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Measuring the decent work of knowledge workers: Constructing and validating a new scale.

Yan Yan1, Yuqing Geng1, Juan Gao1

  • 1School of Business, Shanghai Dianji University, Shanghai, China.

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Summary

This study introduces a new scale to measure decent work perception (DWP) for knowledge workers (KWs), addressing the gap in understanding KW well-being in the digital economy. The validated 13-item scale offers insights for managers and employees.

Keywords:
Decent work perceptionGrounded theoryKnowledge workersQuantitative analysisScale development

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Area of Science:

  • Management Science
  • Organizational Behavior
  • Human Resource Management

Background:

  • Decent work (DW) research traditionally focuses on unemployment, neglecting knowledge workers' (KWs) well-being.
  • The digital economy exacerbates the conflict between organizational performance and KW well-being.
  • Existing frameworks lack specific measures for KW perception of decent work.

Purpose of the Study:

  • To construct and validate a new scale for measuring the decent work perception (DWP) of knowledge workers (KWs).
  • To address the specific challenges and needs of KWs within knowledge management (KM) contexts.
  • To provide a tool for assessing and improving KW well-being and career development.

Main Methods:

  • Grounded theory and in-depth interviews (n=27) to identify initial DWP dimensions.
  • Preliminary survey (n=212) for questionnaire validation and item selection.
  • Exploratory and confirmatory factor analysis (EFA & CFA) on a formal survey (n=554) to establish scale reliability and validity.

Main Results:

  • A 13-item decent work perception scale (DWPS) was developed with four dimensions: work security, respect & support, self-value, and professional skills.
  • The DWPS demonstrated good reliability and validity.
  • The scale effectively captures KWs' perceptions related to work challenges, autonomy, and career commitment.

Conclusions:

  • The validated DWPS is a reliable tool for measuring decent work perception among knowledge workers.
  • This scale aids managers in understanding KW demands and supports employees in achieving career goals.
  • The findings contribute to the literature on decent work, knowledge management, and employee well-being.