Rational Selective Exploitation Among Americans and Chinese: General Similarity, With One Surprise

A cross-cultural experiment tested predictions regarding reward allocation decisions among subjects in the United States and Taiwan. The experiment included five independent variables—two between-subject factors (American vs. Chinese; instrumental vs. unspecified vs. social-emotional allocator orientation) and three within-subject factors (high vs. low employee competence, social skill, and mobility). In general, Americans and Chinese distributed rewards quite similarly: In both cultures, allocators distributed greater rewards to employees who were more competent and possessed greater social skill. In both cultures, instrumental allocator orientation induced stronger tendencies to base allocations on competence; social-emotional allocator orientation induced stronger tendencies to base allocations on social skill. In both cultures, subjects engaged in competence-based "rational selective exploitation"—among highly competent employees, those with greater professional mobility received larger portions of the reward pool than did counterparts with constrained mobility. In both cultures, subjects also evidenced an unexpected social-skill-based rational selective exploitation—among employees with good social skill those with greater professional mobility received larger portions of the reward pool than did counterparts with constrained mobility. However, there were a number of interactions with culture that ran contrary to our a priori predictions: We hypothesized that Americans would exhibit greater individualism by focusing on competence in allocating outcomes, and that Chinese would exhibit greater collectivism by focusing on social skill. Although Americans did attend to employee competence more than Chinese, Americans also attended to employee social skill more than Chinese. These findings are discussed in terms of an expanded conceptualization of the nature of individualism and collectivism.     

Rational selective exploitation and distress: employee reactions to performance-based and mobility-based reward allocations

Prior research has demonstrated that allocators frequently distribute greater rewards to persons with high professional and geographic mobility than to persons with constrained mobility, especially among the very competent. This phenomenon has been termed rational selective exploitation. Do the recipients of such allocations actually experience this distribution rule as unjust and distressing, or is it a misnomer to refer to this phenomenon as exploitation? Two studies were conducted to explore this question. Study 1 was a laboratory experiment in which we manipulated relative performance level, relative mobility level, and allocation standard: performance based versus mobility based. Study 2 was a cross-sectional survey of actual employees in which subjects reported the degree to which performance and mobility were the basis for pay decisions at their places of employment, as well as the degree to which they perceived each standard to be fair. Both studies demonstrated that people regard mobility-based allocations as less fair and more distressing than performance-based allocations. Furthermore, the degree of distress resulting from mobility-based allocations is greater among persons who are disadvantaged by that standard: among people with constrained mobility, especially those who perform at high levels. These findings provide good support for the assertion that so-called rational selective exploitation is indeed distressing to employees. Reactions to this form of distress are also explored, and the implications of these findings for the allocation process are discussed.     

Reward Allocations to the Extremely Mobile Employee: A Qualification of Rational Selective Exploitation

In Experiment 1, undergraduate students role-played the position of a university department head dividing rewards among a group of six hypothetical employees who varied in competence (high or low) and mobility (high, medium, or low). The departments were described as being either high, medium, or low in available rewards, and being in a high-, medium- or low-demand field. As predicted, there was a quadratic relationship between reward allocation and mobility, with greatest rewards given at the intermediate level of mobility. Experiment 2 explored the same questions, except that actual university department heads divided rewards among the same six hypothetical employees as though they were members of their own department. Department heads were grouped on the basis of the actual resources in their department and the availability of faculty in their field. There was a quadratic relationship between faculty mobility and reward allocations; this effect was most evident for high competence employees under conditions of moderate reward scarcity.     

Sex differences,sex-role orientation,and reward allocations

In study 1, 52 male and 52 female undergraduates allocated rewards to pairs of children for their performances in team and competitive situations. Males allocated rewards more equitably, especially when allocating to boys in competition, while females allocated rewards more equally. Boys, but not girls, who did more work received more rewards than their partner; and children with greater work inputs under competitive conditions received more rewards than children in team conditions. In study 2, the sex-role orientation of 60 college students was found to be related to their reward allocations. Males and females with a masculine sex-role orientation allocated rewards equitably, while individuals with a feminine sex-role orientation allocated rewards equally. Results indicated that sex and situational differences in reward allocations are affected by sex-role orientation and differential socialization practices by adults.Portions of study 1 were presented at the Midwestern Psychological Association Meeting, Chicago, May 1978.     

