Description

The Work-Related Expectations Scale (WRES-9) is an instrument designed to assess employees’ expectations regarding their work experience and organizational environment. It focuses on the extent to which individuals anticipate positive or negative developments at work, including rewards, recognition, support, and other forms of organizational acknowledgment.

Work-related expectations reflect how employees perceive the likelihood that their professional needs, goals, and preferences will be met within their workplace.

Aim

The primary aim of the WRES-9 is to evaluate the degree to which employees expect their needs, wishes, and professional expectations to be fulfilled within the work environment.

Understanding these expectations can help organizations identify how employees perceive future opportunities, recognition, support, and rewards. Such information may also contribute to the study of job satisfaction, organizational commitment, and employees’ overall attitudes toward their workplace.

Analysis and Use of Data

The scale can be used to examine expectations related to different aspects of working life, such as organizational support, recognition of effort, rewards, and positive professional outcomes.

The resulting data may be analyzed in relation to variables such as job satisfaction, organizational commitment, work performance, and employees’ intention to remain within the organization.

Scoring

The WRES-9 typically uses a 5-point Likert-type response scale, ranging from 1 = “Strongly disagree” to 5 = “Strongly agree.”

Higher overall scores generally indicate higher or more positive work-related expectations, whereas lower scores reflect more limited or less positive expectations regarding the workplace.

Interpretation should take into account the characteristics of the organization, the occupational context, and the specific population being studied.

References

Armeli, S., Eisenberger, R., Fasolo, P., & Lynch, P. D. (1999). Perceived organizational support and police performance: A longitudinal study. Journal of Applied Psychology, 84(1), 28–42.

Eisenberger, R., Fasolo, P., & Davis-LaMastro, V. (1990). Perceived organizational support and employee diligence, commitment, and innovation. Journal of Applied Psychology, 75(1), 51–59.

Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507.

Saks, A. M., & Ashforth, B. E. (2000). Dual process model of organizational socialization. Journal of Organizational Behavior, 21(2), 225–244.