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Perceived workplace support (PWS) is an employee’s perception of perceived organisational support (POS), perceived supervisor support (PSS), perceived co-worker support (PCS) and perceived sufficient resource support (PSRS) to operate effectively. The purpose of this paper is to explore the development and validation of employee’s PWS instrument in small and medium-sized enterprises (SMEs).

A total of 15 items of employees’ PWS instrument in SMEs were developed from the measurement base of earlier published research, concepts and theory. The instrument was applied to a cross-sectional study and data were collected as factor analyses to confirm and ascertain construct validity. Reliability was tested by measuring the internal consistency.

The instrument showed excellent reliability at 0.894. Four factors as “POS”, “PSS”, “PCS” and “PSRS” were extracted and confirmed from the confirmatory factor analysis.

PWS studies are often used by researchers, human resource departments and organisations to investigate the level of employee support. The instrument developed from this study will enable researchers, human resource departments and organisations to explore levels of POS, PSS, PCS and PSRS.

The purpose of this paper is to develop a digital intelligence quotient (DIQ) scale questionnaire that encompasses the digital identity, digital use, digital safety, digital security, digital emotional intelligence, digital communication, digital literacy and digital rights.

DIQ research was conducted in two phases to develop an assessment scale. First, 33 questions were developed based on previous DIQ concepts and theories. These questions were then validated using exploratory factor analysis into eight dimensions as digital identity, digital use, digital safety, digital security, digital emotional intelligence, digital communication, digital literacy and digital rights. A survey was conducted comprising 409 admins and clerks in SMEs. Second, confirmatory factor analysis and convergent validity were tested along the eight digital dimensions.

This study extended the DIQ concept to provide theoretical contribution for DIQ with intelligence study. Eight dimensions were developed to measure DIQ, including aspects of digital identity, digital use, digital safety, digital security, digital emotional intelligence, digital communication, digital literacy and digital rights.

The DIQ questionnaire was a single-source, self-assessed data collection, as the sample included only employees of SMEs in Thailand. Results showed a good fit but require further refinement and validation using a larger sample size and various supplementary sampling contexts.

The eight DIQ dimensions and questionnaire results will assist organisations and supervisors to focus on employees’ DIQ using both work and lifestyle parameters. This knowledge will help supervisors to encourage employees to increase their DIQ for more effective usage of digital literacy. Researchers and academics will be able to apply this instrument in future studies.

The DIQ questionnaire is a new instrument which comprehensively explores relevant dimensions to increase employee understanding of digital identity, digital use, digital safety, digital security, digital emotional intelligence, digital communication, digital literacy and digital rights.

Counterproductive work behaviour (CWB) is a type of behaviour of an individual that works against an organisation or employer, and he/she is usually discretionary (i.e. individuals make conscious choices as to whether they want to commit aberrant work behaviour). To deal with CWB in different contexts, organisations need to both understand and continually measure their employees in terms of behaviour and work. This study aims to develop an instrument to measure CWB for small and medium-sized enterprises in Thailand.

The study was conducted in three stages to develop a measurement scale for CWB. First, 27 questions were developed as a questionnaire based on concepts and theories of CWB and then verified using exploratory factor analysis with three CWB dimensions, namely “poor behaviour”, “misuse of organisational resources” and “inappropriate communication”. The questionnaire surveyed a total of 386 individuals working in SMEs. Finally, confirmatory factor analysis (CFA) and convergent validity were examined following the three CWB dimensions.

Three dimensions were developed to measure CWB, including aspects of poor behaviour, misuse of organisational resources and inappropriate communication.

The CWB questionnaire has practical use for assessing employee behaviour and can assist organisations and practitioners to better understand the CWB of employees. This know-how will help practitioners to assess employee behaviour and can be used to manage or develop this into good behaviour as valued members of the organisation.

The validity of the CWB questionnaire questions will facilitate the future research on the boundaries with CWB assessments spanning different SMEs contexts. Empirical study results validated that CWB measurement offered new perspectives to explore vital employee behavioural deviation that are necessary for the inspection employee behavioural deviation. This instrumental support will also help researchers to effectively understand CWB and explore its potential in future studies.

The authors decided to produce their instrument because they said that organizations need guidelines to determine the levels of PWS among their employees. PWS, they said, significantly influences staff retention, competency, and organizational commitment.

There are 15 items in the instrument, which assesses four essential components of PWS. These are perceived organizational support (POS), perceived supervisor support (PSS), perceived co-worker support (PCS) and perceived sufficient resource support (PSRS). The authors collected data from a list of SME hotels and also from 82,126 enterprises in central Thailand. Admins and clerks were recruited to fill out questionnaires. A total of 374 were returned and filled in correctly.

The authors collected data from a list of SME hotels and also from 82,126 enterprises in central Thailand. Admins and clerks were recruited to fill out questionnaires. A total of 374 were returned and filled in correctly.

The positive results, the authors say, have a number of practical implications for SMEs. The relevant questions in the 15-item methodology can be used to assess each of the four components of PWS and establish good policies.