Should I stay or should I go?: Penalties for briefly de-prioritizing work or childcare

We examined penalties against individuals who temporarily de-prioritize their employee or parenting role. Experiment 1 (N = 488) utilized vignettes depicting a mother/father who briefly left their child with a babysitter to engage in work/self-care/did not leave (control). Both mothers and fathers were viewed as less parentally competent, likeable, dedicated to their family (and putting their child at greater risk) when they very briefly de-prioritized their caregiving role by leaving their child for either reason, relative to controls. Experiment 2 (N = 494) utilized vignettes depicting a female/male employee who briefly left work to engage in childcare/self-care/did not leave (control). Both male and female employees were rated as less professionally competent, likeable, dedicated to their work and deserving of organizational rewards (and more deserving of organizational penalties, and putting their organization at greater risk) when they very briefly de-prioritized their employee role by leaving work for either reason, compared to controls. However, employees who left for self-care were viewed more negatively than those who left to engage in childcare. Unexpectedly, results did not reveal target gender differences; they were also largely unaffected by participant gender. This suggests that parents and employees face penalties when they must de-prioritize either of these important roles for even very short periods. Implications for well-being, work-life balance, and productivity are discussed.     

Applying self-determination theory to understand the motivational impact of cash rewards: New evidence from lab experiments

We investigated, based on self-determination theory (SDT), the impact of the functional meaning of monetary rewards on individuals' motivation and performance and further tested the role of the psychological needs as the underlying mechanism. In two experimental studies, we show that when presented in an autonomy-supportive way, rewards lead participants to experience greater intrinsic motivation, which leads them to perform better, than when monetary rewards are presented in a controlling way. This is mediated by greater psychological need satisfaction, indicating that through greater feelings of competence, autonomy, and relatedness, individuals experience greater intrinsic motivation for the task at hand. Our findings suggest that rewards can have a distinct effect on individuals' motivation and performance depending on whether they take on an autonomy-supportive or controlling meaning, thus providing empirical evidence for the theoretical and practical implications of SDT's concept of functional meaning of rewards. By highlighting the importance of this concept, this research contributes to our understanding of the effectiveness of such rewards in the workplace, suggesting that they can foster employee motivation and performance if organisations present them to employees in an autonomy-supportive way to convey an informational meaning and positively contribute to their psychological need stisfaction.     

A longitudinal study of the social and academic competence of economically disadvantaged bilingual preschool children

This longitudinal study was conducted to gain understanding of the social-emotional and academic development of economically disadvantaged bilingual preschool children. In Study 1, the authors combined cognitive, psychosocial, and cultural-linguistic factors to determine profiles of social competence as measured by peer play. A person-centered analysis of 207 Hispanic American preschoolers (ages 4 and 5 years) yielded 6 distinct profiles, 2 of which were socially competent and 1 of which was vulnerable. Findings revealed profile differences in social competence and a significant relationship between bilingualism and social-emotional development. In Study 2, the authors determined which profiles were associated with later academic achievement and growth of English proficiency. Findings indicated a significant relationship of early social-emotional development to later academic success and English acquisition, highlighting the role of bilingualism.     

Employee customer orientation in manufacturing organizations: joint influences of customer proximity and the senior leadership team

Pursuing a customer-focused strategy in manufacturing organizations requires employees across functions to embrace the importance of understanding customer needs and to align their everyday efforts with the goal of satisfying and retaining customers. Little prior research has examined what factors influence employee customer orientation in manufacturing settings. Drawing on the attraction-selection-attrition model, upper-echelons theory, and contingency theories of leadership, this study investigated the joint influences of functional roles' proximity to external customers and the senior leadership team's customer orientation on employee customer orientation. Hierarchical linear modeling results based on data obtained from 4,299 employees and 403 senior leaders from 42 facilities of a global manufacturer operating in 16 countries revealed that employees occupying customer-contact roles had the highest level of customer orientation, followed by employees occupying production roles, and then by those in support roles. In addition, there was a positive relationship between the senior leadership team's customer orientation and employee customer orientation for all 3 functional roles. The positive relationship between the senior leadership team and employee customer orientation was the strongest for employees in support roles, suggesting that lower levels of proximity to external customers may create a greater need for leadership in developing employees' customer-oriented attitudes.     

