The other side of affirmative action: reactions of nonbeneficiaries to sex-based preferential selection

Article Abstract:

Researchers studied 162 male undergraduates in an experiment designed to investigate how the experience of unfair treatment affects the reactions of nonbeneficiaries of sex-based preferential selection in terms of responses to the work task, characterizations of the woman beneficiary, and prosocial orientation to the work setting. The basis of selection (merit or preference), the comparative ability of the participant and the selectee (superior, inferior, equal, or unknown) and the presence or absence of one type of explanatory justification for the selection decision (an ideological account) were systematically varied. Results indicated that preferential selection can produce negative reactions on the part of nonbeneficiaries. However, reactions to preferential selection were not always uniform, and procedural and distributive aspects of unfairness concerns were found to have consequences for different types of nonbeneficiary reactions. In addition, the mitigating effects of the ideological account were found to be limited to situations in which the beneficiary and nonbeneficiary were believed to be equally qualified. (Reprinted by permission of the publisher.)

Affirmative action, Sex discrimination, Fairness

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Social exchange in organizations: perceived organizational support, leader-member exchange, and employee reciprocity

Article Abstract:

Social exchange (P. Blau, 1964) and the norm of reciprocity (A.W. Gouldner, 1960) have been used to explain the relationship of perceived organizational support and leader-member exchange with employee attitudes and behavior. Recent empirical research suggests that individuals engage in different reciprocation efforts depending on the exchange partner (e.g., B.L. McNeely & B.M. Meglino, 1994). The purpose of the present study was to further investigate these relationships by examining the relative contribution of indicators of employee-organization exchange and subordinate-supervisor exchange. Structural equation modeling was used to compare nested models. Results indicate that perceived organizational support is associated with organizational commitment, whereas leader-member exchange is associated with citizenship and in-role behavior. (Reprinted by permission of the publisher.)

Organizational behavior, Social exchange

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Reactions to Prescribed Leader Behavior as a Function of Role Perspective: The Case of the Vroom-Yetton Model

Article Abstract:

Two investigations are reported, relating to autocratic, consultative and participative leader behaviors. The subjects were volunteers, recruited in an approved random sampling approach with educational, income and ethnic heterogeneity. Research analyses in the first study were divided into task-relevant and socio-emotional components; the statistical table shows strong inter-correlated ratings. The Vroom-Yetton model is adhered to in the case of autocratic actions over participative behavior; a negative influence impacts on all aspects of decision making. In both surveys, the volunteers evaluated the leader's effectiveness in accord with the model only when participative conduct was prescribed. This suggests that leader behavior is considered efficient in the light of one's own criteria stance at the time of appraisal.

Models, Analysis, Study and teaching, Human behavior, Participatory management, Leadership

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