Relations Between Situational Factors and the Comparative Referents Used by Employees.

Oldham, Greg R.; Kulik, Carol T.; Stepina, Lee P.; Ambrose, Maureen L.

doi:10.2307/256226

Cited by 145 publications

(35 citation statements)

References 8 publications

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“…Outcomes are any consequences to the party of his participation in the relationship (Hunt et al 1983): they are ''conditions and goods that affect well-being, which includes psychological, physiological, economic, and social aspects'' (Kabanoff 1991, p. 417). Perceptions of equity or inequity result from a social comparison process, wherein a participant in an exchange relationship compares her inputs to and outcomes from the relationship with the inputs and outcomes of a 'comparison-other', who might be the other party in the relationship, specific others or general categories of others who are in similar exchange relationships, or her historical self (Bretz and Thomas 1992;Oldham et al 1986;Ronen 1986). The relationship participant will perceive the relationship to be equitable if and only if her outcome-to-input ratio (O/I ratio) is similar to the corresponding ratio of the comparison-other (Cosier and Dalton 1983).…”

Section: Stakeholder Responses To Inequity In the Firmstakeholder Relmentioning

confidence: 99%

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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Section: Stakeholder Responses To Inequity In the Firmstakeholder Relmentioning

confidence: 99%

Motivators of Mobilization

Hayibor

Collins

2015

J Bus Ethics

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“…Research on the choice of referent by employees in organizations indicates a similarity with social identity in that an individual's choice of referent remains stable over time; and referents are selected when employees have access to information about them, and they are perceived as a relevant basis for comparison (Oldham et al, 1986). Evidence also exists that different types of referents are relevant in different decision contexts.…”

Section: The Choice Of Referent Othermentioning

confidence: 99%

Peers Versus National Culture: An Analysis of Antecedents to Ethical Decision-making

et al. 2007

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“…These questions were similar to the existing referent comparison literature (e.g., Nagy, 1995;Oldham et al, 1986;Smucker and Kent, 2004;Whisenant et al, 2004) which use what is known as the 'direct' approach. The direct approach asks the respondent to indicate their choice of referent(s), from a list.…”

Section: Methodsmentioning

confidence: 79%

“…These studies utilized various combinations of pay referent categories; social, financial, historical, organizational, and market. Oldham et al (1986) not only researched pay comparisons, but also other facets such as supervision, job security, and job complexity. These authors' utilized a combination of the aforementioned categories: organizational; market; and self/past jobs.…”

Section: Referent Comparisonmentioning

confidence: 99%

The Impact of Comparisons on the Satisfaction of Interscholastic Coaches of Girls’ Sports

Smucker

Whisenant

2005

Public Organiz Rev

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According to previous work in the coaching field, job satisfaction has been found to be an important work related variable, critical to retention and turnover of female coaches [Chelladurai, P., and E. Ogasawara. (2003). “Satisfaction and Commitment of American and Japanese Collegiate Coaches.” Journal of Sport Management 17, 62–73; Sagas, M., and F.B. Ashley. (2001). “Gender Differences in the Intent to Leave Coaching: Testing the Role of Personal, External, and Work-Related Variables.” International Journal of Sport Management 2(4), 297–313]. The current study provides a better understanding of the work environment of coaches of girls’ sports by combining satisfaction and comparisons used in this process. Male and female coaches (n=202) employed full-time at Texas public high schools completed a questionnaire containing the Job Descriptive Index [Smith, P.C., L.M. Kendall, and C.C. Hulin. (1969). The Measurement of Satisfaction in Work and Retirement. New York: Rand McNally.], the Job In General (Ironson et al., 1997), a referent comparison instrument, and demographic information. The findings indicated significant satisfaction differences based on gender and comparison other. Copyright Springer Science + Business Media, Inc. 2005job satisfaction, coaching, referent comparisons, interscholastic,

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Relations Between Situational Factors and the Comparative Referents Used by Employees.

Cited by 145 publications

References 8 publications

Motivators of Mobilization

Motivators of Mobilization

Peers Versus National Culture: An Analysis of Antecedents to Ethical Decision-making

The Impact of Comparisons on the Satisfaction of Interscholastic Coaches of Girls’ Sports

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