Equity, justice, and altruism

Wagstaff, Graham F.

doi:10.1007/s12144-998-1000-0

Cited by 10 publications

(3 citation statements)

References 64 publications

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“…Altruism is to some extent a component of POB. It focuses on the motivation to help others or a desire to do “good” without reward (Wagstaff, 1998). In an organization, altruism means the action of an employee feeling of benevolence toward the employers, co-workers and customers (Kolm, 1983).…”

Section: Theory and Researchmentioning

confidence: 99%

Adoption and correlates of Western concepts of high performance work system in the IT industry in India

Singh

Beatty

2016

IJOA

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Purpose An interesting conundrum exists in India with its rise as an economic powerhouse. On one front, there is tremendous pride in asserting its Indian identity. On another front, it seeks to embrace Western practices to announce its entry into the world economy. This paper aims to examine the extent to which Indian information technology (IT) firms adopt Western concepts of a high performance work system (HPWS) and the correlates of such a system (pro-social organizational behavior and employee attitude). Data from 211 IT employees in India show widespread adoption of a HPWS, and more importantly several approaches to assessment indicate that a HPWS positively correlates to pro-social organizational behavior and employee attitude. Design/methodology/approach The sample consisted of IT professionals in India having a minimum of three years of work experience. The study has used a snowball strategy to generate the sample. Eight HPWS practices were included in the survey questionnaire to assess three dimensions of HPWS. Analysis was conducted to examine differences between the highest (i.e. top 10 per cent) and the lowest (i.e. bottom 10 per cent) and bivariate correlations of the surveyed employees regarding pro-social organizational behaviors related to altruism, job involvement and work involvement, and regarding employees attitudes related to job satisfaction, intention to stay in organization, level of morale and optimism. Findings HPWS is positively associated with employee attitudes and pro-social organizational behavior. It reflects the reality that HPWSs, at least as conceived by researchers from the West, have penetrated organizations in India. Moreover, they seem to complement each other and together they seem to have a positive association with employee attitudes and pro-social organizational behavior. As organizations in India continue with the march toward servicing the world in the IT sector, the present study suggests that they have a potent tool in a HPWS to keep employee attitudes and pro-social organizational behaviors high. Research limitations/implications The criticism of survey methodology approach adopted in the present study is that it has common method bias. That is, in the survey, respondents tend to score along a path with a common response. As a validation, the study has performed a treatment-by-subjects analysis of variance with matched participant scores on the three pro-social behaviors to determine whether the means of altruism, job involvement and work involvement were significantly different. As to convergence, much more causal data would be needed to make a definitive conclusion on the findings of the present study. Originality/value This is the first study of its kind to examine the adoption of Western concepts of a HPWS in Indian IT Industry.

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Section: Theory and Researchmentioning

confidence: 99%

Adoption and correlates of Western concepts of high performance work system in the IT industry in India

Singh

Beatty

2016

IJOA

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“…Summing up, although not everyone (Konow 2000;Graham F Wagstaff 1998) agrees on it, we shall follow the example of many empirical studies on the subject and treat equality as an independent principle of distributive justice (e.g. Robinson and W. Bell 1978;Arts and Gelissen 2001;Lewin-Epstein, Kaplan, and Levanon 2003;d'Anjou, Steijn, and Van Aarsen 1995).…”

Section: Equalitymentioning

confidence: 99%

“…Perhaps it is most useful to think of the differing motivation for applying either one as the most striking distinguishing factor between the three principles. While equity/merit is usually associated with the selfishness-motive, need and equality are often perceived as being motivated by altruistic considerations (Graham F Wagstaff 1998). The latter two principles are more similar to each other than the merit principle, since they are both concerned with addressing the moral equality of people as opposed to treating people according to what they have to offer.…”

Section: Equalitymentioning

confidence: 99%

Disentangling Justice

Gilgen¹

2022

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What is fair? The choice of an allocation norm, whether it be need, merit or equality, can either foster cooperation or conflict. Because of the general irreconcilability of these principles of justice, people are forced to make complex trade-offs when allocating resources. The resulting decisions are shaped by individual factors and context, but also the situation in which an allocation problem arises. Addressing these three levels simultaneously and taking the inherent interdependency of outcomes into consideration, this book adheres to a mechanism-based approach. Its findings support a functionalist perspective on distributive justice, highlighting the inherent relevance of the relational structure for the choice of allocation norms.

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Motivators of Mobilization

Hayibor

Collins

2015

J Bus Ethics

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Although the possibility that a firm's stakeholders may take damaging measures against it in response to its activities has been an underlying assumption of stakeholder theory from inception, the conditions that predispose stakeholders to act against firms remain largely unexplored in the literature. Based on work in equity theory, expectancy theory, and resource dependence theory, we present and test hypotheses concerning stakeholders' propensities to impose sanctions upon-or to supportfirms. Using a vignette-based experiment, we found strong confirmation of the criticality of fairness in the firm-stakeholder relationship: stakeholder equity perceptions were unequivocally associated with the proclivity to sanction the firm, or to engage in prosocial behaviours of benefit to it. Stakeholder expectancy perceptions and resource dependence were related to only certain forms of stakeholder action, indicating that researchers should take care to differentiate between types of stakeholder response when investigating questions surrounding stakeholder mobilization. Our results also suggest specific avenues for stakeholder dialogue that could help firms mitigate the likelihood of stakeholders taking damaging action against them.

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Equity, justice, and altruism

Cited by 10 publications

References 64 publications

Adoption and correlates of Western concepts of high performance work system in the IT industry in India

Adoption and correlates of Western concepts of high performance work system in the IT industry in India

Disentangling Justice

Motivators of Mobilization

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