The Convergent Validity of Four Burnout Measures in a Chinese Sample: A Confirmatory Factor‐Analytic Approach

The purpose of this paper is to study the convergent validity of the four most widely used burnout measures in a sample of Chinese nurses (N= 717). First, Structural Equation Modeling was used to investigate the factor structure of scores produced by the Maslach Burnout Inventory‐General Survey (MBI‐GS), the Burnout Measure (BM), the Shirom‐Melamed Burnout Measure (SMBM), and the Oldenburg Burnout Inventory (OLBI). Next, several competing models were tested to investigate the convergent validity of these four burnout instruments. The final results suggest that burnout is best conceived of as a multidimensional construct consisting of exhaustion and withdrawal, which are two related but conceptually distinct aspects. In addition, positively phrased items should be dropped from burnout measures for they constitute a separate factor that is considered to be an artifact.     

Perceptual learning in maze discriminations

In Experiment 1, rats were trained on a discrimination between rubber- and sandpaper-covered arms of a maze after one group had been pre-exposed to these intra-maze cues. Pre-exposure facilitated subsequent discrimination learning, unless the discrimination was made easier by adding further discriminative stimuli, when it now significantly retarded learning. In Experiment 2, rats were trained on an extra-maze spatial discrimination, again after one group, but not another, had been pre-exposed to the extra-maze landmarks. Here too, pre-exposure facilitated subsequent discrimination learning, unless the discrimination was made substantially easier by arranging that the two arms between which rats had to choose were always separated by 135°. The results of both experiments can be explained by supposing that perceptual learning depends on the presence of features common to S+ and S-.     

Reciprocal Relationships between Leader–Member Exchange (LMX) and Job Satisfaction: A Cross‐Lagged Analysis

While previous research has mainly emphasised the importance of leader–member exchange (LMX) to job satisfaction, there is a lack of research on reciprocal relationships between job satisfaction and LMX. In this study, we not only suggest that good LMX increases job satisfaction, but that job satisfaction can also enhance high‐quality supervisor–employee relationships. A full cross‐lagged panel analysis was used to test reciprocal relationships between LMX and job satisfaction. Employees (N= 279) of a large information technology company filled out questionnaires at two times, with a time lag of 3 months. In line with our predictions, findings revealed a positive relationship between LMX and job satisfaction both at Time 1 and Time 2. Moreover, LMX at Time 1 predicted the increase of job satisfaction at Time 2, and job satisfaction at Time 1 predicted the increase of LMX at Time 2. The results demonstrate the need to consider reciprocal relationships between job satisfaction and LMX when explaining employees' workplace outcomes. Our findings are discussed in terms of positive psychology theory.