Jeremy Dawson

Prof. Jeremy Dawson

orcid

Research Focus & Metrics

Academic Career Length

25Years (2002-Present)

(Calculated once Scilit publication data is synced: current year − year of first publication + 1)

Representative Publications

View All Publications
9 May 2013 in Journal of Business and Psychology
Verified
Journal Article
Closed access
PDF file
JDJeremy Dawson
Jeremy Dawson

1 January 2006 in Journal of Applied Psychology
Verified
Journal Article
Closed access
JDJeremy Dawson
Jeremy Dawson
ARAndreas W. Richter
Andreas W. Richter
Researchers often use 3-way interactions in moderated multiple regression analysis to test the joint effect of 3 independent variables on a dependent variable. However, further probing of significant interaction terms varies considerably and is sometimes error prone. The authors developed a significance test for slope differences in 3-way interactions and illustrate its importance for testing psychological hypotheses. Monte Carlo simulations revealed that sample size, magnitude of the slope difference, and data reliability affected test power. Application of the test to published data yielded detection of some slope differences that were undetected by alternative probing techniques and led to changes of results and conclusions. The authors conclude by discussing the test's applicability for psychological research.

14 April 2005 in Journal of Organizational Behavior
Verified
Journal Article
Closed access
PDF file
MPMalcolm G. Patterson
Malcolm G. Patterson
MWMichael A. West
Michael A. West
VSViv J. Shackleton
Viv J. Shackleton
JDJeremy Dawson
Jeremy Dawson
RLRebecca Lawthom
Rebecca Lawthom
AWAlison M. Wallace
Alison M. Wallace

1 January 2006 in Human Resource Management Journal
Verified
Journal Article
Closed access
PDF file
HSHelen Shipton
Helen Shipton
MWMichael A. West
Michael A. West
JDJeremy Dawson
Jeremy Dawson
KBKamal Birdi
Kamal Birdi
MPMalcolm Patterson
Malcolm Patterson

1 January 2002 in The International Journal of Human Resource Management
Verified
Journal Article
Closed access
MWMichael A. West
Michael A. West
CBCarol Borrill
Carol Borrill
JDJeremy Dawson
Jeremy Dawson
JSJudy Scully
Judy Scully
MCMatthew Carter
Matthew Carter
JWJustin Waring
Justin Waring
The relationship between human resource management practices and organizational performance (including quality of care in health-care organizations) is an important topic in the organizational sciences but little research has been conducted examining this relationship in hospital settings. Human resource (HR) directors from sixty-one acute hospitals in England (Hospital Trusts) completed questionnaires or interviews exploring HR practices and procedures. The interviews probed for information about the extensiveness and sophistication of appraisal for employees, the extent and sophistication of training for employees and the percentage of staff working in teams. Data on patient mortality were also gathered. The findings revealed strong associations between HR practices and patient mortality generally. The extent and sophistication of appraisal in the hospitals was particularly strongly related, but there were links too with the sophistication of training for staff, and also with the percentages of staff working in teams.

1 August 2003 in The Leadership Quarterly
Verified
Journal Article
Closed access
MWMichael A West
Michael A West
CBCarol S Borrill
Carol S Borrill
JDJeremy Dawson
Jeremy Dawson
FBFelix Brodbeck
Felix Brodbeck
DSDavid A Shapiro
David A Shapiro
BHBob Haward
Bob Haward