Nina Gupta
Biographic Data
| ID | 5527234 |
|---|---|
| NAME | Nina Gupta |
| GIVEN NAMES | Nina |
| FAMILY NAME | Gupta |
| SIGNATURE | GUPTA N |
| AFFILIATIONS | University of Arkansas at Fayetteville |
| VERIFIED | No |
| TOTAL WORKS | 9 |
| TOTAL CITATIONS | 4 |
| WORKS AS AUTHOR | 9 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1980 |
| LATEST PUBLICATION YEAR | 2018 |
| H-INDEX | 1 |
Disentangling horizontal pay dispersion
Although horizontal pay dispersion has been explored extensively using cross‐sectional field methods, it has received little attention using the control available through experimental designs. Many of the questions relevant to pay dispersion research can be addressed by taking an individual‐level experimental approach because this allows for clean separation of pay policies and individual effects. In this paper, we hypothesize both the motivation…
The utility of pay raises/cuts
Interdimensional correlations in individual and dyadic performance ratings
Performance rating research about individual performance may not necessarily generalize to rating performance of dyads. Using data from the 1992 Winter Olympics, this study demonstrates that observed interdimensional correlations are higher when dyads rather than individuals are being rated, particularly when raters have the opportunity to form prior general impressions of ratees. Implications of these results are discussed. © 1998 John Wiley & S…
A drop in the bucket
Although merit pay continues to receive much theoretical and practical attention, little systematic effort is devoted to determining how large a pay raise must be before employees see it as a pay raise. This study uses psychophysical reasoning and techniques in a sample of 192 student ‘employees’ to establish the size of pay raise thresholds in a relatively controlled setting. Results indicate that, below about the 7 per cent level, increases in …
Organizational Management Styles, Employee Supervisory Status, and Employee Responses
Employees' perceptions, attitudes, and behaviors are compared in two automotive supply organizations that are similar in size, technology, industry, employee characteristics, and geographic location, but are different in formal management styles. The data are examined separately for supervisors and production workers to identify hierarchical differences. Overall, the results indicate that rank-and-file employees' perceptions, attitudes, and behav…
Employee Gender, Gender Similarity, and Supervisor-Subordinate Cross-Evaluations
This article examines the relationship between employee gender and gender similarity on the one hand and supervisor-subordinate cross-evaluations and subordinate rewards on the other, using a sample of 651 employees from five midwestern organizations. Data were obtained through structured interviews, supervisor ratings of subordinates, and employee personnel records. Two-way analysis of variance results indicated that (a) evaluations of women are…
Employee Gender, Gender Similarity, and Supervisor-Subordinate Cross-Evaluations
This article examines the relationship between employee gender and gender similarity on the one hand and supervisor-subordinate cross-evaluations and subordinate rewards on the other, using a sample of 651 employees from five midwestern organizations. Data were obtained through structured interviews, supervisor ratings of subordinates, and employee personnel records. Two-way analysis of variance results indicated that (a) evaluations of women are…
Relationships among employees' work and nonwork responses
This study was concerned with an examination of the relationships among employee responses to the work setting. Responses in the work and nonwork spheres were examined, and an attempt made to determine the stability of the relationships across organizations. Data were obtained from 651 employees of five midwestern organizations using four data sources—structured interviews, on‐the‐job observations, supervisory ratings, and personnel records. The …
Performance-Contingent Rewards and Satisfaction
This study argues that a positive relationship will exist between employee satisfaction and performance-contingent intrinsic rewards and pay. A rationale is offered for expecting this relationship, and an empirical examination conducted among 649 employees of 5 Midwestern organizations. Consistent relationships were found to exist between the two sets of variables, even when the effects of actual reward level were partialled out. Results were, ho…
Performance-Contingent Rewards and Satisfaction
This study argues that a positive relationship will exist between employee satisfaction and performance-contingent intrinsic rewards and pay. A rationale is offered for expecting this relationship, and an empirical examination conducted among 649 employees of 5 Midwestern organizations. Consistent relationships were found to exist between the two sets of variables, even when the effects of actual reward level were partialled out. Results were, ho…
Organizational Management Styles, Employee Supervisory Status, and Employee Responses