Cross-cultural differences in distributive justice: a comparison of Turkey and the U.S

When allocators make decisions about distributing resources, they face a dilemma if the expectations for consequences that will flow from particular choices are incongruent with each other. For example, a certain allocation choice might be expected to make an allocator appear warm and likable but unfair. Previous research has found that culture can shape these perceptions and, thus, their congruence or incongruence. The present study further investigated these ideas. Differences between Turkish and U.S. students' perceptions of allocators who distributed resources on the basis of merit vs. need were investigated. Results revealed an allocation dilemma among the U.S. but not among the Turkish students. Specifically, the U.S. students perceived greater incongruence among allocation consequences for both merit and need choices than did the students from Turkey for whom perceptions of allocator's fairness were more aligned with perceptions of allocator's warmth.     

创造性人格与员工创造力:一个被调节的中介模型研究

本文基于动机行动和成就动机理论,构建一个被调节的中介模型以检验创造性人格对员工创造力产生的作用机理。以251套来自主管-下属配对的问卷数据为样本,实证分析结果表明:创造性人格可预测员工创造力产生,学习目标导向与绩效证明目标导向在两者之间起部分中介作用;内在动机能够强化个体目标导向对创造力的作用,并显著正向调节创造性人格对员工创造力的间接效应。最后,论文讨论了研究发现对员工创造力产生的理论和实践意义。     

Seeing the “forest” or the “trees” of organizational justice: Effects of temporal perspective on employee concerns about unfair treatment at work

What events do employees recall or anticipate when they think of past or future unfair treatment at work? We propose that an employee’s temporal perspective can change the salience of different types of injustice through its effect on cognitions about employment. Study 1 used a survey in which employee temporal focus was measured as an individual difference. Whereas greater levels of future focus related positively to concerns about distributive injustice, greater levels of present focus related positively to concerns about interactional injustice. In Study 2, an experimental design focused employee attention on timeframes that differed in temporal orientation and temporal distance. Whereas distributive injustice was more salient when future (versus past) orientation was induced, interactional injustice was more salient when past orientation was induced and at less temporal distance. Study 3 showed that the mechanism underlying the effect of employee temporal perspective is abstract versus concrete cognitions about employment.     

Sex role orientation and dimensions of self-esteem among middle adolescents

A questionnaire study of 229 high-school students examined the relationship between sex role orientation and various dimensions of self-esteem. The results provide strong support for the masculinity model self-esteem, especially for females. Multivariate analyses of variance revealed the following: (a) females perceived themselves to be significantly more socially competent than males; (b) males perceived themselves to be more physically competent than females; (c) adolescents high on masculinity perceived themselves to be significantly more socially competent, physically competent, and to have higher general self-esteem than those low on masculinity; (d) males and females high on masculinity perceived themselves to be significantly more physically competent and to have higher general self-esteem than females low on masculinity, although males low on masculinity did not differ significantly from any of the other interaction groups. Regression analyses by gender revealed the following: (a) the contribution of masculinity to social competence was much greater for females than for males, (b) the contribution of masculinity to physical competence was much greater for females than for males, and (c) the contribution of masculinity to general self-esteem was much greater for females than for males. In summary, for males, gender may override the impact of sex role orientation, while among females the impact of sex role orientation may be accentuated.     

Whose side are you on? Relational orientations and their impacts on side‐taking among Dutch and Chinese employees

Informal relationships often influence employees who intervene in an interpersonal conflict between colleagues. We investigate and report the effects of relational orientations (reciprocity orientation and communal orientation) on employee preference of choosing sides between an acquaintance and a friend in a workplace dispute in The Netherlands and China. A scenario study was conducted among 104 Dutch and 105 Chinese employees. As hypothesized, the results indicate that employees, especially Dutch employees, with an interest‐concerned reciprocity orientation tend to side with the acquaintance who has a greater potential to return the favour. By contrast, employees, especially Chinese, with a sharing‐concerned communal orientation tend to side with their workplace friend. Explanations and implications of the findings are discussed.     

