, they we asked to decide whether they wanted to quit working for the organization or remain employed with the organization ("decision to quit").

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A researcher was interested in studying the effects of job insecurity on employee job attitudes. Half of the research participants were randomly
assigned to experience high insecurity (manipulated by announcing 50% layoffs) and half were assigned to experience low insecurity (announcement
of 5% layoffs). In addition, the researcher was also interested in whether or not the method by which the layoffs were to occur would influence job
attitudes and perceived fairness. Therefore, half of the research participants were assigned to a fair layoff condition (i.e., layoffs determined by job
performance) and half were assigned to an unfair condition (i.e., layoffs determined by favoritism). Employees were asked to make ratings on several
issues: how important their jobs were ("job importance"), the extent to which they intended to quit working for the organization ("turnover
intentions"), their perceived chances of being laid off ("chances of being laid off"), and perceptions of fairness ("perceived fairness"). Finally, they were
asked to decide whether they wanted to quit working for the organization or remain employed with the organization ("decision to quit").'
5 or 50% Layoff Fair/Unfair
Job
Turnover
Chances of Perceived Decision
Condition
Method Importance Intentions Being Laid Off Fairness
to Quit
4
3
7
1
2
3
75
2
1
1
2
10
1
2
4
5
1
1
3
5
2
1
1
4
3
5
7
1
2
3
4
75
2
2
1
2
1
10
2
1
3
4
75
2
1
1
2
10
3
2
75
7
1
1
6.
2
4
50
2
2
2
2
50
1
2
1
6
3
25
3
2
2
2
2
50
1
2
1
2
2
50
2
2
2
4
3
50
2
1
2
2
3
50
1
2
2
25
5
2
2
4
3
50
2
1
Coding Manual: Layoff Condition: 1= 5% 2 = 50%
Fairness Condition: 1 = Fair 2 = Unfair
Decision to Quit: 1= Quit 2= Remain
Transcribed Image Text:A researcher was interested in studying the effects of job insecurity on employee job attitudes. Half of the research participants were randomly assigned to experience high insecurity (manipulated by announcing 50% layoffs) and half were assigned to experience low insecurity (announcement of 5% layoffs). In addition, the researcher was also interested in whether or not the method by which the layoffs were to occur would influence job attitudes and perceived fairness. Therefore, half of the research participants were assigned to a fair layoff condition (i.e., layoffs determined by job performance) and half were assigned to an unfair condition (i.e., layoffs determined by favoritism). Employees were asked to make ratings on several issues: how important their jobs were ("job importance"), the extent to which they intended to quit working for the organization ("turnover intentions"), their perceived chances of being laid off ("chances of being laid off"), and perceptions of fairness ("perceived fairness"). Finally, they were asked to decide whether they wanted to quit working for the organization or remain employed with the organization ("decision to quit").' 5 or 50% Layoff Fair/Unfair Job Turnover Chances of Perceived Decision Condition Method Importance Intentions Being Laid Off Fairness to Quit 4 3 7 1 2 3 75 2 1 1 2 10 1 2 4 5 1 1 3 5 2 1 1 4 3 5 7 1 2 3 4 75 2 2 1 2 1 10 2 1 3 4 75 2 1 1 2 10 3 2 75 7 1 1 6. 2 4 50 2 2 2 2 50 1 2 1 6 3 25 3 2 2 2 2 50 1 2 1 2 2 50 2 2 2 4 3 50 2 1 2 2 3 50 1 2 2 25 5 2 2 4 3 50 2 1 Coding Manual: Layoff Condition: 1= 5% 2 = 50% Fairness Condition: 1 = Fair 2 = Unfair Decision to Quit: 1= Quit 2= Remain
Please calculate the mean reported job importance for all employees.
Transcribed Image Text:Please calculate the mean reported job importance for all employees.
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