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Overpaid or Overworked? Cognitive and Behavioral Reactions to Inequitable Rewards 1
Author(s) -
Gergen Kenneth J.,
Morse Stanley J.,
Bode Katherine Anne
Publication year - 1974
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/j.1559-1816.1974.tb02645.x
Subject(s) - task (project management) , psychology , perception , equity (law) , social psychology , social exchange theory , cognition , equity theory , economics , political science , microeconomics , neuroscience , management , law , economic justice
Although early studies support the equity theory prediction that increasing rewards for task performance enhance the effort devoted to the task, these findings may be challenged on a number of counts. Social exchange theory suggests, for example, that when rewards exceed what is felt to be equitable, the recipient may increase his perception of task difficulty and his estimate of what is a fair return for his efforts. In this case, there should be little need to devote increased energy to task performance. The present study, conducted in both Italy and the United States, supports this reasoning. Compared with equitably rewarded subjects, those rewarded by either 40% or 80% over their estimate of what was fair, altered both their perceptions of task difficulty and of a fair return. No performance differences were found.