Reward Allocation by Impartial Allocators to Friend or Stranger Co-workers under Equal and Unequal Ability and Performance

The effects of a relationship variable (friends, strangers), an ability variable (equal, unequal), and a performance variable (equal, unequal) were studied in 40 male and 40 female university students. Eight versions of a hypothetical vignette were prepared to manipulate the eight treatment combinations. After reading an assigned vignette, subjects were asked to allocate $90 between two stranger or friend co-workers. Among other effects, the Relationship by Ability by Performance interaction was significant. The stranger, unequal ability, unequal performance allocations to the lower ability co-worker were significantly higher than the stranger, equal ability, unequal performance allocations, and the stranger, unequal ability, unequal performance allocations were higher than the friends, unequal ability, unequal performance allocations; this difference approached significance (p < .06). The questionnaire data revealed that, despite having favored strangers, the impartial allocators expected strangers to be less satisfied with their distribution than friends with their distribution. In this study, impartial allocators tended to compensate strangers to a greater extent for low performance or ability than friends or, alternatively, were more likely to ignore performance and ability differences between strangers than between friends.     

Reward allocation decisions of Chinese managers: Influence of employee categorization and allocation context

The purpose of the present study was to investigate the relationships between employee categorization criteria and Chinese managers' allocation behaviors. Using a vignette approach and a four-factor within-subjects design, the effects of relationship (guanxi), loyalty, and competence, as well as their interactions with allocation context (private vs public) were examined. Results showed that subordinates who had a close relationship with the allocator, high loyalty, or high competence were rewarded more. Significant two-way interaction effects indicated that relationship, loyalty and competence interactively affected Chinese managers' reward allocation decisions. In addition, the moderating effects of allocation context on these three criteria were also significant. Limitations of the study and suggestions for further research were discussed.     

When Does a Proactive Personality Enhance an Employee’s Whistle-Blowing Intention?: A Cross-Level Investigation of the Employees in Chinese Companies

To identify the boundary conditions for proactive employees making whistle-blowing decisions, we developed a cross-level model comprising employee proactive personality and two types of whistle-blowing intentions that incorporates the influences of organizational- and individual-level attributes. Analyses of data collected from 432 Chinese employees in 32 companies indicated that proactive personality was positively related to internal whistle-blowing intention and even more positively related to external whistle-blowing intention when individuals were working in organizations characterized by an instrumental ethical climate and employees with a high level of moral identity.     

Core Job Characteristic and Uncertainty Avoidance: Into the Black Box of Transformational Leadership Effect on Creativity

Drawing upon the job characteristic model and the “management of meaning” perspective, this study examines the process and conditions through which transformational leadership fosters employee creativity. Our results reveal that the effect of transformational leadership on creativity is mediated by employees’ perceptions of core job characteristics (variety, identity, significance, autonomy, feedback). This mediation effect is further moderated by employees’ uncertainty avoidance orientation. Specifically, transformational leaders foster creativity through followers’ perceptions of core job characteristics only among employees low on uncertainty avoidance. The association between enhanced job characteristics and creativity is more positive for employees with low uncertainty avoidance orientation than those with high uncertainty avoidance orientation. Implications and future research directions are discussed.     

Is the Customer Always Right? The Potential for Racial Bias in Customer Evaluations of Employee Performance

With the encouragement of marketing scholars, many companies are tying employee incentives to customer ratings of satisfaction, service quality, or employee performance. One potential drawback to these practices is that customers' evaluations of employees—and, therefore, any associated rewards—may be biased by employee race. This possibility was examined in a restaurant setting. We found that customers rated the promptness and attentiveness of same race servers more favorably than different race servers, but there were no differences for assessments of server friendliness or appearance. The theoretical and practical implications of these findings are discussed.     

The Preference for Equity When Judging the Attractiveness and Fairness of an Allocator: The Role of Familiarity and Culture

Abstract

The present study tested the effect of familiarity between allocator and recipients on liking for an allocator and on the choice of a distribution norm. Subjects were college students from Indonesia (n = 46) and the United States (n = 44) who answered a short questionnaire. All respondents—irrespective of sex, nationality, and level of friendship between allocator and recipient—preferred an equitable over an egalitarian allocator. An equitable allocation was also perceived as fairer than one based on equality. When subjects were asked to distribute rewards, they chose with greater frequency the equity norm.