The effects of group member performance variance and equity sensitivity on reward allocation [electronic resource] / Elijah Kim.

Kim, Elijah.
Bib ID
vtls001069994
出版項
Ann Arbor, Mich. : ProQuest Information and learning
稽核項
40 p.
電子版
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$a Kim, Elijah.
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$a The effects of group member performance variance and equity sensitivity on reward allocation $h [electronic resource] / $c Elijah Kim.
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$a Ann Arbor, Mich. : $b ProQuest Information and learning
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$a 40 p.
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$a Source: Masters Abstracts International, Volume: 37-01, page: 0378.
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$a Thesis (M.A.)--California State University, Long Beach, 1998.
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$a The purpose of this study was to investigate how rewards would be allocated when performance variance in a work group existed and how the allocator's individual ideology on perceptions of fairness (equity sensitivity) would moderate the relationship between performance variance and reward allocation. Subjects (N = 121 employees) were asked to imagine themselves as a supervisor deciding how much to reward each member of a three-member work group. The scenario described either little or large group member performance variance. Sensitivity to equity (Benevolent, Equity Sensitives, and Entitled) was measured through the Equity Sensitivity Instrument. The results found that those subjects who received the little performance variance condition distributed rewards more equally to group members then those who received the large performance variance condition. Contrary to the predictions, though, Equity Sensitivity did not influence reward allocation. Limitations and future research possibilities are discussed.
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$a Business Administration, Management.
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$a Psychology, Industrial.
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$a California State University, Long Beach.
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$u http://info.lib.tku.edu.tw/ebook/redirect.asp?bibid=1069994
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摘要
The purpose of this study was to investigate how rewards would be allocated when performance variance in a work group existed and how the allocator's individual ideology on perceptions of fairness (equity sensitivity) would moderate the relationship between performance variance and reward allocation. Subjects (N = 121 employees) were asked to imagine themselves as a supervisor deciding how much to reward each member of a three-member work group. The scenario described either little or large group member performance variance. Sensitivity to equity (Benevolent, Equity Sensitives, and Entitled) was measured through the Equity Sensitivity Instrument. The results found that those subjects who received the little performance variance condition distributed rewards more equally to group members then those who received the large performance variance condition. Contrary to the predictions, though, Equity Sensitivity did not influence reward allocation. Limitations and future research possibilities are discussed.
附註
Source: Masters Abstracts International, Volume: 37-01, page: 0378.
Thesis (M.A.)--California State University, Long Beach, 1998.
合著者
ISBN/ISSN
9780599028616