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The predictive and interactive effects of equity sensitivity in teamwork‐oriented organizations
Author(s) -
Bing Mark N.,
Burroughs Susan M.
Publication year - 2001
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/job.68
Subject(s) - psychology , equity (law) , personality , equity theory , job performance , social psychology , teamwork , sensitivity (control systems) , applied psychology , economics , job satisfaction , management , microeconomics , political science , engineering , electronic engineering , law , economic justice
Abstract Many studies have investigated the relationship between equity sensitivity and other variables of organizational importance. Although theoretical grounds support a link between equity sensitivity and job performance, to date no studies have found equity sensitivity to be a valid predictor of non self‐reported job performance in field research. The two field studies reported here empirically support this link and demonstrate that equity sensitivity may also interact with personality traits in predicting job performance. Limitations of the current investigations and future research are discussed. Copyright © 2001 John Wiley & Sons, Ltd.