Impact of employee mobility and employee performance on the allocation of rewards under conditions of constraint
Datos Bibliográficos
| ID | 6204059 |
|---|---|
| Autores | Caryl E Rusbult (University of North Carolina at Chapel Hill), David Lowery (0000-0002-6267-9712), Michael Hubbard (Icahn School of Medicine at Mount Sinai), Michael L Hubbard, Orly J Maravankin (University of Kentucky), Et Al, Michael Neises, et al et al, Michael L Neises (University of Kentucky) |
| Año | 1988 |
| Volumen | 54 |
| Número | 4 |
| Páginas | 605-615 |
| Fecha de publicación | 1988-04-01 |
| Peer Reviewed | Sí |
| Open Access | No |
| Tipo | ARTICLE |
| Revista | Journal of Personality and Social Psychology (JOURNAL) |
| Identificadores de la revista | ISSN: 0022-3514 • E-ISSN: 1939-1315 |
| Editorial | American Psychological Association (APA) (PUBLISHER) |
| DOI | 10.1037//0022-3514.54.4.605 |
| OpenAlex | W4231855076 |
| Idioma | EN |
| Citas recibidas | 6 |
| Referencias citadas | 18 |
We advanced and tested a multiple-motive model of resource allocation. In this model we identified important instrumental, social-emotional, and group maintenance goals, and asserted that rational managers will sometimes allocate reduced rewards to employees with constrained mobility. Consistent with predictions, managers allocated greater salary funds to more deserving employees: those with high competence and dedication. However, allocations also differed as a function of employee mobility. This effect was strongest among competent employees, whose membership was most desirable. Furthermore, the tendency to allocate lesser rewards to low-mobility employees was particularly pronounced under conditions of low reward availability and low labor availability. These effects were not mediated by changes in perceptions of the competence of low-mobility employees. The findings are discussed as a form of rational selective exploitation: The rational manager's need to attend to employee mobility, particularly under conditions of reward or labor constraint, may erode equity
Constraint (computer-aided design · Demographic economics · Economics · Employee engagement · Employee research · Management · Occupational mobility · Organizational commitment · Economic Analysis and Policy · Economic and Business Development Strategies · Experimental Behavioral Economics Studies · Job Satisfaction and Organizational Behavior · Mathematics · Psychological Well-being and Life Satisfaction · Psychology · Social Psychology · Transport and Logistics Innovations
Why Justice? Normative and Instrumental Interpretations11This chapter was prepared while the senior author was in residence as a Fulbright research scholar at the Université Catholique de Louvain, Louvain-la-Neuve, Belgium. We acknowledge the support of that institution and the Commission for Educational Exchange between the United States of America, Belgium, and Luxemburg.
The Justice Concept in Social Psychology
Equity and justice in social behavior
The Distribution of Rewards and Resources in Groups and Organizations
Inequity In Social Exchange
The Justice Motive in Social Behavior
Sex differences in choice of distribution rules 1
Equity and the use of overreward to motivate performance
On winnowing
Secret ambitions and public performances
Perceived qualifications, resource abundance, and resentment about deprivation
New directions in equity research
Equity and the use of reward to elicit high performance
Achieving fairness in the face of competing concerns
Extending the equity model
Equity, reciprocity, and reallocating rewards in the dyad
Sex, age, and equity behavior
Equity, Equality, and Need
| Obras citantes distintas | 6 |
|---|---|
| Citas por año | 0,18 |
| Intervalo de citas | 1992 - 2019 (28) |
| Velocidad de citación | historical |
| Altamente citado | No |
| Tipos de cita | Neutras: 5 |