IWP Questionnaire Measures

On this page, you can find a range of scales developed by current or former IWP members.

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On

They cover a wide range of topics within Work Psychology. Under each tab you will find one or more questionnaires under different tabs. We have included the reference for the questionnaire and the main contact person within IWP for each questionnaire. Feel free to use the measurement or contact the person listed for further information.

Workplace Cyberbullying Measure (WCM)

Authors: Samuel Farley, Iain Coyne, Carolyn Axtell & Christine Sprigg

Contact in IWP: C.M.Axtell@sheffield.ac.uk

Scale description: This scale was developed to measure employees experiences of cyberbullying in the workplace. It involves 17 behavioural items and a self-labelled victim item.

Reference for the scale:

Job Crafting Questionnaire

Authors: Karina Nielsen & Johan S. Abildgaard


Contact in IWP: k.m.nielsen@sheffield.ac.uk

Scale description:The questionnaire consists of five dimensions of job crafting: increasing challenging job demands, increasing quantitative job demands, decreasing hindering job demands, decreasing social job demands and increasing social job resources. The questionnaire has been validated Denmark, Spain, the UK, Taiwan and China. It has been tested in (longitudinal) survey studies and diary studies.

Reference for the scale:

  • Nielsen, K., &Abildgaard, J. S. (2012). The development and validation of a job crafting measure for use with blue-collar workers. Work and Stress, 26(4), 365–384. https://doi.org/10.1080/02678373.2012.733543
  • Nielsen, K., Antino, M., Sanz-Vergel, A., &Rodríguez-Muñoz, A. (2017). Validating the Job Crafting Questionnaire (JCRQ): A multi-method and multi-sample study. Work and Stress, 31(1), 82–99. https://doi.org/10.1080/02678373.2017.1293752

IWP Multi-Affect Indicator

Authors: Peter Warr and colleagues

Contact in IWP: p.warr@sheffield.ac.uk

Scale description: This 16-item scale records experienced feelings in each quadrant of the circumplex model of affective wellbeing, labelled as Anxiety, Depression, Enthusiasm and Comfort. It can be completed in around four minutes, and instructions can be adjusted to cover particular life-domains or time-periods. In addition to providing information about each quadrant, derived scores include all positive affects, all negative affects, and affects defined in terms of activation as well as valence (ranging from Depression to Enthusiasm and from Anxiety to Comfort).

Reference for the scale:

Studies that cited this scale:

  • Zanfirescu, Șerban A., Butucescu, A., &Iliescu, D. (2017). Empirical exploration of the circumplex model and subjective well-being on employees. Psihologia Resurselor Umane, 15(2). https://doi.org/10.24837/pru.2017.2.479

Process Evaluation Of Organisational Process Measure (PEOPM)

Authors:

Johan S. Abildgaard, Per Ø. Saksvik & Karina Nielsen

Contact in IWP:

k.m.nielsen@sheffield.ac.uk

Scale description:

The approach recommended to measure intervention processes is to develop tailored items. The present measure is an example of such a tailored measure developed for an intervention in the Danish postal service. It includes four scales: Line manager attitudes and actions, improved psychosocial work environment, Information about change and The need for organisational intervention.

Reference for the scale:

  • Abildgaard, J. S., Saksvik, P., &Nielsen, K. (2016). How to measure the intervention process? An assessment of qualitative and quantitative approaches to data collection in the process evaluation of organizational interventions. Frontiers in Psychology, 7(SEP), 1–10. https://doi.org/10.3389/fpsyg.2016.01380

Intervention Process Measure (IPM)

Authors: Raymond Randall, Karina Nielsen & Sturle D. Tvedt

Contact in IWP: k.m.nielsen@sheffield.ac.uk

Scale description: When conducting organisational interventions it is important to understand not only how the content of the intervention, i.e. changes to the way work is organised, designed and managed, influences the intervention's outcomes. There is increasing evidence that also the way the intervention is implemented, i.e. the intervention process plays a key role in whether the intervention achieves its intended outcomes.This measure captures five dimensions of the organisational interventions that may influence the intervention's outcomes. The five dimensions are: Line manager attitudes and actions, Employee involvement, Employee readiness for change, Intervention history, Exposure to intended intervention.

