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Social sciences

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Equity theory and interpersonal attraction

Article Abstract:

To test for the effects of high and low interpersonal attraction in conjunction with overpaid, equitably paid, and underpaid forms of compensation, a 2 X 3 factorial experiment was conducted with 66 short-term employees. Interpersonal attraction was induced by providing employees with information that a coworker possessed highly similar versus dissimilar attitudes. Three levels of piece-rate compensation were created for performing a proofreading task (underpaid, 50 cents per page; equitably paid, 75 cents per page; and overpaid, $1.00 per page). Dependent measures included quantity and quality of performance, and indexes of job satisfaction. The results replicated past findings of equity restoration responses (i.e., participants altered quantity and quality of performance to achieve equity) and identified significant interactions for interpersonal attraction and forms of compensation. Coupled with past findings in the attraction literature, the nature of these interactions suggests that interpersonal attraction may play an important role in determining employee equity restoration responses. (Reprinted by permission of the publisher.)

Employment, Wages, Wages and salaries, Interpersonal attraction

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Situational leadership theory: an examination of a prescriptive theory

Article Abstract:

In a study of 303 teachers representing 14 high schools, measures were taken of supervisory style (consideration and initiating structure), follower maturity, performance, satisfaction with supervision, and quality of leader-member exchange. A variety of statistical tests were conducted to test the prescriptions for effective supervision contained in Situational Leadership Theory (Hersey & Blanchard, 1982). Results suggest the theory may hold only for certain types of employees. Specifically, the results imply that more recently hired employees may need and appreciate greater task structuring from their superior. These results have implications for reinterpreting the theory and examining it within the "substitutes for leadership" perspective (Kerr & Jermier, 1987). (Reprinted by permission of the publisher.)

Psychological aspects, Human resource management, Management research, High school teachers

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Theoretical and empirical examination of cognitive resource theory

Article Abstract:

Two assumptions and seven hypotheses defining Fiedler and Garcia's (1987) cognitive resource theory are critiqued and examined with data from 48 four-man groups. Information for leaders and subordinates was available on the dimensions of IQ, directiveness, group atmosphere, rank, and group performance on seven tasks. Results yielded support for Hypothesis 2 of the theory (i.e., leader intelligence was more strongly correlated with group performance for highly directive leaders, relative to nondirective leaders). Problems with the theory associated with (a) the definition of intelligence, (b) the undervalued importance of specific task demands and the combination of tasks, and (c) the role of stress are discussed. (Reprinted by permission of the publisher.)

Cognition

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