The relationship between differential inequity, job satisfaction, intention to turnover, and self-esteem

This study was an examination of differential inequity or underreward in working conditions, originating from the discrepancy between individual working conditions and those of comparative referents. In its exploration of the outcomes of inequity in working conditions, the study fills a gap in the literature because most such studies have been primarily devoted to investigations of pay inequity. Empirically, it is an investigation of elements of differential inequity as antecedents of job satisfaction and intentions to turnover and of self-esteem as a moderator of inequity-criteria relationships. Significant relationships between system and age inequity and job satisfaction and between company inequity and intention to turnover were found. Self-esteem significantly moderated the global inequity-job satisfaction and global inequity-intention to turnover relationships.     

Inferential processes in the forced compliance situation: A Bayesian analysis

The attribution made by an observer (O) to an actor in the forced compliance situation was regarded as a probability revision process which can be described by a Bayesian inference model. Os' perceptions of the forced compliance situation were analyzed in terms of the input components into the Bayesian model: prior probabilities of the relevant attitudes and the diagnostic values of the behaviors which the actor may choose. In order to test propositions made by attribution theory about such perceptions (Kelley, 1967;Messick, 1971), Os viewed actors under conditions of Low Inducement (LI) and High Inducement (HI). Before observing the actor's decision, Os estimated the prior probabilities of the relevant attitudes and the conditional probabilities of compliance and refusal given each of the attitudes. After observing the actor's decision, Os estimated the posterior probabilities of the attitudes. As expected, in the LI condition, compared to the HI condition, compliance was seen as less probable and more diagnostic about the actor's attitudes, and the posterior probability of the corresponding attitude was higher. Contrary to expectations, within both conditions, compliance, compared to refusal, was seen as less diagnostic and more probable.     

Effects of public and private deviancy on compliance with a request

A confederate requester asked subjects to write letters for an educational campaign after they had completed a battery of tests and received either deviant or nondeviant feedback. Half of the subjects were led to believe that the requester had knowledge of their test performance; the remaining half believed that the confederate did not know their test scores. Within these conditions, some subjects believed that complying with the request would involve future meetings with the requester while others were not led to anticipate any future interaction. As expected, deviants complied more than nondeviants replicating Freedman and Doob's (1968) results; however, neither the secret/known nor the future interaction variations produced effects. Contrary to the prediction that deviants are compliant because they wish to avoid mistreatment, secret deviants complied slightly more than known deviants. Compliance was discussed as instrumental in improving self-image.     

Perception and Reactions to Inequity as a Function of Social Comparison Referents and Hierarchical Levels1

Perceptions and reactions to inequity may hinge on referents of comparison and also on employees' rank in the organization. This study examined how three comparison referents—internal same-rank, external same-rank and external whole-organization—and respondents' hierarchical status in the company influence perceptions of inequity. The study also examined the relationship of perceived inequity with affect, job satisfaction, job involvement, organizational commitment, and stress. Seventy-five employees randomly selected from the three hierarchical levels of a manufacturing company (managers, supervisors, and workers) were the respondents. Results suggest that when individuals made comparisons with external same-rank and external whole-organization referents they experienced more inequity than when they made internal same-rank comparisons. Managers in comparison to supervisors and workers perceived less inequity related to pay, general rules administration, promotion, company and fringe benefits, advancement opportunities, and social power. Perception of inequity was found to be negatively related to job involvement, job satisfaction, and affect, and positively related to stress. Results implicate the role of social comparison referents in the evaluation of organizational rewards and perceptions of inequity.     

