The complex effects of equity sensitivity on job commitment and satisfaction: a pilot study

According to equity theory (Adams, 1963, 1965), employees determine whether they are being treated fairly by comparing what they give to and receive from their organization to that of other employees. However, individual perceptions of equity differ in the workplace, a phenomenon Huseman, Hatfield and Miles, (1987) labeled equity sensitivity, which ranges from benevolents, those who accept low levels of equity, to entitleds, who desire more favorable outcomes for themselves. Davison and Bing (2008) split the Huseman et al. continuum into its two components, benevolence and entitlement, and those are the focus of the present study. These dimensions were tested against each other to examine whether a sense of entitlement negatively affected an employee’s commitment to their organization and job satisfaction. The Equity Sensitivity Instrument (ESI), Organizational Commitment Questionnaire, and a three-item job satisfaction scale were used to test the relationships between variables. Using a sample of mid-level managers from two companies in the southern United States (n = 53), this pilot study examined the items found in the modified ESI, discussed the underlying equity theory and equity sensitivity theory, and used findings to suggest a means by which future studies can help to develop a better measure of equity sensitivity.

Grantor dc:publisher

University of Tennessee at Chattanooga

Author dc:creator

• Phifer, West

Contributors dc:contributor

• O'Leary, Brian J.
• Zelin, Alexandra I.; Cunningham, Christopher J. L.
• College of Arts and Sciences

• Work -- Psychological aspects
• Employee motivation
• Job satisfaction

Licence

• https://rightsstatements.org/page/InC/1.0/?language=en

Language dc:language

English, eng

Repository record dc:identifier

https://scholar.utc.edu/theses/549

OAI identifier oai:identifier

oai:scholar.utc.edu:theses-1711