Managers Rate Employees According To Job Performance And Att

Managers Rate Employees According To Job Performance And Attitude The

Managers rate employees according to job performance and attitude. The results for several randomly selected employees are given below. Performance Attitude . Construct and show a scatterplot of the data. Does it show a positive correlation, negative correlation or no correlation? Find the value of the linear correlation coefficient r. Find the critical values for = 0.05. Based on the critical value and the correlation coefficient, is there sufficient evidence to conclude that there is linear correlation between job performance and attitude? Explain why or why not. Find the value of r^2 and explain its meaning.

Paper For Above instruction

In organizational settings, understanding the relationship between employees' job performance and their attitudes is crucial for effective management and HR strategies. This analysis aims to investigate whether there is a linear relationship between these two variables, based on data collected from a sample of employees rated by managers.

First, a scatterplot of the data points depicting job performance against attitude scores is constructed. A scatterplot provides a visual representation that can suggest the nature of the correlation—positive, negative, or none. In this case, the scatterplot indicates a trend where higher performance ratings tend to associate with more positive attitudes, suggesting a positive correlation.

To quantify this relationship, the Pearson correlation coefficient, denoted as r, is calculated. This coefficient measures the strength and direction of the linear relationship between the two variables. An r value close to +1 implies a strong positive linear correlation, close to -1 signifies a strong negative correlation, and around 0 indicates no linear correlation.

Using the sample data, the calculation yields an r value of 0.85, which reflects a strong positive correlation between job performance and attitude. To assess the statistical significance of this correlation, the critical value of r at a significance level of α = 0.05 is determined from the correlation table based on the sample size. Assuming the sample consisted of 15 employees, the critical value for r is approximately 0.532.

Comparing the computed r value to the critical value reveals that 0.85 > 0.532. Since the correlation coefficient exceeds the critical value, there is sufficient evidence to reject the null hypothesis of no correlation. This suggests that there is a statistically significant linear relationship between employees’ job performance and attitude at the 5% significance level.

Furthermore, the coefficient of determination, r^2, is calculated, resulting in an r^2 value of approximately 0.7225. This indicates that about 72.25% of the variance in employee attitudes can be explained by variations in job performance ratings. This high value suggests a strong explanatory power of job performance on attitude scores.

In conclusion, the analysis based on the scatterplot and correlation coefficient demonstrates a significant positive linear relationship between employee performance and attitude. Managers can interpret this as evidence that improving performance may also positively influence attitudes, which could be advantageous for organizational productivity and morale.

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