工作场所中他人感知的员工工作-家庭冲突：刻板印象视角

以往研究发现工作场所中他人感知的员工工作-家庭冲突对员工工作结果具有重要影响, 但相关研究处于起步阶段。在文献回顾的基础上, 从刻板印象理论出发, 提出可能影响他人感知员工工作-家庭冲突的工作、家庭相关因素; 采用能力-热情维度框架探讨他人感知员工工作-家庭冲突的作用机制及其结果。今后研究可在整合工作-家庭冲突研究和刻板印象理论的基础上, 对他人感知员工工作-家庭冲突的形成及人际效用机制等方面进行拓展。     

Real Men Don’t Make Mistakes: Investigating the Effects of Leader Gender, Error Type, and the Occupational Context on Leader Error Perceptions

Purpose

Despite the fact that leaders make mistakes, little attention has been paid to the effects of errors on subordinate perceptions. This study investigated the influence of errors on perceptions of leader competence, effectiveness, and desire to work for the leader. It also examined the effects of gendered expectations on perceptions of male and female leader errors by investigating the interactions that occur between the leader’s gender, the type of error, and the occupational context.

Design/Methodology

A sample of 284 undergraduates read a series of fictional employee emails describing a leader’s behavior and responded to several measures while envisioning themselves as subordinates of the leader.

Findings

Results suggested task and relationship errors exert damaging and differential effects on perceptions of leader task and relationship competence, respectively, and equally damage desire to work for the leader. Male leaders were perceived as less task and relationship competent, desirable to work for, and effective than female leaders for committing errors in a masculinized domain.

Implications

This study suggests leader errors matter, and that current leadership models ought to be expanded to account more clearly for them. Moreover, it offers insight into the role of gendered expectations in determining perceptions of male and female leader errors.

Originality/Value

This study is one of the first to empirically examine leader error perceptions and the effects of gender stereotypes on these perceptions. It represents a step toward understanding evaluations of male and female leaders, not when they succeed, but when they make mistakes.     

Effects of LMX and differential treatment on work unit commitment

The Leader-Member exchange (LMX) theory of leadership states that leaders do behave differently towards the various members in their work unit. Relatively little attention has been devoted to the question of whether members' perceptions of differential treatment on the part of the leader affects their commitment to the work unit. Perceptions of the amount of differential treatment within their work unit did not explain additional variance in members' work unit commitment after the effects of LMX quality were accounted for. There was, however, a significant interaction effect of LMX quality and differential treatment on work unit commitment. The perception of a large number of differential treatment incidents seems to act as a neutralizer with respect to the positive effects LMX quality may have.     

Academic Locus of Control and LOGO Performance among Black and White Zimbabwean Girls and Boys

Abstract

Data from a national survey of African-American workers were used to test predictions from equity theory regarding the “distress” that results from negative inequity (below expected level) and positive inequity (above expected level) in pay and occupational prestige. The results showed differential effects of the two types of inequity on dependent variables of job satisfaction and self-report of job-related skill. Although those faced with opposite forms of inequity fostered different strategies for inequity reduction, in each case, workers chose a strategy that was self-protective.     

Postphenomenology: Learning Cultural Perception in Science

In this article I propose that a postphenomenological approach to science and technology can open new analytical understandings of how material artifacts, embodiment and social agency co-produce learned perceptions of objects. In particle physics, physicists work in huge groups of scientists from many cultural backgrounds. Communication to some extent depends on material hermeneutics of flowcharts, models and other visual presentations. As it appears in an examination of physicists’ scrutiny of visual renderings of different parts of a detector, perceptions vary in relation to social and bodily experiences. Vision in physics has seemingly allowed an objective perception at a convenient distance of the body. This article challenges this view and proposes that the variations can be analysed as cultural at two echelons with the help of a postphenomenological approach combined with cultural psychological theory of artifacts. A third echelon presumably constitutes the phenomenological limit to culture in science. Even this last resort of subjectivity can be embraced by a postphenomenological approach. The process of culturalization in physics can be defined as a process of situating knowledge in a body whose continuous learning of micro-and macro perceptions makes scientific renderings unstable. Taken together postphenomenology, following the distinctions between body one and body two, and combined with cultural psychological learning theory, enables new insight into what constitutes culture in science.

