The relationships among individual differences, needs and equity sensitivity

Abstract

The objective of this study is to examine the influence of different facets of needs (i.e. self‐achievement, power, and affiliation needs) on the relationship between individual dispositions (i.e. independence and interdependence of self) and attitudes to equity (i.e. entitled and benevolent). Data were collected from a sample of 243 Japanese university students. Structural equation analysis and simple regression analysis were performed. As a result of structural equation analysis, needs were found to mediate the relationship. The results of simple regression analysis also showed: the stronger interdependence‐oriented people have the stronger desire for affiliation needs; individual dispositions indicated no relationships with self‐achievement and power needs; those with the stronger affiliation needs exhibited both entitled and benevolent attitudes; power needs influenced entitled attitudes; and self‐achievement needs influenced both entitled and benevolent attitudes. In terms of motivation theory, the findings also suggest that people follow expectancy theory instead of equity sensitive theory.

Moral Differentiation: Exploring Boundaries of the “Monkey See, Monkey Do” Perspective

“…According to Martin (1984), individuals with a high need for affiliation tend to behave in socially appropriate ways in order to produce favorable evaluations by others and protect their self-concept. In contrast, individuals with a low need for affiliation (independent-oriented individuals) emphasize individual ability and skill above collaborative efforts (Yamaguchi, 2003). These individuals are less likely to conform to others' expectations and tend to perform in ways that promote high internal evaluations of selfworth.…”

“…Further, they receive social gratification through harmonious relationships (Murray, 1983), which explains their need for strong in-group relationships. Sometimes characterized as interdependent orientation (e.g., Wiesenfeld et al, 2001;Yamaguchi, 2003), individuals with a high need for affiliation tend to identify themselves in relation to social networks. According to Martin (1984), individuals with a high need for affiliation tend to behave in socially appropriate ways in order to produce favorable evaluations by others and protect their self-concept.…”

The Relationship between Perceived Organizational Justice and OCBs with Consider Moderating Role of Equity Sensitivity: Some Cultural Implications

“…James (1993), Yamaguchi (2003), and Allen et al (2005) concluded that cultural difference is a potential factor which impacts opinions, perception and behaviors of employees at workplaces. It should be said that there is no "right" way to deal with cultural difference about perceived organizational justice and equity sensitivity.…”

“…Sauley and Bedeian (2000) have criticized measurement of ES and developed the Equity Preference Questionnaire (EPQ) to address these concerns. Also, Yamaguchi (2003) contended that a forced distribution measurement is not appropriate for measuring psychological states. For this, in future researches, researcher could use Equity Preference Questionnaire (EPQ) in their studies.…”

“…Second, most of researches which referred to them in investigation such as current research has been administered in western countries (Farh, Hacket, & Liang, 2007;Young, 2010). Nevertheless, there is growing body of researches which revealed that cultural values are very important in studying the relationship between perceptual variables (i.e., perceived organizational justice) and behavioral outcomes (i.e., OCBs) (James, 1993;Yamaguchi, 2003;Fischer & Smith, 2003;Allen, Takeda, & White, 2005;Restubog, Bordia & Tang, 2007;Hollensbe, Khanzanchi & Masterson, 2008;Young, 2010).For instance, more recent cross-cultural investigations try to obtaining a more extensive understanding about the role of individualism (i.e., the cultures in which them people have more tendency to be independent and self-interest ) and collectivism (i.e., the cultures in which them people have more tendency to collective work along with group identity) in perceived organizational justice and their behavioral outcomes such as OCBs (Fischer & Smith, 2003). This implies that the employees' perception and their behavioral reaction to them may vary in other countries such as Iran.…”