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A study was conducted to develop and test a theory the relationship between merit pay raises and organization-based self-esteem (OBSE) by examining hospital employees. Findings indicate that merit pay raises were not related to OBSE levels for younger employees. The implications of these results for merit pay theory and practice are also tackled.

To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.obhdp.2006.04.005 Byline: Michelle K. Duffy (a), Daniel C. Ganster (b), Jason D. Shaw (a), Jonathan L. Johnson (b), Milan Pagon (c) Keywords: Social undermining; Abusive supervision; Fairness theory; Deviance; Networks Abstract: We developed a fairness theory perspective to explain the experience of being 'singled out' for social undermining from supervisors and coworkers, and tested our predictions across four distinct social contexts. We argued and predicted that attitudinal and behavioral reactions to undermining (from supervisors and coworkers) would be strongest when a correspondingly low level of undermining was found in the social context. The hypothesized cross-level interaction was supported for supervisor and coworker undermining among a sample of officers from the national police force in the Republic of Slovenia (Study 1), replicated for supervisor undermining among soldiers in the US National Guard (Study 2), and further replicated with group-member undermining among a sample of individuals working in student teams (Study 3). We then predicted that justice perceptions would mediate the singled out interaction and tested the mediated-moderation model in a coworker-network context among employees of a restaurant chain (Study 4). The results substantially supported the mediation prediction. These findings from diverse settings demonstrate that considering the social context is important when trying to understand the effects of social undermining behaviors at work. Author Affiliation: (a) University of Kentucky, Gatton College of Business and Economics, School of Management, Lexington, KY 40506-0034, USA (b) University of Arkansas, Sam M. Walton College of Business, Department of Management, Fayetteville, AR 72701, USA (c) University of Maribor, Faculty of Criminal Justice, Maribor, Slovenia Article History: Received 27 May 2004 Article Note: (footnote) [star] Study 2 was funded by the Teaching and Learning Center at the University of Kentucky. Study 4 was funded by the SHRM Foundation. The interpretations, conclusions, and recommendations are those of the authors and do not necessarily represent those of these organizations. We wish to thank Jackie Thompson for editorial assistance.

Influence of a worker getting singled out from supervisors and coworkers is examined in a fairness theory perspective. Implications of justice perceptions in mediating singled out interaction are also analyzed.

Information on employee motivation through team-based rewards system in US corporations is offered. Additional information on the team reward attitude development and reward distribution systems related to individuals' performance within teams is included.

A multilevel interactive model for predicting social loafing behavior in groups is developed and tested on 367 individuals working in 102 groups. Preference for group work is negatively related to social loafing behavior, and this relationship is moderated by winning orientation and task interdependence.

Research on US-based Japanese-owned companies indicates that stronger relationships between supervisor behaviors and employee outcomes are found under demographic dissimilarity conditions. Implications for research in demography are discussed.

This study examined the direct and interactive relationships of interdependence (task and reward) and preference for group work on the satisfaction and performance of group members. Hypotheses were tested among [...]

In this study, we proposed and tested an interaction between positive affectivity (PA) and job satisfaction in predicting two organizationally relevant job attitudes, frustration and intention to quit. Specifically, we [...]

Research on pay satisfaction has spanned decades. It assumes even greater importance with changing work force demographics and increasing scarcity of human resources (Miceli & Lane, 1991). Despite extensive research, [...]