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The Effect on Organization Members of Discrepancy Between Perceived and Preferred Rewards Implicit in Work
dc.contributor.authorTannenbaum, Arnold S.en_US
dc.contributor.authorKuleck, Walteren_US
dc.date.accessioned2010-04-13T20:08:13Z
dc.date.available2010-04-13T20:08:13Z
dc.date.issued1978en_US
dc.identifier.citationTannenbaum, Arnold; Kuleck, Walter (1978). "The Effect on Organization Members of Discrepancy Between Perceived and Preferred Rewards Implicit in Work." Human Relations 31(9): 809-822. <http://hdl.handle.net/2027.42/68122>en_US
dc.identifier.issn0018-7267en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/68122
dc.description.abstractSeveral current theories predict the psychological effect of a discrepancy between the reward persons receive from their job and the reward they would like to receive. Data from 1, 750 persons in 52 industrialplants of five countries are analyzed to explore some conflicting implications of these theories. For example, researchers dispute the assertion that obtaining more than one wants can be as dissatisfying as obtaining less than one wants. The analyses reported here suggest aformula that helps to explain the conditions under which overcompensation may or may not be dissatisfying.en_US
dc.format.extent3108 bytes
dc.format.extent1168570 bytes
dc.format.mimetypetext/plain
dc.format.mimetypeapplication/pdf
dc.publisherSage Publicationsen_US
dc.titleThe Effect on Organization Members of Discrepancy Between Perceived and Preferred Rewards Implicit in Worken_US
dc.typeArticleen_US
dc.subject.hlbsecondlevelSocial Worken_US
dc.subject.hlbsecondlevelSociologyen_US
dc.subject.hlbtoplevelSocial Sciencesen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumSurvey Research Center, Institute for Social Research, The University of Michigan, Ann Arbor, Michigan 48106.en_US
dc.contributor.affiliationotherCenter for Creative Leadershipen_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/68122/2/10.1177_001872677803100905.pdf
dc.identifier.doi10.1177/001872677803100905en_US
dc.identifier.sourceHuman Relationsen_US
dc.identifier.citedreferenceADAMS, J. S. Toward an understanding of inequity. Journal of Abnormal and Social Psychology, 1963, 67, 422-436.en_US
dc.identifier.citedreferenceCAPLAN, R. D., COBB, S., FRENCH, J. R. P., JR., VAN HARRISON, R., & PINNEAU, S. R., JR. Job demands and worker health. Washington, D.C.: National Institute for Occupational Safety and Health, 1975.en_US
dc.identifier.citedreferenceHULIN, C. J., & BLOOD, M. R.Job enlargement, individual differences, and worker responses. Psychological Bulletin, 1968, 69 (1), 41-55.en_US
dc.identifier.citedreferenceKATZELL, R. A. Personal values, job satisfaction, and job behavior. In Man in a world at work. Boston: Houghton Mifflin, 1964.en_US
dc.identifier.citedreferenceLOCKE, E. A. What is job satisfaction? Organizational Behavior and Human Performance, 1969, 4, 309-336.en_US
dc.identifier.citedreferenceLOCKE, E. A. The nature and causes of job satisfaction. In Handbook of industrial and organizational psychology. Chicago: Rand Mc Nally, 1976.en_US
dc.identifier.citedreferenceMORSE, N. C. Satisfaction in the white-collar job. Ann Arbor: The University of Michigan, 1953.en_US
dc.identifier.citedreferenceTANNENBAUM, A. S., KAVCIC, B., ROSNER, M., VIANELLO, M., & WIESER, G.Hierarchy in organizations: An international comparison. San Francisco: Jossey-Bass, 1974.en_US
dc.owningcollnameInterdisciplinary and Peer-Reviewed


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