Reference for the scale:

  • Randall, R., Nielsen, K., &Tvedt, S. D. (2009). The development of five scales to measure employees’ appraisals of organizational-level stress management interventions. Work and Stress, 23(1), 1–23. https://doi.org/10.1080/02678370902815277

Studies that cited this scale:

  • Nielsen, K., &Randall, R. (2009). Managers’ Active Support when Implementing Teams: The Impact on Employee Well-Being. Applied Psychology: Health and Well-Being, 1(3), 374–390. https://doi.org/10.1111/j.1758-0854.2009.01016.x
  • Nielsen, K., &Daniels, K. (2012). Enhancing team leaders’ well-being states and challenge experiences during organizational change: A randomized, controlled study. Human Relations, 65(9), 1207–1231. https://doi.org/10.1177/0018726711433312
  • Nielsen, K., &Randall, R. (2012). The importance of employee participation and perceptions of changes in procedures in a teamworking intervention. Work and Stress, 26(2), 91–111. https://doi.org/10.1080/02678373.2012.682721
  • Bronkhorst, B., Tummers, L., &Steijn, B. (2018). Improving safety climate and behavior through a multifaceted intervention: Results from a field experiment. Safety Science, 103, 293–304. https://doi.org/10.1016/j.ssci.2017.12.009
  • Richter, A., vonThiele Schwarz, U., Lornudd, C., Lundmark, R., Mosson, R., &Hasson, H. (2016). iLead-a transformational leadership intervention to train healthcare managers’ implementation leadership. Implementation Science, 11(1), 1–13. https://doi.org/10.1186/s13012-016-0475-6
  • Schelvis, R. M. C., Wiezer, N. M., Blatter, B. M., vanGenabeek, J. A. G. M., Oude Hengel, K. M., Bohlmeijer, E. T., &van derBeek, A. J. (2016). Evaluating the implementation process of a participatory organizational level occupational health intervention in schools. BMC Public Health, 16(1), 1212. https://doi.org/10.1186/s12889-016-3869-0
  • Holten, A.-L., &Brenner, S. O. (2015). Leadership style and the process of organizational change. Leadership & Organization Development Journal, 36(1), 2–16. https://doi.org/10.1108/LODJ-11-2012-0155
  • Lundmark, R., Hasson, H., vonThiele Schwarz, U., Hasson, D., &Tafvelin, S. (2017). Leading for change: line managers’ influence on the outcomes of an occupational health intervention. Work and Stress, 31(3), 276–296. https://doi.org/10.1080/02678373.2017.1308446

Work Uncertainty

Authors: Desmond Leach, Gareth Hagger‐Johnson, Nadin Doerner, Toby Wall, Nick Turner, Jeremy Dawson, & Gudela Grote

Contact in IWP: j.f.dawson@sheffield.ac.uk

Scale description: Uncertainty is a key contingency in the relationship between work characteristics and outcomes such as employee performance and well-being. This self-report measure of work uncertainty is designed for use in any setting to facilitate research and decision making regarding the design of work. There are nine items across three components - resource uncertainty, task uncertainty, and input/output uncertainty.

Reference for the scale:

  • Leach, D., Hagger-Johnson, G., Doerner, N., Wall, T., Turner, N., Dawson, J., &Grote, G. (2013). Developing a measure of work uncertainty. Journal of Occupational and Organizational Psychology, 86(1), 85–99. https://doi.org/10.1111/joop.12000

Community Mental Health Team Effectiveness

Authors: Walid El Ansari, Joanne Lyubovnikova, Hugh Middleton, Jeremy F. Dawson, Paul B. Naylor, & Michael A. West

Contact in IWP: j.f.dawson@sheffield.ac.uk

Scale description: This is a 20-item scale covering seven dimensions of effectiveness for use by community mental health teams (CMHTs) working within the NHS. It is designed to be applicable to all types of CMHT, but not to other types of team. It is for self-completion by team members.

Reference for the scale:

  • El Ansari, W., Lyubovnikova, J., Middleton, H., Dawson, J. F., Naylor, P. B., &West, M. A. (2016). Development and psychometric evaluation of a new team effectiveness scale for all types of community adult mental health teams: A mixed-methods approach. Health and Social Care in the Community, 24(3), 309–320. https://doi.org/10.1111/hsc.12203

Scales for the measurement of some work attitudes and aspects of psychological well-being

Authors: Peter Warr, John Cook, & Toby Wall

Contact in IWP: p.warr@sheffield.ac.uk

Scale description: This paper presents items and initial findings for instruments to measure: Job Satisfaction (intrinsic, extrinsic, and overall), Work Involvement, Intrinsic Job Motivation, Perceived Intrinsic Job Characteristics, Higher-order Need Strength, Life Satisfaction, Context-free Happiness, and Context-free Anxiety. Although the original publication was several years ago, the measures tap themes which are currently important, and some of them are in use around the world.

Reference for the scale:

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