Caregiver burnout among intimate partners of patients with a severe illness: An equity perspective

In the present study, caregiver burnout among the intimate partners of 106 cancer patients and 88 patients with multiple sclerosis was assessed. This study examined how burnout is related to marital quality and perceptions of inequity in the relationship. LISREL analyses showed that higher perceptions of inequity are strongly associated with higher emotional exhaustion and depersonalization, and lower feelings of personal accomplishment. Intimate partners of both cancer patients and patients with multiple sclerosis are relatively likely to experience burnout when they feel that they do not invest or benefit enough in the exchange with their ill partner. The relationship between inequity and burnout held when general marital quality, gender, the duration of the illness, the physical and psychological condition of the ill partner, and support from other persons were controlled for. This study shows that perceptions of equity or balance in the relationship between patients and their intimate partners are important for preventing caregiver burnout and for enhancing positive caregiver experiences.     

Can Being Gay Provide a Boost in the Hiring Process? Maybe If the Boss is Female

Purpose

The purpose of this study was to investigate whether men and women differentially prefer hiring gay and lesbian job applicants relative to equally qualified heterosexual job applicants.

Design/Methodology/Approach

Data were collected from two samples of non-student participants. Each participant evaluated the perceived hirability of an ostensibly real job applicant by reviewing the applicant’s resume. In reality, all participants were randomly assigned to evaluate the same fictitious resume that differed only in the gender and sexual orientation of the applicant.

Findings

We find that men perceived gay and lesbian job applicants as less hirable, while women perceived gay and lesbian job applicants as more hirable than heterosexual job applicants. Additionally, we show perceptions of hirability are mediated by perceptions of gay and lesbian job applicants’ competence.

Implications

These results show that bias against gays and lesbians is much more nuanced than previous work suggests. One implication is that placing more women in selection roles within organizations could be a catalyst for the inclusion of gay and lesbian employees. Additionally, these results could influence when and how gays and lesbians disclose their gay identities at work.

Originality/Value

These studies are the first to identify a positive bias in favor of gay and lesbian job applicants. As attitudes toward gays and lesbians become more positive, results like these are important to document as they signal a shift in intergroup relations. These results will also help managers and organizations design selection processes to minimize bias toward applicants.

     

Distraction and social comparison as mediators of social facilitation effects

Sanders and Baron (Journal of Personality and Social Psychology, 1975, 32, 956–963) suggested that increases in drive produced by the presence of others (social facilitation) are due to the tendency for others to distract task performers as they worked on a task. This Distraction-Conflict theory proposes that socially mediated drive induction will occur whenever there is some reason to shift attention from the task to the social stimuli. In the case of humans, one such reason may be the opportunity to obtain social comparison information from an audience or coactors. The present research demonstrated that social facilitation effects (improved simple task performance and impaired complex task performance produced by the presence of others) occurred only when subjects were motivated to obtain comparison information (Experiment I) and when comparison information was available (Experiment II). The availability of comparison information also led to increased accuracy in estimating the coactor's performance. This indicated that in conditions manifesting social facilitation, subjects were spending some time monitoring the coactor's work, which is an inherently distracting activity. Several supplementary measures of distraction were generally consistent in indicating greater distraction under conditions manifesting social facilitation. The present results offer no support for the explanations of social facilitation suggested by Zajonc and by Cottrell.     

An Examination of Exchange Quality and Work Stressors in Leader–Follower Dyads

This study examined the relationship between quality of leader–member exchange and follower perceptions of work stress. It was proposed that followers in higher quality exchanges were less likely to perceive work stressors than followers in exchanges of lower quality. Data collected from 215 employees of a midsized public university substantially supported this proposition. Quality of leadermember exchange was negatively related to role conflict, role ambiguity, low job scope, lack of career progress, and lack of participation experienced by followers.     

