The Socio-Cognitive Bases of Reward Allocation: The Interplay between Status and Social in Peer-Base

Men and women were presented descriptions of two dyadic work groups. In both groups, one member of the dyad did approximately two-thirds of the work. For one of the groups, subjects were asked to imagine that they were the worker of high productivity while for the other group subjects were asked to imagine that they were impartial observers. Subjects were asked to divide the rewards among the two workers for both groups. Men and women did not differ in allocation of reward when acting as impartial observers. When subjects imagined themselves as the worker of high productivity, men gave themselves a greater share of the reward than did women. It was concluded that the results were consistent with the self-interest explanation of sex differences in allocation of reward.

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Sex differences in reward allocation: Subjects, partners, and tasks.

Journal of Personality and Social Psychology ◽

10.1037/0022-3514.40.3.465 ◽

1981 ◽

Vol 40 (3) ◽

pp. 465-478 ◽

Cited By ~ 35

Author(s):

Harry T. Reis ◽

Linda A. Jackson

Keyword(s):

Sex Differences ◽

Reward Allocation

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Biases in reward allocation resulting from personal status, group status, and allocation procedure

Australian Journal of Psychology ◽

10.1080/00049538508256407 ◽

1985 ◽

Vol 37 (3) ◽

pp. 297-307 ◽

Cited By ~ 24

Author(s):

Sik Hung Ng

Keyword(s):

Group Status ◽

Status Group ◽

Allocation Procedure ◽

Personal Status ◽

Reward Allocation

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Organizational Justice and Reward Allocation

The Handbook of Cross-Cultural Management Research ◽

10.4135/9781412982764.n8 ◽

2015 ◽

pp. 135-150 ◽

Cited By ~ 8

Author(s):

Ronald Fischer

Keyword(s):

Organizational Justice ◽

Reward Allocation

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A POLICY-CAPTURING APPROACH TO COMPARING THE REWARD ALLOCATION DECISIONS OF TAIWANESE AND U.S. MANAGERS

Social Behavior and Personality An International Journal ◽

10.2224/sbp.2007.35.9.1235 ◽

2007 ◽

Vol 35 (9) ◽

pp. 1235-1250 ◽

Cited By ~ 5

Author(s):

Hsiu-Hua Hu ◽

Chin-Tien Hsu ◽

Wen-Ruey Lee ◽

Chen-Ming Chu

Keyword(s):

Experiment Design ◽

Policy Capturing ◽

Key Factors ◽

Exchange Relationship ◽

Monetary Rewards ◽

Within Subjects ◽

Relationship Factors ◽

Reward Allocation ◽

Allocation Decisions ◽

Nonmonetary Incentives

In this study the effects of three key factors (affect, loyalty, and contribution) of the manager-subordinate exchange relationship on two types of reward decision (monetary rewards and nonmonetary incentives) were examined. A policy-capturing approach of 2×2×2 within-subjects of scenario experiment design was used to examine the effects of the exchange relationship factors on the corporate manager's reward decision in terms of a Taiwan-US comparison. Total valid samples were received from 204 Taiwanese and 172 U.S. managers. The results showed that Taiwanese managers allocate more rewards to subordinates with a closer affective relationship than do U.S. managers. Conversely, U.S. managers allocate more rewards to higher contributing subordinates than do Taiwanese managers. The limitations of the research are discussed and suggestions for further research are proposed.

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