write the instrument/variable information of the following article as in the example as a paragraph.
article:
da Fonseca, L. M. C. M., Domingues, J. P., Machado, P. B., & Harder, D. (2019). ISO 9001: 2015 adoption: A multi-country empirical research. Journal of Industrial Engineering and Management (JIEM), 12(1), 27-50.
example:
The instrument chart shows validity and reliability results, with values greater than 0.30 considered significant for a sample size over 350. In this study, with a sample size of 428, a criterion of 0.40 was used as the cut-off point for valid factor loadings to establish construct validity. All factor loadings exceeded this criterion and were practically significant, with values greater than 0.50. Among financial performance and internal process performance, the eigenvalues varied from 2.649 to 7.728 and the percentage of variance explained varied from 51.5% to 68.2%. The reliability analysis showed that all dimensions of both employee engagement and organizational performance had Cronbach's alpha coefficients above 0.7, indicating satisfactory reliability. The highest reliability coefficient observed was 0.929 for employee engagement, while financial performance had the lowest coefficient of 0.777.
The study used descriptive statistics and regression analysis to analyze the data. The data collected for the study were summarized using descriptive statistics, specifically mean scores. The questionnaire used a seven-point Likert scale to anchor the items. The Likert scale ranged from 1 to 7, with 1 indicating "strongly disagree" and 7 indicating "strongly agree." Based on Table 2, it is evident that the variable "financial performance" had the lowest mean score of 5.53. On the other hand, the variable "customer performance" had the highest mean score of 5.62. These mean scores suggest that respondents agreed somewhat with all the items measuring the different variables of the study. The study used regression analysis to test hypotheses and determine the key drivers of employee engagement. The results showed that employee engagement accounted for a significant amount of variance in different performance areas. It explained 20.6% of the variance in financial performance, 22.7% of the variance in customer performance, and 30.2% of the variance in learning. Furthermore, employee engagement had a significant and positive impact on financial performance, as indicated by the statistical analysis. It was found that employee engagement positively influenced customer performance, internal process performance, and learning and innovation performance as well. The findings suggested that an increase in employee engagement would likely lead to improvements in financial performance, customer performance, productivity, quality levels associated with internal processes, and organizational learning and innovation behaviors. These results highlight the importance of fostering employee engagement within an organization to drive various aspects of performance.
The study used two main variables: employee engagement and organizational performance. Employee engagement encompasses vigor, dedication, and absorption, as defined by the work engagement perspective. It is operationalized through cognitive, emotional, and physical dimensions, acknowledging the holistic involvement of individuals in their work. Towers-Perrin studies reveal that higher engagement levels correlate with improved customer satisfaction, revenue growth, and reduced production costs, emphasizing its influence on customer-centric outcomes and organizational success. Organizational performance was measured using the Balanced Scorecard approach, which assesses four perspectives of organizational performance: financial, customer, internal business processes, and learning and growth.