5- Please calculate the range of perceived fairness score A researcher was interested in studying the effects of job insecurity on employee job attitudes. Half of the research participants were randomlyassigned to experience high insecurity (manipulated by announcing 50% layoffs) and half were assigned to experience low insecurity (announcementof 5% layoffs). In addition, the researcher was also interested in whether or not the method by which the layoffs were to occur would influence jobattitudes and perceived fairness. Therefore, half of the research participants were assigned to a fair layoff condition (i.e., layoffs determined by jobperformance) and half were assigned to an unfair condition (i.e., layoffs determined by favoritism). Employees were asked to make ratings on severalissues: how important their jobs were ("job importance"), the extent to which they intended to quit working for the organization ("turnoverintentions"), their perceived chances of being laid off ("chances of being laid off"), and perceptions of fairness ("perceived fairness"). Finally, they wereasked 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/UnfairJobTurnoverChances of Perceived DecisionConditionMethod Importance Intentions Being Laid Off Fairnessto Quit43712375211210124511352114357123475221211021347521121032757116.24502222501216325322225012122502224350212235012225522435021Coding Manual: Layoff Condition: 1= 5% 2 = 50%Fairness Condition: 1 = Fair 2 = UnfairDecision to Quit: 1= Quit 2= Remain

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Description: 5- Please calculate the range of perceived fairness score A researcher was interested in studying the effects of job insecurity on employee job attitudes. Half of the research participants were randomlyassigned to experience high insecurity (manipula

Given information: The data represents the opinions of employees of several characteristics. The…

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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 (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 sever 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 wer asked to decide whether they wanted to quit working for the organization or remain employed with the organization ("decision to quit").

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 sever 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 wer asked to decide whether they wanted to quit working for the organization or remain employed with the organization ("decision to quit").

MATLAB: An Introduction with Applications

6th Edition

ISBN:9781119256830

Author:Amos Gilat

Publisher:Amos Gilat

Chapter1: Starting With Matlab

Section: Chapter Questions

Problem 1P

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Binomial Distribution

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Question

Please calculate the range of perceived fairness score

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

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