Employees' perceptions, attitudes, and behaviors are compared in two automotive supply organizations that are similar in size, technology, industry, employee characteristics, and geographic location, but are different in formal management styles. The data are examined separately for supervisors and production workers to identify hierarchical differences. Overall, the results indicate that rank-and-file employees' perceptions, attitudes, and behav…
Relationships among employees' work and nonwork responses
This study was concerned with an examination of the relationships among employee responses to the work setting. Responses in the work and nonwork spheres were examined, and an attempt made to determine the stability of the relationships across organizations. Data were obtained from 651 employees of five midwestern organizations using four data sources—structured interviews, on‐the‐job observations, supervisory ratings, and personnel records. The …
Performance-Contingent Rewards and Satisfaction
This study argues that a positive relationship will exist between employee satisfaction and performance-contingent intrinsic rewards and pay. A rationale is offered for expecting this relationship, and an empirical examination conducted among 649 employees of 5 Midwestern organizations. Consistent relationships were found to exist between the two sets of variables, even when the effects of actual reward level were partialled out. Results were, ho…
Relationships among employees' work and nonwork responses
This study was concerned with an examination of the relationships among employee responses to the work setting. Responses in the work and nonwork spheres were examined, and an attempt made to determine the stability of the relationships across organizations. Data were obtained from 651 employees of five midwestern organizations using four data sources—structured interviews, on‐the‐job observations, supervisory ratings, and personnel records. The …
Employee Gender, Gender Similarity, and Supervisor-Subordinate Cross-Evaluations
This article examines the relationship between employee gender and gender similarity on the one hand and supervisor-subordinate cross-evaluations and subordinate rewards on the other, using a sample of 651 employees from five midwestern organizations. Data were obtained through structured interviews, supervisor ratings of subordinates, and employee personnel records. Two-way analysis of variance results indicated that (a) evaluations of women are…
Employee Gender, Gender Similarity, and Supervisor-Subordinate Cross-Evaluations
This article examines the relationship between employee gender and gender similarity on the one hand and supervisor-subordinate cross-evaluations and subordinate rewards on the other, using a sample of 651 employees from five midwestern organizations. Data were obtained through structured interviews, supervisor ratings of subordinates, and employee personnel records. Two-way analysis of variance results indicated that (a) evaluations of women are…
Organizational Management Styles, Employee Supervisory Status, and Employee Responses
Employees' perceptions, attitudes, and behaviors are compared in two automotive supply organizations that are similar in size, technology, industry, employee characteristics, and geographic location, but are different in formal management styles. The data are examined separately for supervisors and production workers to identify hierarchical differences. Overall, the results indicate that rank-and-file employees' perceptions, attitudes, and behav…
A drop in the bucket
Although merit pay continues to receive much theoretical and practical attention, little systematic effort is devoted to determining how large a pay raise must be before employees see it as a pay raise. This study uses psychophysical reasoning and techniques in a sample of 192 student ‘employees’ to establish the size of pay raise thresholds in a relatively controlled setting. Results indicate that, below about the 7 per cent level, increases in …
Interdimensional correlations in individual and dyadic performance ratings
Performance rating research about individual performance may not necessarily generalize to rating performance of dyads. Using data from the 1992 Winter Olympics, this study demonstrates that observed interdimensional correlations are higher when dyads rather than individuals are being rated, particularly when raters have the opportunity to form prior general impressions of ratees. Implications of these results are discussed. © 1998 John Wiley & S…
The utility of pay raises/cuts
Disentangling horizontal pay dispersion
Although horizontal pay dispersion has been explored extensively using cross‐sectional field methods, it has received little attention using the control available through experimental designs. Many of the questions relevant to pay dispersion research can be addressed by taking an individual‐level experimental approach because this allows for clean separation of pay policies and individual effects. In this paper, we hypothesize both the motivation…
Psychology (8 works) · Job Satisfaction and Organizational Behavior (7 works) · Social Psychology (6 works) · Social Psychology (5 works) · Economics (4 works) · Customer Service Quality and Loyalty (3 works) · Experimental Behavioral Economics Studies (3 works) · Sample (material (3 works) · Computer Science (2 works) · Decision-Making and Behavioral Economics (2 works)