The experimental effects of "autonomy" on performance and self-reports of satisfaction

Though the job characteristics model proposed by Hackman and his associates has provided the impetus for a large number of correlational studies, few of any studies have involved the systematic manipulation of one or more of the five-core dimensions (job properties) while noting the performance outcomes. In this study, the autonomy dimension was experimentally varied (four levels) in a laboratory setting. Four groups of undergraduate students performed a job comprised of three tasks under varying degrees of autonomy while measures of performance, "perceptions" of task properties, and other self-reports were obtained. It was found, contrary to our hypothesis, that variations in autonomy produced a negative effect on quantity of performance and no effect on quality of performance, though subjects in the more autonomous conditions reported a higher level of autonomy. Reservations regarding the strategy of drawing causal inferences from correlational analyses are discussed.     

A Multilevel Examination of the Relationship Between Leader–Member Exchange and Work–Family Outcomes

Purpose

Recent work–family literature has identified leadership as an area for practical research inquiry. The purpose of the present study was to conduct a multilevel analysis that applies leader–member exchange (LMX) and conservation of resources theories as frameworks for optimizing subordinates’ work–family experiences.

Design/Methodology/Approach

Effects of the interaction between individual-level and workgroup-level LMX on work–family outcomes were examined using web-based survey data from 765 information technology workers in 79 workgroups.

Findings

High LMX was linked to reduced work interference with family, perceptions of managerial support, perceived career consequences, and organizational time demands. However, the benefits of high LMX were attenuated in the presence of low workgroup LMX for all outcomes except managerial support.

Implications

Findings suggest that an individual’s work–family experiences are influenced by both self and others’ supervisory relationships and provide further support for the efficacy of multilevel examinations of LMX. Results support LMX theory as a framework for enhancing work–family outcomes. Through individual and group-level LMX, supervisors may foster perceptions that shape work–family micro-climates within the same organization.

Originality/Value

This study focuses on a practical avenue for intervention (i.e., leadership) using a theoretically grounded approach. It uncovers a possible mechanism—high individual and group LMX—through which work–family outcomes can be improved. Additionally, this study answers calls in the work–family literature for research with implications for intervention and employs multilevel modeling.

     

Between-Worker Variability in Output Under Piece-Rate Versus Hourly Pay Systems

This study re-examined the earlier conclusion by F. Schmidt and J. Hunter (1983) that incentive pay reduces between-worker differences in output, based on their finding that the standard deviation of employee output as a percentage of mean output (SDp) is smaller under piece-rate compensation than under hourly pay. Results of the present study indicate that while the average observed SDp is larger under hourly conditions, this difference disappears after correcting for unreliability in the output measures. It appears that the difference in mean observed SDp values is due to the fact that there is more measurement error in measures of output for employees working under nonincentive-based compensation conditions. This finding suggests that incentive pay may reduce random response variability in employee output but does not reduce differences between employees in work effort and motivation. This finding also suggests that type of compensation system does not affect the percentage output increases produced through improved selection. These findings have implications for theories of job performance.     

Distributive justice and pay satisfaction: A field test of an equity theory prediction

Equity theory predicts that one's inputs and outcomes are evaluated in relation to the inputs and outcomes of others. Inequity can result from getting fewer outcomes or more outcomes than relevant others. For example, workers may feel dissatisfied with their wages if they are either overpaid or underpaid relative to their coworkers. Although the underpaid hypothesis has received a good deal of research support, the overpaid hypothesis has not. In fact, research on the latter prediction has been confined almost exclusively to laboratory experiments. This paper presents the results of three field tests of the overpaid/underpaid predictions of equity theory. Three national probability samples, involving many different kinds of workers and companies, show a curvilinear relationship between perceptions of equity and pay level satisfaction. The data show that both being underpaid and overpaid relative to comparison standards results in greater pay dissatisfaction than those who are compensated equitably. As predicted by Adams (1965), however, the threshold for overpayment inequity is higher than that for underpayment. Results are consistent across different measures within and across studies. Implications of the results are discussed.