Please use this identifier to cite or link to this item: https://doi.org/10.1006/obhd.1997.2740
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dc.titleGroup harmony and interpersonal fairness in reward allocation: On the loci of the moderation effect
dc.contributor.authorSingh, R.
dc.date.accessioned2016-12-13T05:31:58Z
dc.date.available2016-12-13T05:31:58Z
dc.date.issued1997-11
dc.identifier.citationSingh, R. (1997-11). Group harmony and interpersonal fairness in reward allocation: On the loci of the moderation effect. Organizational Behavior and Human Decision Processes 72 (2) : 158-183. ScholarBank@NUS Repository. https://doi.org/10.1006/obhd.1997.2740
dc.identifier.issn07495978
dc.identifier.urihttp://scholarbank.nus.edu.sg/handle/10635/132394
dc.description.abstractGoals of group harmony and interpersonal fairness in reward allocation are believed to invoke use of the equality and equity rules, respectively. The present research tested the hypotheses that the allocation rule is subtraction, and that the moderation effect of the goal of group harmony arises from response distortions on the reward scale, cognitive distortions of the inputs given, or both. Participants from India divided monetary reward between two persons "fairly" and in a way that can "minimize group conflict." There were two inputs about each person - effort and performance (Experiment I) or performance over 2 years (Experiments II-IV). Data of majority of the participants conformed to the requirements of the subtractive model. Patterns in the moderation effect across the raw and monotonically rescaled data of individual participants further indicated that the response distortions, input distortions, and response-input distortions are the most, moderate, and least frequent responses to the goal of group harmony, respectively. These findings not only confirm the subtractive model but also offer a new view on the loci of the moderation effect in reward allocation. © 1997 Academic Press.
dc.description.urihttp://libproxy1.nus.edu.sg/login?url=http://dx.doi.org/10.1006/obhd.1997.2740
dc.sourceScopus
dc.typeArticle
dc.contributor.departmentSOCIAL WORK & PSYCHOLOGY
dc.description.doi10.1006/obhd.1997.2740
dc.description.sourcetitleOrganizational Behavior and Human Decision Processes
dc.description.volume72
dc.description.issue2
dc.description.page158-183
dc.description.codenOBDPF
dc.identifier.isiut000072006700002
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